Waterfalls Approach to Information Systems Development - Assignment Example

Table of Contents Waterfall’ approach to Information Systems Development 2 Waterfall vs. Agile 4 Waterfall vs. Rapid Application Development 5 ERP and CRM are incorporation 6 Part 2 8 IS/IT Project Procurement in Modern Business Practice 8 How flexible is your team? 8 Modern procurement 9 Effectively Managing IT project procurement 11 IT Adoption Procurement Plan for an Organization 11 Why ERP and CRM Implementations are Especially Prone to Failure 12 References 13 Waterfall’ approach to Information Systems Development The Waterfall Software development methodology encompasses a set of extremely definite software development stages. In this model each software development stage runs quickly after the completion of its earlier stage, with one or more development deliverables developed at the end of every stage. Historically, the waterfall software development methodology has been developed and applied since the 70s as well as remains in common use. Basically, it outlines a structure that suggests following a discrete set of steps all through the software development lifecycle of our project (Sky Sigal, 2007; Haughey, 2009; Pressman, 2001). I have outlined below some of the important stages of the waterfall software development methodology: Requirements Analysis Design Implementation Testing Installation Maintenance Figure 1: Waterfall Method. Source: http://www.projectsmart.com/articles/waterfall-v-agile-how-should-i-approach-my-software-development-project.php According to my experience Waterfall system development is about project with more simple development situations. The new technology based systems are becoming more and more complex. In this scenario waterfall is less effective. For my system development project, I will not prefer waterfall development methodology. Waterfall vs. Agile The agile software development methodology is based on an iterative development method to complete a wide variety of projects, where development requirements as well as solutions develop with the partnership between clients and systems development members. Basically, the agile software method is based on cutting big size picture into puzzle size bits. Then we fit them together when the time is right (for example during coding, design and testing stages). As a result as there are causes to support together the agile and waterfall software development methodologies, though a quicker look illuminates why a large number of software as well as web design companies formulate the more suitable alternative of implementing Agile software method (Haughey, 2009; Williams & Cockburn, 2003; Tudor, 2009). In addition, once a software development stage is accomplished in the Waterfall technique, there is no move back path, in view of the fact that the majority of software applications implemented and designed under the waterfall software development methodology are difficult to manage according to client requirements and time. In this scenario, some of the basic issues can only be managed through moving back and designing a completely novel system, an extremely inefficient and costly technique. On the other hand, agile development methodology has become accustomed to transform, as at the end of every phase, the logical program, intended to manage as well as acclimatize to novel ideas as of the outset, permits transformation to be made simply. By means of Agile method, system development changes are able to be formulated if essential without obtaining the whole program rewritten. This method not simply minimize overheads, it as well facilitates in the improvement of programs (AgileIntro, 2008; AgilistaPM, 2012). Moreover, another major benefit of agile methodology is one has a launch able software application at the end of every systems tested phase. In this scenario, it makes sure that issues are caught as well as removed in the every cycle of system development, as well as the product is double checked once more following the initial bug removal. On the other hand, this type of testing and quality assurance is not probable for the Waterfall development method (AgileIntro, 2008; AgilistaPM, 2012). Agile Development is more and more team working oriented with flexible development stages. In our project for system application and development we have make use of the Agile development methodology those has lead us to better technology based system development. It offered better back tracking for the handling and managing of the system application. Waterfall vs. Rapid Application Development This section presents the comparison of waterfall and rapid software development methodology. One of the fundamental views of rapid development is concentration on smaller size project pieces that could be launched rapidly as well as finished with concrete deliveries (Mochal, 2001; Custom Application Development Portal, 2010). Figure 1 RAD vs. Waterfall Image Source: http://blog.nazrul.me/2011/11/rapid-application-development-methodology/ In addition, the rapid application development has a major advantage over waterfall software development that there is no need for huge human resource and technology based resources for large project. We can start work on small module with small team of developers. Another main benefit of RAD over waterfall is the executable and physical product delivery at end of each development stage. This is only possible at the final stage of waterfall development (Mochal, 2001; Custom Application Development Portal, 2010). According to my experience RAD development is more appropriate that offers us a great deal of support and fast system applications and development. In our system development we have use RAD model at initial stages. This offers a great deal of capability to have working prototype in initial stages for system development. ERP and CRM are incorporation As I have experienced CRM system for number of companies. For example IBM online CRM system is very effective. This system is offering a great deal of services and support capabilities for the enhanced and better customer experiences. In case of modern information systems development thinking and practice in the modern business we can incorporate ERP and CRM system for improvement of the overall