ch 04 - Chapter 4"Be the change you want to see in the...

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Chapter 4 - “Be the change you want to see in the world.” Some Statistics on Project Failures – Source: The Gartner Group 40% of projects are not completed 70% of projects are behind schedule or over budget 80% of projects fail to deliver all of the expected benefits Runaway Project A large private company wrote off $5 million of systems development cost when the new CEO determined that a system that had been under development for 2 years was not going to make it. This led to firing of executives, layoff, bonus cancellation and a pay freeze. Runaway Project After more than four years of hard work and half a billion dollars spent, Trilogy, FBI’s project to modernize its technology infrastructure, has had little impact on the Bureau's antiquated case-management system, which today remains a morass of mainframe green screens and vast stores of paper records. As Senator Judd Gregg observed, "the software, which runs the hardware, is a huge problem. SYSTEMS DEVELOPMENT CONTROLS General controls as they apply to all systems under development. Mainly consists of the structured initiation, approval and monitoring (+ controlling and closing) of the different phases of the systems development life cycle. Objective: Ensure complete, accurate, authorized and timely systems development and implementation. DEPEND ON: ± software change controls with respect to library controls (development, testing and production) ± program version management ± program movement logs PHASES OF SYSTEMS DEVELOPMENT 1. Problem recognition 2. Feasibility study, including project risk analysis. 3. System proposal 4. Analysis of existing system 5. Project planning 6. User requirement definition – includes information risk analysis and application controls 7. System architecture – includes general controls 8. System design – expands application controls 9. Install infrastructure in development and test environments. 10. Programming 11. Testing, including security scanning 12. Policies and procedures 13. Training 14. Install production infrastructure 15. Conversion and implementation – Logic errors are expensive to correct as they will require a lot of rework
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16. Post-implementation review KEY PROJECT RISK INDICATORS 1. Management does not use a formal project management methodology. 2. Project leaders are not adequately experienced at managing projects. 3. Project leaders have insufficient domain expertise. 4. Project teams are unqualified to handle the project size/complexity. 5. Project team members are dissatisfied and frustrated. 6. Projects do not have senior-level executive support. 7. Projects do not include input from all affected parties. 8.
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This note was uploaded on 03/27/2012 for the course ITM 595 taught by Professor Davidchan during the Spring '12 term at Ryerson.

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ch 04 - Chapter 4"Be the change you want to see in the...

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