Chapter 12

Information Systems Development

"We Think We Can Open the Doors to an Entirely
New Market"
• Example of decision making in small company.
– Zev owner and source of investment funds.
– Team presents options, he listens and makes a decision.
• Team doesn’t really sure what’s involved.
• Building an Xbox prototype good, low cost way to learn.

Copyright © 2017 Pearson Education, Ltd. 12-2

Bottom Line
• Startups fun and interesting places to work.
• Time and budgets limited,
• Decisions made more quickly, but risky if not well managed.
• Prototypes used to reduce front-end risk.
• Scrum ideal process for creating prototypes.

Copyright © 2017 Pearson Education, Ltd. 12-3

Study Questions

Q1: How are business processes, IS, and applications developed?

Q2: How do organizations use business process management (BPM)?
Q3: How is business process modeling notation (BPMN) used to model
processes?
Q4: What are the phases in the systems development life cycle (SDLC)?
Q5: What are the keys for successful SDLC projects?
Q6 :How can scrum overcome the problems of the SDLC?
Q7: 2026?

Copyright © 2017 Pearson Education, Ltd. 12-4

Q1: How Are Business Processes, IS, and
Applications Developed?

Offline process

Copyright © 2017 Pearson Education, Ltd. 12-5

Relationship of Business Processes and
Information Systems

Every information system has at least one application

(software).

Copyright © 2017 Pearson Education, Ltd. 12-6

How Do Business Processes, Information
Systems, and Applications Differ and Relate?
1. Different characteristics and components.
2. Business processes to information systems - N:M.
 Business process need not relate to any information
system, but an information system relates to at least one
business process.
3. At least one application in every IS due to software
component.

Copyright © 2017 Pearson Education, Ltd. 12-7

How Is Scope Related to Development Processes?

Copyright © 2017 Pearson Education, Ltd. 12-8

Role of Development Personnel

Copyright © 2017 Pearson Education, Ltd. 12-9

Q2: How Do Organizations Use Business Process
Management (BPM)?
• Business process
– Network of activities, repositories, roles, resources, and flows
– Interact to accomplish a business function.

Copyright © 2017 Pearson Education, Ltd. 12-10

Properties of Processes
• Roles -
– Collections of activities.
• Resources -
– People or computer applications assigned to roles.
• Flow
– Control flow - directs order of activities.
– Data flow - movement of data among activities & repositories.

Copyright © 2017 Pearson Education, Ltd. 12-11

Why Do Processes Need Management?

1. Improve process quality.

2. Adapt to change in technology.
3. Adapt to change in business fundamentals.

Copyright © 2017 Pearson Education, Ltd. 12-12

Examples of Change in Business Fundamentals
• Market (new customer category, change in customer
characteristics)
• Product lines
• Supply chain
• Company policy
• Company organization (merger, acquisition)
• Internationalization
• Business environment (new priority on credit checking)

Copyright © 2017 Pearson Education, Ltd. 12-13

Four Stages of BPM Cycle

COBIT (Control Objectives for

Information and related Technology)

Copyright © 2017 Pearson Education, Ltd. 12-14

Q3: How Is Business Process Modeling Notation
(BPMN) Used to Model Processes?

Copyright © 2017 Pearson Education, Ltd. 12-15

Existing Order
Process
(BPMN)

Copyright © 2017 Pearson Education, Ltd. 12-16

Check
Customer
Credit
Process

Copyright © 2017 Pearson Education, Ltd. 12-17

Q4: What Are the Phases in the Systems
Development Life Cycle (SDLC)?

Copyright © 2017 Pearson Education, Ltd. 12-18

SDLC Definition Phase

Copyright © 2017 Pearson Education, Ltd. 12-19

Role of a Prototype
• Direct user experience.
• Assess technical and organizational feasibility.
• Define requirements and functions.
• Parts often reused.
– PRIDE for Xbox prototype code reused in operational
system?
• Prototype-funding dilemma. Which comes first?

Copyright © 2017 Pearson Education, Ltd. 12-20

SDLC Requirements Analysis Phase

Copyright © 2017 Pearson Education, Ltd. 12-21

SDLC Component Design Phase

Copyright © 2017 Pearson Education, Ltd. 12-22

SDLC System Implementation Phase

Copyright © 2017 Pearson Education, Ltd. 12-23

System Conversion Approaches
• Implement entire system in limited portion of business
Pilot
• Limits exposure to business if system fails
• System installed in phases or modules
Phased
• Each piece installed and tested
• Complete new and old systems run simultaneously
Parallel
• Very safe, but expensive
• High risk if new system fails
Plunge
• Only used if new system not vital to company operations

Copyright © 2015 Pearson Education, Inc. 12-24

Design and Implementation for the Five
Components

Copyright © 2017 Pearson Education, Ltd. 12-25

SDLC System Maintenance Phase

Copyright © 2017 Pearson Education, Ltd. 12-26

Q5: What Are the Keys for Successful SDLC
Projects?
• Create work-breakdown structure (WBS).
• Estimate time and costs.
• Create project plan.
• Adjust plan via trade-offs.
• Manage development challenges.

Copyright © 2017 Pearson Education, Ltd. 12-27

Work
Breakdown
Structure
(WBS)

Copyright © 2017 Pearson Education, Ltd. 12-28

Partial Gantt Chart for Definition Phase of Project

Copyright © 2017 Pearson Education, Ltd. 12-29

Partial Gantt Chart with Resources (People)
Assigned

Copyright © 2017 Pearson Education, Ltd. 12-30

Primary Drivers of Systems Development

12-31
Copyright © 2017 Pearson Education, Ltd.
Manage Development Challenges
Four critical factors
1. Coordination
2. Diseconomies of scale
 Brook's Law
3. Configuration control
4. Unexpected events

Copyright © 2017 Pearson Education, Ltd. 12-32

Diseconomies of Scale
Brooks’ Law
• “Adding more people to a late project makes the project
later.”
• Productive workers train new people, and productivity
decreases.
• Schedules compress only so far.
• Once late and over budget, no good choice exists.

