This document discusses methodologies for project development in a capstone course. It includes: 1. The capstone course guides students in methodological approaches to software development, testing, and implementation, and understanding how methodologies relate to theories of capability models. 2. The course assesses learning outcomes for adult students and provides an opportunity to integrate and apply concepts through analysis and evaluation. 3. Cognitive learning outcomes include applying systems development principles, techniques for analysis and design, and knowledge of management roles in telecommunications.

1. MIS-49100
METHODOLOGIES OF
PROJECT DEVELOPMET
 Capstone course that guides student to emphasize various methodological approaches
to software acquisition, development, testing, and implementation, and understand
relevance of methodologies to Capability Model Theory, interdependence of phase
deliverables, quality control techniques and methods, and tools for testing

2. MIS Learning Outcomes
 Capability Model Theory
 Dynamic Capabilities.

3. Methodologies of Project
Development
3
 The Methodologies of Project Development is a
Capstone course that guides students to emphasize
various methodological approaches to software
acquisition, development, testing, and implementation,
and understand relevance of methodologies to
Capability Model Theory, interdependence of phase
deliverables, quality control techniques and methods,
and tools for testing.
 This capstone course is the primary assessment
strategy for the adult campuses. This capstone course
in the MIS major provides an opportunity for students to
integrate and synthesize key concepts and theories
through an analysis and evaluation of the impact of
human events on the past and present. Student

4. Cognitive Learning Outcomes for the Bachelor
of Arts in Management of Information Systems
4
1. Acquire, comprehend, organize, and apply
knowledge within the major area.
 Apply fundamental systems development
principles using current technologies that can be
used to develop business programs.
 Apply current and industry-accepted techniques
for analyzing and designing systems.
 Apply knowledge of the management role of
telecommunication networks in firms.
To demonstrate intellectual growth and
competence, the student will:

5. Cognitive Learning Outcomes for the Bachelor
of Arts in Management of Information Systems
5
2. Analyze and evaluate knowledge within the
major area.
 Analyze modern methods of database analysis,
design, and implementation to analyze, design,
and build business databases using current tools.
 Analyze the roles of a manager, the nature of
leadership, managerial styles, and relationship of
styles when coping with internal and external
demands.
 Integrate concepts of empowerment, teams, total
quality, and organizational redesign to deal
effectively with end-users.

6. Cognitive Learning Outcomes for the Bachelor
of Arts in Management of Information Systems
6
3. Solve problems presented by the major field.
 Analyze and evaluate computer information system
problems and propose solutions and improvements that
address efficiency, feasibility, creativity, and value
reference.
 Analyze project management methods, techniques, and
tools to help firms meet their strategic objectives.
 Evaluate the functions and responsibilities of individuals
and departments to improve structure and functioning of
complex organizations or systems.
4. Demonstrate oral and written competence in the
major field.

7. Affective Learning Outcomes for the Bachelor
of Arts in Management of Information Systems
7
5. Describe the significance and value of the major in
meeting the needs of a global community.
 Demonstrate awareness of global and cultural differences
in business environments with respect to the domestic
firm.
 Examine both the detrimental and beneficial impacts of a
technologically-based society on the individual, society,
and the global community.
6. Exhibit behaviors indicative of continued learning
in the field.
 Continue personal and professional development by
reviewing current literature and trends, participating in
professional associations, attending conferences and
seminars, and/or sharing knowledge and experience with

8. Practice
8
5. Describe the significance and value of the major in
meeting the needs of a global community.
 Demonstrate awareness of global and cultural differences
in business environments with respect to the domestic
firm.
 Examine both the detrimental and beneficial impacts of a
technologically-based society on the individual, society,
and the global community.
6. Exhibit behaviors indicative of continued learning
in the field.
 Continue personal and professional development by
reviewing current literature and trends, participating in
professional associations, attending conferences and
seminars, and/or sharing knowledge and experience with

9. Processes
An ability or capacity a business has to deliver value to customers and /
or shareholders.
Business
Capability
People
Physical
Assets
A set of related business processes, people, and physical assets that deliver
value directly to customers, or are needed to run the business.
Practice

