Rais11 ch19

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Questions to be addressed in this chapter include:
± How do organizations buy software, hardware, and
vendor services?
± How do information systems departments develop
custom software?
± How do end users develop, use and control
computer-based information systems?
± Why do organizations outsource their information
systems, and what are the benefits and risks of doing
so?
± How are prototypes used to develop an AIS, and what
are the advantages and disadvantages?
± What is computer-aided software engineering, and
how is it used in systems development?
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Companies can experience a number of

difficulties in developing an AIS, including:
± Projects are backlogged for years because of the high
demand for resources.
± The newly designed system doesn¶t meet user needs.
± The process takes so long that by the time it¶s
complete, it¶s obsolete.
± Users can¶t adequately specify their needs.
± Changes to the AIS are often difficult to make after
requirements have been written into the
specifications.
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& '#( '&
We¶ll be discussing how to obtain a new

information system by:
± Purchasing prewritten software;
± Developing software in-house; or
± Outsourcing.
We¶ll also discuss how to hasten or improve the
development process through:
± Business process reengineering
± Prototyping
± Computer-aided software engineering (CASE) tools
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& '#( '&

±
%) )
± Developing software in-house; or
± Outsourcing.
± Prototyping
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(&* !+ !& ', +!
In the early days of computers,

companies were rarely able to buy
software to meet their needs.
But commercially available packages
are now outpacing custom-developed
software as old systems are replaced.
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ï
is sold on the open
market to a broad range of users with
similar requirements.
± Some companies sell hardware and software
together as a package.
These systems are called
.
Many are written by vendors who specialize in a
particular industry.
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± A major problem with canned software:

It often does not meet all of a company¶s
information needs.
Can be overcome by modifying the canned
software.
± Usually best done by the vendor.
± Unauthorized modifications may render the
program unreliable and unstable.
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Companies can also acquire software through

(ASPs).
± ASPs host Web-based software and deliver it to
clients over the Internet.
± Companies don¶t have to buy, install, or maintain
canned software; they simply ³rent´ it.
± If you used an online version of a package like Turbo-
Tax to prepare your taxes, that¶s a consumer version
of renting software over the Internet.
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± Advantages of ASPs:
Reduction of software costs and administrative
overhead.
Automated software upgrades.
Scalability as the business grows.
Global access to information.
Access to skilled IT personnel.
Ability to focus on core financial competencies
rather than IT.
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) - #./
± Companies that buy rather than develop
software still follow the SDLC process,
including:

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including:
Systems analysis

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$ 2 %

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± Companies ±
that buy -rather
than
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including:
Systems analysis
Conceptual design
Physical design
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± Deciding whether to make or buy software
can be made independently of the decision to
acquire hardware, service, maintenance, and
other AIS resources.
± And the preceding resources can be bought
independently of the software.
± But hardware and vendor decisions may
depend on the software decisions.
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Vendors can be found by:

± Looking in phone book
± Obtaining referrals
± Scanning computer or trade magazines
± Attending conferences
± Using search organizations
Beware of fly-by-night companies that can
leave your organization high and dry.
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0 -) - )
± Once AIS requirements have been defined,
the organization can buy software and
hardware.
± Companies needing only a PC and some
office software can usually complete their own
research and make a selection.
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When buying large or complex systems, a

(RFP) should be
prepared:
± The RFP is an invitation to bidders to propose
a system by a specific date.
± Each proposal is evaluated.
± Finalists are investigated in depth.
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The formal approach is important for

several reasons:
± $
%$ -- --1
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several reasons:
± Saves time
± % -
32 %

-- %-
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several reasons:
± Saves time
± Simplifies the decision-making process
± -
. 2 2 $
%

$ %% 1
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several reasons:
± Saves time
± Simplifies the decision-making process
± Reduces errors
± $ - % -
% $
4%
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When an RFP is solicited based on exact

hardware and software specifications:
± Total costs are usually lower.
± Less time is required for vendor preparation
and company evaluation.
± However, the vendor cannot recommend
alternatives.
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A generalized RFP contains a problem

definition and requests a system that
meets specific performance objectives and
requirements.
± Leaves technical issues to the vendor.
± However, makes it more difficult to evaluate
proposals.
± May produce more costly bids.
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Usually, the more information a company

provides to the vendors, the better their chances
of receiving a system that meets their
requirements.
± Detailed specifications should include:
Required applications
Inputs and outputs
Files and databases
Frequency and methods of file updating and inquiry
Unique characteristics or requirements
± Be sure to distinguish between mandatory and
desirable requirements.
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!$ %% -

