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MIS Ch 10

business process
a network of activities, repositories, roles, resources, and data flows that interact to accomplish a business function
collections of procedures
people or computer applications that are assigned to roles
data flow
the movement of data from one activity to another or from an activity to a repository, or the reverse
business process management
a cyclical (reoccuring) process for systematically creating, assessing, and altering business processes
as-is model
documents the current situation and then changes that model to make adjustments necessary to solve process problems
control objectives for informational and related technology (COBIT)
a set of standard practices created by the information systems audit and control association. Often used in the assessment stage of the BPM cycle
object management group
software-industy standards organization
business process modeling notation
a standard set of terms and graphical notations for documenting business processes
swim-lane layout
each role in the business process is given its own swim lane
systems development
the process of creating and maintaining an information system
systems development life cycle
most common technique for developing information systems
business analysts
someone who is well versed in porter’s models, organizational strategies, and systems allignment theory, like COBIT, and who also understand the proper role for technology
systems analysts
IS professionals who understand both business and technology
test plan
a formal description of the systems response to use and misuse scenarios, is written
system conversion
installing the new system
pilot installation
the organization implements the entire system/business processes on a limited portion of the business
phased installation
the new system/business processes are installed in phases across the organization(s)
parallel installation
the new system/business processed run in parallel with the old one until the new system is tested and fully operational
plunge installation
AKA direct installation. The organization shuts off the old system/business processes
misnomer. The work done during this phase is either to fix the system so that it works correctly or to adapt it to changes in requirements
Brooks’ Law
famous adage that points out a related problem; adding more poepl to a late project makes the project later
one or more results
work-breakdown structure
a hierarchy of the tasks required to complete a project
Gantt Chart
shows tasks, dates, and dependencies
critical path
the sequence of activities that determine the earliest date by which the project can be completed
critical path analysis
the process by which project managers compress the schedule by moving resources, typically people, from noncritical path tasks onto critical path tasks
a balancing of three critical factors; requirements, cost, and time
diseconomies of scale
the situation that occurs when adding more resources creates inefficiencies, such as those that occur when adding more people to a late project (recall brooks law)
baseline WBS
final WBS plan. Shows the planned tasks, dependencies, durations, and resource assignments
configuration control
a set of management policies, practices, and tools that developers use to maintain control over the project’s resources
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