10. Two Types of Capabilities
Capabilities that deliver value
directly to external customers
Capabilities that deliver value to
shareholders, or are needed to
operate the business
Operational
Customer-Facing

11. Characteristics of Business
Capabilities
• More detailed than strategy elements; less detailed than
business processes
• Hierarchical: capabilities can be represented at
multiple levels of abstraction
• Illustrate relationships between people, processes, and
physical assets
• Managed as assets
Bottom Line: Capabilities allow companies to create
sustainable competitive advantage through
unique combinations of people, processes, and
physical assets

12. Uses for Business
Capabilities
• Visualize consequences of strategy
• Impact to existing capabilities
• Missing capabilities
• Capabilities no longer needed
• Manage ongoing operation of a capability
• Evaluate impact of changes in planning assumptions on costs &
benefits
• Forecast investments in increased capacity
• Support merger & acquisition activity
• Evaluate capabilities of acquisition target(s)
• Identify integration synergies
• Identify capabilities to be lost through divestiture
• Manage investments across the portfolio of capabilities

13. Capabilities in
Context: Strategy to
Results
Strategy
Environment
Results
Business
Capabilities
Creates needs for
Generate
Affects
Influences
Measured by

14. Strategy to Future
Business Model
Results
People
Processes
Future Business
Model
Required
Business
Capabilitie
s
Busine
ss
Strateg
y
Planning Scenarios
(3 – 5 year horizon)
Operatin
g
Model
Physic
al
Asset
s

15. Four “Easy” Steps
Step Deliverable(s)
1. Develop the
capability hierarchy
• Scope statement
• Capability hierarchy
2. Identify key
relationships
• Association matrices
3. Develop utilization
models
• List of demand sources: what
generates utilization?
• Utilization model over time
4. Develop financial
models
• Sources of benefits
• Sources of cost
• Cash flow statement

16. Develop the Hierarchy

17. Hierarchy:
tips
• Engage your business partner(s) to
identify starting scope
• Focus on breadth, not depth
• 3 – 5 levels of hierarchy is sufficient
• A capability should have more
than one supporting process
• Start with customer-facing
capabilities
• Make sure the team can explain how
the capability generates value /
benefits
• Use business partners’ language to
describe elements in the hierarchy

18. Identify
Relationships
• Document
relationships
between capabilities
and
• Strategy elements
• Organization units
• Business processes
• Physical assets
• People (roles)

19. Relationships:
tips
• Use association matrices to
find inconsistencies in the
capability model
• Capabilities not
connected to strategy
elements
• Strategy elements
with no capabilities
• Use numbers to measure
strength of relationship where
appropriate

20. Create Utilization
Model
• Identify sources of
demand
• Map demand to business
process utilization
• Map demand to
physical asset
utilization
• Develop
forecasting
assumptions
• Forecast utilization into
the future

21. Utilization Model:
tips
• Use assumptions to
discover stakeholder
expectations about
operation of capabilities
• The utilization model can
alert the team to parts of a
capability that won’t scale
with growth
• Business processes
• Physical assets

22. Create Financial
Model
• Identify
quantifiable
sources of
benefits
• Identify sources of
cost
• Create statement
of cash flows

23. Financial
Model: tips
 The financial model helps your stakeholders explain how a
capability converts benefits into cash
 Organizations frequently fail to account for process/labor
costs to operate a capability, artificially inflating the returns
on projects

24. Defining
Success
• Models help stakeholders see non-obvious
patterns, assess impact of change
• Models allow stakeholders to perform “what if”
analysis for different business scenarios
• Utilization and financial models focus
stakeholders attention on:
• Quantifiable benefits
• Ongoing operation of capabilities

25. Capabilities & Process
Management
• Capabilities are the “missing link” in the
strategy to results abstraction chain
• A single process may map to multiple
capabilities, each having unique or conflicting
requirements
• Demand and financial models provide top-
down ways to evaluate effectiveness &
efficiency of processes

26. References
Architecture & Governance Magazine Articles
Business Capability Modeling: Theory & Practice
http://bit.ly/mhJA8
Business Capability Modeling: Building the Hierarchy
http://bit.ly/8wtDpQ

27. Copyright