Management of information in sports organizations is as important as in business organizations. An effective system that allows employees and supporters to interact with each other in the promotion of sports is critical for proper functioning of sports organizations. Since a sports professional requires various IT tools in an organizational setting to deliver on their duties and responsibilities, it is critical to understand the systems development life cycle (SDLC).
SDCL begins with planning. This phase is very critical to the success of the entire process in the sense that it describes the problems the new system intends to solve. It may involve developing a new system or an upgrade of the existing one. Cost and benefits of the new or upgraded system are determined based economic, technical, operational and time factors (Rosenblatt, 2013).In context, sports organizations keep expanding their support base every single day. Due to the economic benefits organizations gain when they expand, it is important to understand that this phase would provide sports management professionals with knowledge on how to assess the cost-benefit implication of adopting new communication technologies , especially those that seek to enhance the relationship between sports organizations and supporters, sponsors, and other interest groups.
Analysis of the proposed system includes the collection of facts through interviews, observations, sampling and surveys. The facts so obtained are then used to build business models, object models, and process models. If the process involves an upgrade, a scrutiny of the existing system is done and its pros identified for inclusion in the new system (Rosenblatt, 2013).This phase can enable sports professionals to understand the need for including the views of stakeholders in the day-to-running of sports activities. As a result, the stakeholders would be in a better position to extract information contained in bulletins and publications of sports organizations. This phase can also be relevant in facilitating information exchange between sports organization managers and external customers (Heidary, Beijanat & Honary, 2014).
System design is the third phase of the SDLC. At this stage, the user interface is developed, and outputs, inputs, and processes are identified. This activity ensures that the new or upgraded system is accurate, secure and reliable (Rosenblatt, 2013).Sports professionals require information systems to exchange information. For instance, information systems enable online lessons for sportspersons who seek new skills and knowledge in sports (Heidary, Beijanat & Honary, 2014). In this regard, sports professionals need the know-how of a well-designed system so as to ensure users access information through in the process of conducting online tuition. This way, there would be smooth business between learners and sports organizations.
System integration and testing bring all aspects of the new or upgraded system together to assess its workability as an aggregation of different elements. Any errors and bugs are addressed and removed respectively. The interoperability of the new system is then analyzed and actualized (Rosenblatt, 2013).In context, this phase can be helpful to sports professionals in the process of decision-making. For instance, sports can borrow from this concept to arrive at the best course of action in their day-to-day management of sports activities. As such, appropriate decisions are likely to be reached since several alternatives are evaluated and weighed against each other to determine the best course of action.
Once system developers are convinced that the system is ready for use, they begin the process of implementation. In this phase, data is converted into new files, and the users are trained as a preparation for the new system (Rosenblatt, 2013).For sports professionals, the relevance of this phase can be linked to the implementation of change in an organization. Activities that take place in this phase suggest that, for successful implementation of change in sports management, there must be adequate preparation of employees, fans, and customers on the effect of an impending a change process on their relationship with a particular sports organization.
Maintenance involves the provision of the necessary safeguards to the system to ensure that credibility of the data and functionality can be guaranteed. This is where the scalability of the systems is tested to ascertain its capability to meet expansion goals of the organization (Rosenblatt, 2013; Heidary, Beijanat & Honary, 2014).This information can help sports professionals to devise watertight mechanisms of maintaining the integrity of the information of various persons and institutions associated with a given sports organization. These individuals and organizations may be financiers whose information needs to be protected from unauthorized access. This can also inform sports professionals to take caution when they seek to install new or upgrade IT systems in their organization as a way of keeping their sensitive records safe from hackers and other unscrupulous persons.
Learning how to evaluate the operation a new system holds a lot of relevance to sports management. Here, users give feedback on the use of the system as well as its ability to be updated to reflect as the business environment changes (Heidary, Beijanat & Honary, 2014).Similarly, sports rules and regulations may change, or new dietary requirements may be introduced into the training of sportspersons. Also, changes in the curriculum of sports institutions can be revised. These changes require current practices to be reformed and aligned to meet the new requirements .This can be illustrated in the case where systems are evaluated to ascertain their suitability in specific business environments before actually making the purchase.
In conclusion, learning the SDLC is helpful in a sports management course. Understanding of the entire process would enable sports professionals to learn how to adopt IT systems in their respective organizations. In effect, professionals would manage sports organizations in an informed manner. Therefore, there is no waste of time in learning SDLC.
References
Heidary, A., Honary, H., & Behjanat, S. (2014). The role of information and communication technology in sport change management. International Journal of Academic Research in Computer Sciences and Electrical Engineering, 1(1), 1-5.
Rosenblatt, H. A. (2013). Systems Analysis and Design (10th ed.). Boston, MA: Cengage Learning.
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