BCS TIME TABLE (MORNING) - FOR APRIL 2015

Date	Subject(PGD)
27th Monday   9.00 a.m. – 10.30 a.m.	CSM
27th Monday   10.30 a.m. – 12.00 noon	MIS
28th Tuesday   9.00 a.m. – 10.30 a.m.	KBS
28th Tuesday   10.30 a.m. – 12.00 noon	RUID
28th Tuesday   1.30 p.m. – 3.30 p.m.	SE2
Date	Subject(Diploma)
29th Wednesday  9.00 a.m. – 10.30 a.m.	CORE
29th Wednesday  10.30 a.m. – 12.00 noon	ITPM
30th Thursday       9.00 a.m. – 10.30 a.m.	ITSM
30th Thursday       10.30 a.m. – 12.00 noon	PIT

BCS Class( EVENING) Time table for April 2015

Date	Subject(Diploma)
27th Monday    6.00 p.m. – 7.30 p.m.	CORE
27th Monday    7.30 p.m. – 9.00 p.m.	ITSM
28th Tuesday    6.00 p.m. – 7.30 p.m.	ITPM
28th Tuesday    7.30 p.m. - 9.00 p.m.	PIT
Date	Subject(PGD)
29th Wednesday  6.00  p.m. – 7.30 p.m.	CSM
29th Wednesday  7.30  p.m. – 9.00 p.m.	MIS
30th Thursday       6.00  p.m.- 7.30  p.m.	KBS
30th Thursday       7.30  p.m. – 9.00 p.m.	SE2

BCS/PGD/ITE/ REMOTE SENSING

• LIDAR

LIDAR, which stands for Light Detection and Ranging, is a remote sensing method that uses light in the form of a pulsed laser to measure ranges (variable distances) to the Earth. These light pulses—combined with other data recorded by the airborne system— generate precise, three-dimensional information about the shape of the Earth and its surface characteristics.

A LIDAR instrument principally consists of a laser, a scanner, and a specialized GPS receiver. Airplanes and helicopters are the most commonly used platforms for acquiring LIDAR data over broad areas.

LIDAR systems allow scientists and mapping professionals to examine both natural and manmade environments with accuracy, precision, and flexibility. NOAA scientists are using LIDAR to produce more accurate shoreline maps, make digital elevation models for use in geographic information systems, to assist in emergency response operations, and in many other applications.

Extra Reading 

LIDAR (Light Detection and Ranging) is an optical remote sensing technology that measures properties of scattered light to find range and/or other information of a distant target.

LIDAR data is often collected by air, such as with this NOAA (National Oceanic and Atmospheric Administration) survey aircraft (top) over Bixby Bridge in Big Sur, Calif. Here, LIDAR data reveals a top-down (bottom left) and profile view of Bixby Bridge. NOAA scientists use LIDAR-generated products to examine both natural and manmade environments. LIDAR data supports activities such as inundation and storm surge modeling, hydrodynamic modeling, shoreline mapping, emergency response, hydrographical surveying, and coastal vulnerability analysis.

Radiometry & Photometry

An overview of the science of measuring light

Radiometry is the science of measuring light in any portion of the electromagnetic spectrum. In practice, the term is usually limited to the measurement of infrared, visible, and ultraviolet light using optical instruments. Irradiance is the intensity of light and is measured in watts per square meter.

Photometry is the science of measuring visible light in units that are weighted according to the sensitivity of the human eye. It is a quantitative science based on a statistical model of the human visual response to light - that is, our perception of light - under carefully controlled conditions. The photometric equivalent of Radiance is called Illuminance and is measured in Lumens per square meter (Lux)The human visual system responds to the light in the electromagnetic spectrum with wavelengths ranging from 380 to 770 nanometers (nm). We see light of different wavelengths as a continuum of colors ranging through the visible spectrum: 650 nm is red, 540 nm is green, 450 nm is blue, and so on.

Photographic interpretation is “the act of examining photographic images for the purpose of identifying objects and judging their significance” (Colwell, 1997). This mainly refers to its usage in military aerial reconnaissance using photographs taken from reconnaissance aircraft..

Thermal imaging is a method of improving visibility of objects in a dark environment by detecting the objects' infrared radiation and creating an image based on that information. 

Thermal imaging, near-infrared illumination, low-light imaging and are the three most commonly used night vision technologies. Unlike the other two methods, thermal imaging works in environments without any ambient light. Like near-infrared illumination, thermal imaging can penetrate obscurantist such as smoke, fog and haze.

