Hoofstuk 3

Hoofstuk 3

1. Capability Maturity Model (CMM)

   • A standardized framework for assessing the maturity level of an organization's information system development and management processes and products.

2. CMM consists of five levels of maturity

   • Level 1—Initial: System development projects follow no prescribed process. Level 2—Repeatable: Project management processes and practices established to track project costs, schedules, and functionality. Level 3—Defined: Standard system development process (methodology) is purchased or developed. All projects use a version of this process. Level 4—Managed: Measurable goals for quality and productivity are established. Level 5—Optimizing: The standardized system development process is continuously monitored and improved based on measures and data analysis established in Level 4.

3. System development methodology

   • A formalized approach to the systems development process; a standardized development process that defines (as in CMM Level 3) a set of activities, methods, best practices, deliverables, and automated tools that system developers and project managers are to use to develop and continuously improve information systems and software.

4. Problem-Solving Approach

   • 1. Study and understand the problem, its context, and its impact. 2. Define the requirements that must be meet by any solution. 3. Identify candidate solutions that fulfill the requirements, and select the "best" solution. 4. Design and/or implement the chosen solution. 5. Observe and evaluate the solution's impact, and refine the solution accordingly.

5. Principles of System Development

   • - Get the system users involved. - Use a problem-solving approach. - Establish phases and activities. - Document through development. - Establish standards. - Manage the process and projects - Justify systems as capital investments. - Don't be afraid to cancel or revise scope. - Divide and conquer. - Design systems for growth and change.

6. Risk management

   • The process of identifying, evaluating, and controlling what might go wrong in a project before it becomes a threat to the successful completion of the project or implementation of the information system. Risk management is drive by risk analysis or assessment.

7. Where Do Systems Development Projects Come From?

   • 1. Problem - an undesirable situation that prevents the organization from fully achieving its purpose, goals, and/or objectives. 2. Opportunity - a chance to improve the organization even in the absence of an identified problem. 3. Directive - a new requirement that is imposed by management, government, or some external influence.

8. What does the PIECES problem-solving framework stand for?

   • P the need to improve performance I the need to improve information (and data) E the need to improve economics, control costs, or increase profits C the need to improve control or security E the need to improve efficiency of people and processes S the need to improve service to customers, suppliers, partners, employees, etc.

9. What is the difference between planned projects and unplanned projects?

   • Planned projects - An information systems strategy plan has examined the business as a whole to identify those system development projects that will return the greatest strategic (long-term) value to the business or BPR. Unplanned projects - Triggered by a specific problem, opportunity, or directive that occurs in the course of doing business.