Turban Aronson and Liang Decision Support Systems and

Turban, Aronson, and Liang Decision Support Systems and Intelligent Systems, Seventh Edition Chapter 6 Decision Support System Development © 2005 Prentice Hall, Decision Support Systems and Intelligent Systems, 7 th Edition, Turban, Aronson, and Liang 1

Learning Objectives • • Understand the concepts of systems development. Learn PADI, the phases of SDLC. Describe prototyping. Understand which factors lead to DSS success or failure. • Learn the importance of project management. • Describe three technology levels of DSS. • Understand the learning process involved in DSS development. © 2005 Prentice Hall, Decision Support Systems and Intelligent Systems, 7 th Edition, Turban, Aronson, and Liang 2

Osram Sylvania Thinks Small, Strategizes Big-Develops the Infonet HR Portal System Vignette • Creation of a specialized business portal to solve specific problem – Prototype – Interactive, Web-based – HR portal • Think small, strategize big – Focus on key problems first – Plan to achieve quick small successes • Intranet-based portal for hiring, job postings, benefits, bonuses, retirement information © 2005 Prentice Hall, Decision Support Systems and Intelligent Systems, 7 th Edition, Turban, Aronson, and Liang 3

Systems Development Life Cycle • Four phases – – Planning Analysis Design Implementation • Cyclical • Can return to other phases • Waterfall model © 2005 Prentice Hall, Decision Support Systems and Intelligent Systems, 7 th Edition, Turban, Aronson, and Liang 4

Tools • Computer-aided software design tools – Upper CASE – • Creates systems diagrams – Lower CASE • Manages diagrams and code – Integrated CASE • Combination • RAD design tools – Enterprise class repository and collaboration – UML modeling • Analysis and design software • Code debugging methods • Testing and quality assurance tools © 2005 Prentice Hall, Decision Support Systems and Intelligent Systems, 7 th Edition, Turban, Aronson, and Liang 5

Successful Project Management • • • Establish a baseline Define scope of project Manage change and scope creep Get support from upper management Establish timelines, milestones, and budgets based on realistic goals • Involve users • Document everything © 2005 Prentice Hall, Decision Support Systems and Intelligent Systems, 7 th Edition, Turban, Aronson, and Liang 6

Implementation Failures • • Lack of stakeholder involvement Incomplete requirements Scope creep Unrealistic expectations Project champion leaves Lack of skill or expertise Inadequate human resources New technologies © 2005 Prentice Hall, Decision Support Systems and Intelligent Systems, 7 th Edition, Turban, Aronson, and Liang 7

Evolutionary Disruptors • Development environment – Organizational cultural factors – Loss of top management support – User and analyst attitude – User experience – Development team capability • Development process – User education, support, involvement, training © 2005 Prentice Hall, Decision Support Systems and Intelligent Systems, 7 th Edition, Turban, Aronson, and Liang 8

Project Management Tools • Project management software can allow: – Collaboration among disparate teams – Resource and program management – Portfolio management – Web enabled – Aggregates and analyses project data © 2005 Prentice Hall, Decision Support Systems and Intelligent Systems, 7 th Edition, Turban, Aronson, and Liang 9

Alternative Development Methodologies • Parallel development – Multiple development on separate systems • RAD – Quick development allowing fast, but limited functionality • Phased development – Sequential serial development • Prototyping – Rapid development of portions of projects for user input and modification – Small working model or may become functional part of final system • Throwaway prototyping – Pilot test or simple development platforms © 2005 Prentice Hall, Decision Support Systems and Intelligent Systems, 7 th Edition, Turban, Aronson, and Liang 10

© 2005 Prentice Hall, Decision Support Systems and Intelligent Systems, 7 th Edition, Turban, Aronson, and Liang 11

Agile Development • Rapid prototyping • Used for: – Unclear or rapidly changing requirements – Speedy development • Heavy user input • Incremental delivery with short time frames • Tend to have integration problems © 2005 Prentice Hall, Decision Support Systems and Intelligent Systems, 7 th Edition, Turban, Aronson, and Liang 12

DSS Development Methodology • • • Prototyping Iterative design Evolutionary development Middle out process Adaptive design Incremental design © 2005 Prentice Hall, Decision Support Systems and Intelligent Systems, 7 th Edition, Turban, Aronson, and Liang 13

DSS Prototyping • Short steps – – Planning Analysis Design Prototype • Immediate stakeholder feedback • Iterative – In development of prototype – Within the system in general – Evaluation integral part • Control mechanism © 2005 Prentice Hall, Decision Support Systems and Intelligent Systems, 7 th Edition, Turban, Aronson, and Liang 14

DSS Prototyping • Advantages – User and management involvement – Learning explicitly integrated – Prototyping bypasses information requirement – Short intervals between iterations – Low cost – Improved user understanding of system • Disadvantages – Changing requirements – May not have thorough understanding of benefits and costs – Poorly tested – Dependencies, security, and safety may be ignored – High uncertainty – Problem may get lost – Reduction in quality – Higher costs due to multiple productions © 2005 Prentice Hall, Decision Support Systems and Intelligent Systems, 7 th Edition, Turban, Aronson, and Liang 15

Change Management • • • Crucial to DSS People resistant to change Examine cause of change May require organizational culture shift Lewin-Schein change theory steps – Unfreeze • Create awareness of need for change • People support what they help create – Move • Develop new methods and behaviors • Create and maintain momentum – Refreeze • Reinforce desired changes • Establish stable environment © 2005 Prentice Hall, Decision Support Systems and Intelligent Systems, 7 th Edition, Turban, Aronson, and Liang 16

DSS Technology Levels • DSS primary tools – Fundamental elements • Programming languages, graphics, editors, query systems • DSS generator (engine) – Integrated software package for building specific DSS • Modeling, report generation, graphics, risk analysis • Specific DSS – DSS application that accomplishes the work • DSS primary tools are used to construct integrated tools that are used to construct specific tools © 2005 Prentice Hall, Decision Support Systems and Intelligent Systems, 7 th Edition, Turban, Aronson, and Liang 17

© 2005 Prentice Hall, Decision Support Systems and Intelligent Systems, 7 th Edition, Turban, Aronson, and Liang 18

DSS • Hardware – PCs to multiprocessor mainframes • Software – Involves multiple criteria – Develop in house, outsource, or buy off the shelf – Off the shelf software rapidly updated; many on market – Prices fluctuate – Different tools available © 2005 Prentice Hall, Decision Support Systems and Intelligent Systems, 7 th Edition, Turban, Aronson, and Liang 19

DSS • Team developed DSS requires substantial effort to build and manage • End user developed DSS – Decision-makers and knowledge workers develop to solve problems or enhance productivity • Advantages – – Short delivery time User requirements specifications are eliminated Reduced implementation problems Low costs • Risks – Quality may be low – May have lack of documentation – Security risks may increase © 2005 Prentice Hall, Decision Support Systems and Intelligent Systems, 7 th Edition, Turban, Aronson, and Liang 20

DSS • DSS is much more than just a DBMS, MBMS, GUI, interface, and knowledge component © 2005 Prentice Hall, Decision Support Systems and Intelligent Systems, 7 th Edition, Turban, Aronson, and Liang 21