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Homework answers / question archive / Based on week 13 reading assignment, describe an IT or similar business project you have done or are currently doing

Based on week 13 reading assignment, describe an IT or similar business project you have done or are currently doing

Computer Science

Based on week 13 reading assignment, describe an IT or similar business project you have done or are currently doing. In your discussion, provide information on the following:

 

1. What is that project? Provide complete description.

2. What was the scope, deliverable, and results of the project?

3. What constraints did you experience and how did you handle them?

4. If you had to do the same project again, what changes will you recommend?

 

IT for Management: On-Demand Strategies for Performance, Growth, and Sustainability Eleventh Edition Turban, Pollard, Wood Chapter 13 Systems Development and Project Management Learning Objectives (1 of 5) Copyright ©2018 John Wiley & Sons, Inc. 2 System Development Life Cycle • System Development Life Cycle (SDLC) is a multiple stage approach used by IT professionals to develop high-quality information systems from planning and analysis through support and maintenance. o o The SDLC provides a framework for a number of different systems development methodologies. The activities performed during systems development vary depending on the size and complexity of the system. Copyright ©2018 John Wiley & Sons, Inc. 3 Stages of the SDLC • • • • • Systems Planning Systems Analysis Systems Design Implementation and Testing Support and Maintenance The SDLC is an iterative process, not a linear one. Copyright ©2018 John Wiley & Sons, Inc. 4 Systems Planning During Systems Planning: 1. Planning begins when a business need is identified. 2. Problem or desired change is described. 3. Planning stage objective is to determine feasibility of the request. 4. The deliverable from the planning stage is the Project Plan. A feasibility study in this stage determines the probability of success of a proposed system and provides a rough assessment of its technical, economic, organizational, and behavioral feasibility. Copyright ©2018 John Wiley & Sons, Inc. 5 Systems Analysis During Systems Analysis: 1. User requirements are gathered to better understand the problem 2. Process models are created to determine the logical design of the system 3. End product of this stage is a Systems Proposal. More time invested in analysis mean a greater probability of IS success. Copyright ©2018 John Wiley & Sons, Inc. 6 Systems Design • System developers utilize the design specifications to create the user interface and establish data requirements • Physical design of the system is designed by determining and acquiring the hardware and software needed to carry out the logical design of the system • User and system documentation are created • Management and user involvement are critical to ensure that business requirements are being met • The deliverable from the design stage is the System Design Specification Copyright ©2018 John Wiley & Sons, Inc. 7 Implementation and Testing • Implementation o Conversion of the old system to the new system • Plunge: cut off and migration at a specific time • Parallel: simultaneous transfer • Pilot: limited test of new, then roll out • Phased: specific components in stages • Testing o Testing verifies that apps, interfaces, data transfers, and so on, work correctly under all possible conditions. o Users are trained in the use of the new system. Copyright ©2018 John Wiley & Sons, Inc. 8 Support and Maintenance • Occurs once new system’s operations are stabilized. Audits are performed to assess capabilities and determine operational correctness. o Maintenance must be kept up to date at all times. o Users kept up to date on latest modifications and procedures. o Systems development is a repetitive process as maintenance turns into the development of a new system. Copyright ©2018 John Wiley & Sons, Inc. 9 Data Visualization Technologies Figure 11.3 Tools and technologies in this chapter fall into three related categories. Copyright ©2018 John Wiley & Sons, Inc. 10 System Development Life Cycle 1. What are the five stages of the SDLC? 2. Name the deliverables from three of the five SDLC stages. 3. Explain the purpose of feasibility tests and why they are important in developing information systems. 4. Is the systems development process a linear or a cyclical process? Explain. 