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Systems Analysis and Design 8th Edition

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... (PERT) Critical Path Method (CPM) The distinctions between the two methods have disappeared over time, and today the technique is called either PERT, ... – PowerPoint PPT presentation

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Title: Systems Analysis and Design 8th Edition


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

2
Chapter Objectives
  • Explain techniques for estimating task completion
    times and costs
  • Describe various scheduling tools, including
    Gantt charts and PERT/CPM charts
  • Analyze task dependencies, durations, start
    dates, and end dates

3
Chapter Objectives
  • Identify examples of project management software
    and explain how these programs can assist you in
    project planning, estimating, scheduling,
    monitoring, and reporting
  • Explain software change control
  • Understand why projects sometimes fail

4
Introduction
  • You will learn about project planning,
    estimating, scheduling, monitoring, reporting,
    and the use of project management software
  • You also will learn how to control and manage
    project changes as they occur

5
Project Management Overview
  • Project Management
  • A successful project must be completed on time,
    within budget, and deliver a quality product that
    satisfies users and meets requirements
  • Project manager or project leader
  • Project coordinator

6
Project Management Overview
  • Project managers typically perform four main
    tasks
  • Project planning
  • Project scheduling
  • Project monitoring and controlling
  • Project reporting

7
Project Planning
8
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

9
Project Planning
  • Identifying Tasks
  • Multiple interactions can lead to
    misunderstandings and delay
  • Project creep
  • The capabilities of project team members also
    affect time requirements
  • Brooks Law

10
Project Planning
  • Estimating Task Completion Time and Cost
  • Person-days
  • 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
  • (B4PW)
  • 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

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

18
PERT/CPM Charts
  • Task Patterns
  • Dependent Tasks
  • Multiple successor tasks
  • Concurrent task
  • Predecessor task
  • Successor task
  • Multiple Predecessor Tasks

19
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

20
PERT/CPM Charts
  • A PERT/CPM Example with Five Tasks

21
PERT/CPM Charts
  • Critical Path
  • Slack time
  • If any task along the critical path falls behind
    schedule, the entire project is delayed
  • A critical path includes all tasks that are vital
    to the project schedule
  • If necessary, a project manager can reassign
    resources to keep the project on schedule

22
PERT/CPM Charts
  • Transforming a Task List into a PERT/CPM Chart

23
PERT/CPM Charts
  • Transforming a Task List into a PERT/CPM Chart

24
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

25
Project Risk Management
  • Every IT project involves risks that systems
    analysts and project managers must address
  • Risk management
  • Steps in Risk Management
  • Develop risk management plan
  • Identify the risks
  • Risk identification

26
Project Risk Management
  • Steps in Risk Management
  • Analyze the risks
  • Qualitative risk analysis
  • Quantitative risk analysis
  • Create a risk response plan
  • Monitor risks

27
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

28
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, and set standards and ensure
    that they are followed
  • Structured walkthrough
  • Called design reviews, code reviews, or testing
    reviews

29
Project Monitoring and Control
  • Maintaining a Schedule
  • Maintaining a project schedule can be a
    challenging task
  • 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

30
Project Reporting
  • Project Status Meetings

31
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

32
Project Management Software
  • Project Management Software Examples
  • Microsoft Office Project 2007
  • Open Workbench
  • Open-source software

33
Project Management Software
  • A Sample Project Using Microsoft Project and Open
    Workbench

34
Project Management Software
  • A Sample Project Using Microsoft Project and Open
    Workbench

35
Software Change Control
  • Software Change Control
  • A procedure for processing requests for changes
    to an information systems requirements consists
    of four steps
  • 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

36
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

37
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

38
Keys to Project Success
  • Schedule Issues
  • Problems with timetables and project milestones
    can indicate a failure to recognize task
    dependencies, confusion between effort and
    progress, poor monitoring and control methods,
    personality conflicts among team members, or
    turnover of project personnel

39
Keys to Project Success
  • Successful Project Management
  • When problems occur, the project managers
    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

40
Keys to Project Success
  • Successful Project Management
  • 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

41
Chapter Summary
  • Project management is the process of planning,
    scheduling, monitoring and controlling, and
    reporting upon the development of an information
    system
  • Begins with identifying and planning all specific
    tasks or activities
  • Can use graphical tools such as Gantt charts and
    PERT/CPM charts to assist in the scheduling
    process

42
Chapter Summary
  • Project managers are responsible for risk
    management
  • Every successful information system must support
    business requirements, stay within budget, and be
    available on time
  • Sound project management involves the same skills
    as any type of management

43
Chapter Summary
  • Chapter 3 complete
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