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92 Chapter 4 • Development Life Cycle

Systems Investigation
Determine whether a business problem or
Product: opportunity exists
UNDERSTAND THE Feasibility Study
BUSINESS PROBLEM OR Systems Conduct a feasibility study to determine
OPPORTUNITY whether a new or improved information
system is needed
Systems Analysis
Analyze in detail the information needs of
end users, the organizational environment,
Product: System and any system presently used
Requirements Develop the logical input, processing,
Maintenance Cycle Product: System
output, storage, and control
DEVELOP AN Systems Design Develop specifications for the hardware
INFORMATION (machines and media), software (programs
SYSTEM (IS) and procedures), People (specialists and
Specifications
SOLUTION Testing Cycle Systems end users), data resources, and
information products that will satisfy the
information needs of end users
Implementation
and software
Test and document the system
Product Acquire (or develop) and install hardware
IMPLEMENT IS New System Train people to operate and use the
SOLUTION system
Systems Operations Convert to the new system
Maintenance
Use a postimplementation review process
to monitor, evaluate, and modify the
Product
Upgrades/Revisions system as needed
FIGURE 4-2 SDLC Approach

Figure 4-2 provides a summary of the traditional SDLC methodology. The SDLC process
begins when someone in the organization identifies a need, or investigation phase, for a new
system and ends the implementation phase where the new system is installed and running in the
organization.

Rapid SDLC Approaches
The SDLC process has several problems, even though it is rigorous in making sure that the new
system is complete and successful in the organization. First, developing a new system is time
consuming and tedious. In many cases the new system is outdated by the time it is developed.
Second, the cost associated with the SDLC process is very high. The cost of recruiting the devel-
opment team and involving other members of the organization in the development process can be
very expensive. Finally, all information systems do not require such a rigorous SDLC process.
For example, the SDLC would be overkill for a small-scale decision-making application; there-
fore, over the years organizations have used rapid approaches to SDLC that are quicker and less
expensive shortcuts to this process. These are called Rapid SDLC approaches.
One rapid development approach is prototyping (Figure 4-3). This approach does not go
through the analysis and design phases; instead, it implements a skeleton or a prototype of the
actual system with a focus on input (i.e., user interface) and output (i.e., screen displays and
reports generated with dummy data). The idea is to demonstrate the system functionality as soon
as possible to the users and to get their feedback on the prototype. Their feedback is incorporat-
ed into the new system and demonstrated back to the users. This approach has proven to be very