Information Systems System Analysis 421 Chapter 3 Managing the Information Systems Project.
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Transcript of Information Systems System Analysis 421 Chapter 3 Managing the Information Systems Project.
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Information Systems Information Systems System Analysis 421System Analysis 421
Chapter 3
Managing the Information Systems Project
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Learning ObjectivesLearning 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 charts
Review commercial project management software packages
3.23.2
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Figure 3-1Figure 3-1Three computer applications at Pine Valley Three computer applications at Pine Valley Furniture: Order Filling, Invoicing, and PayrollFurniture: Order Filling, Invoicing, and Payroll(Source: Hoffer, Prescott, and McFadden, 2002)(Source: Hoffer, Prescott, and McFadden, 2002)
3.33.3
Pine Valley FurniturePine Valley Furniture
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Pine Valley FurniturePine 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
3.43.4
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Managing the Information Systems Managing the Information Systems ProjectProject
• Focus of project management– To ensure that information system projects meet
customer expectations• Delivered in a timely manner
• Meet time constraints and requirements Project Manager
– Systems Analyst responsible for:• Project initiation
• Planning
• Execution
• Closing down
3.53.5
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Managing the Information Systems Managing the Information Systems ProjectProject
• Project Manager
– Activities include:• Management
• Leadership
• Technical
• Problem solving
• Conflict management
• Customer relations
• Team management
• Risk and change management
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Project Management Project Management ProcessProcess• Project
– Planned undertaking of related activities to reach an objective that has a beginning and an end
• Four Phases
– Initiation
– Planning
– Execution
– Closing down
3.73.7
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Initiating the ProjectInitiating the Project
• Establish project initiation team
• Establish relationship with customer
• Establish project initiation plan
• Establish management procedures
• Establish project management environment and workbook
3.83.8
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Planning the ProjectPlanning 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
3.93.9
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Planning the ProjectPlanning the Project
• Divide the project into manageable tasks
• Work breakdown structure
• Gantt chart
• Estimate resources and create a resource plan
• Develop a preliminary schedule• Utilize Gantt and PERT charts
3.103.10
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Planning the ProjectPlanning 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
3.113.11
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Planning the ProjectPlanning the Project
• Identify and assess risk
– Identify sources of risk
– Estimate consequences of risk
• Create a preliminary budget
• Develop a statement of work
– Describe what the project will deliver and duration
• Set a Baseline Project Plan
– Estimate of project’s tasks and resources
3.123.12
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Executing the ProjectExecuting 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
3.133.13
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Executing the ProjectExecuting the Project
• Manage changes to Baseline Project Plan– Slipped completion dates
– Changes in personnel
– New activities
– Bungled activities
• Maintain project workbook
• Communicate project status
3.143.14
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Closing Down the ProjectClosing Down the Project
• Termination– Types of termination
• Natural– Requirements have been met
• Unnatural– Project stopped
– Documentation
– Personnel Appraisal
3.153.15
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Closing Down the ProjectClosing Down the Project
• Conduct post-project reviews– Determine strengths and weaknesses of:
• Project deliverables
• Project management process
• Development process
• Close customer contract
3.163.16
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Activity PlanningActivity Planning
• Activity planning includes– Selecting a systems analysis team
– Estimating time required to complete each task
– Scheduling the project
• Two tools for project planning and control are Gantt charts and PERT diagrams
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Estimating TimeEstimating Time
• Project is broken down into phases
• Further broken down into tasks or activities
• Finally broken down into steps or even smaller units
• Estimate time for each task or activity
• May use a most likely, pessimistic, and optimistic estimates for time
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Gantt ChartsGantt Charts
• Easy to construct and use
• Shows activities over a period of time
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Q u e s t io n n a i re s
R e a d R e p o rt s
A n a ly ze D a ta F lo w s
In tr o d u ce P r o to ty p e s
O b s e rv e R e a c t io n s
P e r fo r m C o s t /B e n e fi t
P r e p a re P r o p o s a l
P r e s e n t P ro p o s a l
C o n d u c t In te rv ie w s
1 5 10 15 20WeeksCurrent Week
Gantt Chart ExampleGantt Chart Example
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PERT DiagramPERT Diagram
• PERT - Program Evaluation and Review Technique– PERT diagrams show precedence, activities
that must be completed before the next activities may be started
– Used to calculate the critical path, the longest path through the activities
– This is the shortest time to complete the project
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A N o n e 3C o n d u c t In te rv ie w s
B Q u e s t io n n a i re s A 4
C R e a d R e p o rt s N o n e 4D A n a ly ze D a ta F lo w s B , C 8
E In tr o d u ce P r o to typ e s B , C 5
F O b s e rv e R e a c t io n s E 3
G P e r fo r m C o s t /B e n e fi t D 3
H P r e p a re P r o p o s a l G 2
P r e s e n t P ro p o s a lI H 2
10
20
30 50 60 70 80
40
A, 3 B, 4
C, 4 D, 8 G, 3 H, 2 I, 2
E, 5 F, 3
PERT Diagram ExamplePERT Diagram Example
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PERT Diagram PERT Diagram AdvantagesAdvantages• Easy identification of the order of
precedence
• Easy identification of the critical path and thus critical activities
• Easy determination of slack time, the leeway to fall behind on noncritical paths
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TimeboxingTimeboxing
• Timeboxing sets an absolute due date for project delivery
• The most critical features are developed first and implemented by the due date
• Other features are added later
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Representing and Scheduling Project Representing and Scheduling Project PlansPlans
• 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
3.253.25
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Comparison of Gantt and PERT Comparison of Gantt and PERT ChartsCharts
• 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
3.263.26
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Gantt and PERT Charts for Pine Valley Gantt and PERT Charts for Pine Valley FurnitureFurniture
• Steps– Identify each activity
• Requirements Collection
• Screen Design
• Report Design
• Database Design
• User Documentation
• Software Programming
• Installation and Testing
3.273.27
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Gantt and PERT Charts for Pine Gantt and PERT Charts for Pine Valley FurnitureValley 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
3.283.28
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Project Management Project Management SoftwareSoftware• Many systems are available
• Three activities required to use:– Establish project start or end date
– Enter tasks and assign task relationships
– Select scheduling method to review project reports
3.293.29
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SummarySummary
• Skills of an effective project manager
• Activities of project manager
– Initiation
– Planning
– Execution
– Closedown
• Gantt and PERT Charts
• Commercial Project Management Software
3.303.30