Extra reading 

Here's a brief explanation of how thermal imaging works: All objects emit infrared energy (heat) as a function of their temperature. The infrared energy emitted by an object is known as its heat signature. In general, the hotter an object is, the more radiation it emits. A thermal imager (also known as a thermal camera) is essentially a heat sensor that is capable of detecting tiny differences in temperature. The device collects the infrared radiation from objects in the scene and creates an electronic image based on information about the temperature differences. Because objects are rarely precisely the same temperature as other objects around them, a thermal camera can detect them and they will appear as distinct in a thermal image. 

BCS/DIP/ITPM/TUTORIAL 01

DEFINITION
A Project is a temporary endeavor undertaken to create a unique product, service or a result.

Project Management is about applying our knowledge, skills, tools and techniques to project activities to meet project requirements.

1.)    List and explain very briefly the four main criteria for assessing the success of a project.

Ø   

Ø   

Ø   

Ø   

2.)    For each of these factors above, describe at least TWO potential problems that might arise to jeopardize the eventual success of the project.

3.)    What is the purpose of a business Case ?

4.)    Describe the main sections to be found in a business case report.

a.        

b.       

c.        

d.       

e.       

f.         

5.)    Identify FOUR events which might lead to an updating of the business case.

6.)    What are the main project management Processes?

a.       Initiating Process: authorizing the project or phase

b.       Planning Process: define and verify requirements, objectives, goals and the way forward.

c.        Executing Process: coordinating people and other resources to carry out the plan

d.      Monitoring and  Controlling Process: measuring and monitoring progress regularly

e.       Closing Process: formalizing the completion of project

7.)    Define the word project Stakeholders?

Project stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be affected as a result of project execution or completion.

Ø  Project Manager

Ø   Project Sponsor

Ø   Project team members

Ø   Project Steering committee

Ø  Customers

8.)    Identify the role and responsibility of each and every stakeholder in the above.

9.)    Nine knowledge Areas of Project Management.

10.)  Explain the project Development Life Cycle.

11.) Explain the advantages and disadvantages of In-house development, outsourcing and cloud-computing.

In-house development

Outsourcing

Cloud computing

Off-the-shelf packages

 Question A1

The Tyre-It Company sells and fits tyres from a number of different manufacturers to a wide variety of motor vehicles. This is a very competitive market and it is important that the company always has a ready stock of the most popular car tyre brands. It must also be able to answer immediately any telephone enquiry for the price and number of tyres of a specific type available at that time.

In addition, good management information and the strict control of costs are essential in order for the organisation to maintain its competitive position.

It has become clear that the existing computer-based stock system, which was developed by the in-house IT section, is no longer adequate and a decision has been made by the Tyre-It senior management to adopt a new more advanced stock recording and enquiry system.

Some major tyre manufacturers offer such systems as on off-the-shelf (OTS) package, but the Tyre-It management are concerned that such packages might be too restrictive and thus not suitable for the wide range of tyres that it sells. The alternative would be to design and develop a new in-house system. However, the IT section has no experience of on-line or cost-based systems.

                         

Write a memorandum to the Tyre-It management setting out the advantages and disadvantages of acquiring an ‘off-the-shelf’ system as opposed to developing a new application in-house using its own staff, bearing in mind the scenario outlines above

(15 marks)

                         

A decision has been made to acquire an off-the-shelf package. Describe the activities that would now be needed to select and acquire the software and to set up a fully operational stock system.

(10 marks)

 Question A3

a) Explain the main reasons for using:

i) change control and

ii) configuration management

when developing a new in-house computer system. Highlight at least TWO advantages and ONE disadvantage of each.

(12 marks)

b) List and explain briefly FIVE major stages in the change control process.

(7 marks)

c) List and explain briefly the THREE major elements of a configuration management system. (6 marks)

2011 –Sep

a) Costs and benefits are two essential sections within a business case. List FIVE other sections in a business case.(5 marks)

b) List FIVE categories or types of benefits that are associated with an IT project and provide an example for each one.(10 marks)

c) List FIVE estimating techniques that can be used to identify costs.(5 marks)

d) There are some projects that will be given approval even though the costs exceed the benefits in the business case. Describe ONE example of when this might be legitimate.(4 marks)

Question 1

a) Explain what is meant by a successful project, giving the four main criteria of success. (4 marks)

b) Identify and describe SIX of the major types of activity that would be carried out in a software development project, highlighting those in which the eventual users should be involved and explaining how.  (6 marks)

c) A large distribution company wishes to implement a new warehouse system, and is undecided whether to develop the system internally (i.e. an “in-house system”) or to acquire and adapt an “off-the-shelf” (OTS) package for this purpose.