± Eliminate any proposals that:
Are missing important information.
Fail to meet minimum requirements.
Are ambiguous.
± Those that pass the preliminary screening should be
compared with the proposed AIS requirements to
determine:
If they meet all
requirements.
How many
requirements they meet.
± Finalists can be invited to demo their system using
company-supplied data.
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$ ) %% -

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± Hardware
± Software
± Vendors
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± Vendors
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Approaches to comparing system

performance:
± Benchmark problem
± Point scoring
± Requirements costing
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performance:
±
2 %
± Point scoring
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Benchmark problem
± The new AIS performs a data processing task
with input, processing, and output jobs typical
of what would be required of the new system.
± Processing times are calculated and
compared.
± The AIS with the lowest time is judged most
efficient.
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performance:
±

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Point scoring:
± A weight is assigned to each criterion used to
evaluate the system, based on the relative
importance of that criterion.
± Each criterion is rated for each product.
± Each rating is multiplied times the weight
assigned to the criterion to develop a
weighted score.
± The weighted scores are added for each
product.
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Example:
± Zorba Co. is evaluating systems offered by three
different vendors: Able Co., Baker Co., and Cook Co.
± Zorba has determined three criteria that they will use
to evaluate the different systems: cost, speed, and
vendor reliability.
± They have provided the following weights to each
criteria, with vendor reliability being the most critical:
Vendor reliability²¢
Cost²
Speed²
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Zorba examined the packages offered by the three

vendors and rated them based on these three criteria.
Ratings were from 1±ý with ý being the highest score.
1 2 1 2 1
Vendor reliability (¢) 2 ý
Cost () ý s
Speed () s 2
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' The weighted scores are then computed by multiplying

the rating given to each vendor on each criterion times
the weight assigned to that criterion.
1 2 1 2 1
Vendor reliability (¢) : 2 ; ý
Cost () ý s
Speed () s 2
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1 2 1 2 1
Vendor reliability (¢) 1V ý s
Cost () s0 1V 2
Speed () 12 1 V
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The weighted scores for each company are

summed:
± Able = 0 points
± Baker = 7¢ points
± Cook = V points
Based on the preceding scores, the bid would
probably be awarded to Baker Co.
+!* !# '!
1 2 1 2 1
Vendor reliability (¢) 1V ý s
Cost () s0 1V 2
Speed () 12 1 V
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The preceding example is a simplification.

In a real-life scenario, several factors
would be different:
± There would probably be many more criteria
being considered.
± Several people would be rating the criteria,
and the final scores for each vendor would
probably be a composite of those individual
scores.
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performance:
± Point scoring
± 0

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Requirements costing:
± Estimates cost of purchasing or developing
features that are included in a particular
AIS.
± The total AIS cost is calculated by adding the
acquisition cost to the purchasing and
development costs.
± Total cost = cost of system with required
features.
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To verify that the AIS that looks best on

paper is actually the best in practice:
± Test-drive the software.
± Contact other users for references.
± Evaluate vendor personnel.
± Confirm details of the proposal.
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± Purchasing prewritten software
± #$ % ) 3
± Outsourcing
± Prototyping
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Despite the availability of good canned

software, many organizations develop
their own because:
± Their requirements are unique; or
*' %
± Their size and complexity
<= necessitates
- a
custom package. $ %>

% % - -
Developing custom software is difficult and
--
error prone and consumes much time and
>
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resources.
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The most difficult hurdles:

± Lack of time.
± Complexity of desired system.
± Poor requirements and systems planning.
± Inadequate communication and cooperation
between departments and users.
± Lack of qualified staff.
± Poor senior executive support.
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After end users define their requirements,

the analysts:
± Work with the end users to determine the
format of paper and screen outputs.
± Identify:
Data required for each input.
Data to be retained in files.
± Develop detailed program specs to be
interpreted and coded by programmers.
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The process requires much discipline and

management supervision.
Accountants may help as project
supervisors, users, or development team
members.
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Custom software is usually developed and

written in-house.
± Alternately, organizations may engage an
outside company to develop a package or
assemble one from their inventory of
modules.
± These modules are adapted, combined, and
organized to form a customized product that
meets specific requirements.
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When contracting with an outside organization,

maintain control over development and observe
the following guidelines:
±
-$ %
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± Carefully select a developer
±

