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Richard Carlsson
1Richard Carlsson, JnkpingInternational Business School
AssignmentAssignment
1st meeting
WOLFRAM
B4043
2nd meeting
Richard
B4050
Richard Carlsson, JnkpingInternational Business School 2
Learning ObjectivesLearning Objectives
How to define an Information System(IS)
The problems in IS development andthe underlying causes of theseproblems
The stages in the waterfall life cycle Prototyping and incremental life
cycles
Richard Carlsson, JnkpingInternational Business School 3? Richard Carlsson, JnkpingInternational Business School 4
Elements of an ISElements of an IS
Every IS has:
A human activity that needs information
Some stored data
An input method for entering data
Some process that turns the data into information
An output method for representing information
Information Systems developmentInformation Systems development
Richard Carlsson, JnkpingInternational Business School 5
DATA INFORMATION KNOWLEDGE
Anna
32
20081001
Name:
Age:
Reg Date:
TacitExplicit
Explicit and TacitExplicit and Tacit knowlegdeknowlegde
Richard Carlsson, JnkpingInternational Business School 6
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2-7
Systems ThinkingSystems Thinking
The Systems Approach is a process which allowsprojects to be viewed in the context of the entireenvironment including both inside and outside
of the organization. It is a process that can bringorder and discipline to a large, chaotic,unorganized situation
Richard Carlsson, JnkpingInternational Business School
Pearson Education
2-8
Systems Boundary and EnvironmentSystems Boundary and Environment
Richard Carlsson, JnkpingInternational Business School
Pearson Education
EnvironmentEnvironment
Richard Carlsson, JnkpingInternational Business School 9
PoliticalEnvironment
EconomicEnvironment
SocialEnvironment
Organisation
2-10
Systems TerminologySystems Terminology
Objectives human-made systems are
designed to do something
Constraints - every system has limitations
forced on them from internal forces or externalforces and sometimes the limits are self
controlled (Scope, Time, Cost) Requirement a partial need to satisfy the
objective
Richard Carlsson, JnkpingInternational Business School
Pearson Education
2-11
Systems TerminologySystems Terminology Integration for a system to reach its
objectives, all the subsystems and elementsmust work together effectively
Open and Closed Systems
Closed self contained, focus on internal workings(machine). Ignore the environments influence
Open just the opposite, they interact with theenvironment and adapt. (humans, organizations)
Richard Carlsson, JnkpingInternational Business School
Pearson Education
2-12
Systems ThinkingSystems Thinking
Allows projects to be viewed in the context of theentire environment including both inside andoutside of the organization
Individuals look at the whole organism ratherthan just the parts
Harold Kerzner wrote: the ability to analyze thetotal project, rather than the individual parts is thefirst prerequisite for successful projectmanagement
The ability to examine a problem or issue by firstunderstanding the environment it exists within,before reducing the problem or issue into smallercomponents and finally managing the resolution ofthe problem or issue
Richard Carlsson, JnkpingInternational Business School
Pearson Education
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2-13
Definition of SystemDefinition of System
An organized or complex whole; an assemblageof things or parts interacting in a coordinatedway
Characteristics The whole is greater than the sum of its parts (body)
They are dynamic and exhibit some kind of behavior
Scope is in the eye of the beholder (or stakeholder)
Richard Carlsson, JnkpingInternational Business School
Pearson Education
SystemsSystems
Richard Carlsson, JnkpingInternational Business School 14
Richard Carlsson, JnkpingInternational Business School 15 2-16
Systems TerminologySystems Terminology
Elements smallest part of a system beingstudied (activity)
Subsystems a system is made up ofsubsystems, smaller systems that are part of alarger system such as the human heart is asubsystem of the human body or the accounts
receivable subsystem is a part of the financialsoftware system of the organization Attributes quantitative and qualitative
characteristics of systems (Project; Cost andProgress )
Richard Carlsson, JnkpingInternational Business School
Pearson Education
2-17
Systems TerminologySystems Terminology
Environment anything that lies beyond thedecision makers control yet influences thebehavior or outcome of the system
Boundary what separates the system from theenvironment (skin).
Most of what a Project Manager does exists onthe boundary!