development and management of the technology based projects. For the development of a project we can make use of ERP systems for enhanced resource management of project, while we can make use of CRM system for better customer management. These both applications will facilitate the effective project management of the project that leads to successful implementation and completion of the software development project. Part 2 IS/IT Project Procurement in Modern Business Practice Project procurement comprise a systematic procedure of procuring and identifying, by means of acquisition or purchase, essential project goods, services or outcomes from external vendors who will perform the work (Crawford, 2012). In addition, an IS/IT procurement procedure, informal or formal, that is an important part of almost every organization that takes information system or information technology services. In view of the fact that the users of IS more and more discover themselves in positions as clients of numerous technology vendors, this information technology procurement procedure assumes superior administration worth. In addition to operating system software, hardware and telecommunications tools and services, technology based resources are usually obtained from the market, businesses at the present turn to external suppliers for numerous components of their technology based information systems, application coding plus integration, plus a wide diversity of system administration services (Heckman, 2012; Optiway Global, 2011). How flexible is your team? The waterfall method is best when we need everything documented and we want to force all proposed changes through scope-change management. However, by its nature, RAD requires a high degree of flexibility and the ability to manage through change. For instance, our initial prototype may generate the type of discussion that will require the next version to be created completely from scratch. Though, organizations or teams that cannot adapt well to change should not use RAD (Mochal, 2001; Diffen, 2012; Nazrul's Blog, 2011; Novulo, 2012) How much will your customer participate in the process? The waterfall process requires heavy user involvement during planning, analysis, and testing. The RAD process requires the heavy involvement of customers in the phases of planning, analysis, and testing, and then over and over in the prototyping process. If you find it hard to engage the customers on an ongoing basis, then RAD and prototyping will not work for you (Mochal, 2001; Diffen, 2012; Nazrul's Blog, 2011; Novulo, 2012). Is your project manager experienced? Although the project management processes may not be as rigorous, the cyclical nature of a RAD project requires a great deal of discipline and organization on the part of the project manager. If your project manager is inexperienced or does not possess strong organization skills, you probably do not want to undertake a RAD project. Stick to more traditional waterfall projects instead (Mochal, 2001; Diffen, 2012; Nazrul's Blog, 2011; Novulo, 2012). Modern procurement Modern procurement makes use of diverse organizational structures and strategies in producing the most significance for the organization. In addition, the procurement intelligence, performance and collaboration are fundamental drivers to making sure that these days’ procurement businesses are capable of working hand available made by the company to ultimately create and maintain shareholder value? Without a doubt new technology based trends carry powerful pressures on procurement business to persist to deliver control costs, savings and force process and operational efficiencies, the problems of corporate social accountability and sustainability carries on to develop in significance. In addition, the focus is not simply on inside policies however as well on making sure that dealers are organizing their own associated policies for social responsibility and sustainability. At the present, the majority of businesses are looking all through their worldwide supply chains to promote fineness in these schemes by sharing of details as well as most excellent practices in an effort to make sure the maximum standards (SAP, 2012; Tanner et al., 2006). Moreover, the arrangement of modern procurement businesses is as well altering noticeably. There is a fast movement in the direction of centrally led business where a central procurement policy ensures powerful control as well as consistency of decentralized dealings however yet permits local purchasing implementation. Hence, these central structures offer procurement business with a great deal higher negotiating control as well as drive bottom line revenue for the whole business (SAP, 2012). In addition, the use of technology has enhanced in value within the current procurement organization. Simply 17.2 percent of users of rated technology as an extremely significant supporter of their procurement business in 2008. However presently this ratio has improved to 48.2 percent that is extremely important aspects of new technology support for modern technology based areas (Tanner et al., 2006). Effectively Managing IT project procurement This section outlines some of the fundamental aspects regarding effective management of the IT project procurement. The procedure and framework of major issues recognized by the SIM information technology Procurement Working Group recommended an agenda for potential efforts to enhance the administration of the IS/IT procurement procedure. In this scenario, the schedule includes 5 action objects that can be achieved by building and maintaining effective relationship between practicing IT procurement executives and academic researchers. These action items are about the effective management of IT procurement which involves a great deal of management of the all areas and aspects of the technology acquisition. For the sake of effective management of IT procurement project we need to build-up IT procurement performance metrics as well as make use of them to standardize the information technology procurement procedure. Here we also need to simplify functions in the procurement procedure to construct efficient external and internal associations. For better management of IT procurement project we need to make use of