2 – BPR, CMM, PM IS Development Methods, Techniques and Tools
Download
Report
Transcript 2 – BPR, CMM, PM IS Development Methods, Techniques and Tools
IS Development
Methods, Techniques and Tools
2 – BPR, CMM, PM
Ch. 4.3- BPR
Ch 23.3- CMM
Ch 14 - PM
IS DEVELOPMENT
METHODOLOGIES AND TECHNIQUES
1. Structured methodologies :
2. Process methodology :
3. Data methodologies :
4. Organizational meth. 1 :
5. Organizational meth. 2 :
6. Project mgt techniques
7. Evolutionary development 1 :
8. Evolutionary development 2 :
9. Evolutionary development 3 :
10.Holistic techniques :
11.People techniques 1 :
12.People techniques :
13.People-oriented meth. :
14.Contingency meth. :
SDLC
YOURDON
SSADM
BPR
CMM
engineering
RAD
DSDM
Rich pictures
stakeholders
JAD
ETHICS
MULTIVIEW
(ch. 3)
(19.2)
(20.1)
(4.3)
(25.3)
(14)
(6)
(22.1)
(22.2)
(10.1)
(16.1)
(10.2)
(23.1)
(25.1)
4- BPR
Business process re-engineering
(BPR)
The fundamental rethinking
and radical redesign
of business processes
to achieve dramatic improvements
in critical, contemporary measures of performance,
such as cost, quality, service, and speed
(Hammer & Champy, 1993)
Features of BPR 1
Re-engineering determines …
what an organisation should do
how it should do it
what the concerns should be ...
… NOT what they currently are
Radical change NOT gradual change
The Euphoria
‘Don’t automate, obliterate’
‘Sweep away job definitions’
‘Break loose from outmoded thinking’
Conventional change is like ‘rearranging the
deck chairs on the Titanic’
The solution to ‘bloated, clumsy, rigid, sluggish,
non-competitive, uncreative, disdainful of their
customers’ needs, and losing money’ (Hammer
and Champy)
BPR covers
jobs
structure
values
beliefs
management
measurement systems
in addition to process redesign
Features of BPR 2
IT seen as an important enabler of
change NOT a key driver of change
Process Innovation
(Davenport 1993)
Develop the business vision and process
objectives
Identify the processes to be redesigned
Understand and measure the existing process
Identify the IT levers
Design and build a prototype of the new
process
Framework of BPR (Melao and Pidd, 2000)
IS DEVELOPMENT
METHODOLOGIES AND TECHNIQUES
1. Structured methodologies :
2. Process methodology :
3. Data methodologies :
4. Organizational meth. 1 :
5. Organizational meth. 2 :
6. Project mgt techniques
7. Evolutionary development 1 :
8. Evolutionary development 2 :
9. Evolutionary development 3 :
10.Holistic techniques :
11.People techniques 1 :
12.People techniques :
13.People-oriented meth. :
14.Contingency meth. :
SDLC
YOURDON
SSADM
BPR
CMM
engineering
RAD
DSDM
Rich pictures
stakeholders
JAD
ETHICS
MULTIVIEW
(ch. 3)
(19.2)
(20.1)
(4.3)
(25.3)
(14)
(6)
(22.1)
(22.2)
(10.1)
(16.1)
(10.2)
(23.1)
(25.1)
5- CMM
IS DEVELOPMENT
METHODOLOGIES AND TECHNIQUES
1. Structured methodologies :
2. Process methodology :
3. Data methodologies :
4. Organizational meth. 1 :
5. Organizational meth. 2 :
6. Project mgt techniques
7. Evolutionary development 1 :
8. Evolutionary development 2 :
9. Evolutionary development 3 :
10.Holistic techniques :
11.People techniques 1 :
12.People techniques :
13.People-oriented meth. :
14.Contingency meth. :
SDLC
YOURDON
SSADM
BPR
CMM
engineering
RAD
DSDM
Rich pictures
stakeholders
JAD
ETHICS
MULTIVIEW
(ch. 3)
(19.2)
(20.1)
(4.3)
(25.3)
(14)
(6)
(22.1)
(22.2)
(10.1)
(16.1)
(10.2)
(23.1)
(25.1)
6- Project Mgt
Project management
Gantt charts
Critical path or PERT analysis
Monitoring
PLANNING 1
Actions
time
Gantt chart
PLANNING 1
Actions
Linear sequential
Gantt
ANALYSIS
PLANNING
IMPLEMENTATION
CONTROL
time
PLANNING 2
parallel, concurrent
Actions
ANALYSIS
PLANNING
IMPLEMENTATION
CONTROL
time
PLANNING 2
Actions
ANALYSIS
PLANNING
IMPLEMENTATION
CONTROL
time
PERT charts
Project control
Project control - monitoring