Copyright © 2017 Pearson Education, Ltd. 12-33

Configuration Control and Unexpected Events

• Configuration control
– Set of management policies, practices, and tools.
– Used to maintain control over project resources.
• Unexpected events
– New management
– Technology, competitor changes
– Disasters
– Loss of critical people
– Team morale fades

Copyright © 2017 Pearson Education, Ltd. 12-34

Ethics Guide: Estimation Ethics
• Estimating just a “theory.”
– Average of many people’s guesses.
• Buy-in game.
• Projects start with overly optimistic schedules and cost
estimates.
• When is a buy-in within accepted boundaries of conduct?

Copyright © 2017 Pearson Education, Ltd. 12-35

Ethics Guide: Estimation Ethics (cont'd)
• Be aware of “buy-ins” -- some vendors make a practice of it.
– Carefully scrutinize unbelievably low bids.
• No substitute for experience.
– Hire expertise to evaluate bids.
• Consider your position on buy-ins.
– Can you ever justify a buy-in? If so, when?

Copyright © 2017 Pearson Education, Ltd. 12-36

So What? Using This Knowledge for Your Number-
One Priority
• Between now and graduation, finding and getting that job
should be your number-one priority.
• How will you do that?
– Interpret each SDLC activity as pertaining to finding a job.
– Sketch the job-acquisition process you are currently using.
(BPMN symbols)
– Compare them.

Copyright © 2017 Pearson Education, Ltd. 12-37

So What? Using This Knowledge for Your Number-
One Priority (cont’d)
• Explain two ways to improve the quality of your job search
process.
• Write requirements for job-acquisition process using scrum-like
requirements statements.
• How do those answers inform you about how to obtain that
perfect job?

Copyright © 2017 Pearson Education, Ltd. 12-38

Q6: How Can Scrum Overcome the Problems of
the SDL
• Alternatives to SDLC
– Rapid Application Development (RAD)
– Unified Process (UP)
– Extreme programming (XP)
– Scrum
– Other agile methods

Copyright © 2017 Pearson Education, Ltd. 12-39

Principles of Agile (Scrum) Development

Copyright © 2017 Pearson Education, Ltd. 12-40

 Scrum
Essentials

Copyright © 2017 Pearson Education, Ltd. 12-41

Scrum Process

Copyright © 2017 Pearson Education, Ltd. 12-42

When Are We Done?
• Scrum periods continue until:
1. Customer satisfied and accepts it.
2. Project runs out of time.
3. Project runs out of money.

Copyright © 2017 Pearson Education, Ltd. 12-43

How Do Requirements Drive the Scrum Process?

Copyright © 2017 Pearson Education, Ltd. 12-44

Summary of Scrum Estimation Techniques

Copyright © 2017 Pearson Education, Ltd. 12-45

Hocus-Pocus?
• Incorporates team iteration and feedback for scheduling and
tasking,
– Team exceeds what members can do individually.
• Framework for team learning.
– Learns how to assign points and what team’s true velocity is.

Copyright © 2017 Pearson Education, Ltd. 12-46

Q7: 2026?
• SOA and web services make applications more easily changed
and adapted.
• Application development speed accelerates.
– Applications get better at creating other applications.
– Singularity
• Nature of IT industry changes.
• New business models based on loosely coupled partnerships.
• New million- and billion-dollar development disasters.

Copyright © 2017 Pearson Education, Ltd. 12-47

Security Guide: Psst. There’s Another Way, You
Know . . .
• Code sent copies of engineering drawings on host machine to
one of several email servers in China.
• Original infection on server of a Peruvian manufacturer whose
suppliers needed manufacturer’s engineering designs to create
component parts.
• Tens of thousands of engineering drawings were leaked.

Copyright © 2017 Pearson Education, Ltd. 12-48

Guide: Final, Final Word
• Learn to find, create, and manage innovative applications of IS
technology.
• Takeaways
– Use knowledge from this course to apply MIS to your
business interests.
– Take time to do exercises at the end of this guide, and use
your answers in job interviews!

Copyright © 2017 Pearson Education, Ltd. 12-49

Active Review
Q1: How are business processes, IS, and applications developed?
Q2: How do organizations use business process management (BPM)?
Q3: How is business process modeling notation (BPMN) used to model
processes?
Q4: What are the phases in the systems development life cycle (SDLC)?
Q5: What are the keys for successful SDLC projects?
Q6 :How can scrum overcome the problems of the SDLC?
Q7: 2026?

Copyright © 2017 Pearson Education, Ltd. 12-50

Case Study 12: When Will We Learn?
• 1974: Cause of failure
– Lack of user involvement in creating and managing system
requirements.
• Access CT project (2013) successful.
– If schedule fixed, funding fixed, what factors can be traded-off
to reduce project difficulty and risk?
 Requirements. Reduce to bare minimum, get system
running, add to it.

Copyright © 2017 Pearson Education, Ltd. 12-51

Case Study 12: When Will We Learn? (cont'd)
• Failure: State of Oregon wasted $248+ million attempting to develop an
information system to support healthcare exchange.
• Very early in project, consulting firm hired to provide quality assurance,
warned requirements were vague, changing, and inconsistent.
• Warnings made no difference. Why?
• Software and systems made of “pure thought-stuff.”
– Easy to imagine glorious future of amazing capability, but subject to
human frailties.

Copyright © 2017 Pearson Education, Ltd. 12-52