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± Sign a contract to clearly define responsibilities
± -
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± Plan and monitor each step
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± Plan and monitor each step
± Maintain effective and frequent communication
±

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Information systems consultants suggest that

clients develop their own software only if it
provides a significant competitive advantage.
± Payroll and A/R systems are not good candidates for
in-house development.
± There might be significant benefits to developing
sophisticated product manufacturing software.
If there is no significant competitive advantage,
buy software from an outside supplier.
± Trend appears to be in that direction.
There is no pat answer to the make-or-buy
decision.
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Another approach to developing software

in-house is to take the lion¶s share of the
effort out of the hands of the IS
department and place it in the laps of the
ultimate information users.
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End-user developed software

± End-user computing (EUC) is the hands-on
development, use, and control of computer-based
information systems by users.
± With EUC, individuals use IT to meet their own IS
needs rather than rely on systems professionals.
± Why?
The demand for information systems has grown
exponentially since the introduction of the computer.
One solution to meeting these needs is to have end users
meet their own information needs.
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Technology has evolved to automate

much of the system development process.
Factors contributing to EUC are:
± Increased computer literacy.
± Easier-to-use programming languages.
± Inexpensive PCs.
± A variety of powerful and inexpensive
software packages.
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Consequently, users have begun to

develop their own systems to:
± Create and store data.
± Access and download company data.
± Share data and computer resources in
networks.
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As end users began to meet their initial

needs, two things happened:
± Users realized computers could be used to
meet more and more information needs.
± Increased access to data created many new
uses and needs for information.
Result: A tremendous growth in end-user
computing that is expected to continue.
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EUC has altered the role of the IS staff:

± They continue to develop and maintain transaction
processing systems and company-wide databases
from which end users draw information.
± They provide users with technical advice and
operational support and make as much information
available to them as possible.
± While the support work has increased for the IS staff,
this work is counter-balanced by a decreased
demand for traditional IS services.
± EUC may make up 7ý±¢ý of all IS processing by
2010.
Because accountants will be end users, they
need an understanding of EUC concepts.
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%%% -3 -$ % -

± End user development (EUD) happens when
information users (e.g., managers,
accountants, auditors) develop their own
applications using computer specialists as
advisors.
Inappropriate for complex systems.
Not used for large-scale processing, such as
payroll, receivables, payables, general ledger, or
inventory.
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± End user development may be most

appropriate for:
Retrieving info from company databases to
produce simple reports or answer single queries.
Performing ³what if,´ sensitivity, or statistical
analyses.
Developing applications that use prewritten
software (e.g., spreadsheet or database software).
Preparing schedules (such as aging of accounts)
and lists.
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Benefits of end-user computing:

± (

- %
(
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± User creation, control, and implementation
± -

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± Systems that meet user needs
±
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± Timeliness
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± Timeliness
± Freeing up systems resources
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Risks of end-user computing:

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± Logic and development errors
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± Inadequately tested applications
±

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± Inefficient systems
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± Inefficient systems
± Poorly controlled and documented systems
±
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± Inefficient
systems
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± System !(

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systems and data

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resources - %%1
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To achieve proper balance between

maximizing the benefits of end user
systems and minimizing the risks:
± Systems analysts can act as advisers and
require user-created systems to be reviewed
and documented prior to use.
± Users can be trained in systems analysis so
they can identify and adequately meet their
needs, as well as reviewing the work of
others.
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Organizations use several approaches to

managing and controlling EUC.
± If you give the systems department control over EUC:
Growth of EUC is discouraged.
The organization is denied most of its benefits.
It¶s not in the company¶s best long-term interests.
± However, if there are no controls over the tools that
can be purchased or how they can be used:
Chaos can result
The system can be difficult to support.
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Best to provide enough guidance and

support to adequately control the system
but allow users flexibility.
A help desk can encourage, support,
coordinate, and control end-user activities.
± One level of help desk employees might be
trained with scripted answers.
± A higher level might handle more complicated
issues.
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Help desk duties include:

