MIS3360 Exam 1 Review (copy)

mis exam 1

System Development Methodology

The process that organizations use to analyze, design, implement, and maintain information systems.

Systems Development Life Cycle (SDLC)

The process of system development that includes planning, analysis, design, implementation, and maintenance.

Planning (SDLC phase)

all needs are identified, analyzed, arranged by importance, and organized.

Analysis (SDLC phase)

system/project requirements are studied and the necessary project structure is developed.

Logical Design (SDLC phase)

Independent of technology, describes what tasks a system actually accomplishes

This is where functional features of the system are chosen and sent to development for analysis/design/creation

Physical Design (SDLC phase)

technological aspects of the system are determined, including who/where/how the system accomplishes tasks.

Implementation (SDLC phase)

information system is created/coded, tested, installed, and supported.

Maintenance (SDLC phase)

information system is repaired/improved as needed.

Agile Methodologies

An umbrella term for principles and design philosophy that promote adaptive, collaborative, and flexible project lifecycles.

Object-Oriented Analysis and Design (OOAD)

An approach to system development that focuses on objects and their behaviors/qualities, rather than processes and data, hierarchical

Why is logical design independent?

Design is limited if technology is the first focus, can take focus away from analyzing, technology changes quickly/logic is more stable

Heart of SDLC

Iterative cycle within SDLC between analysis and design, improves work as it is produced, includes coding and testing

Waterfall SDLC

Planning, analysis, logical design, physical design, implementation, maintenance, no backtracking, focused on meeting deadlines, linear process, contract is negotiated/followed through

CASE tools

Computer-Aided Software Engineering

Upper CASE

used in planning, analysis, and design; matrix tools, diagram/model tools, report/document generators

Lower CASE

used in implementation, testing, maintenance; code generation, system analysis documentation, report generators, tracking, maintenance reporting/monitoring

Agile

An umbrella term for a design philosophy, adaptive rather than predictive, people rather than roles, self-adaptive processes, continuous cycles, small teams, high collaboration and flexibility

SAFe

Scaled Agile Framework, organizational and workflow structures for using agile practices on an enterprise wide scale

SCRUM

Agile method, sprint planning, sprint, sprint review, retrospective, repeate

Rational Unified Process (RUP)

OOAD methodology, 4 phases: inception, elaboration, construction, and transition, shows resource allocation

Outsourcing

giving responsibility of a project/operation to an outside firm, cost effective, used for lack of in-house knowledge, frees up internal resources, reduces time to market, increased efficiency/revenue potential

IT service firms

helps companies develop, host, and run IS applications, software needs will be meet by field experts, other services offered, expensive, time consuming,

6 sources of IS

IT service firms, packaged software producers, enterprise resource planning systems, cloud computing, open source software, in-house software; often used in a combined approach is necessary

Packaged software producers

off the shelf/not customizable, includes downloads/subscription models, market wide availability, unable to perfectly meet company needs (70% met)

Enterprise Resource Planning Systems

integrate individual business functions into modules, seamless transition across functional boundaries, includes a single repository of data, flexible, less maintenance, can become highly complex, lengthy/expensive installation process

Cloud computing

Storage of data on internet, investment in special computing in not necessary, frees up internal staff, fast access, low cost, dependent on internet availability, security is weak, may not comply with regulations

Open Source Software

free for use, source code, developed for free by online communities, similar to commercial software, usually does not comply with regulations, poor security

In-House development

production of IS within a company, hybrid solutions may also occur, tailored directly to company needs, larger maintenance burdens, increased staffing/hardware, expensive, time consuming

Reuse

use of already written code in a new project

object-oriented development reuse

object used in more than one application

component-based development reuse

creation of application using different components at varying levels of complexity

Ad-Hoc

free to find/develop with or without reusable assets as they want

Facilitated

Developers are encouraged to reuse

Managed

Development, sharing, and adoption of reusable assets is mandated

Designed

Assets are mandated for reuse as they are designed with other specific applications in line

Project

planned undertaking of related activities to reach an objective with a clear beginning and end, program= collection of projects

Project management

controlled process of initiating, planning, executing, and closing a project

Project manager

systems analyst who is responsible for project management tasks, overseeing team

Deliverable

end product at the end of an SDLC phase, given to customer

Systems Service Request SSR

standard workorder form for requesting/proposing the development of a new system within an organization

Feasibility Study

performed to determine whether a request makes economic and operational sense to follow through with

Project Management phases

Complementary to SDLC phases, includes: initiation, planning, execution, closedown

Initiation

assess scope, size, complexity, establishes team, customer relationship, procedures, deliverables: project initiation plan, project workbook, project charter

Project workbook

repository for all project correspondence, inputs/outputs, deliverables, used in audits, team member on-boarding, communication between management and customers

Project charter

key deliverable for initiation, short document prepared for the customer describing project deliverable and outlining required work, includes key assumptions and constraints

Planning (PM)

define and organize work that needs to be done, equivalent to analysis and design in SDLC, describe project scope, alternates, feasibility, dividing project into tasks, estimating resources/allocating resources, communication plans, risk assessment, preliminary budget, deliverables: project scope statement, baseline project plan

Work breakdown structure (WBS)

divides project into manageable, logically organized tasks

network diagram

boxes and lines represent task dependencies, shows parallelism, not overlap, slack time shown in boxes

