CHAPTER 2: LITERATURE REVIEW
2.3 Disadvantages and criticisms of systems development methodologies
In this sub-section, disadvantages and criticism of systems development methodologies will be discussed with reference to their being time-consuming, with complex development, a need for method tailoring and not being widely practised as well as lacking full control.
2.3.1 Time-consuming during development
According to Truex et al. (2000:54), though systems development methodologies for developing information systems have always been reported as being significant in the information systems discipline, there are still problems associated with their practicality. The main problems are that systems take time to develop, there is an overrun of cost, and the initial requirements for the system are not met.
In the early days, as envisaged, SDMs were designed to address the complexities and difficulties during the process of developing information systems. Nevertheless, the inherent problem was that the system still failed to be developed on time, within the budget, or be of good quality (Fitzgerald et al., 2002). In view of that, Wetherbe et al. (2001:629) state that methodology application often takes time to complete, hence they operate well in large
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projects with clearly-defined requirements where there is no pressure to complete the project quickly. According to the study conducted by Pieterse (2006: IV), the results indicated that the use of systems development methodology in organizations is time-consuming, and as a result, low-quality systems are taken out in order to gain a faster delivery time.
2.3.2 Complex development
Methodologies are often considered to be process-heavy, and are likely to obstruct productivity due to their finely detailed requirements (Griffin & Brandyberry, 2002). Due to such step-by-step techniques and the fact that every step must be completed before the next one can commerce, the development may be delayed. Hence, organizations are still hesitant to apply systems development methodologies during information systems development (Laudon, 2000:388). This complexity results in the entire development process not being fully successfully accomplished as per purported objectives (McLeod, 2007:569).
In effect, the study by Yahya et al. (2002:31) ascertains that even though the methodology is used in organizations, because of the perception attached that they improve productivity, quality and communication; yet they are not uniformly accepted due to their complexity (i.e.
difficult, too abstract, too many deliverables to be generated). Practically, inconsistency makes the process analysis of methodologies unreliable, thus making it difficult to reach the process improvements (Dahiya & Jain, 2010).
Furthermore, Dahiya and Jain (2010) assume that it is of the utmost importance to follow the processes defined in the methodologies in a consistent and accurate manner across all projects, thus ensuring the effective use of methodologies. However, these become challenging tasks due to:
i. Software-development processes being complex, with their step-by-step techniques of interdependent activities (Griffin & Brandyberry, 2002; Dahiya & Jain, 2010). Most of the processes and methodologies bring about reference documents only. As a result, it makes it difficult for practitioners to gain knowledge about the processes from the document references and follow them in their projects (Dahiya & Jain, 2010).
ii. Practitioners follow the processes manually and deliver the necessary data into various life-cycle tools that do not have much integration with the engineering tools.
These different sets of tools hardly allow an accurate methodology implementation across multiple projects, and this generates data and reports inconsistent with the organization (Dahiya & Jain, 2010).
24 2.3.3 Need for method tailoring
It is apparent from the aforementioned statements that SDMs do not fully satisfy organizational requirements and they are not suitable to every development project even if they are justified particularly in the areas of productivity, quality and communication (Yahya et al., 2002:27;
Fitzgerald et al., 2002:3). In view of that, methods are not perceived as relevant to practice, they are just being utilized because they appear plausible, hence the method-in-action (myriad of contextual factors pertaining to the process of development) has a great effect on the outcome of the development (Fitzgerald et al., 2002:xii). Practically, systems development methodologies are frequently not fit for the development situation, and this can lead to the development of a method tailoring strategy to create the methodin-action to meet a particular situation (Fitzgerald et al., 2002:100).
In such contexts, even with the notion of systems development methodologies, the underlying problems in the systems development have not been eliminated. One among other reasons for the failure has been that practitioners do not realize the benefits and needs of systems development methodologies; hence they are not in shape with the complexity of the development situations (Fitzgerald et al., 2002:3).
2.3.4 Not widely practised
Systems development methodologies usage has been highly advertised in the academic research arena for many years, but it has not been universally embraced by business even if IT projects‟ failure is often experienced in the organizations (Griffin & Brandyberry, 2008:2;
Mihailescu & Mihailescu, 2009:1). With such conceptualization, the evaluation of the reality of SDMs has not been keeping pace with their growth; therefore, the veracity of their usefulness and effectiveness has not been accurately understood in the organizations (Siau & Tan, 2005).
2.3.5 Lack of the human factor
Methodologies such as Structured Systems Analysis and Design Method (SSADM) have been claimed to be playing a crucial role to the success of systems development, however, they fail to note the human, social, and organizational aspects; instead, they emphasize the technical aspects of IS development. The deployment is not undertaken with people in mind, and this leads to users not being fully satisfied with the successful implementation of the system (Yardley, 2002:83). Depressingly, Jackson Systems Development (JSD) was aimed at minimizing the responsibility of the developer in the development process; thus, creating the illusion that the ability and insight of the developer are confined to the systems development methodology (Fitzgerald et al., 2002).
25 2.3.6 Lack of full control
Another point to make is that some of the practices of systems development methodologies are carried out by external companies that specialize in providing information systems development services, it is alleged that the companies may lose control over the functions of their information systems and instead depend on technical influence and the breakthrough of external vendors (Laudon, 2000:384).