± Providing hotline assistance to solve problems.
± Serving as a clearinghouse for information, coordination,
and assistance.
± Training end users how to use specific hardware and
software, and providing technical maintenance and
support.
± Evaluating new end-user hardware and software products.
± Assisting with application development.
± Developing and implementing standards for:
Hardware and software purchases to ensure compatibility.
Documentation and application testing.
Overseeing security issues such as fraud, software piracy,
and viruses.
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& '#( '&

± Developing software in-house
± '

± Prototyping
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'( '(! ! A !?
K
is hiring an outside company
to handle all or part of an organization¶s
data processing activities.
± In a mainframe outsourcing agreement:
The outsourcers buy the client¶s computers and
hire all or most of the client¶s employees.
Then operate and manage the entire system on
the client¶s site or migrate it to the outsourcer¶s
computers.
Many of these contracts have terms of 10 or more
years and cost from hundreds of thousands to
millions of dollars a year.
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'( '(! ! A !?
± In a client/server or a PC outsourcing
agreement the organization outsources:
A particular service (e.g., help desk services);
A segment of its business;
A particular function; or
PC support.
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'( '(! ! A !?
Examples of outsourced activities:

± Installation
± Training
± Maintenance
± Help desk
± Technical support
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'( '(! ! A !?
)
%%

± Outsourcing was initially used for
standardized applications such as payroll,
accounting, and purchasing.
± Also used by companies that were struggling
to survive and wanted a quick cash infusion
from selling their hardware.
|

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'( '(! ! A !?
Kodak and Xerox were very successful at

cutting capital expenditures and other
costs, which motivated others to outsource
their systems.
'

Now many Fortune ý00 companies
%

outsource some or all) -B
of there IS.
-
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Most companies that outsource use

several different companies rather than a
single source in order to:
± Increase flexibility
± Foster competition
± Reduce costs
Most companies do not outsource:
± Strategic management of their IT environment
± Business process management
± IT architecture
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'( '(! ! A !?
Benefits of outsourcing:
± $ -
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± Provides a business solution
± 8
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± Asset utilization
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business solution
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± Access to greater experience and more
advanced technology
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advanced technology
± Lower costs
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advanced technology
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development time
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advanced technology
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± Elimination of peaks-and-valleys usage

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Risks of outsourcing
± Many outsourcing contracts fail to meet
expectations for reasons including:
± 4
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4 $

-
-
2.
|

¢V of 172

'( '(! ! A !?
Risks of outsourcing:
± Inflexibility
± .

%
- -1
2
- - - ) 1
|

¢¢ of 172

'( '(! ! A !?
± Inflexibility
± Loss of control
± -
-
% $ -$
%
- --
- - )
%$ - )

% $ -$1
'
$-
@

% $
1
-

% %

-- --
511 %

$ 6 -
8
% %$ -
% $ -$1
|

100 of 172

'( '(! ! A !?
± Inflexibility
± Loss of control
± Reduced competitive advantage
± .
2-
4% $ - -
$
1
|

101 of 172

'( '(! ! A !?
± Inflexibility
± Loss of control
± Reduced competitive advantage
± Locked in system
± ( -
?
- $ 8-1
|

102 of 172

'( '(! ! A !?
± Inflexibility
± Loss of control

%
% % $

± Reduced competitive %

advantage) %
/
± ) % $

± Locked
- 1
in system
±
± Unfulfilled % - )
1
goals
± $

|

10s of 172

'( '(! ! A !?
± Inflexibility
± Loss of control
±
-
Reduced 2competitive advantage

- 2 %
±
Locked
% - %
in system
% 1
± Unfulfilled goals
± Poor service
±
- 2
|

10 of 172

& '#( '&

± Outsourcing
± %

± Prototyping
|

10ý of 172

(&! '! !!&*&!!&*
Business process reengineering (BPR) is

the analysis and redesign of business
processes and information systems to
achieve significant performance
improvements.
± Reduces a company to its essential business
processes.
± Reshapes organizational work practices and
information flows to take advantage of
technological advancements.
|

10 of 172

(&! '! !!&*&!!&*
BPR:
± Simplifies the system.
± Makes it more effective.
± Improves a company¶s quality and service.
BPR software has been developed to help
automate many BPR tasks.
|