5. Name the four system conversion methods. Copyright ©2018 John Wiley & Sons, Inc. 11 Learning Objectives (2 of 5) Copyright ©2018 John Wiley & Sons, Inc. 12 Software Development Methodologies: Waterfall Waterfall Method • Sequential • Predictive • Inflexible • No going back • Recordkeeping essential • Small, short-term projects Copyright ©2018 John Wiley & Sons, Inc. 13 Software Development Methodologies: Object-Oriented • Object-Oriented (O-O) Analysis and Design o o o o o Iterative, Adaptive Emphasizes modularity and reusability Views a system as a collection of modular objects that encapsulate data and processes. Objects = people, things, transactions and events Use cases and Unified Modelling Language (UML), a set of symbols to graphically represent the various components and relationships within a system Copyright ©2018 John Wiley & Sons, Inc. 14 Figure 13.3: An Object-Oriented Use Case Model has two parts, the use case diagram and the use case description. Here’s a simple example of an account holder interacting with a Banking ATM. Copyright ©2018 John Wiley & Sons, Inc. 15 Software Development Methodologies: Agile • Agile Methodology Most flexible of all development methodologies o Software components delivered early and often o Iterative, incremental approach o Variations: Scrum, Extreme Programming o Copyright ©2018 John Wiley & Sons, Inc. 16 Figure 13.4 Stages in the Agile Methodology Copyright ©2018 John Wiley & Sons, Inc. 17 Software Development Methodologies: DevOps • DevOps: DEVelopment and IT OPerations o o o o o Emphasizes collaboration between software developers, operators and testers involved in the development and operations of information systems Developed to address gap in communication and collaboration Creates culture where building, testing and delivery of a system can happen quickly, frequently and reliably Lowers failure rate of new releases Shortens time to market Copyright ©2018 John Wiley & Sons, Inc. 18 Software Development Methodologies 1. Name the different types of systems development methodologies. 2. What the is the main difference between the waterfall method and the agile method? 3. Why is it important for an organization to be flexible when developing information systems? 4. Why is the concept of DevOps appealing to organizations? Copyright ©2018 John Wiley & Sons, Inc. 19 Learning Objectives (3 of 5) Copyright ©2018 John Wiley & Sons, Inc. 20 Project Management Fundamentals • Project o is a temporary endeavor undertaken to create a unique product, service or result • Project Management o is the application of knowledge, skills, tools and techniques to project activities to meet project requirements • Deliverable o is any measurable, tangible, verifiable outcome, result or item that is produced to complete a project or part of a project Copyright ©2018 John Wiley & Sons, Inc. 21 What is a Project? Operations vs. Projects • Operations o Business as usual • Projects o o o o o o Clearly defined scope, deliverables, and results. Estimated time frame or schedule subject to a high degree of uncertainty. Estimated budget subject to a high degree of uncertainty. Requirement of extensive interaction among participants. Tasks that may compete or conflict with other business activities. Risky but with a high profit potential or benefits. • Portfolio is a set of projects. Copyright ©2018 John Wiley & Sons, Inc. 22 Choosing Projects: Project Portfolio Management Path Copyright ©2018 John Wiley & Sons, Inc. 23 The Triple Constraint Copyright ©2018 John Wiley & Sons, Inc. 24 Figure 13.7: : The five phases of the project management life cycle. All projects, IT or otherwise, move through five phases of the project management life cycle. Copyright ©2018 John Wiley & Sons, Inc. 25 Ten Knowledge Areas of Project Management Copyright ©2018 John Wiley & Sons, Inc. 26 Project Management Fundamentals 1. What distinguishes a project from day-to-day operations? 2. What are the three components of the triple constraint? 3. What are the five process groups in the project management life cycle? 4. Why is it important to use a structured project management approach to IT projects? Copyright ©2018 John Wiley & Sons, Inc. 27 Learning Objectives (4 of 5) Copyright ©2018 John Wiley & Sons, Inc. 28 Project Initiation • Business Case o Presentation or document that outlines the justification for the start-up and funding of a project • Statement of Work (SOW) o Definitive statement that defines the project plan, but does not offer any options or alternatives in the scope • Project Charter o Specifies scope, authority, milestones, budget, source of funding for project Copyright ©2018 John Wiley & Sons, Inc. 29 Project Planning • Work Breakdown Structure (WBS) o o Identifies all work or activities that need to be performed, the schedule of work, and who will perform the work. Milestones are used to manage the project