Systems Analysis and Design 8 th Edition

1. Systems Analysis and Design 8th Edition Chapter 3 Managing Systems Projects

2. Chapter Objective • Learn about project planning, estimating, scheduling, monitoring, reporting • Learn to use Microsoft Project • Learn how to control and manage project changes as they occur

3. Project Management Overview • Project Management • The process of planning, scheduling, monitoring and controlling, and reporting upon the development of an IS • A successful project must be completed on time, within budget, and deliver a quality product that satisfies users and meets requirements • Figure 3-3 Cheap Prices, Fast Service, Quality Work– you can choose any two out of three!!!

4. Project Management Overview • Successful development of IS • 35% in 2006 vs. 16% in 1994 • Project manager or project leader • Usually a senior SA or an IT department manager • Project coordinator • Handles administrative responsibilities for larger projects

5. Project Management Overview • Project managers typically perform four main tasks: • Project planning • Project scheduling • Project monitoring and controlling • Project reporting

6. 1. Project Planning • Starts by indentifying a list of tasks or activities • A task (or activity) is any work that has a beginning and an end and requires the use of company resources such as people, time, or money. • Example: conducting interviews • Identify milestones (or event, 里程碑) • Good examples of milestone (or event): start of user training • Bad example of milestone: complete 50% of program test

7. 1. Project Planning

8. 1. Project Planning • Identifying Tasks • One important variable is the size of the project, because the amount of work increases dramatically as project scope increases • A project that is twice as large will be much more than twice as complex • Figure 3-5

9. Project Planning • Identifying Tasks • Multiple interactions can lead to misunderstandings and delay • Project scope: Project creep • The capabilities of project team members also affect time requirements • Brooks Law • Adding man power to a late software project only makes it later

10. Project Planning • Estimating Task Completion Time and Cost • Person-days (人-天) • Some tasks can be divided evenly so it is possible to use different combinations of time and people, up to a point • In most systems analysis tasks, however, time and people are not interchangeable

11. Project Planning • Estimating Task Completion Time and Cost • Best-case estimate (B) • Probable-case estimate (P) • Worst-case estimate (W) • Weight • Expected task duration: (B+4P+W) 6

12. Project Planning • Factors Affecting Time and Cost Estimates • Project size and scope • IT resources • Prior experience with similar projects or systems • Applicable constraints

13. Project Scheduling • A project schedule is a specific timetable • Project scheduling also involves selecting and staffing the project team, assigning specific tasks to team members, and arranging for other necessary resources • Must balance task time estimates, sequences, and personnel assignments • Several graphical planning aids can help • Fig 3-7, 3-8 (p. 104-105)

14. Gantt Charts

15. PERT/CPM Charts • The Program Evaluation Review Technique (PERT) • Critical Path Method (CPM) • The distinctions between the two methods have disappeared over time, and today the technique is called either PERT, CPM, or PERT/CPM

16. PERT/CPM Charts • Overview of PERT/CPM • PERT/CPM is called a bottom-up technique • Project tasks • Once you know the tasks, their duration, and the order in which they must be performed, you can calculate the time that it will take to complete the project

17. Procedures to create PERT/CPM chart • Identify all tasks • Estimate time needed to complete each task • Determine the orders of the tasks • Draw PERT/CPM chart • Calculate the time to complete the project • Identify critical path to ensure on-time completion

18. PERT/CPM Charts • PERT/CPM Tasks • Task box • Task ID • Task name • Task Duration • Start Day/Date • Finish Day/Date

19. PERT/CPM Charts • Task Patterns • Dependent Tasks, Fig. 3-11, task 2 depends on task 1 • Multiple successor tasks • Concurrent task • Predecessor task • Successor task • Multiple Predecessor Tasks • Fig. 3-11, 12, 13, 14

20. PERT/CPM Charts • Complex Task Patterns • When various task patterns combine, you must study the facts carefully in order to understand the logical sequence • A project schedule will not be accurate unless the underlying task pattern is logically correct

21. PERT/CPM Charts • Critical Path • A critical path includes all tasks that are vital to the project schedule • Slack time : the amount of time that the task could be late without pushing back the completion date • Tasks in critical path have no slack time • If any task along the critical path falls behind schedule, the entire project is delayed • If necessary, a project manager can reassign resources to keep the project on schedule

