You have recently joined a new IT consulting firm called BISM-Digital which will specialise in providing tailored and cutting-edge information systems to governments, banks, manufacturers, and other large organisations.
QUESTION
You have recently joined a new IT consulting firm called BISM-Digital which will specialise in
providing tailored and cutting-edge information systems to governments, banks, manufacturers, and
other large organisations.
BISM-Digital has been approached by several firms that have indicated they need: (i) new cutting-
edge information systems tailored to their organisation’s needs; (ii) information systems delivered as
quick as possible so as to better compete in the market; (iii) want to actively be involved and engage
with BISM-Digital throughout the information systems development process; and, (iv) that because
of the novelty of their information systems projects the development process must be able to
accommodate change. These firms have also expressed concerns that information systems
development projects are frequently late, have high failure rates and the end product rarely meets
their requirements. With these requirements, BISM-Digital prefers to deliver projects following a
SCRUM methodology.
Your first consulting assignment is as a project manager for a small business that is seeking to
implement Vision 6 as their new marketing tool for emails, newsletters, and SMS communications
with customers. The project should not take any longer than six (6) months from start to finish. You
feel that this project doesn’t really suit an agile delivery model but something more structured.
You are tasked with making a recommendation on whether BISM-Digital should follow either a
Scrum or Waterfall approach for information systems development.
QUESTION 3
Provide a recommendation to your manager of BISM-Digital in relation to the most suitable
Information System Development (ISD) methodology that should be used for this project.
Present four reasons why the recommended ISD methodology could lead to a more successful
outcome. Additionally, contrast your reasons with the alternate approach
ANSWER
Recommendation for Information System Development Methodology: Scrum vs. Waterfall
Introduction
As a project manager at BISM-Digital, I have been tasked with recommending the most suitable Information System Development (ISD) methodology for a project involving the implementation of Vision 6 as a marketing tool for a small business. This essay aims to provide a recommendation and outline four reasons why the recommended ISD methodology, Scrum, can lead to a more successful outcome compared to the alternative approach, Waterfall.
Recommendation: Scrum Methodology
Scrum methodology is an agile approach that focuses on iterative and incremental development, allowing for flexibility, collaboration, and continuous improvement throughout the project lifecycle. Based on the requirements provided by the client, the characteristics of the project, and the desired outcomes, Scrum is the most suitable ISD methodology for the following reasons:
Flexibility and Adaptability
Scrum embraces change and offers the flexibility to accommodate evolving requirements. In the case of implementing Vision 6 as a marketing tool, the client expressed the need for an information system that can adapt to their specific needs and allow for modifications during the development process. Scrum’s iterative nature enables regular feedback and refinement, ensuring that the end product aligns closely with the client’s evolving requirements.
Active Stakeholder Engagement
The client has expressed a strong desire to actively engage with BISM-Digital throughout the development process. Scrum promotes close collaboration between the development team and stakeholders through regular meetings, feedback sessions, and active involvement in decision-making. This approach ensures that the client remains informed, maintains control over the project, and contributes to the development of a tailored marketing tool.
Rapid Time-to-Market
The client emphasizes the need for a quick delivery to gain a competitive edge in the market. Scrum’s iterative cycles, known as sprints, allow for frequent releases of working software. This approach enables the small business to start leveraging the benefits of Vision 6 sooner, even if not all desired features are fully implemented at the initial stages. Incremental delivery and continuous improvement throughout the project can provide a significant time advantage over the more sequential Waterfall approach.
Mitigating Risk
The high failure rates and mismatched requirements expressed by the client raise concerns about project success and satisfaction. Scrum mitigates these risks through its iterative and feedback-driven nature. By delivering functionality in short iterations, the client can provide continuous input and validation, reducing the chances of discovering significant issues late in the development process. This iterative feedback loop minimizes rework, ensures alignment with client expectations, and increases the likelihood of meeting the project’s objectives.
Contrast: Waterfall Methodology
In contrast to Scrum, the Waterfall methodology follows a more linear and sequential approach to ISD. It involves distinct phases of requirements gathering, design, development, testing, and deployment, where each phase depends on the completion of the previous one. While Waterfall has its merits in certain contexts, it may not be the best fit for this project due to the following reasons:
Limited Flexibility
Waterfall methodology relies on detailed upfront planning and documentation, making it less accommodating to change. In the case of implementing Vision 6, where requirements may evolve and adapt over time, the rigid nature of Waterfall can result in difficulties incorporating changes, potentially leading to delays and dissatisfaction.
Reduced Stakeholder Collaboration
Waterfall methodology typically involves minimal stakeholder involvement until the later stages, which can result in limited feedback and little opportunity for stakeholders to influence the project’s direction. This contrasts with the client’s desire to actively engage with BISM-Digital throughout the development process, making Scrum a more suitable choice.
Longer Time-to-Market
The sequential nature of Waterfall often requires completing each phase before proceeding to the
next, resulting in longer development cycles. Given the client’s emphasis on a swift implementation, a more iterative approach like Scrum would allow for earlier delivery of valuable functionality and a competitive advantage.
Higher Risk of Mismatched Requirements
Waterfall’s linear progression may increase the risk of delivering a final product that does not fully meet the client’s evolving needs. With limited opportunities for feedback and validation throughout the development process, the chances of discovering misaligned requirements late in the project are higher, leading to dissatisfaction and potential rework.
Conclusion
Considering the project’s requirements and objectives, the Scrum methodology emerges as the more suitable ISD approach for BISM-Digital’s implementation of Vision 6. Its flexibility, stakeholder engagement, rapid time-to-market, and risk mitigation capabilities align closely with the client’s needs, fostering a collaborative and adaptable development process. By adopting Scrum, BISM-Digital can enhance the likelihood of project success, client satisfaction, and the delivery of a tailored and effective marketing tool.
