Professional Documents
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Project
Management
Systems Analysis and Design,
7e
Kendall & Kendall
3
Kendall &
Kendall
3-2
Learning Objectives
Understand how rojects are initiated and
selected
De!ne a b"siness roblem and determine the
#easibility o# a roosed roject
$lan a roject by identi#ying activities and
sched"ling them
Understand how an alternative aroach called
agile develoment balances objectives to manage
the analysis and design rocess
%anage team members and analysis and design
activities so the roject objectives are met while
the roject remains on sched"le
Kendall &
Kendall
3-3
$roject %anagement
&"ndamentals
$roject initiation
Determining roject #easibility
Activity lanning and control
$roject sched"ling
%anaging systems analysis team
members
Kendall &
Kendall
3-4
%ajor 'oics
$roject (nitiation
Determining #easibility
Determining reso"rces
Activity lanning and control
)antt charts
$*+' diagrams
%anaging analysis and design activities
'he Agile aroach
Kendall &
Kendall
3-5
$roject (nitiation
$roblems in the organi,ation
$roblems that lend themselves to
systems sol"tions
Oort"nities #or imrovement
-a"sed thro"gh "grading, altering,
or installing new systems
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Kendall
3-6
Figure 3.1 -hec.ing o"t"t, observing emloyee
behavior, and listening to #eedbac. are all ways
to hel the analyst inoint systems roblems
and oort"nities
Kendall &
Kendall
3-7
$roblem De!nition
$roblem statement
$aragrah or two stating the roblem or oort"nity
(ss"es
(ndeendent ieces ertaining to the roblem or
oort"nity
Objectives
)oals that match the iss"es oint/by/oint
+e0"irements
'he things that m"st be accomlished along with the
ossible sol"tions, and constraints, that limit the
develoment o# the system
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Kendall
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$roblem De!nition Stes
&ind a n"mber o# oints that may
be incl"ded in one iss"e
State the objective
Determine the relative imortance
o# the iss"es or objectives
(denti#y which objectives are most
critical
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Kendall
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Selection O# $rojects
1ac.ing #rom management
Aroriate timing o# roject commitment
$ossibility o# imroving attainment o#
organi,ational goals
$ractical in terms o# reso"rces #or the
system analyst and organi,ation
2orthwhile roject comared with other
ways the organi,ation co"ld invest
reso"rces
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Kendall
3-10
Determining &easibility
De!ning objectives
Determining reso"rces
Oerationally
'echnically
*conomically
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Kendall
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De!ning Objectives
%any ossible objectives e3ist incl"ding4
Seeding " a rocess
Streamlining a rocess
-ombining rocesses
+ed"cing errors in in"t
+ed"cing red"ndant storage
+ed"cing red"ndant o"t"t
(mroving system and s"bsystem integration
Kendall &
Kendall
3-12
&easibility (mact )rid
5&()6
A #easibility imact grid 5&()6 is
"sed to assess the imact o# any
imrovements to the e3isting
system
(t can increase awareness o# the
imacts made on the achievement
o# cororate objectives
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Kendall
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Figure 3.3 An analyst can "se a #easibility
imact grid to show how each system
comonent a7ects rocess objectives
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Kendall
3-14
Figure 3.4 An analyst can "se a #easibility
imact grid to show how each system
comonent a7ects cororate objectives
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Kendall
3-15
Figure 3.5 'he three .ey elements o#
#easibility incl"de technical, economic, and
oerational #easibility
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Kendall
3-16
'echnical &easibility
-an c"rrent technical reso"rces be
"graded or added to in a manner
that #"l!lls the re0"est "nder
consideration
(# not, is there technology in
e3istence that meets the
seci!cations
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Kendall
3-17
*conomic &easibility
*conomic #easibility determines whether
val"e o# the investment e3ceeds the
time and cost
(ncl"des4
Analyst and analyst team time
1"siness emloyee time
8ardware
So#tware
So#tware develoment
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Kendall
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Oerational &easibility
Oerational #easibility determines
i# the h"man reso"rces are
available to oerate the system
once it has been installed
Users that do not want a new
system may revent it #rom
becoming oerationally #easible
Kendall &
Kendall
3-19
Activity $lanning And
-ontrol
$lanning incl"des4
Selecting a systems analysis team
*stimating time re0"ired to comlete each tas.
Sched"ling the roject
-ontrol incl"des4
-omaring the lan #or the roject with its
act"al evol"tion
'a.ing aroriate action to e3edite or
resched"le activities
Kendall &
Kendall
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*stimating 'ime
$roject is bro.en down into hases
&"rther roject is bro.en down into tas.s
or activities
&inally roject is bro.en down into stes
or even smaller "nits
'ime is estimated #or each tas. or activity
%ost li.ely, essimistic, and otimistic
estimates #or time may be "sed
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Kendall
3-21
Figure 3.6 1eginning to lan a
roject by brea.ing it into three
major activities
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Kendall
3-22
Figure 3.7 +e!ning the lanning and sched"ling
o# analysis activities by adding detailed tas.s and
establishing the time re0"ired to comlete the
tas.s
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Kendall
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$roject Sched"ling
)antt -harts
Simle
Lends itsel# to end "ser
comm"nication
Drawn to scale
$*+' diagrams
Use#"l when activities can be done in
arallel
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Kendall
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Figure 3.8 Using a two/dimensional )antt
chart #or lanning activities that can be
accomlished in arallel
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Kendall
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Figure 3.12 A comleted $*+'
diagram #or the analysis hase o# a
systems roject
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Kendall
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$*+' Diagram Advantages
*asy identi!cation o# the order o#
recedence
*asy identi!cation o# the critical
ath and th"s critical activities
*asy determination o# slac. time
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Kendall
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'imebo3ing
'imebo3ing sets an absol"te d"e
date #or roject delivery
'he most critical #eat"res are
develoed !rst and imlemented
by the d"e date
Other #eat"res are added later
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Kendall
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$roject D"e Dates
*stimating models
-ostar
-onstr"3
&"nction oint analysis
8els the analyst 0"antitatively
estimate the overall length o#
so#tware develoment e7orts
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Kendall
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&"nction $oint Analysis
-o"nt comonents
+ate each comonent9s
comle3ity
Arrive at a s"btotal