107 of 172

(&! '! !!&*&!!&*
Michael Hammer has set forth several principles

that help organizations successfully reengineer
business processes:
- ' 8 -
21
#' +A + / - %
%
- %% ) -
- - 1
& !#/ !
%@ > - - -
>
$
%
2 --

% %
1
|

10V of 172

(&! '! !!&*&!!&*

business processes:
- Organize around outcomes, not tasks.
- 0 ) % %
%
1
|

10¢ of 172

(&! '! !!&*&!!&*
' Michael Hammer has set forth several principles

business processes:
- Require those who use the output to perform the
process.
- 0 ) %-

%
1
|

110 of 172

(&! '! !!&*&!!&*
A
8 %
$

- --
1
A -
8 %
% $
- %$ -
business processes:
$

- Organize around outcomes,
+
not tasks.
-@ $
1
- Require those who use
± %3) - the output
- to perform

8 -1 the
process.
±

-
8 1
- Require those who produce information to process it.
- 8 &# - % -1
|

111 of 172

(&! '! !!&*&!!&*

business processes:
' !4% / -$ % ) %-

-
process.
-$ % %
$ $-
-%
- Require those
whoproduce
- ) 2) )
information -
to process it.
- - %
) -1
- Centralize AND disperse data.
- %
$ 1
|

112 of 172

(&! '! !!&*&!!&*

-
business processes: )2
- $
- Organize
- around
outcomes, not tasks.
-
1
- Require those who use
- the output
to%%
perform the -
)
process.
)2 $ -
32 % 1
- Require those who
± produce

information to process it.
-

-

1
Centralize AND disperse data.
± %
1
- Integrate parallel activities.
- !%) )2 3
-
8
1
|

11s of 172

(&! '! !!&*&!!&*

business processes:
process.
- Require those who produce information to process it.
- Centralize
-AND disperse
$
data.

)
- Integrate parallel
- activities.
-
-
!#
1
- Empower
%
workers, use-

built-in controls,and
flatten

-
- chart.
the organization ) - -1
- % -
B
1
|

11 of 172

(&! '! !!&*&!!&*
Underlying reengineering is the efficient

and effective use of the latest information
technology, e.g.:
± Radio- and satellite-based communications.
± Powerful handheld computers.
± Image processing that lets multiple users
handle a document simultaneously.
± Active documents.
|

11ý of 172

(&! '! !!&*&!!&*

- :
± Many BPR efforts fail or fall short of their objectives. A
company must overcome the following obstacles:
-
E+@$ ) - )FG

0

- 1
|

11 of 172

(&! '! !!&*&!!&*
,
- !:
Tradition

) )
1
0

% -
%%1
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117 of 172

(&! '! !!&*&!!&*
,
- !:
Tradition
Resistance
-
0
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% 1
|

11V of 172

(&! '! !!&*&!!&*

- :
Tradition
Resistance
Time and cost requirements
.
2 %%
? $ E %B)
G -1
+ %% ) 1
|

11¢ of 172

(&! '! !!&*&!!&*
,
- !:
Tradition
Resistance
Lack of management support
2%

$ )- > %

- 1
|

120 of 172

(&! '! !!&*&!!&*
,
- !:
Tradition
Resistance
Skepticism

- - 1
|

121 of 172

(&! '! !!&*&!!&*

- :
Tradition
Resistance
Skepticism
Retraining

2 %

- 1
|

122 of 172

& '#( '&

± Outsourcing
± %
|

12s of 172

' ' A&*
Prototyping is an approach to systems design in

which a simplified working model of a system is
developed.
± The prototype (first draft) is built quickly at low cost
and provided to users for experimentation.
± Playing with the prototype allows users to determine
what they do and do not like.
± Developers modify the system in response to user
comments and re-present it to them.
± The iterative process continues until users are
satisfied that the system meets their needs.
|

12 of 172

' ' A&*
The basic premise is that it¶s easier for

people to express what they like or dislike
than to imagine what they want in a
system.
± In another words, it helps to have a straw man
to aim at.
± Even a simple system that is not fully
functional demonstrates features far better
than graphics and verbiage.
|