22. PERT/CPM Charts • Example 1: p. 108 • A PERT/CPM Example with Five Tasks

23. Transforming a Task List into a PERT/CPM Chart • See Fig. 3-17, 18, 19 (p. 110-111) • Step 1: create the work breakdown structure • Step 2: enter start and finish times

24. PERT/CPM Charts • Transforming a Task List into a PERT/CPM Chart

25. PERT/CPM Charts • Transforming a Task List into a PERT/CPM Chart

26. PERT/CPM Charts • Comparing Gantt Charts and PERT/CPM • Although a Gantt chart offers a rapid overview that graphically displays the timing, duration, and progress of each task, many project managers find PERT/CPM charts more helpful for scheduling, monitoring, and controlling projects • PERT/CPM and Gantt charts are not mutually exclusive techniques 可以共用

27. Project Risk Management • Every IT project involves risks that systems analysts and project managers must address • Risk management • The process of identifying, analyzing, anticipating and monitoring risks to minimize their impact

28. Project Risk Management • Steps in Risk Management • Develop risk management plan • Identify the risks • Risk identification • Analyze the risks • Qualitative risk analysis • Quantitative risk analysis • Create a risk response plan • Monitor risks

29. Project Risk Management • Risk Management Software Tools • Most project management software programs, such as Microsoft Project, contain various tools that a project manager can use • The IT team can make a recommendation regarding the risks • Depending on the nature and magnitude of the risk, the final decision might be made by management

30. Project Monitoring and Control • Monitoring and Control Techniques • The project manager must • keep track of tasks and progress of team members, • compare actual progress with the project plan, • verify the completion of project milestones, • set standards and ensure that they are followed • Structured walkthrough • A review of a project team member’s works by others • Take place throughout the SDLC • Also called design reviews, code reviews, or testing reviews

31. Project Monitoring and Control • Maintaining a Schedule • The better the original plan, the easier it will be to control the project • If enough milestones and frequent checkpoints exist, problems will be detected rapidly • Project managers often spend most of their time tracking the tasks along the critical path

32. Project Reporting • Project Status Meetings

33. Project Reporting • Project Status Reports • A project manager must report regularly to his or her immediate supervisor, upper management, and users • Should explain what you are doing to handle and monitor the problem • Most managers recognize that problems do occur on most projects; it is better to alert management sooner rather than later

34. Project Management Software • Project Management Software Examples • Microsoft Office Project 2007 • Open Workbench • Open-source software

35. Project Management Software • A Sample Project Using Microsoft Project and Open Workbench

36. Project Management Software • A Sample Project Using Microsoft Project and Open Workbench

37. Software Change Control • Software Change Control • The process of managing and controlling changes requested after system requirements document has been approved • A procedure for processing requests for changes to an information system’s requirements : • Complete a change request form • Take initial action on the request • Analyze the impact of the requested change • Determine the disposition of the requested change

38. Keys to Project Success • Business Issues • The major objective of every system is to provide a solution to a business problem or opportunity • A system that falls short of business needs also produces problems for users and reduces employee morale and productivity

39. Keys to Project Success • Budget Issues • Cost overruns typically result from one or more of the following: • Unrealistic estimates • Failure to develop an accurate TCO forecast • Poor monitoring of progress and inadequate reaction to early signs of problems • Schedule delays due to unanticipated factors • Human resource factors

40. Keys to Project Success • Schedule Issues • Problems with timetables and project milestones can indicate • a failure to recognize task dependencies, • poor monitoring and control methods, • personality conflicts among team members, or • turnover of project personnel

41. Keys to Project Success • What if problems occur? • When problems occur, the project manager’s ability to handle the situation becomes the critical factor • Sometimes, when a project experiences delays or cost overruns, the system still can be delivered on time and within budget if several less critical requirements are trimmed

42. Keys to Project Success • When problems occur… • If a project is in trouble because of a lack of resources or organizational support, management might be willing to give the project more commitment and higher priority • A typical response is to push back the completion date • Option only if the original target date is flexible and the extension will not create excessive costs or other problems