Richard Carlsson, JnkpingInternational Business School
Pearson Education
Richard Carlsson, JnkpingInternational Business School 18
System TransformationSystem Transformation
All useful systems transform their inputs into
useful outputs
For IS, both inputs and outputs are typically
information
This transformation is the whole reason forbuilding and operating the system
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Richard Carlsson, JnkpingInternational Business School 19
Transformation ExampleTransformation Example
A Delivery Scheduling System may have inputs:
Information about orders, available stock, customeraddresses, vehicle capacities
And may have outputs:
Which orders to load on each vehicle, what route thevehicle should follow
How does this benefit the organization?
Richard Carlsson, JnkpingInternational Business School 20
Are Systems Real?Are Systems Real?
Maybe, maybe not!
Systems thinking is useful because it helps toanalyse and understand problems
What matters is the understanding you achieve
You can choose to see anything as a system,whether or not it really is one
Richard Carlsson, JnkpingInternational Business School 21 Richard Carlsson, JnkpingInternational Business School 22
Types of ISTypes of IS
Information Systems are used to support
peoples activities
Store and retrieve information
Carry out calculations
Aid communication
Control and schedule work Other support ?
Richard Carlsson, JnkpingInternational Business School 23
Types ofTypes of ISIS Operational Systems assist or control business
operations An Accounting System replaces costly and error-prone
human clerks
Management Support Systems help managers todecide or to communicate A Delivery Scheduling System helps decide how to load
and route the delivery trucks
Real-time Control Systems typically operatephysical equipment, often in safety-critical settings Some cars have an Engine Management System to
control fuel supply and ignition
Richard Carlsson, JnkpingInternational Business School 24
How Do ISHow Do IS Relate to the Human ActivityRelate to the Human ActivitySystem?System? We can view an organization as a system,
perhaps with many subsystems
Ideally, each subsystem helps the overall system
fulfil its purpose
IS are also subsystems and should help to meetgoals of people in the organization
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Richard Carlsson, JnkpingInternational Business School 25
Strategy and Planning for ISStrategy and Planning for IS
Business Strategy
Information Systems Strategy
Information Technology Strategy
Drives and sets goals
System requirements
What must be doneWhere IS can help
Informs and enables
Hardware capabilities
Information Technology StrategyInformation Technology Strategy
Richard Carlsson, [email protected] 26
Data StandardsData Standards
Identifier
Naming
Definition
Customer?
Integrity rules
Valid values
Usage Rights
All data all users?
Richard Carlsson, JnkpingInternational Business School 27
(Service Oriented )Architecture(Service Oriented )Architecture
Richard Carlsson, JnkpingInternational Business School 28
Richard Carlsson, JnkpingInternational Business School 29
The Main PlayersThe Main Players
Three main types of player are involved in an ISdevelopment project: Those who will benefit from the systems outputs,
directly or indirectly (end-users)
Those who commission the project, pay for it or havethe power to halt it (owners or sponsors)
Those who will produce the software (developers)
Richard Carlsson, JnkpingInternational Business School 30
Stakeholder AnalysisStakeholder Analysis
This approach tries to identify everyone affected
by a proposed IS
Who are the stakeholders?
How does the system affect each group?
What are their legitimate concerns?
Are there any legal implications?
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StakeholdersStakeholders
Richard Carlsson, [email protected] 31 Richard Carlsson, JnkpingInternational Business School 32
What Do We Mean by Problem?What Do We Mean by Problem?
An IS project may fail before delivery
An IS may fail after delivery
An IS may be continue to be used, despitecausing problems to its users, its owners or itsdevelopers
Richard Carlsson, JnkpingInternational Business School 33
EndEnd--user Viewuser View
End-users may directly operate the software, or
may be more remote, e.g. a manager whoreceives printed reports
Typical concerns include:
A system that is promised but not delivered
A system that is difficult to use
A system that doesnt meet its users needs
Richard Carlsson, [email protected] 34
Richard Carlsson, JnkpingInternational Business School 35
Owner ViewOwner View
Owners care about meeting business needs andabout value for money
Typical concerns include: Projects that overspend their budget (may no longer
have a net benefit) Systems that are delivered too late Badly managed projects
Systems that are rendered irrelevant by events
Richard Carlsson, JnkpingInternational Business School 36
Developer ViewDeveloper View
IS developers sometimes have a difficult time
Budget and time constraints often conflict with doingthe job properly
Users and owners may not know how to ask for whatthey really want
Technologies, development approaches and businessneeds all constantly change
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Richard Carlsson, JnkpingInternational Business School 37
Why Things Go WrongWhy Things Go Wrong
Whether a system is delivered or not, manythings can go wrong
Flynn (1998) categorizes the main causes as:
Quality problems
Productivity problems
MethodologyMethodology
A collection of procedures, techniques, tools, anddocumentation aids which will help the systemsdevelopers in their efforts to implement a new
information system. A methodology will consist ofphases, themselves consisting of sub-phases, whichwill guide the systems developers in their choice ofthe techniques that might be appropriate at each
stage of the project and also help them plan,manage, control and evaluate information systems
projects.Richard Carlsson, JnkpingInternational Business School 38
TTechniqueechnique
A way of doing a particular activity in
the information systems development
process and any particular
methodology may recommendtechniques to carry out many of these
activities.
