Business Driven Information Systems Ch. 9 – Flashcards
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the overall process for developing information systems, from planning and analysis through implementation and maintenance.
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System Development Life Cycle (SDLC)
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establishes a high-level plan for the intended project and determines project goals.
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Planning Phase
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the firm analyzes its end-user business requirements and refines project goals into defined functions and operations of the intended system.
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Analysis Phase
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the specific business requests the system must meet to be successful.
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Business requirements
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establishes descriptions of the desired features and operations of the system including screen layouts, business rules, process diagrams, pseudo code and other documentation.
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Design Phase
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takes all the detailed design documents from the design phase and transforms them into the actual system.
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Development Phase
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brings all the project pieces together into a special testing environment to eliminate errors and bugs, an verify that the system meets all the business requirements defined in the analysis phase.
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Testing Phase
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when the organization places the system into production so users can begin to perform actual business operations with it.
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Implementation Phase
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the organization performs changes, corrections, additions, and upgrades to ensure the system continues to meet its business goals.
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Maintenance Phase
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a set of policies, procedures, standards, processes, practices, tools, techniques and tasks that people apply to technical and management challenges.
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Methodology
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a sequence of phases in which the output of each phase is the input for the next phase. -Oldest and best known.
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Waterfall Methodology
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consists of a series of tiny projects.
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Iterative Development
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aims for customer satisfaction through early and continuous delivery of useful software components developed by an iterative process using the bare minimum requirements.
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Agile Methodology
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Rapid Application Development Methodology -A.K.A. Rapid Prototyping, Extreme Programming Methodology, Rational Unified Process(RUP) Methodology, Scrum Methodology
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primary forms of Agile Methodology
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rapid prototyping, emphasizes extensive used involvement in the rapid and evolutionary construction of working prototypes of a system, to accelerate the system development process.
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Rapid Application Development(RAD) Methodology
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is a smaller-scale representation or working model of the users' requirements or the proposed design for an information system.
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Prototype
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breaks projects into four phases and the developers cannot continue into the next phase until the previous phase is complete.
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Extreme Programming(XP) Methodology
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provides a framework for breaking down the development of software into four gates each gate consisting of executable iterations of the software in development -owned by IBM
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Rational Unified Process (RUP) Methodology
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This phase ensures all stakeholders have a shared understanding of the proposed system and what it will do.
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Gate one: Inception
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This phase expands on the agreed-upon details of the system, including the ability to provide an architecture to support and build it.
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Gate two: Elaboration
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This phase includes building and developing the product.
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Gate three: Construction
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Primary questions answered in this phase address ownership of the system and training of key personnel.
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Gate four: Transition
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uses small teams to produce small pieces of software using a series of "sprints," or 30 day intervals, to achieve an appointed goal.
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Scrum Methodology
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develops procedures and concepts necessary to support the profession of project management.
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Project Management Institute (PMI)
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a temporary activity a company undertakes to create a unique product, service or result.
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Project
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the application of knowledge, skills, tools, and techniques to project activities to meet project requirements.
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Project Management
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an individual who is an expert in project planning and management, defines and develops the project plan and tracks the plan to make sure it is finished on time and on budget.
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Project Manager
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any measurable, tangible, verifiable outcome, result or item that is produced to complete a project or a part of a project. EX. design doccuments, testing scripts.
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Project Deliverables
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represent key dates when a certain group of activities must be performed. EX. Completion of the planning phase is a milestone.
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Project Milestone
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an internal department that overseas all organizational projects.must formalize and professionalize project management expertise and leadership. primary initiative is to educate the organization on techniques and procedures necessary to run successful projects.
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Project Management Office
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It involves time, scope and cost. Basically these three variables are all directly linked to each other. When one of the variables changes, atleast one other is also affected. EX. If you move up a projects finish date, it will cost more money and it will also cause you to decrease the scope(eliminate details, features and functions) due to lack of time.
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Describe the Triple Constraint.
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project management interdependent variables
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time, cost, scope
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individuals and organizations actively involved in the project or whose interests might be affected as a result of project execution or project completion.
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Project Stakeholders
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the person or group who provides the financial resources for the project.
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Executive Sponsor
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choosing strategic projects, understanding project planning, managing projects, outsourcing projects
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Project management activities
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Focus on organizational goals, Categorize business priorities, Perform financial analysis
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Choosing Strategic Projects
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time, scope, resources, industry changes, communication, expectations, quality, costs, methodologies and tools, organizational changes, SDLC, technological changes
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Project management roles
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a document issued by the project initiator or sponsor that formally authorizes the start of a project and provides the project manager with the authority to apply some organizational resources to project activities.
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Project Charter
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links the project to the organizations overall business goals.
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Project Scope Statement
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quantifiable criteria that must be met for the project to be considered a success.
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Project Objectives
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specific factors that can limit options.
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Project Constraints
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are factors considered to be true, real, or certain without proof or demonstration. EX. hours in a work week or time of year the work will be completed.
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Project Assumptions
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a formal, apporoved document that manages and controls project execution.
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Project Plan
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it gives useful reminders about how to ensure that the project has created understandable and measurable objectives.
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SMART criteria
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What are the parts to the SMART criteria?
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specific, Measurable, Agreed Upon, Realistic, Time Frame
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a trigger that enables a project manager to close the project before completion.
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Kill Switch
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a graphical network model that depicts a projects tasks and the relationships between them.
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PERT(Program Evaluation and Review Technique) Chart
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a logical relationship that exists between the project tasks, or between a project task and a milestone.
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Dependency
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estimates the shortest path through the project ensuring all critical tasks are completes from start to finish.
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Critical Path
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a simple bar chart that lists project tasks vertically against the projects time frame, listed horizontally.
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Gantt Chart
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Managers focus on managing these areas for success
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Communication, People, Change
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offers procedures and policies managers can use to help manage change during system development.
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Change Management
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includes a collection of procedures to document a change request and identifies the expected impact associated with the change
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Change Management System
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is responsible for approving or rejecting all change requests.
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Change Control Board (CCB)
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uses the professional expertise within an organization to develop and maintain its information technology systems.
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In-sourcing (in-house Development)
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is an arrangement by which one organization provides a service or services for another organization that chooses not to perform them in-house.
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Outsourcing
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Engaging another company within the same country for services.
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Onshore Outsourcing
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contracting an outsourcing arrangement with a company in a nearby country. Often this country will share a border with the native country.
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Nearshore Outsourcing
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using organizations from developing countries to write code and develop systems. in offshore outsourcing the country is geographically far away.
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Offshore Outsourcing
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Any flaws in accurately defining and articulating the business problem in terms of what the business users actually require flow onward to the next phase.
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The business problem
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Managing costs, resources, and time constraints is difficult in the waterfall sequence.
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The plan disadvantage
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The waterfall methodology is problematic in that it assumes users can specify all business requirements in advance.
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The solution disadvantage
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Focus initially on creating a prototype that looks and acts like the desire system, Actively involve system users in the analysis, design, and development phases, Accelerate collecting the business requirements through an interactive and iterative construction approach
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Fundamentals of RAD
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direct customer control and close location
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Onshore outsourcing model
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mid customer control and location
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Nearshore outsourcing model
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Indirect customer control and remote location
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Offshore outsourcing model
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drive business operations and ensure work flows throughout a company
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why develop software