For EACH of the six types of activity listed in part b, compare the work to be undertaken for each of these two possible methods of system development, highlighting the key differences.                 (12 marks)

d) Identify one significant risk specific to the “in-house” approach and one risk specific to the “OTS” approach. (3 marks)

BCS / DIP / PGD/ CORE /CSM / COMPUTER MISUSE ACT 1990

The Computer Misuse Act (1990)

Hacking has been around almost as long as the Internet; some people just love to try and break into a computer system.

The Computer Misuse Act of 1990 is a law in the United Kingdom that makes certain activities illegal, such as hacking into other people’s systems, misusing software, or helping a person to gain access to protected files of someone else's computer. So, in 1990, the Computer Misuse Act was passed.

The Computer Misuse Act (1990) recognised the following new offences:

1. Unauthorised access to computer material

The first section in the act forbids a person to use someone else’s identification to access a computer, run a program, or obtain any data, even if no personal gain is involved in such access. Individuals also cannot change, copy, delete, or move a program. The Computer Misuse Act also outlaws any attempts to obtain someone else’s password. Obviously, if someone gives another person his identification and he may legally use the computer, these laws under unauthorized access do not apply.

2. Unauthorised access with intent to commit or facilitate a crime

The second provision in the law is gaining access to a computer system in order to commit or facilitate a crime. An individual can’t use someone else’s system to send material that might be offensive or to start worms or viruses. He also can’t give someone his identification so that he can use a system for this purpose. This second part means that the individual would be facilitating someone else’s intent or crime.

3. Unauthorised modification of computer material.

Unauthorized modification in the Computer Misuse Act means that a person can’t delete, change, or corrupt data. Again, if someone puts a virus into someone else’s system, he would be violating the act. Usually, committing unauthorized access only is thought a crime punishable by fine. Access with intent and unauthorized modification are considered more severe and may be punished by heavy fines and/or jail time.

3a. Making, supplying or obtaining anything which can be used in computer misuse offences.

Making: This includes the writing or creation of computer viruses, worms, trojans, malware, malicious scripts etc.

Supplying: This part covers the distribution of any of the above material whether you have created it yourself or obtained it from elsewhere. It is an offense to supply or distribute these files to others.

Obtaining: If you purposely obtain malicious files such as computer viruses or scripts that you know could be used to damage computer systems then you have committed an offence under the Computer Misuse Act.

BCS/DIP/CER/PGD/ BCS CODE OF CONDUCT SUMMARY

BCS Code of Conduct

 As a professional body the British Computer Society (known as BCS, the Chartered Institute for IT), has a responsibility to set rules and professional standards to direct the behaviour of its members in professional matters. It is expected that these rules and professional standards will be higher than those established by the general law and that they will be enforced through disciplinary action which can result in expulsion from membership.

Members are expected to exercise their own judgement (which should be made in such a way as to be reasonably justified) to meet the requirements of the code and seek advice if in doubt.

• ·         sets out the professional standards required by BCS as a condition of membership.
•  ·         applies to all members, irrespective of their membership grade, the role they fulfil, or the jurisdiction where they are employed or discharge their contractual obligations.
•  ·         governs the conduct of the individual, not the nature of the business or ethics of any Relevant Authority*.

1. Public Interest

You shall:

a. have due regard for public health, privacy, security and wellbeing of others and the environment.

b. have due regard for the legitimate rights of Third Parties*.

c. conduct your professional activities without discrimination on the grounds of sex, sexual orientation, marital status, nationality, colour, race, ethnic origin, religion, age or disability, or of any other condition or requirement

d. promote equal access to the benefits of IT and seek to promote the inclusion of all sectors in society wherever opportunities arise.

2. Professional Competence and Integrity

You shall:

a. only undertake to do work or provide a service that is within your professional competence.

b. NOT claim any level of competence that you do not possess.

c. develop your professional knowledge, skills and competence on a continuing basis, maintaining awareness of technological developments, procedures, and standards that are relevant to your field.

d. ensure that you have the knowledge and understanding of Legislation* and that you comply with such Legislation, in carrying out your professional responsibilities.

e. respect and value alternative viewpoints and, seek, accept and offer honest criticisms of work.

f. avoid injuring others, their property, reputation, or employment by false or malicious or negligent action or inaction.

g. reject and will not make any offer of bribery or unethical inducement.

