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ALISON: Diploma in Project Management


Comments about System development life cycle case study - The System Development Life Cycle case study

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Latest Comments

  • Cyrus Wanjohi Kenya quite interesting
    2014-11-19 13:11:56

  • Cyrus Wanjohi Kenya SDLC is a very important part of the project. Is only use in large projects or initial projects without any deficiencies?
    2014-11-19 12:11:44

  • Cyrus Wanjohi Kenya SDLC is a very important part of the project. Is only use in large projects or initial projects without any deficiencies?
    2014-11-19 12:11:04

  • Janvier Nyandamu Rwanda I find this session very interesting!
    2014-11-13 08:11:55

    • Cyrus Wanjohi Kenya SDLC is a very important part of the project. Is only use in large projects or initial projects without any deficiencies?
      2014-11-19 12:11:00
  • George Fragos Greece Except management tools and documentations for system what else we'll need?
    2014-10-08 07:10:58

    • Waisale Mata Fiji While management tools and documentation are equally important, another aspect that will lavishly increase efficiency and improvement is the system development cycle or system development methodology. This will add value to management tools and documentation.
      2014-10-26 23:10:58
  • Robert Stephen Isaur Uganda Do all projects need information system apart from IT?
    2014-10-01 07:10:13

    • Kenneth M Akahoho Ghana yes
      2014-10-26 13:10:05
  • El Taher Nourain Mohammed Sudan Can I apply SDLC is large scale projects with muti-objectives?
    2014-09-21 09:09:14

    • Antonio Mendoza Qatar Base on my experience Yes
      2014-11-10 04:11:24
  • Shewangizaw Zenebe Ethiopia Why is the system development life cycle is important? Developing the cycle helps him to intervene what and when?
    2014-09-18 14:09:59

  • ANNETTE ROBINSON United States of America SDLC is a very important part of the project. Is only use in large projects or initial projects without any deficiencies?
    2014-09-09 12:09:18

  • Pierre Mare Japan How do we scroll to view chapter 6 & 8
    2014-08-12 07:08:38

    • Yai Deng Yai South Sudan Just try the normal way you know.
      2014-08-27 11:08:23
  • Yasser Ezz El Din Egypt what are the skills required to manage the online music festival ?
    2014-08-10 05:08:07

    • Yai Deng Yai South Sudan Management tools and documentations for system.
      2014-08-27 11:08:24
  • Yasser Ezz El Din Egypt what are the main parts of System Development Life Cycle ?
    2014-08-10 05:08:56

    • Yai Deng Yai South Sudan Planning,analysis,design,implementation and evaluation phases.
      2014-08-27 11:08:19
  • Yasser Ezz El Din Egypt what are the main parts of System Development Life Cycle ?
    2014-08-10 05:08:57

  • Yasser Ezz El Din Egypt what are the main parts of System Development Life Cycle ?
    2014-08-10 05:08:02