Richard Carlsson, JnkpingInternational Business School 39
ToolsTools
Each technique may involve the use of
one or more tools that represent some
of the artefacts used in informationsystems development
tools are usually automated, that is,they are computer tools, normally
software to help the development of an
information system
Richard Carlsson, JnkpingInternational Business School 40
Scope ofScope of methodologiesmethodologies
Richard Carlsson, JnkpingInternational Business School 41 Richard Carlsson, JnkpingInternational Business School 42
Project Life CyclesProject Life Cycles
A distinction should be made between
Systems development
which incorporates human,
software and
hardware elements
Software development,
which is primarily concerned with software systems
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Richard Carlsson, JnkpingInternational Business School 43
Waterfall Life CycleWaterfall Life Cycle
The traditional life cycle (TLC or SDLC) forinformation systems development is also known asthe waterfall life cycle model.
So called because of the difficulty of returning to an
earlier phase.
The model shown here is one of several more or lessequivalent alternatives.
SDLC (SDLC (waterfallwaterfall modelmodel))
Also Traditional Life Cycle (TLC)
Feasibility study
System investigation
Systems analysis
Systems design
Implementation
Review and maintenance
Richard Carlsson, JnkpingInternational Business School 44
WaterfallWaterfall
Richard Carlsson, JnkpingInternational Business School 45
Feasibility study
System investigation
Systems analysis
Systems design
Implementation
Review andmaintenance
WaterfallWaterfall (2)(2)
Richard Carlsson, JnkpingInternational Business School 46
Analysis
Design
Implementation
Verification
Maintenance
Feasibility studyFeasibility study Functional requirements of the existing system (?) and
whether these requirements are being achieved
Requirements of the new system as there may be newsituations or opportunities which suggest alteredrequirements
Any constraints imposed
Range of data types and volumes which have to beprocessed
Exception conditions
Problems of the present working methods
Richard Carlsson, JnkpingInternational Business School 47
FeasibleFeasible
Observation
Interviewing
Questionnaires
Searching records and documentation
Sampling
Richard Carlsson, JnkpingInternational Business School 48
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Systems AnalysisSystems Analysis
Why do the problems exist?
Why were certain methods of work adopted?
Are there alternative methods?
What are the likely growth rates of data?
