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