Chapter 10, 1-5
CH. 10: 1- Why don’t information systems projects work out as planned? What causes the differences between the plan and reality?
The cold hard truth is that projects always look better on paper; this is because in the development phase they are still lacking the human element. When projects are actually implemented you have to consider laziness, incompetence, and level of knowledge. In short you have to account for human error. There are systems glitches that can be unexpected as well. Just as with people, software does not always perform up to expectations. Files can get corrupted and will not run as planned. You can never plan for everything but through risk management you can help to mitigate the impact.
CH. 10: 2- Why is it important to document change requests? What happens if a development team doesn’t?
In the business world documentation is probably the most important resource ...view middle of the document...
Adding more people to a project is just asking for trouble. For one, more people means more people to get in the way. Brooks law states that adding more people to a late project only makes the project later. This is caused by two things. First, people require time to get productive and adjust to the project. Brooks calls this, “ramp up time”. Second, communication overheads increase as the number of people increases. This means that people will go around other people when communicating ideas and information.
CH. 10: 4- What is the role of a pilot project in information systems analysis? Why do you think the Petrie’s team decided to do a pilot project before rolling out the customer loyalty system for everyone?
The object of pilot project implementation is to create a kind of isolated experiment group to test the project. By observing how the project is implemented in the pilot scenario, the company can correct the mistakes and oversights when introducing the project to other sites. Companies keep track of what is working really well and what could use improvement and therefore can make the best decisions when implementing the project in other scenarios. This is the benefit of a pilot project implementation scheme.
CH. 10: 5- Information systems development projects are said to fail if they are late, go over budget, or do not contain all of the functionality they were designed to have. Is the customer loyalty program a failure? Justify your answer. If not, how can failure be prevented? Is it important to avert failure? Why or why not?
By the criterion presented I would have to declare that the rewards system for Petrie’s electronics is a failure. However, this failure could have been prevented. It seems that too many liberties were being taken by the director of marketing, John Smith. Changing the project to make the end product more complex increases the cost, sending the project over budget, and pushes deadlines further and further behind. Though the project is indeed more complex than originally intended, the increased complexity requires more know-how and could drastically reduce functionality if mistakes are made.