IS Development Methods, Techniques and Tools

2 – BPR, CMM, PM

Ch. 4.3- BPRCh 23.3- CMM

Ch 14 - PM

1. Structured methodologies : SDLC (ch. 3)2. Process methodology : YOURDON (19.2)3. Data methodologies : SSADM (20.1)4. Organizational meth. 1 : BPR (4.3)5. Organizational meth. 2 : CMM (25.3)6. Project mgt techniques (14)7. Evolutionary development 1 : engineering (6)8. Evolutionary development 2 : RAD (22.1)9. Evolutionary development 3 : DSDM (22.2)10.Holistic techniques : Rich pictures (10.1)11.People techniques 1 : stakeholders (16.1)12.People techniques : JAD (10.2)13.People-oriented meth. : ETHICS (23.1)14.Contingency meth. : MULTIVIEW (25.1)

IS DEVELOPMENT METHODOLOGIES AND TECHNIQUES

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)

1. Structured methodologies : SDLC (ch. 3)2. Process methodology : YOURDON (19.2)3. Data methodologies : SSADM (20.1)4. Organizational meth. 1 : BPR (4.3)5. Organizational meth. 2 : CMM (25.3)6. Project mgt techniques (14)7. Evolutionary development 1 : engineering (6)8. Evolutionary development 2 : RAD (22.1)9. Evolutionary development 3 : DSDM (22.2)10.Holistic techniques : Rich pictures (10.1)11.People techniques 1 : stakeholders (16.1)12.People techniques : JAD (10.2)13.People-oriented meth. : ETHICS (23.1)14.Contingency meth. : MULTIVIEW (25.1)

IS DEVELOPMENT METHODOLOGIES AND TECHNIQUES

5- CMM

1. Structured methodologies : SDLC (ch. 3)2. Process methodology : YOURDON (19.2)3. Data methodologies : SSADM (20.1)4. Organizational meth. 1 : BPR (4.3)5. Organizational meth. 2 : CMM (25.3)6. Project mgt techniques (14)7. Evolutionary development 1 : engineering (6)8. Evolutionary development 2 : RAD (22.1)9. Evolutionary development 3 : DSDM (22.2)10.Holistic techniques : Rich pictures (10.1)11.People techniques 1 : stakeholders (16.1)12.People techniques : JAD (10.2)13.People-oriented meth. : ETHICS (23.1)14.Contingency meth. : MULTIVIEW (25.1)

IS DEVELOPMENT METHODOLOGIES AND TECHNIQUES

6- Project Mgt

Project management

Gantt charts Critical path or PERT analysis Monitoring

time

Actions

PLANNING 1

Gantt chart

time

Actions

PLANNING 1

GanttLinear sequential

ANALYSIS

PLANNING

IMPLEMENTATION

CONTROL

time

Actions

PLANNING 2

parallel, concurrent

ANALYSIS

PLANNING

IMPLEMENTATION

CONTROL

time

Actions

PLANNING 2

ANALYSIS

PLANNING

IMPLEMENTATION

CONTROL

PERT charts

Project control

Project control - monitoring