Richard Carlsson, JnkpingInternational Business School 49
Systems DesignSystems Design
Input data, how the data entered in the system Outputs
Processes
Structure of the computer and manual files whichmight be referenced in the system
Security and back-up provisions to be made
Systems testing and implementation plans
Richard Carlsson, JnkpingInternational Business School 50
ImplementationImplementation
Code and test programs
Purchase hardware and software
Quality control
Training and education
Operations and user manuals Security procedures
Cutover and acceptance testing
Richard Carlsson, JnkpingInternational Business School 51
Review andReview and MaintenanceMaintenance
Report
Organizational learning
Richard Carlsson, JnkpingInternational Business School 52
RequirementsRequirements ((change/variationchange/variation))
Requirement change to document and/ordiagram
Design require re-checking of assumptions andimplications
Programming may have to re-visit and re-writtencode
Testing re-visit analysis and/or design and/or code
After production and release all of the abovemay have to be re-performed plus data may have tobe re-stored
Richard Carlsson, JnkpingInternational Business School 53
Costs of requirements errorsCosts of requirements errors
Richard Carlsson, JnkpingInternational Business School 54
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Weaknesses of the SDLCWeaknesses of the SDLC
1. Failure to meet the needs of management2. Instability
3. Inflexibility
4. User dissatisfaction
5. Problems with documentation Use the documentation
6. Lack of control
7. Incomplete systems Work around
8. Application backlog Dont care
9. Maintenance workload
10. Problems with the ideal approach Politics
11. Emphasis on hard thinking
12. Assumption of green-field development Old systems
Richard Carlsson, JnkpingInternational Business School 55
1. Failure to meet all the needs of1. Failure to meet all the needs of
managementmanagement
DataWarehouse & DataMining
Richard Carlsson, JnkpingInternational Business School 56
3. Design is3. Design is outputoutput--drivendriven
Richard Carlsson, JnkpingInternational Business School 57
RecurringRecurring problems in ISDproblems in ISD
Meeting project deadlines
System maintenance
Staff recruitment and retention
General user dissatisfaction
Changing requirements
Richard Carlsson, JnkpingInternational Business School 58
Richard Carlsson, JnkpingInternational Business School 59
Problems withProblems with SDLC / TLCSDLC / TLC
Real projects rarely follow such a simple sequentiallife cycle
Lapsed time between systems engineering and thefinal installation is long
Iterations are almost inevitable in real projects butare expensive & problematic with the SDLC/TLC
Unresponsive to changes during project as iterationis difficult
Richard Carlsson, JnkpingInternational Business School 60
Waterfall withWaterfall with IterationIterationSystem
EngineeringSystem
Engineering
DesignDesign
Code
Construction
Testing
MaintenanceMaintenance
RequirementsAnalysis
CodeInstallation
The cost of
this form of
iteration
increases as
the project
progresses
making it
impractical
and not
effective
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Richard Carlsson, JnkpingInternational Business School 61
Strengths ofStrengths of SDLCSDLC
Tasks in phases may be assigned to specializedteams.
Project progress evaluated at the end of eachphase.
Can be used to manage projects with high levelsof risks.
Richard Carlsson, JnkpingInternational Business School 62
Prototyping Life CyclePrototyping Life Cycle
Initialanalysis
Defineobjectives
Specify
ConstructEvaluatePrototypingcompleted
PrototypingPrototyping
A throwawy (or expendable) prototype
An evolutionary prototype
Richard Carlsson, JnkpingInternational Business School 63
JustificationJustificationforfor prototypingprototyping
Requirements are unclear
Requirements are unstable
Innovativeness is high
System impact is high on the organization
System impact is high on users
Project size is relatively small Number of users is relatively small
Project duration is relatively short
Commitment of users to a project is required
Richard Carlsson, JnkpingInternational Business School 64
Richard Carlsson, JnkpingInternational Business School 65
PrototypingPrototyping Advantages:Advantages:
Early demonstrations of system functionality helpidentify any misunderstandings between developerand client
Client requirements that have been missed areidentified
Difficulties in the interface can be identified
The feasibility and usefulness of the system can betested, even though, by its very nature, theprototype is incomplete
Richard Carlsson, JnkpingInternational Business School 66
PrototypingPrototyping Problems:Problems:
The client may perceive the prototype as part ofthe final system
The prototype may divert attention fromfunctional to solely interface issues
Prototyping requires significant userinvolvement
Managing the prototyping life cycle requirescareful decision making
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Richard Carlsson, JnkpingInternational Business School 67
Spiral Model & Incremental DevelopmentSpiral Model & Incremental Development
Progress towards
final system
Develop first
increment
Develop next
increment
Risk analysis
based on initial
requirements
Planning Risk analysis
User evaluation Software development
Risk analysis
based on user
reaction to plan
Go, no-go decisionRisk assessment
User
evaluation
of
increments
Further planning
based on user
comments
Initial
requirements
gathering and
project planning
Richard Carlsson, JnkpingInternational Business School 68
Richard Carlsson, JnkpingInternational Business School 69
Unified Software Development ProcessUnified Software Development Process
Captures many elements of best practice
The phases are: Inception is concerned with determining the scope and
purpose of the project;
Elaboration focuses requirements capture anddetermining the structure of the system;
Construction's main aimis to build the software system;
Transition deals with product installation and rollout.
