SYSTEMS ANALYSIS AND DESIGN METHODS by 7th Edition Bentley

Whitten
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PART ONE
THE CONTEXT OF SYSTEMS DEVELOPMENT PROJECTS

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CHAPTER FOUR
PROJECT MANAGEMENT

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PROJECT MANAGEMENT Topics: Introduction The Causes of Failed Projects The Project Management Body of Knowledge Project Management Software The Project Management Life Cycle
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management and differentiate between project and process management. Identify the causes of failed information systems and technology projects. Define joint project planning and its role in project management. Identify the assign people to tasks and 3/20/12

Chapter Define the terms project and project Objectives:

Chapter Objectives: Describe the basic competencies

required of project managers. Briefly describe the Project management Describe eight activities in project management.
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Introduction
Bob Martinez was in the office of his boss, Sandra Shepherd, discussing the Sound-Stage Member Services system project.
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Sandra Shepherd planned each task to analyze how its work and its own schedule fit in the overall project. Then she assigned people and other resources to each task.
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Lack of organizations commitment to the system. Taking shortcuts through or around the system. Poor expectations management. Premature commitment to a fixed budget and schedule. Poor estimating techniques. Failure to establish upper-management commitment to the project.

The Causes of Failed Projects

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Over optimism The mythical man-month Inadequate people management skills. Failure to adapt to business change. Insufficient Resources. Failure to Manage to the plan.

The Causes of Failed Projects

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The Project Management Institute was created as a professional society to guide development and certification of professional project managers. Project Manager Competencies. Good project managers possess a core set of Competencies. Table 4-1 summarizes these competencies.
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The Project Management Body of Knowledge

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Project Management Functions

o o o o o o o o

Scoping Planning Estimating Scheduling Organizing Directing Controlling Closing

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Project Management Software

Is routinely used to help project managers plan projects, develop schedules, develop budgets, monitor progress and costs, generate reports, and effect change.
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The Project Management Life Cycle The project management process

shown in figure 4-4 incorporates a joint project planning (JPP) technique. Joint Project Planning is a strategy wherein all stakeholders in a project participate in a one- to three-day project management workshop, the result of which is consensus on project scope, schedule, resources, and budget.
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Eight activities of Project management

Activity 1 Negotiate Scope

What is scope? Scope defines the boundaries of a project-the parts of the business that are to be studied, analyzed, designed, constructed, implemented, and 3/20/12 ultimately improved.

The answers to five basic questions influence the negotiation of projects scope: qProduct- What do you want? q Qualities- How good do you want it to be? q Time- When do you want it? q Cost- How much are you willing to pay for it? q Resources- What resources are you willing to be able to bring to the table? 3/20/12

Activity 2 Identify Tasks

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Activity 3-Estimate Task Durations

Most system development methodologies not only define tasks but also provide baseline estimates for task duration. The project manager must adjust these baselines into reasonable estimates for each unique project.
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In Microsoft Project , all phrases, activities, and tasks of a methodology are simply called tasks. A summary task is one that consists of other tasks. A primitive task is one that does not consist of any other task.
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In estimating task duration, it is important to understand the concept of elapsed time. Elapsed time takes into consideration two important factors with respect to people: Efficiency

Interruptions Decomposition COCOMO Function Points

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Activity 4 Specify Intertask Dependencies There are four types of intertask dependencies: Finish-to-start (FS) Start-to-start (SS) Finish-to-finish (FF) Start-to-finish (SF)
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The n schedule, but not the schedule! We have yet to consider the allocation of resources to the project. Resources include the following categories:

Activity 5-Assign Resources previous steps resulted in

People Services Facilities and equipment Supplies and materials Money

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Assigning People to Tasks

Recruit talented, highly motivated people. Select the best task for each person Promote team harmony Plan for the future Keep the team size small

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Activity 6- Direct The Team Effort

Tom Demarco- states his book, The Deadline Graham McLeodindividuals brought together in a systems development Kenneth Blanchard- authors of The One Minute Manager

The teachers subordinates how to make responsibility and solve their own problems
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Activity 7- Monitor and Control Progress

As tasks are completed, progress can be recorded in Microsoft Project. We call your attention to the following Gantt 3/20/12 progress items:

1) All the tasks in the preliminary investigation phase are complete as indicated by the yellow lines that run the full length of each task bar. Notice that because all these tasks are complete, they are no longer critical- the bars have changed from red to blue. 2) In the problem analysis phase, only the first task, Analyze the current system, is 100 percent complete. 3) Notice that the Establish system improvement objectives task bar has a partial yellow line running 60 percent of its length. This task is about 60 percent complete. The task bar is still 3/20/12

4) All remaining tasks shown in the displayed chart have not been started. Actual progress will be recorded when the task is started, in process, or completed. 5) Progress for any given task is recorded in the task information dialogue box for that task. In this example, the project manager is recording 10 percent completion for the named task.

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Changes can be result of various events and factors, including: An omission in defining initial scope A misunderstanding of the initial scope An external event such as government regulations that create new requirements Organizational changes, such as mergers, acquisitions and 3/20/12

Changes can be result of various events and factors, including: Shifts in planned technology that force unexpected and significant changes to the business organization, culture, and/or process. Managements desire to have the system do more was the originally requested to agreed to. Reduced funding for the project or 3/20/12 imposition of an earlier deadline.

Maximize or minimize- the measure of success that is determined to be the most important for a given project.

Constrain- the second most important of the three measures of success in project.

Accept- the least important of 3/20/12 the three measures in the

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Activity 8- Assess Project Results and Experiences

Project review(s) should be conducted to answer the following fundamental questions: Did the final Product meet? qDid the project come in schedule? qDid the project come in under budget? 3/20/12
q