procurement process structure as a tool to support in reengineering the IS/IT procurement procedure. This will also involve utilize of this structure as a channel for future research (Heckman, 2012; OAG, 2012). IT Adoption Procurement Plan for an Organization This section presents a detailed analysis of IT adoption procurement plan for USB organization. USB is having a stronger focus on better application of the IT procurement plan. For this reason company has adopted the outsourcing process for the electronic purchasing catalogue. For this purpose UBS business has adopted its purchasing catalogue executed through an outside service supplier. The novel solution is able to incorporate the on-hand system and reducing together UBS as well as the suppliers of together effort and costs. As well, the catalogue data protection was to be optimized. The selection of Heiler Software was formulated by USB management that was able to offer a great deal of support and services as compared to classic catalogue services suppliers comprehensive support services as of hosting to system structure (Tanner et al., 2006). These days, approximately 4,300 workers at UBS in Switzerland place orders for products from a new technology based multi supplier catalogue system. This is formulated through a total of 36 suppliers’ catalogues, enhanced through articles as of the UBS company’s internal system as well as its warehouse items. It is assessed that at USB business the outsourcing of the catalogue as well as content administration systems to the 3rd party technology supplier has had a encouraging influence on technology based systems development (Tanner et al., 2006). Why ERP and CRM Implementations are Especially Prone to Failure This section will elaborate one of the main reasons “why ERP and CRM implementations are especially prone to failure”. In this scenario, I will present some of the main reasons and aspects that cause issues regarding failure due to such technology based systems applications. One of the main reasons is that these technology based systems are harder to manage and require extensive technology based skills for their successful administration. There are some issues regarding dealing with licenses issues and number of users making use of system. Poor management and handling of corporate technology based systems also need a great deal of handling and management of such technology based areas. In case of lowered alignment of skill and poor management approach, overall technology based implementation project can be stopped or failure (Kakwezi & Nyeko, 2010; Heckman, 2012). References AgileIntro, 2008. Agile Introduction For Dummies. [Online] Available at: http://agileintro.wordpress.com/2008/01/04/waterfall-vs-agile-methodology/ [Accessed 25 September 2012]. AgilistaPM, 2012. Differences between Waterfall, Iterative Waterfall, Scrum and Lean Software Development (In Pictures!). [Online] Available at: http://www.agilistapm.com/differences-between-waterfall-iterative-waterfall-scrum-and-lean-software-development-in-pictures/ [Accessed 20 September 2012]. Crawford, S., 2012. What Is Project Procurement? [Online] Available at: http://www.wisegeek.com/what-is-project-procurement.htm [Accessed 21 September 2012]. Custom Application Development Portal, 2010. Benefits of Rapid Application Development. [Online] Available at: http://www.customapplicationdevelopment.org/rapid-application-development/benefits-of-rapid-application-development.html [Accessed 22 September 2012]. Diffen, 2012. Rapid vs Waterfall. [Online] Available at: http://www.diffen.com/difference/Rapid_vs_Waterfall [Accessed 23 September 2012]. Haughey, D., 2009. Waterfall v Agile: How Should I Approach My Software Development Project? [Online] Available at: http://www.projectsmart.com/articles/waterfall-v-agile-how-should-i-approach-my-software-development-project.php [Accessed 28 September 2012]. Heckman, R.L., 2012. Managing the IT Procurement Process. [Online] Available at: http://www.ittoday.info/Articles/Managing_IT_Procurement_Process.htm [Accessed 20 September 2012]. Kakwezi, P. & Nyeko, S., 2010. PROCUREMENT PROCESSES AND PERFORMANCE: EFFICIENCY AND EFFECTIVENESS OF THE PROCUREMENT FUNCTION. [Online] Available at: http://docs.mak.ac.ug/sites/default/files/Paper14-2.pdf [Accessed 23 September 2012]. Mochal, T., 2001. Waterfall vs. RAD: How to pick the right method for your project. [Online] Available at: http://www.techrepublic.com/article/waterfall-vs-rad-how-to-pick-the-right-method-for-your-project/1044102 [Accessed 22 September 2012]. Nazrul's Blog, 2011. Rapid Application Development Methodology. [Online] Available at: http://www.diffen.com/difference/Rapid_vs_Waterfall [Accessed 23 September 2012]. Novulo, 2012. RAD (Rapid Application Development). [Online] Available at: http://www.novulo.com/Rad.aspx [Accessed 22 September 2012]. OAG, 2012. Part 9: Information technology and procurement. [Online] Available at: http://www.oag.govt.nz/2008/procurement-guide/part9.htm [Accessed 19 September 2012]. Optiway Global, 2011. Modern procurement practices. [Online] Available at: http://supplychain-logistics-training.optiwayglobal.com/purchasing-training/modern-procurement-practices/ [Accessed 22 September 2012]. Pressman, R.S., 2001. Software Engineering: A Practicioner's Approach, 5th Edition. London: McGraw Hill. SAP, 2012. Key drivers for modern procurement. [Online] Available at: http://www.sig.org/files/members/Key_Drivers_Modern_Procurement_Paper_SAP.pdf [Accessed 20 September 2012]. Sky Sigal, 2007. Waterfall SDLC Methodology. [Online] Available at: http://skysigal.xact-solutions.com/Resources/SoftwareDevLifeCycle/WaterfallMethodSDLC/tabid/600/Default.aspx [Accessed 20 September 2012]. Tanner, C., Wolfle, R. & Quade, M., 2006. The role of information technology in procurement in the Top 200 companies in Switzerland. [Online] Available at: http://www.inst-informatica.pt/servicos/informacao-e-documentacao/biblioteca-digital/gestao-de-si-ti-1/aquisicao-de-bens-e-servicos/The%20role%20of%20IT%20Procurement.pdf [Accessed 23 September 2012]. Tudor, D., 2009. An Agile Perspective: Introducing DSDM Atern. DSDM Consortium. Williams, L. & Cockburn, A., 2003. Agile software development: it's all about feedback and change. IEEE Computer 36(6), pp.39-43. Read More