  • Jones Hanungu Munang'andu Zambia Planning and control Although the five M's capture the essence of the major tasks of production management, control summarizes its single most important issue. The production manager must plan and control the process of production so that it moves smoothly at the required level of output while meeting cost and quality objectives. Process control has two purposes: first, to ensure that operations are performed according to plan, and second, to continuously monitor and evaluate the production plan to see if modifications can be devised to better meet cost, quality, delivery, flexibility, or other objectives. For example, when demand for a product is high enough to justify continuous production, the production level might need to be adjusted from time to time to address fluctuating demand or changes in a company's market share. This is called the “production-smoothing” problem. When more than one product is involved, complex industrial engineering or operations research procedures are required to analyze the many factors that impinge on the problem. Inventory control is another important phase of production management. Inventories include raw materials, component parts, work in process, finished goods, packing and packaging materials, and general supplies. Although the effective use of financial resources is generally regarded as beyond the responsibility of production management, many manufacturing firms with large inventories (some accounting for more than 50 percent of total assets) usually hold production managers responsible for inventories. Successful inventory management, which involves the solution of the problem of which items to carry in inventory in various locations, is critical to a company's competitive success. Not carrying an item can result in delays in getting needed parts or supplies, but carrying every item at every location can tie up huge amounts of capital and result in an accumulation of obsolete, unusable stock. Managers generally rely on mathematical models and computer systems developed by industrial engineers and operations researchers to handle the problems of inventory control. To control labour costs, managers must first measure the amount and type of work required to produce a product and then specify well-designed, efficient methods for accomplishing the necessary manufacturing tasks. The concepts of work measurement and time study introduced by Taylor and the Gilbreths, as well as incentive systems to motivate and reward high levels of worker output, are important tools in this area of management. In new operations particularly, it is important to anticipate human resource requirements and to translate them into recruiting and training programs so that a nucleus of appropriately skilled operators is available as production machinery and equipment are installed. Specialized groups responsible for support activities (such as equipment maintenance, plant services and production scheduling, and control activities) also need to be hired, trained, and properly equipped. This type of careful personnel planning reduces the chance that expensive capital equipment will stand idle and that effort, time, and materials will be wasted during start-up and regular operations. The effective use and control of materials often involves investigations of the causes of s and waste; this, in turn, can lead to alternative materials and handling methods to improve the production process. The effective control of machinery and equipment depends on each machine's suitability to its specific task, the degree of its utilization, the extent to which it is kept in optimum running condition, and the degree to which it can be mechanically or electronically controlled.
    2014-07-26 08:07:57

    • Cyril Otali Nigeria This is very educative. Thanks a lot bro.
      2014-09-30 21:09:26
  • Jones Hanungu Munang'andu Zambia Planning and control Although the five M's capture the essence of the major tasks of production management, control summarizes its single most important issue. The production manager must plan and control the process of production so that it moves smoothly at the required level of output while meeting cost and quality objectives. Process control has two purposes: first, to ensure that operations are performed according to plan, and second, to continuously monitor and evaluate the production plan to see if modifications can be devised to better meet cost, quality, delivery, flexibility, or other objectives. For example, when demand for a product is high enough to justify continuous production, the production level might need to be adjusted from time to time to address fluctuating demand or changes in a company's market share. This is called the “production-smoothing” problem. When more than one product is involved, complex industrial engineering or operations research procedures are required to analyze the many factors that impinge on the problem. Inventory control is another important phase of production management. Inventories include raw materials, component parts, work in process, finished goods, packing and packaging materials, and general supplies. Although the effective use of financial resources is generally regarded as beyond the responsibility of production management, many manufacturing firms with large inventories (some accounting for more than 50 percent of total assets) usually hold production managers responsible for inventories. Successful inventory management, which involves the solution of the problem of which items to carry in inventory in various locations, is critical to a company's competitive success. Not carrying an item can result in delays in getting needed parts or supplies, but carrying every item at every location can tie up huge amounts of capital and result in an accumulation of obsolete, unusable stock. Managers generally rely on mathematical models and computer systems developed by industrial engineers and operations researchers to handle the problems of inventory control. To control labour costs, managers must first measure the amount and type of work required to produce a product and then specify well-designed, efficient methods for accomplishing the necessary manufacturing tasks. The concepts of work measurement and time study introduced by Taylor and the Gilbreths, as well as incentive systems to motivate and reward high levels of worker output, are important tools in this area of management. In new operations particularly, it is important to anticipate human resource requirements and to translate them into recruiting and training programs so that a nucleus of appropriately skilled operators is available as production machinery and equipment are installed. Specialized groups responsible for support activities (such as equipment maintenance, plant services and production scheduling, and control activities) also need to be hired, trained, and properly equipped. This type of careful personnel planning reduces the chance that expensive capital equipment will stand idle and that effort, time, and materials will be wasted during start-up and regular operations. The effective use and control of materials often involves investigations of the causes of s and waste; this, in turn, can lead to alternative materials and handling methods to improve the production process. The effective control of machinery and equipment depends on each machine's suitability to its specific task, the degree of its utilization, the extent to which it is kept in optimum running condition, and the degree to which it can be mechanically or electronically controlled.
    2014-07-26 08:07:39

