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BUS 237 Chapter 11 Summary.docx

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Business Administration
BUS 237
Kamal Masri

PM= project manager CHAPTER 11: ACQUIRING INFORMATION SYSTEMS TO ACQUIRE SOFTWARE APPLICATIONS: - Buy it & use it as is (off the shelf) - Buy it & customize it (off the shelf with adaptation) - Rent/lease it (short term license) - Build it yourself (tailor made) PROJECTS - Project management body of knowledge (PMBOK) o “projects consist of a temporary endeavor undertaken to create a unique product, service or result” o Have goals/objectives, start/end date, given resources (people, $, working space) - IT projects affect data, people & procedures - Information technology project management (ITPM) o Collection of techniques/methods that PM’s use to plan, coordinate, complete IT projects - Project management institute (PMI) o PM’s plan  Through steps of initiating, executing, closing, monitoring DIMENSIONS OF IS PROJECT SUCCESS - Resource constraints o Does it meet time/budget criteria? - Impact on customers o How much benefit does customer receive from project? - Business success o How high/long are profits produced? - Prepare the future o How has the project altered the infrastructure of the organization? WHY ARE IS PROJECTS SO RISY? - Scope (objective), start&end date, temporary use of resources, unique, accomplish something new -  hard to estimate time, budget and scope - Risks within project o Performance evaluated on budget, time, and if expected benefits were realized PM= project manager o Forces of EVIL  Structural risk (projects are large and complex)  Volatility risk (projects affect performance)  Project process performance o Forces of GOOD  Knowledge resources  Organizational support  Project management practices  Process/product performance ROLES & PROCEDURES PROJECT TEAM ROLES - Business analyst o Interacts with sponsors, managers, users (usually a CA, CGA, CMA) - Infrastructure analyst o Focus on interaction with new and existing technology (usually has significant knowledge in tech) - Systems analyst o Interfaces with technical professionals o Knowledge of analysis (design and programing, databases, business) - Change management analyst o People and management issues (HR – Like training) - Project manager o Need enough skill in specialty to be noticed o Business sense o People skills o Initiative and negotiating ability to put themselves in the role SYSTEMS DEVELOPMENT PROCESSES/METHODOLOGIES - System analysis and design: process of creating and maintain IS - Examples: SDLC, Rapid application development (RAD), object-oriented development (OOD), extreme programming (XP) SYSTEMS DEVELOPMENT LIFE CYCLE (SDLC) PHASE1: SYSTEMS DEFINITION - Define systems goals and scope o Examine current system, find problems identify solutions o Cost/benefit analysis of solutions o Set goals for new system PM= project manager - Assess feasibility o Cost, schedule, technical (will it meet org needs?), organizational (does new system fit with org culture, charter, legal requirements?) PHASE2: REQUIREMENTS ANALYSIS - Difficult and epensive! - Users involved: managers, system analysts, programmers, software testers, user - Determine and document specific features and functions of a new system o Evaluate current systems through interviews, questionaires, observations - D
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