Richard Carlsson, JnkpingInternational Business School 70
Size of square
relative to time
spent onworkflows
InceptionInceptionInceptionInception ElaborationElaborationElaborationElaboration ConstructionConstructionConstructionConstruction TransitionTransitionTransitionTransition
Project
Phases
1 2 3 4 5 6 7 8
Iterations within
each phaseRequirementsRequirementsRequirementsRequirements
AnalysisAnalysisAnalysisAnalysis
DesignDesignDesignDesign
ImplementationImplementationImplementationImplementation
TestTestTestTest
Workflows
RUP Process StructureRUP Process Structure EvolutionaryEvolutionarydevelopmentdevelopment
Richard Carlsson, JnkpingInternational Business School 72
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ScrumScrumandand AgileAgile methodsmethodsare HOTare HOT
1. Handle changing requirements more efficently
2. Improve communication between customerand project team
3. A new leadership culture, transfering
responsibility from managers to project team
4. Follow footsteps of IBM, Xerox, Motorola,Microsoft
73Richard Carlsson, JnkpingInternational Business School
SCRUMSCRUM
ROLES PROCESS
Scrum Team
Product Owner
Scrum Master
Creating a backlog
The sprint phase
Daily scrum
Demonstration andevalution
Richard Carlsson, JnkpingInternational Business School 74
SCRUMSCRUM -- anan introductionintroduction
75Richard Carlsson, JnkpingInternational Business School
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BudgetEstimated
BurnBurn--down Chartdown Chart
Used to mark day-by-day how much remains of the scheduled work
76Richard Carlsson, JnkpingInternational Business School
Planning pokerPlanning poker
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Im to tired to think,lets take a short
brake
Already done orjust a fewminutes
77Richard Carlsson, JnkpingInternational Business School
Estimation without planning pokerEstimation without planning poker
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78Richard Carlsson, JnkpingInternational Business School
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Estimation without planning pokerEstimation without planning poker
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79Richard Carlsson, JnkpingInternational Business School
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80Richard Carlsson, JnkpingInternational Business School
Estimation with planning pokerEstimation with planning poker
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81Richard Carlsson, JnkpingInternational Business School
Estimation with planning pokerEstimation with planning poker
82Richard Carlsson, JnkpingInternational Business School
Estimation with planning pokerEstimation with planning poker
83Richard Carlsson, Jnkping International Business School Richard Carlsson, Jnkping International Business School 84
User InvolvementUser Involvement
Users can be involved at various levels
As part of the development team
Via a consultative approach
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BPR Business process reBPR Business process re--engineeringengineering
The fundamental rethinking andradical
redesign of business processes to achieve
dramatic improvements in critical,contemporary measures of performance,
such as cost, quality, service, and speed
(Hammer & Champy, 1993)
Richard Carlsson, JnkpingInternational Business School 85
Reasons toReasons to rere--engineerengineer
They face severe commercial pressures andhave no choice
Competitive forces present problems unless theorganisation takes radical steps to re-alignbusiness processes with strategic positioning
Management in the organisation regard re-engineering as an opportunity to take a leadover the competition
Publicity about BPR has prompted organisationsto follow the lead established by others
Richard Carlsson, JnkpingInternational Business School 86
OutcomesOutcomes of BPR programmesof BPR programmes
Flatter organisational structures
Greater focus on customers
Improved teamwork, leading to a morewidespread understanding of the roles of others
Richard Carlsson, JnkpingInternational Business School 87
BPRBPR SSMSSM
BPR = Business Process Re-engineering
Focus on business processes
From the top
Hard facts
SSM = Soft Systems Methodology Focus on soft systems
From the users
Requirements not known by the user
Richard Carlsson, JnkpingInternational Business School 88
TThreehreelevels oflevels of participationparticipation Consultative participation
Representative participation
Consensus participation
89Richard Carlsson, JnkpingInternational Business School
RealRealworld problemsworld problems
Requirements capture
Production of specification
The sign-off
Development
Testing
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MoSCoWMoSCoWRulesRules
M = Must Haves
S = Should Haves
C = Could Haves
W = Won't Haves
Richard Carlsson, JnkpingInternational Business School 91
Learning ObjectivesLearning Objectives
How to define an Information System(IS)
The problems in IS development andthe underlying causes of theseproblems
The stages in the waterfall life cycle
Prototyping and incremental lifecycles
Richard Carlsson, JnkpingInternational Business School 92
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