3. Duty to Relevant Authority

You shall:

a. carry out your professional responsibilities with due care and diligence in accordance with the Relevant Authority’s requirements whilst exercising your professional judgement at all times.

b. seek to avoid any situation that may give rise to a conflict of interest between you and your Relevant Authority.

c. accept professional responsibility for your work and for the work of colleagues who are defined in a given context as working under your supervision.

d. NOT disclose or authorise to be disclosed, or use for personal gain or to benefit a third party, confidential information except with the permission of your Relevant Authority, or as required by Legislation.

e. NOT misrepresent or withhold information on the performance of products, systems or services (unless lawfully bound by a duty of confidentiality not to disclose such information), or take advantage of the lack of relevant knowledge or inexperience of others.

4. Duty to the Profession

You shall:

a. accept your personal duty to uphold the reputation of the profession and not take any action which could bring the profession into disrepute.

b. seek to improve professional standards through participation in their development, use and enforcement.

c. uphold the reputation and good standing of BCS, the Chartered Institute for IT.

d. act with integrity and respect in your professional relationships with all members of BCS and with members of other professions with whom you work in a professional capacity.

e. notify BCS if convicted of a criminal offence or upon becoming bankrupt or disqualified as a Company Director and in each case give details of the relevant jurisdiction.

f. encourage and support fellow members in their professional development.

BCS/ PGD /SE2/MIS/CSM OR BCS/DIP/ITPM / CAPABILITY MATURITY MODEL(CMM)

Capability Maturity Model

The Capability Maturity Model (CMM) is a methodology used to develop and refine an organization's software development process. The model describes a five-level evolutionary path of increasingly organized and systematically more mature processes. CMM was developed and is promoted by the Software Engineering Institute (SEI), a research and development center sponsored by the U.S. Department of Defense. 

The Software Capability Maturity Model describes the principles and practices underlying software process maturity and is intended to help software organizations improve the maturity of their software processes in terms of an evolutionary path from ad hoc, chaotic processes to mature, disciplined software processes.

It is important, as it is an objective assessment of an organization’s software capability with a proven approach to improvements.

SCMM has five levels:

Initial - The software process is characterised as ad hoc, and occasionally even chaotic. Few processes are defined and success depends on individual effort and heroics.

Repeatable - Basic project management processes are established to track cost, schedule and functionality. The necessary process discipline is in place to repeat earlier successes on projects with similar applications.

Defined - The software process for both management and engineering activities is documented, standardised and integrated into a standard software process for the organisation. All projects use an approved, tailored version of the organisation's standard software process for developing and maintaining software.

Managed - Detailed measures of the software process and product quality are collected. Both the software process and products are quantitatively understood and controlled.

Optimising - Continuous process improvement is enabled by quantitative feedback from the process and from piloting innovative ideas and technologies.

ISO Vs CMM

The CMM is similar to ISO 9001, one of the ISO 9000 series of standards specified by the International Organization for Standardization. The ISO 9000 standards specify an effective quality system for manufacturing and service industries; ISO 9001 deals specifically with software development and maintenance. The main difference between the two systems lies in their respective purposes: ISO 9001 specifies a minimal acceptable quality level for software processes, while the CMM establishes a framework for continuous process improvement and is more explicit than the ISO standard in defining the means to be employed to that end.

BCS/CER/IS/Hard System Methodology(SSADM)

Hard System methodology

Hard problems

In hard systems approaches (or Structured Systems Analysis and Design Methodology (SSADM)), rigid techniques and procedures are used to provide unambiguous solutions to well-defined data and processing problems. These focus on computer implementations.

·         Problems can be well defined

·         Assumption of definite goals & solutions

·         Can pre-define success criteria

·         Technologically-oriented

e.g. - SSADM

What is SSADM?

Stand for Structured Systems Analysis and Design Method, a set of standards developed in the early 1980s for systems analysis and application design widely used for government computing projects in the United Kingdom. SSADM uses a combination of text and diagrams throughout the whole life cycle of a system design, from the initial design idea to the actual physical design of the application.

Stage 0: Feasibility

The Feasibility stage is a short assessment of a proposed information system to determine if the system can meet the business requirements of an organization, assuming the business case exists for developing the system. The analyst considers possible problems faced by the organization and produces various options to resolve these issues. Either the organization or you must decide if the cost of resolving the problems is worth the likely benefit to the project.

