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