Chapter03 managing the information systems project
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Transcript of Chapter03 managing the information systems project
Copyright 2002 Prentice-Hall, Inc.
Chapter 3Managing the Information
Systems Project
3.1
Modern Systems Analysisand Design
Third Edition
Jeffrey A. Hoffer Joey F. George
Joseph S. Valacich
Learning Objectives
Explain the process of managing an information systems project
Discuss skills required to be an effective project manager
Describe skills and activities of a project manager during project initiation, planning, execution and closedown
Explain Gantt and Pert chartsReview commercial project management
software packages3.2
Figure 3-1Three computer applications at Pine Valley Furniture: Order
Filling, Invoicing, and Payroll(Source: Hoffer, Prescott, and McFadden, 2002)
3.3
Pine Valley Furniture
Manufacturing Company Product: Wood Furniture Market: US Organized into functional areas
Manufacturing Sales Orders Accounting Purchasing
Three independent computer systems were converted to a database in 1990’s
3.4
Managing the Information Systems Project
Focus of project management To ensure that information system projects
meet customer expectations Delivered in a timely manner Meet time constraints and requirements
3.5
Project Manager Systems Analyst responsible for:
Project initiation Planning Execution Closing down
Managing the Information Systems Project
3.6
Managing the Information Systems Project
Project Manager Activities include:
Management Leadership Technical Problem solving Conflict management Customer relations Team management Risk and change management
Project Management Process
Project Planned undertaking of related activities to reach
an objective that has a beginning and an end
Four Phases Initiation Planning Execution Closing down
3.8
Initiating the Project
Establish project initiation teamEstablish relationship with customerEstablish project initiation planEstablish management proceduresEstablish project management environment and workbook
3.9
Planning the Project
Describe project scope, alternatives and feasibility Scope and Feasibility
Understand the project What problem is addressed What results are to be achieved Measures of success Completion criteria
3.10
Planning the Project
Divide the project into manageable tasks
Work breakdown structure Gantt chart
Estimate resources and create a resource planDevelop a preliminary schedule
Utilize Gantt and PERT charts
3.11
Planning the Project
Develop a communication plan Outline communication processes among
customers, team members and management
Determine project standards and procedures Specify how deliverables are tested and
produced
3.12
Planning the Project
Identify and assess risk Identify sources of risk Estimate consequences of risk
Create a preliminary budgetDevelop a statement of work Describe what the project will deliver and duration
Set a Baseline Project Plan Estimate of project’s tasks and resources
3.13
Executing the Project
Execute Baseline Project Plan Acquire and assign resources Train new team members Keep project on schedule
Monitor project progress Adjust resources, budget and/or activities
3.14
Executing the Project
Manage changes to Baseline Project Plan Slipped completion dates Changes in personnel New activities Bungled activities
Maintain project workbookCommunicate project status
3.15
Closing Down the Project
Termination Types of termination
Natural Requirements have been met
Unnatural Project stopped
Documentation Personnel Appraisal
3.16
Closing Down the Project
Conduct post-project reviews Determine strengths and weaknesses of:
Project deliverables Project management process Development process
Close customer contract
3.17
Representing and Scheduling Project Plans
Gantt Charts Useful for depicting simple projects or parts
of large projects Show start and completion dates for
individual tasks
PERT Charts Show order of activities
3.18
Figure 3-16Graphical diagrams that depict project plans
(a) A Gantt Chart (b) A PERT chart
3.19
Comparison of Gantt and PERT Charts
Gantt Visually shows
duration of tasks Visually shows time
overlap between tasks
Visually shows slack time
PERT Visually shows
dependencies between tasks
Visually shows which tasks can be done in parallel
Shows slack time by data in rectangles
3.20
Gantt and PERT Charts for Pine Valley Furniture
Steps Identify each activity
Requirements Collection Screen Design Report Design Database Design User Documentation Software Programming Installation and Testing
3.21
Gantt and PERT Charts for Pine Valley Furniture
Determine time estimates and expected completion times for each activity
Determine sequence of activities Determine critical path
Sequence of events that will affect the final project delivery date
3.22
Project Management Software
Many systems are availableThree activities required to use: Establish project start or end date Enter tasks and assign task relationships Select scheduling method to review project
reports
3.23
Summary
Skills of an effective project managerActivities of project manager Initiation Planning Execution Closedown
Gantt and PERT ChartsCommercial Project Management Software
3.24