Chapter 11McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.

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CHAPTER ELEVEN OVERVIEW

SECTION 11.1 – DEVELOPING ENTERPRISE APPLICATIONS

• Developing Software• The Systems Development Life Cycle• Traditional Software Development Methodology: Waterfall• Agile Software Development Methodologies• Developing Successful Software SECTION 11.2 – PROJECT MANAGEMENT• Managing Software Development Projects• Project Management Fundamentals• Choosing Strategic Projects• Understanding Project Planning• Managing Projects, Resources, and Change• Outsourcing Projects

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DEVELOPING SOFTWARE

• As organizations’ reliance on software grows, so do the business-related consequences of software successes and failures including: Increase or decrease revenue Repair or damage to brand reputation Prevent or incur liabilities Increase or decrease productivity

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THE SYSTEMS DEVELOPMENT LIFE CYCLE

• Systems development life cycle (SDLC) – the overall process for developing information systems from planning and analysis through implementation and maintenance

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WATERFALL METHODOLOGY

• Waterfall methodology – an activity-based process in which each phase in the SDLC is performed sequentially from planning through implementation and maintenance

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AGILE METHODOLOGY

• Agile methodology – aims for customer satisfaction through early and continuous delivery of components developed by an iterative process

Rapid application development methodology (RAD)

Extreme programming (XP) methodology

Rational Unified Process (RUP) SCRUM

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DEVELOPING SUCCESSFUL SOFTWARE

• Primary principles for successful agile software development include:

Slash the budget If it doesn’t work, kill it Keep requirements to a minimum Test and deliver frequently Assign non-IT executives to software

projects

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THE TRIPLE CONSTRAINT

• Project management interdependent variables

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PROJECT MANAGEMENT FUNDAMENTALS

• Project management role

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CHOOSING STRATEGIC PROJECTS

• Three common techniques for selecting projects

1. Focus on organizational goals2. Categorize projects3. Perform a financial analysis

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UNDERSTANDING PROJECT PLANNING

• Building a project plan involves two key components: Project charter - a document issued by

the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities

Project plan – a formal, approved document that manages and controls project execution

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PROJECT PLAN

• Two primary diagrams used in project planning include PERT and Gantt charts

PERT chart – a graphical network model that depicts a project’s tasks and the relationships between those tasks

o Dependencyo Critical path

Gantt chart – a simple bar chart that depicts project tasks against a calendar

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MANAGING PROJECTS

• Managing a project includes: Identifying requirements Establishing clear and achievable objectives. Balancing the competing demands of quality,

scope, time, and cost Adapting the specifications, plans, and

approach to the different concerns and expectations of the various stakeholders

• Primary areas of focus: Managing people; Managing communications;

Managing change

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OUTSOURCING PROJECTS

• Reasons companies outsource

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OUTSOURCING PROJECTS

• Outsourcing benefits include: Increased quality and

efficiency Reduced operating expenses, Outsourcing non-core

processes Reduced exposure to risk Economies of scale, expertise,

and best practices Access to advanced

technologies Increased flexibility Avoid costly outlay of capital

funds Reduced headcount and

associated overhead expense Reduced time to market for

products or services

• Outsourcing challenges Contract length Competitive edge Confidentiality Scope definition