  • Jones Hanungu Munang'andu Zambia Planning and control Although the five M's capture the essence of the major tasks of production management, control summarizes its single most important issue. The production manager must plan and control the process of production so that it moves smoothly at the required level of output while meeting cost and quality objectives. Process control has two purposes: first, to ensure that operations are performed according to plan, and second, to continuously monitor and evaluate the production plan to see if modifications can be devised to better meet cost, quality, delivery, flexibility, or other objectives. For example, when demand for a product is high enough to justify continuous production, the production level might need to be adjusted from time to time to address fluctuating demand or changes in a company's market share. This is called the “production-smoothing” problem. When more than one product is involved, complex industrial engineering or operations research procedures are required to analyze the many factors that impinge on the problem. Inventory control is another important phase of production management. Inventories include raw materials, component parts, work in process, finished goods, packing and packaging materials, and general supplies. Although the effective use of financial resources is generally regarded as beyond the responsibility of production management, many manufacturing firms with large inventories (some accounting for more than 50 percent of total assets) usually hold production managers responsible for inventories. Successful inventory management, which involves the solution of the problem of which items to carry in inventory in various locations, is critical to a company's competitive success. Not carrying an item can result in delays in getting needed parts or supplies, but carrying every item at every location can tie up huge amounts of capital and result in an accumulation of obsolete, unusable stock. Managers generally rely on mathematical models and computer systems developed by industrial engineers and operations researchers to handle the problems of inventory control. To control labour costs, managers must first measure the amount and type of work required to produce a product and then specify well-designed, efficient methods for accomplishing the necessary manufacturing tasks. The concepts of work measurement and time study introduced by Taylor and the Gilbreths, as well as incentive systems to motivate and reward high levels of worker output, are important tools in this area of management. In new operations particularly, it is important to anticipate human resource requirements and to translate them into recruiting and training programs so that a nucleus of appropriately skilled operators is available as production machinery and equipment are installed. Specialized groups responsible for support activities (such as equipment maintenance, plant services and production scheduling, and control activities) also need to be hired, trained, and properly equipped. This type of careful personnel planning reduces the chance that expensive capital equipment will stand idle and that effort, time, and materials will be wasted during start-up and regular operations. The effective use and control of materials often involves investigations of the causes of s and waste; this, in turn, can lead to alternative materials and handling methods to improve the production process. The effective control of machinery and equipment depends on each machine's suitability to its specific task, the degree of its utilization, the extent to which it is kept in optimum running condition, and the degree to which it can be mechanically or electronically controlled.
    2014-07-26 08:07:22

  • Jones Hanungu Munang'andu Zambia The “five M's” Production management's responsibilities are summarized by the “five M's”: men, machines, methods, materials, and money. “Men” refers to the human element in operating systems. Since the vast majority of manufacturing personnel work in the physical production of goods, “people management” is one of the production manager's most important responsibilities. The production manager must also choose the machines and methods of the company, first selecting the equipment and technology to be used in the manufacture of the product or service and then planning and controlling the methods and procedures for their use. The flexibility of the production process and the ability of workers to adapt to equipment and schedules are important issues in this phase of production management. The production manager's responsibility for materials includes the management of flow processes—both physical (raw materials) and information (paperwork). The smoothness of resource movement and data flow is determined largely by the fundamental choices made in the design of the product and in the process to be used. The manager's concern for money is explained by the importance of financing and asset utilization to most manufacturing organizations. A manager who allows excessive inventories to build up or who achieves level production and steady operation by sacrificing good customer service and timely delivery runs the risk that overinvestment or high current costs will wipe out any temporary competitive advantage that might have been obtained.
    2014-07-26 08:07:47

  • Robert Hesketh United Kingdom Is this a standard example?
    2014-07-21 15:07:11

  • Daniel Chol Koknyin South Sudan After having read the story so far, does it means that SDLC can be used in all project time period or does it have specific time end?
    2014-07-06 16:07:13

    • Yai Deng Yai South Sudan Yes it ends when project ends and starts with project as well.
      2014-08-27 11:08:20
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