The document discusses systems development and project management. It describes the system development life cycle which includes planning, analysis, design, development, testing, implementation, and maintenance phases. It also discusses the Rational Unified Process framework and developing successful software through techniques like minimizing requirements and frequent testing. For project management, it outlines key concepts like project deliverables, milestones, and charters. It also discusses outsourcing projects and the benefits and challenges of outsourcing.

1. Systems Development and Project Management
 DEVELOPING ENTERPRISE APPLICATIONS
 Developing Software
 Business-Related Consequences of Software Success and
failures
 Increases or decreases revenues – organizations have
the ability to directly increase profits by implementing
successful IT systems.
 Repair or damage to brand reputation – CRM can directly
enhance a company’s brand. Software can also seriously
damage a company’s reputation if it fails to work as
advertised.
 Prevent or incur liabilities – CT Scans and MRI’s help save lives
and faulty technology on airlines, cars, or pacemakers can
cause serious injury or death
 Increase or decrease productivity – CRM and SCM can directly
increase productivity and software malfunctions can cause
losses
 The System Development Life Cycle
 The systems development life cycle (SDLC) is the overall
process for developing information systems from planning and
analysis through implementation and maintenance.
 The seven phases:
 Planning – involves establishing a high-level plan of
intended project and determining project goals.

2.  Analysis – involves analyzing end-user business
requirements and refining project goals into defined
functions and operations of the intended system.
 Design – involves describing the desired features and
operations of the system including screen lay-outs,
business rules, process diagrams, pseudo code, and
other documentation.
 Development – involves taking all the detailed design
documents from the design phase and transforming
them into the actual system.
 Testing – involves bringing all the project pieces
together into a special testing environment to test for
errors, bugs, and interoperability and verify that system
meets all business requirements defined in the analysis
phase.
 Implementation – involves placing the system into
production so users can begin to perform actual
business operations with the systems.
 Maintenance – Maintaining the system is the final
sequential phase of any systems development effort.
 Rapid Application Development (RAD) Methodology
 Rapid application development emphasizes extensive
user involvement in the rapid and evolutionary
construction of working prototypes of system to
accelerate the systems development process.
 Rational Unified Process (RUP)
 RUP provides a framework for breaking down the
development of software into gates.

3.  The gates include:
 Gate One – inception phase includes inception of the
business case
 Gate Two – Elaboration phase provides a rough order of
magnitude.
 Gate Three – Construction – phase includes building and
developing the product.
 Gate Four – Transition – addresses ownership of the
system and training of key personnel.
 Developing Successful Software
 Slash the budget – small budgets force developers and users to
focus on the essentials.
 If it Doesn’t Work, Kill It – Bring all key stakeholders together
at the beginning of a project and as it progresses bring them
together again to evaluate the software.
 Keep Requirements to a Minimum – start each project with
what the software must absolutely do.
 Test and Deliver Frequently
 Assign Non-IT Executives to Software Projects
 PROJECT MANAGEMENT
 The Project Management Institute
 Project deliverables – are any measurable, tangible, verifiable
outcome, result or item that is produced to complete a project
or part of a project.

4.  Project milestones – represent key dates when a certain group
of activities must be performed.
 Project manager – is an individual who is an expert in project
planning and management
 Project management office (PMO) – an internal department
that oversees all organizational projects
 Understanding Project Planning
 Project Charter – is a document issued by the project manager
with the authority to apply organizational resources to project
activities
 Project charters include:
 Project scope – the work that must be completed to
deliver a product with the specified features and
functions
 Project objectives – criteria that must be met for the
project to be considered a success
 Project constraints – factors that can limit options
 Project assumptions – factors that are considered to be
true, real, or certain without proof or demonstration.
 Project Plan – a formal, approved document that manages and
controls project execution
 Kill switch – a trigger that enables a project manager to
close the project prior to completion.
 Outsourcing Projects
 Three different forms of outsourcing

5.  Onshore – engaging another company within the same
country for service
 Nearshore – contracting an outsourcing arrangement
with a company in a nearby country
 Offshore – using organizations from developing
countries to write code and develop systems
 Drivers affecting the growth of outsourcing:
 Core competencies
 Financial savings
 Rapid growth
 Industry changes
 The internet
 Globalization
 Benefits of Outsourcing
 Increased quality and efficiency of process, service, or
function
 Reduced operating expenses
 Resources focused on core profit-generating
competencies
 Reduced exposure to risks involved with large capital
investments
 Access to outsourcing service providers economies of
scale
 Access to outsourcing service providers expertise

6.  And best-in-class
 Access to advanced technology
 Increased flexibility with the ability to respond quickly to
changing market demands
 No costly outlay of capital funds
 Reduced head count and associated overhead expense
 Reduced frustration and expense related to hiring and
retaining employees in an exceptionally tight job market
 Challenges of Outsourcing
 Contract length
o Difficulties in getting out of contracts
o Problems forecasting the next 5-10 years
o Problems reforming internal IT
 Competitive edge
 Confidentiality
 Scope definition