Agile Development is more and more team working oriented with flexible development stages. In our project for system application and development we have make use of the Agile development methodology those has lead us to better technology based system development. It offered better back tracking for the handling and managing of the system application. Waterfall vs. Rapid Application Development This section presents the comparison of waterfall and rapid software development methodology. One of the fundamental views of rapid development is concentration on smaller size project pieces that could be launched rapidly as well as finished with concrete deliveries (Mochal, 2001; Custom Application Development Portal, 2010).

Figure 1 RAD vs. Waterfall Image Source: http://blog.nazrul.me/2011/11/rapid-application-development-methodology/ In addition, the rapid application development has a major advantage over waterfall software development that there is no need for huge human resource and technology based resources for large project. We can start work on small module with small team of developers. Another main benefit of RAD over waterfall is the executable and physical product delivery at end of each development stage.

This is only possible at the final stage of waterfall development (Mochal, 2001; Custom Application Development Portal, 2010). According to my experience RAD development is more appropriate that offers us a great deal of support and fast system applications and development. In our system development we have use RAD model at initial stages. This offers a great deal of capability to have working prototype in initial stages for system development. ERP and CRM are incorporation As I have experienced CRM system for number of companies.

For example IBM online CRM system is very effective. This system is offering a great deal of services and support capabilities for the enhanced and better customer experiences. In case of modern information systems development thinking and practice in the modern business we can incorporate ERP and CRM system for improvement of the overall development and management of the technology based projects. For the development of a project we can make use of ERP systems for enhanced resource management of project, while we can make use of CRM system for better customer management.

These both applications will facilitate the effective project management of the project that leads to successful implementation and completion of the software development project. Part 2 IS/IT Project Procurement in Modern Business Practice Project procurement comprise a systematic procedure of procuring and identifying, by means of acquisition or purchase, essential project goods, services or outcomes from external vendors who will perform the work (Crawford, 2012). In addition, an IS/IT procurement procedure, informal or formal, that is an important part of almost every organization that takes information system or information technology services.

In view of the fact that the users of IS more and more discover themselves in positions as clients of numerous technology vendors, this information technology procurement procedure assumes superior administration worth. In addition to operating system software, hardware and telecommunications tools and services, technology based resources are usually obtained from the market, businesses at the present turn to external suppliers for numerous components of their technology based information systems, application coding plus integration, plus a wide diversity of system administration services (Heckman, 2012; Optiway Global, 2011).

How flexible is your team? The waterfall method is best when we need everything documented and we want to force all proposed changes through scope-change management. However, by its nature, RAD requires a high degree of flexibility and the ability to manage through change. For instance, our initial prototype may generate the type of discussion that will require the next version to be created completely from scratch.

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