12ý of 172

' ' A&*
Developers who use prototyping still go through

the systems development life cycle.
But prototyping allows them to expedite some
analysis and design.
For example, prototyping captures user needs
and helps developers and users make many
conceptual and physical design decisions.
Current practice leans heavily toward
prototyping so that projects can be completed
quickly.
|

12 of 172

' ' A&*
Four steps are involved in developing a

prototype:
± STEP ONE: Identify basic requirements
± STEP TWO: Develop an initial prototype
± STEP THREE: Repeated iterations
± STEP FOUR: Use the system
|

127 of 172

' ' A&*

prototype:
± ! '&!/ -
0
|

12V of 172

' ' A&*
The first step is to identify basic

requirements by meeting with users to
agree on the size and scope of the system
and decide what it should include and
exclude.
± Developer and users also determine:
Decision-making and transaction processing
outputs.
Inputs and data needed to produce those outputs.
± The emphasis is on what outputs should be
produced rather than how.
|

12¢ of 172

' ' A&*
± The developer must ensure:

User expectations are realistic.
Their basic information requirements are met.
± The designer uses the information
requirements to develop cost, time, and
feasibility estimates for alternative AIS
solutions.
|

1s0 of 172

' ' A&*

prototype:
± ! +'/ #$ % %%
|

1s1 of 172

' ' A&*
The second step involves developing an

initial prototype that meets the agreed-on
requirements.
± Emphasize speed and low cost rather than
efficiency of operation.
± The goal is to implement the prototype within
a short time period.
|

1s2 of 172

' ' A&*
Because of time constraints, some

aspects are sacrificed. For example, at
this point, you ignore:
± Non-essential functions
± System controls
± Exception handling
± Validation of input data
± Processing speed
± Efficiency considerations
|

1ss of 172

' ' A&*
Users must see and use tentative versions of:

± Data entry display screens
± Menus
± Input prompts
± Source documents
They must also:
± Respond to prompts
± Query the system
± Judge response times
± Issue commands
|

1s of 172

' ' A&*
When the prototype is finished, the

developer returns to the users and
demonstrates the system.
Users are instructed to:
± Experiment.
± Comment on what they do and do not like.
|

1sý of 172

' ' A&*

prototype:
± ! !!/ %-
|

1s of 172

' ' A&*
The third step involves repeated iterations

of:
± Users identifying changes.
± Developers making the changes.
± The system being turned back to users for
next round.
This step continues until users are
satisfied²usually to iterations.
|

1s7 of 172

' ' A&*

prototype:
± ! ,'(/ (
|

1sV of 172

' ' A&*
The final step involves using the system

approved by the users.
An approved prototype is typically used in
one of two ways.
|

1s¢ of 172

' ' A&*
Half of the prototypes are turned into fully

functional systems referred to as

.
± To make them operational, the developer
must:
Add needed controls.
Improve operational efficiency.
Provide backup and recovery.
Integrate the prototype with the systems with which
it interfaces.
|

10 of 172

' ' A&*
Changes may be necessary to allow the

program to:
± Accept real input.
± Access real data files.
± Process data.
± Make necessary computations and
calculations.
± Produce real output.
|

11 of 172

' ' A&*
When it¶s not practical to modify the

prototype to make a fully functional
system,
or

can be used in several ways:
± They may be discarded, and the systems
requirements identified in the process of
building them can be used to develop a new
system.
If so, the SDLC is followed to develop the system,
and the prototype is a model.
|

12 of 172

' ' A&*
± Alternately, they may be used as the initial

prototype for an expanded system designed
to meet needs of many users.
± As a final alternative, if users and developers
decide the system is unsalvageable, the
prototype can be discarded completely.
|

1s of 172

' ' A&*
+ %%

± Prototyping supports rather than replaces the SDLC.
± It is appropriate when:
Users don¶t fully understand their needs, or the needs
change rapidly.
System requirements are difficult to define.
System inputs and outputs are not known.
The task to be performed is unstructured or semi-structured.
Designers are uncertain about what technology to use.
The system is crucial and needed quickly.
The risk of developing the wrong system is high.
|

1 of 172

' ' A&*
The users¶ reactions to the new system are important
development considerations.
Many design strategies must be tested.
The design staff has little experience developing this type of
system or application.
The system will be used infrequently so that processing
efficiency is not crucial.
|

1ý of 172

' ' A&*
Good candidates for prototyping:

± Decision support systems.
± Executive information systems.
± Expert systems.
± Information retrieval systems.
± Systems that involve experimentation and
trial-and-error development.
± Systems in which requirements evolve as the
system is used.
|

1 of 172

' ' A&*
Prototyping is usually inappropriate for:

± Large or complex systems that:
Serve major organizational components; or
Cross numerous organizational boundaries.
± Standard AIS components, such as:
Accounts receivable
Accounts payable
Inventory management
|

17 of 172

' ' A&*
Advantages of prototyping:
± - -

$ -3 $ $1
|

1V of 172

' ' A&*
± Better definition of user needs
± $ $ -

|

1¢ of 172

' ' A&*
± Higher user involvement and satisfaction
± , -$ %
2 - )2 %% % $1
- 1
|

1ý0 of 172

' ' A&*
± Faster development time
± ,)
! -
-

4% )
$ 1
@ - -
1
|

1ý1 of 172

' ' A&*
± Fewer errors
± ? %%

|

1ý2 of 172

' ' A&*
± Fewer errors
± More opportunity for changes
± .

D=
- 1
|

1ýs of 172

' ' A&*
Disadvantages of prototyping:
±

|

1ý of 172

' ' A&*
± Significant user time
± .

-$ %
/
± %
-
±
- %%

|

1ýý of 172

' ' A&*
± Less efficient use of system resources
±
% -$ %
|

1ý of 172

' ' A&*
± Incomplete system development
± -0 - - -
-
+ ) - H
|

1ý7 of 172

' ' A&*
± Inadequately tested and documented systems
± & $ $

%% -
-- %
- 1
? - -

%- $
1
|

1ýV of 172

' ' A&*
± Inadequately tested and documented systems
± Negative behavioral reactions
± &$3- -$ %
- %% -$ %
-

2 %1
|

1ý¢ of 172

& '#( '&

± Outsourcing
± Prototyping
± %3 -- ) 5!6

|

10 of 172

%3 -- ) !
5!6
Traditionally, software developers have created
software to simplify the work of others, but not
for themselves.
ï

ï are an integrated
package of computer-based tools that automate
important aspects of the software development
process.
± Used to plan, analyze, design, program, and maintain
an information system.
± Also used to enhance efforts of managers, users, and
programmers in understanding information needs.
|

11 of 172

%3 -- ) !
5!6
CASE tools do not replace skilled
designers, but provide developers with
effective support for all SDLC phases.
CASE software typically includes tools for:
± Strategic planning
± Project and system management
± Database design
± Screen and report layout
± Automatic code generation
|

12 of 172

%3 -- ) !
5!6
Advantages of CASE technology:
±
- %-
$
3
-
%

1
% $ 21
|

1s of 172

%3 -- ) !
5!6
± Increased productivity
± %$- % 0
%

-
-$ % -- )
/
± %$ 0 -$ %1
± -
- 1

2

-
- -

1
|

1 of 172

%3 -- ) !
5!6
± Improved program quality
± $
$ % D"= % 1
|

1ý of 172

%3 -- ) !
5!6
± Cost savings
± %$-
%
-
!
-$ %
- %
/
±

±

± -
± ! - %
-
|

1 of 172

%3 -- ) !
5!6
± Cost savings
± Improved control procedures
± % - -

'
-

-$ % %1
|

17 of 172

%3 -- ) !
5!6
Problems with CASE technology:
±
%
-@

$ )
1
|

1V of 172

%3 -- ) !
5!6
± Incompatibility
± %
2 I J<K1
|

1¢ of 172

%3 -- ) !
5!6
± Incompatibility
± Cost
± ( 4%

' <L= ' $
$- 4%
-
1
|

170 of 172

(??A &# '&.('&
You¶ve learned:
± How organizations buy software, hardware,
and vendor services.
± How information systems departments
develop custom software.
± How end users develop, use, and control
computer-based information systems.
± Why organizations outsource their information
systems, as well as the benefits and risks of
doing so.
|

171 of 172

(??A &# '&.('&
You¶ve also learned:

± What reengineering processes entail and
when they are appropriate.
± How prototypes are used to develop an AIS
and when it is advantageous to do so.
± What computer-aided software engineering is
and how it¶s used in systems development.
|

172 of 172

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