Stage 1: Investigation of the Current Environment

Detailed requirements are collected and business models are built in the Investigation of the Current Environment stage. This stage is where you develop a business-activity model, investigate and define requirements, investigate current processing in the data flow model, investigate current data and derive the logical view of current services.

Stage 2: Business System Options

The Business Systems Options, or BSO, stage allows the analyst and you to choose between a number of business-system options that each describe the scope and functionality provided by a particular development and implementation approach. After you present these to management, the management then decides which BSO is the better option.

Stage 3: Definition of Requirements

This stage specifies the details in the processing and data requirements of the selected BSO option. In this stage you define the required system processing, develop the required data model, determine the systems for existing or new functions, develop the user job specifications, enhance the required data model, develop specific prototypes and confirm the system objectives.

Stage 4: Technical Systems Options

This stage allows you and the analyst to consider the technical options. Details such as the terms of cost, performance and impact on the organization is determined. You identify, define and select the possible technical system option in this stage.

Stage 5: Logical Design

This stage involves you specifying the new system through designing the menu structure and dialogues of the required system. The steps in this stage include defining the user dialogue, defining update processes and defining the inquiry processes.

Stage 6: Physical Design

This is the implementation phase of SSADM. The Physical Design stage is used to specify the physical data and process design use the language and features of the chosen environment and incorporate installation standards. This stage concentrates on the environment in which the new system will be running.

BCS/CER/IS/Soft System Methodology

Soft System Methodology

Soft problems

• ·         Difficult to define - they are problem situations
• ·         High social, political & human activity component
• ·         Sometimes wicked!
• ·         Soft systems thinking

Soft systems methodology is a qualitative methodology developed by Peter Checkland and his colleagues at Lancaster University.  It applies systems concepts to qualitative research (as does the Snyder process).

The 7-stage description

1   The problem situation unstructured

The problem situation is first experienced, as it is, by the researcher.  That is, the researcher makes as few presumptions about the nature of the situation as possible.

 2   The problem situation expressed

In this step the researcher develops a detailed description, a "rich picture", of the situation within which the problem occurs.  This is most often done diagrammatically.

Throughout the 7 stages, both and logic and the culture of the situation are taken into account.  These twin streams of enquiry, logic and culture, are incorporated into the rich picture.

Checkland puts it this way.  In addition to the logic of the situation, the rich picture also tries to capture the relationships, the value judgments people make, and the "feel" of the situation.

3   Root definitions of relevant systems (CATWOE)

Now the "root definitions", the essence of the relevant systems, are defined.

For the logical analysis, Checkland provides the mnemonic CATWOE as a checklist for ensuring that the important features of the root definitions are included:

·         Customers...................who are system beneficiaries

·         Actors......................who transform inputs to outputs

·         Transformation..............from inputs into outputs

·         Weltanschauung..............the relevant world views

·         Owner.......................the persons with power of veto

·         Environmental constraints...that need to be considered

 "transformation" element is one of the features that signal this as a "systems" approach.

The cultural analysis has three parts:

A role analysis, focusing on the intervention itself.  This seeks to identify the client, the would-be problem solver (the researcher), and the problem owner (roughly, stakeholders).  In the terms that we used in earlier sessions you could think of this as the diagnostic part of entry and contracting.
 A social system analysis.  This identifies, for the problem situation, three sets of elements: roles, norms, and values.
 A political system analysis.  This identifies the use of power in the problem situation.

4   Making and testing conceptual models

The researcher now draws upon her knowledge of systems concepts and models.  She develops descriptions, in system terms, of how the relevant parts of the situation might ideally function.

One of the important questions here is: ideals from whose point of view? If you adopt those who pay you as your client, you may well just help the organisation exploit its members more effectively.  If you adopt everyone in the system as a client, you will avoid this problem.  But perhaps people outside the system will bear some of the cost of this.  Here, as elsewhere, a careful identification of stakeholders can make a large difference to the outcomes.

 5   Comparing conceptual models with reality

The purpose is not to implement the conceptual models.  Rather, it is so that models and reality can be compared and contrasted.  The differences can be used as the basis for a discussion: how the relevant systems work, how they might work, and what the implication of that might be.

 6   Identify feasible and desirable changes

From the discussion at step 5, certain possible changes are identified.  They are likely to vary in desirability and feasibility:

desirable: is it technically an improvement?

feasible: especially, does it fit the culture?