work effort, monitor results, and report meaningful status to project stakeholders. • Risk Register o o Lists all known risks and an estimation of risks that could occur. Also lists the source of each risk, how you will respond to each risk and the name of the person responsible for addressing the risk. Copyright ©2018 John Wiley & Sons, Inc. 30 Figure 13.10 One segment of the WBS for a mobile commerce site project Copyright ©2018 John Wiley & Sons, Inc. 31 Project Execution: Gantt Chart • A horizontal bar chart that shows the timeline of the project schedule showing start and finish dates of all milestones. Copyright ©2018 John Wiley & Sons, Inc. 32 Figure 13.12 Microsoft Project screen shot of WBS (left side) and Gantt chart Copyright ©2018 John Wiley & Sons, Inc. 33 Project Execution • Cost Estimation o Costs are not technically part of the WBS, but projects’ estimated cost can be calculated from the WBS using start date and duration. • Responsibility Matrix o Shows who has primary responsibility and who has support responsibility for the activities listed in the WBS. Copyright ©2018 John Wiley & Sons, Inc. 34 Initiating, Planning, and Executing Projects 1. If the business case is accepted, what document is prepared? 2. What events are used to manage the project work effort, monitor results, and report a meaningful status to project stakeholders? 3. What shows who has primary responsibility and who has support responsibility for the tasks listed in the WBS? 4. What is the type of bar chart that shows the timeline of the project schedule? Copyright ©2018 John Wiley & Sons, Inc. 35 Learning Objectives (5 of 5) Copyright ©2018 John Wiley & Sons, Inc. 36 Project Monitoring: Status Report • Prepared and reviewed to check on the progress of the project • Typically prepared once a week • Can include a summary of the project status, work planned, work completed, open issues, open risks, status of project milestones and deliverables, open change requests, project KPIs, schedule status and cost status Copyright ©2018 John Wiley & Sons, Inc. 37 Project Controlling: Changes • Is the piling up of small changes that by themselves are manageable but in aggregate are significant • Contributes to overages in budget, deadline, and/or resources • Standard project management approaches reduce scope creep Copyright ©2018 John Wiley & Sons, Inc. 38 Project Monitoring: Status Report • Integrated Change Control o o Process helps to manage the disruption resulting from requested changes and corrective actions across the project life cycle. Required to defend: • • • • Approved/rejected change requests Updates to the project plan/scope Approved corrective and preventive actions Approved/validated defect repair Copyright ©2018 John Wiley & Sons, Inc. 39 Figure 13.15 Project controls Copyright ©2018 John Wiley & Sons, Inc. 40 Project Control: Critical Path Critical Path Analysis • Consists of all tasks from project start to finish that must be completed on time in order for the project to finish on time. • Figure 13.14: The critical path is shown as red bars. Copyright ©2018 John Wiley & Sons, Inc. 41 Project Monitoring, Controlling, and Closing • Project Closing or Post Mortem o o o Project closure does not benefit the completed project. The enterprise and people who worked on the project benefit from lessons learned. Post-project reviews, or post mortems, identify the reasons the project was successful or not, strengths and weaknesses of the project plan, how problems were detected and resolved, and how the project was successful in spite of them. Copyright ©2018 John Wiley & Sons, Inc. 42 Project Closing: Lessons Learned 1. Communication is King 2. Set Realistic and Detailed Project Plans with Adequate Time and Resources 3. Encourage Timely Feedback and Be Willing to Listen 4. Manage Risk with Regular Project Status Reviews Copyright ©2018 John Wiley & Sons, Inc. 43 Project Monitoring, Control, and Closing 1. What processes help to ensure that the impacts resulting from requested changes and corrective actions are managed across the project life cycle? 2. What is the longest path of tasks through a project? 3. Assuming no changes are made, what happens when a task on the critical path is delayed? 4. When the project plan is finalized and agreed to, what is any change to the baseline? 5. When are lessons learned from a completed project identified? Copyright ©2018 John Wiley & Sons, Inc. 44 Copyright Copyright © 2018 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Act without the express written permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein. Copyright ©2018 John Wiley & Sons, Inc. 45

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