System Development: A Strategic FrameworkSpringer Science & Business Media, 9. feb. 2000 - 245 sider System Development: A Strategic Framework looks at one of the key issues in the design and development of IT systems: the fact that the bulk of system development projects undertaken will fail to meet originally defined objectives. Using a number of case studies, it analyses the reasons for this poor performance and provides the reader with a pattern of well-defined failure mechanisms which are especially relevant to large, long-term projects. With these established, the book then generates a set of planning procedures and corporate guidelines which will substantially reduce the impact and probability of financial and performance disasters in future projects. Accessible to the professional and non-technical reader, this book will prove invaluable to project managers, development managers, IT controllers, project engineers, and systems analysts as well as MSc and MBA students studying computer system development. |
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Indhold
Introduction | 3 |
The over | 4 |
A startup test vehicle | 6 |
Structure and layout | 7 |
The development life cycle | 8 |
Analysis | 9 |
Coding | 10 |
User | 11 |
Cornercutter | 119 |
Summary | 120 |
Overview to Part 2 | 121 |
Taking stock | 125 |
System basics | 126 |
Key development factors | 129 |
Development philosophy | 130 |
The silver mindset | 132 |
Development | 12 |
Summary | 13 |
Formulating the problem | 15 |
Reports surveys and summaries | 16 |
The Kearney report | 18 |
The Standish Group report | 19 |
The OASIG report | 20 |
The KPMG report | 21 |
Summary of results | 22 |
Reasons for failure | 23 |
The motorway accident model | 24 |
Reported causes of failure in system development | 25 |
Assessment | 26 |
Summary | 27 |
Patterns of development | 29 |
Central government | 32 |
ASSIST | 34 |
National Insurance Recording System 2 | 35 |
Overview | 36 |
Financial systems | 38 |
Medical systems | 40 |
America | 42 |
Denver International Airport baggage handler | 43 |
California Department of Motor Vehicles | 44 |
NASA | 46 |
Overview to Part 1 | 47 |
Analysis | 53 |
Analysis goals | 56 |
Justification | 57 |
Scope | 58 |
Summary | 59 |
Business goals | 62 |
Dreamware | 63 |
User requirements | 64 |
Summary | 66 |
Planning | 69 |
The planning role | 71 |
Justification | 72 |
Change and its impact | 73 |
Technology | 74 |
Client | 75 |
External | 76 |
Impact of change | 77 |
The system planning environment | 78 |
Planning structures | 79 |
Summary | 81 |
Forecasting | 83 |
The project manager role | 84 |
The project management activities | 85 |
Modern methods | 86 |
PRINCE | 87 |
COCOMO | 88 |
EVMS | 89 |
Problem areas | 91 |
Working environment | 92 |
General rules for PM | 93 |
Specific problems with specific tools | 95 |
Value | 96 |
Summary | 98 |
Partnership | 101 |
Process cycle | 102 |
The review | 103 |
Development reality | 104 |
The contract | 106 |
Preliminaries the partner selection | 107 |
Elements of a contract | 108 |
Interworking | 109 |
The general model of interworking | 111 |
Dispute | 112 |
Litigation | 113 |
Kamikaze management | 114 |
Amateur | 115 |
Hydra | 116 |
Techie | 117 |
Summary and objectives | 133 |
The new approach things | 135 |
Evolution | 136 |
Revolutionary system development | 137 |
RAD methodology | 138 |
Pilot scheme | 140 |
Modularity | 141 |
Components | 142 |
Iteration | 143 |
Reallife examples | 144 |
Practical lessons | 145 |
Summary | 146 |
The new approach people | 149 |
Underlying concepts | 150 |
Control | 152 |
Communications | 153 |
Competence | 155 |
The organisation for system development | 156 |
Senior management | 157 |
Development controller | 158 |
Consultant | 159 |
Quality | 161 |
Change control | 162 |
Risk | 165 |
Training | 166 |
Summary | 168 |
The new approach management | 171 |
Accountability | 172 |
Key elements of the environment | 174 |
Workforce | 175 |
IT leadership | 176 |
Structure | 179 |
Development environment | 180 |
Groupware | 181 |
Workforce skills | 182 |
Quality | 183 |
Quality application | 184 |
Conclusion | 185 |
Training | 186 |
Executive training | 187 |
Summary | 188 |
Corporate structure | 189 |
Work visibility | 190 |
Summary | 191 |
Wrapup | 195 |
Feasibility study | 196 |
Leadership | 197 |
Organisational structure | 198 |
Strategic upgrade summary | 199 |
System utility | 200 |
Development costs | 201 |
Performance metrics | 202 |
System value | 204 |
Corporate benefit | 205 |
Overview | 206 |
Future strategy | 207 |
Recommendations | 208 |
The unfolding challenge | 209 |
A corporate change scenario | 213 |
Some basic definitions | 217 |
Failure | 219 |
Maintenance | 220 |
Methodology | 221 |
Object Oriented development | 222 |
RAD | 224 |
SEICMM | 225 |
Software change sensitivity | 226 |
System | 230 |
Bibliography | 233 |
Documents | 237 |
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activities analysis application approach audit basic Bibliography budget Byte Magazine Chapter client COCOMO commercial completed Computer Weekly contract CORBA corporate corporate benefit cost culture cycle Data warehousing database decision defined delivery development program development project documentation effective end-user environment establish estimates example exercise existing factors failure Figure Fred Brooks going handle hardware impact implementation Information Technology inputs installed interface investment KPMG London Ambulance Service long-term look maintenance major methodology million modified modules monitor mythical man-month objectives operating system operational organisation overall parameters partner performance phase planning potential PricewaterhouseCoopers problem areas project management proposed risk schedule SDLC senior management software development specific SSADM staff standard start-up strategic Strategic Management structure Summary surveys system project technical techniques upgrade user requirements workforce