 7   Action to improve the problem situation

The most desirable and feasible changes identified at step 6 are now put into practice.

 I would like now to offer a different description.  My hope is to do this in such a way that the cyclic nature of the process, and the use of dialectic comparisons, are made more evident. 

BCS/ CER / IS / FEASIBILITY STUDY

Feasibility Study (TELOS)

Feasibility study is carried out to select the best system that meets performance requirements.
The main aim of the feasibility study activity is to determine whether it would be financially and technically feasible to develop the product. The feasibility study activity involves the analysis of the problem and collection of all relevant information relating to the product such as the different data items which would be input to the system, the processing required to be carried out on these data, the output data required to be produced by the system as well as various constraints on the behavior of the system.

Technical Feasibility

This is concerned with specifying equipment and software that will successfully satisfy the user requirement. The technical needs of the system may vary considerably, but might include :
• The facility to produce outputs in a given time.

• Response time under certain conditions.

• Ability to process a certain volume of transaction at a particular speed.

• Facility to communicate data to distant locations.

In examining technical feasibility, configuration of the system is given more importance than the actual make of hardware. The configuration should give the complete picture about the system’s requirements:
How many workstations are required, how these units are interconnected so that they could operate and communicate smoothly. What speeds of input and output should be achieved at particular quality of printing.

Economic Feasibility

Economic analysis is the most frequently used technique for evaluating the effectiveness of a proposed system. More commonly known as Cost / Benefit analysis, the procedure is to determine the benefits and savings that are expected from a proposed system and compare them with costs. If benefits outweigh costs, a decision is taken to design and implement the system. Otherwise, further justification or alternative in the proposed system will have to be made if it is to have a chance of being approved. This is an outgoing effort that improves in accuracy at each phase of the system life cycle.


Operational Feasibility

This is mainly related to human organizational and political aspects. The points to be considered are
• What changes will be brought with the system?

• What organizational structure are disturbed?

• What new skills will be required? Do the existing staff members have these skills? If not, can they be trained in due course of time?

This feasibility study is carried out by a small group of people who are familiar with information system technique and are skilled in system analysis and design process.

Proposed projects are beneficial only if they can be turned into information system that will meet the operating requirements of the organization. This test of feasibility asks if the system will work when it is developed and installed.

BCS / PGD/ MIS/ MIS Development (Approaches)

MIS Development

Traditional approach – development is undertaken in a series of steps, with each one being completed before the next starts. Steps may be requirements determination, design, coding, testing and installation. Maintenance can be seen as the next cycle, or the last of the series of steps. Another name used for the traditional approach is the waterfall approach, as it can be depict as a waterfall from one stage to the next in the development process. The motto of this approach is to “get things right first time” and backtracking to a previous stage is seen as weakness in the quality of the work within the previous stage. The approach is suitable for developments that have static and clear requirements at the outset of the development.

Evolutionary approach – where a series of prototypes are produced and examined by the users, feedback is received and the prototype amended, and this cycle of “creation and feedback” continues until the final prototype becomes the actual system to be used. The motto of this approach is “don’t expect to get things right first time”, as iteration is expected until the prototype is deem acceptable to satisfy the needs of the users. Normally, this approach is used with small scale systems that have dynamic or initially unclear user requirements.

Phased approach – similar to the traditional approach, except that the project is carved up into phases of development, so that each phase is suitably manageable, and can be delivered within a relatively short timescale. Users then gain benefits earlier than in the traditional approach. This approach is suitable when the project has defined aspects that can be separated and developed at different times. The overall requirements still need to be clear and well defined, so that phases can be identified and appropriately scheduled.

Overall user requirements for data within a data warehouse will probably be fairly well defined and the data structures will not change rapidly. It is also stated to be a large data warehouse. For these reasons, it is probably best that a phased approach is used (indeed, a phased approach is frequently used in practice e.g. in the case of the well-documented First American Corporation (FAC) data warehouse development) so that some parts of the data warehouse (i.e., the implementation of the support for 1 or 2 Key Performance Indicators (KPIs)) can be developed quickly and thus the benefits of the data warehouse can be felt quickly within aspects of the organisation: this would be much slower if a pure traditional approach was used. Indeed, a criticism often levelled at the traditional approach is that the time it takes to develop the entire data warehouse is very long and consequently management lose interest in the system (as it is not visibly producing anything of value for potentially several months). An evolutionary approach would not be as suitable, given the generally easy identification of the data requirements, and indeed may be quite difficult to manage in the case of such a large data warehouse.