Gnatt chart

horizontal bars represent task duration, shows time overlap, shows slack time during duration, is a graph

preliminary budget

cost benefit analysis is outlined, includes planned expenses and revenues

Constructive cost model or COCOMO

resource planning model, estimates project size and cost for HR, uses historic data,

Risk

identify and estimate potential consequences, sources: new technology, resistance to change, availability of critical resources, competitive reactions, regulatory changes, team members

Scope statement

developed for customer, outlines work that will be done, clearly describes project responsibilities, ensures that customer and team have clear understanding of partnership

Base Project Plan

Provides an estimate of project tasks, and required resources, reviewed at end of the planning period, used to guide next phase, changes as new information is gained

Execution

puts plan into action, monitor progress to completion, equivalent to implementation SDLC, execute BPP, maintain project workbook, communicate with customer, may change because: formal requests, missed deadlines, rework, discovery of new tasks

Closedown

formal end of a project, equivalent to maintenance in SDLC, finalize project documentation, compile financial records, notifies interested parties that project is complete, reviews, close contract

Natural termination

project requirements are met

unnatural termination

project requirements not met, stopped before completion (typically due to lack of time, money, or both)

PERT

Program evaluation review technique

ET= [O+4r+P]/6

Critical path

sequences tasks activate whose order and durations directly affect the completion date of a project, longest path, represents the shortest time a project can be completed in

Slack time

time an activity can be delayed withOUT delaying the project

Free slack

without delayed the EARLY start of the next task

Total slack

without delaying the LATE start of the next task

TE

earliest task, can be completed by working forward from the start

TL

latest tasks, can be completed by working back from the critical path

Project selection

Part of planning stage (PM), 4 steps: identify potential projects, classify/rank IS projects, select IS projects, schedule IS projects

Top-Down

project is identified by top management/c-suite, reflects an overall business strategy

wide scope, large project, long term, enterprise wide/whole company impacted, cross functional focus, formal cost-benefit analysis done since it is riskier

Bottom-up

Project is identified by managers, dev groups, meant to meet functional business needs, fixes current efficiency/work challenges

Narrow, non strategic, quick development, fixes localized problems, not concerned with cost-benefit analysis

6 criteria when ranking IS projects

Value chain analysis, strategic alignment, potential benefits, resource availability, project size/duration, technical difficulty/risks

Weighted analysis

a table that put value on requirements and constraints

Reasonably objective way to decide worth of a project, highest score wins, makes an object analysis

Corporate strategic planning

ongoing process that defines where an organization is, where it wants to be, and how it is planning on transitioning to that future state

Includes: mission statement, objective statements, competitive strategy

Porter’s 1980 generic competitive strategies

Low cost producer, product differentiation, product focus/niche

low cost producer

product/service cost to the customer, goal is to deliver lowest prices at high volume

Product differentiation

key product criteria requested by market, company fills a specific hole in market, clearly stands out from others

Product focus/niche

narrow focus market, smaller market, limited suppliers/customers

Functional decomposition

breaking high level information into smaller units for more in-depth planning

planning matrices

describing relationship between pairs of elements (location, function, business unit objectives)

IS Plan

A formal document, lists terms to begin a project, shows broad, long-term issues, and clear direction, different from Project charter

7 steps: Organizational mission, informational inventory, mission and objectives of IS, constraints on IS development, long0range IS strategy, Short-term plan, conclusion

Organizational mission

company mission, objective, strategy

B2C

Business to Consumer, business between a company and a consumer,

EX: a car sale

B2B

Business to Business, business between 2 businesses/companies

EX: a manufacturer buys raw materials from a mining company

B2E

Business to Employees, business between an employee and their company

EX: 401(k) management, benefits, ect

Project Initiation and Planning

Planning stage of PM

3 steps: develop BPB, create formal Project Scope document, asses costs, benefits, feasibility

Project Charter

Short document prepared for business and consumer, initiation stage, high level overview of proposed project, useful to show that there is a clear understanding of a projects goals

Project Scope Statement

Introduction of BPP, short document that describes what the final deliverable of the project will be, high level outline of work to be done, 1-3 pages

Includes: statement, objectives, description, benefits, deliverables, duration

Feasibility assessment

outlines project related costs, benefits, technical difficulties, ect

Evaluates constraints: economic, technical, operational, scheduling, legal, pollical

Business Case

Justification for project

Cost Benefit analysis

are the costs worth the benefits

Tangible or intangible

Ways to measure consistently

EX: $$

One time or recurring cost

Start-up costs or an ongoing cost

Variable or fixed cost

billed on usage or billed regularly

Time value of money

money now is worth more than money later

Discount rate

rate of return used to find PV of future cash flows, cost of capital

Present value

current value of a cash flow

Return on Investment

net cash receipts of the project

(gain-costs)/costs

Break-even analysis

time required for a project’s cash flows to equal initial and ongoing investments/costs

Technical Feasibility

Familiarity with technology/application areas, low or high structure, project size determines risk level

Structured Walkthroughts

peer groups review project during development to catch mistakes/offer feedback

Analysis

studying system requirements, structured, determines current IS functions, iterative process that gets more granular as it goes on

Analysis paralysis

when a project is slowed down from too much analysis work and not moving on to production