SAD Part 1 Chapter 4

8/2/2019 SAD Part 1 Chapter 4

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byBentleyWhitten

SYSTEMS

ANALYSIS AND

DESIGNMETHODS

7th Edition


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PART ONE

THE CONTEXT OF SYSTEMSDEVELOPMENT PROJECTS


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CHAPTER FOURPROJECT MANAGEMENT


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PROJECT MANAGEMENT

Topics:IntroductionThe Causes of Failed ProjectsThe Project Management Body of

KnowledgeProject Management SoftwareThe Project Management Life

Cycle


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Chapter

Objectives:Define the terms project and projectmanagement and differentiatebetween project and process

management.Identify the causes of failedinformation systems and technology

projects.Define joint project planning and itsrole in project management.

Identify the assign people to tasks and


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Describe the basic competenciesrequired of project managers.Briefly describe the ProjectmanagementDescribe eight activities in projectmanagement.

Chapter

Objectives:


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Introduction

Bob Martinez was in theoffice of his boss, Sandra

Shepherd, discussing theSound-Stage Member

Services system project.


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Sandra Shepherdplanned each task toanalyze how its work and

its own schedule fit in theoverall project. Then she

assigned people and otherresources to each task.


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The Causes of Failed

Projects Lack of organizations commitment to thesystem. Taking shortcuts through or around the

system. Poor expectations management. Premature commitment to a fixed budgetand schedule. Poor estimating techniques. Failure to establish upper-managementcommitment to the project.


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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 Body ofKnowledge

The Project Management Institute wascreated as a professional societyto guide development and certification ofprofessional project managers.

Project Manager Competencies. Goodproject managers possess a core set of

Competencies. Table 4-1 summarizes thesecompetencies.


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Project ManagementFunctionso Scopingo Planningo Estimatingo Schedulingo Organizingo Directingo

Controllingo Closing


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Project Management

SoftwareIs routinely used to help

project managers planprojects, develop schedules,develop budgets, monitor

progress and costs, generatereports, and effect change.


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The Project Management

Life CycleThe project management processshown in figure 4-4 incorporates a jointproject planning (JPP) technique. Joint

Project Planning is a strategy whereinall stakeholders in a project participatein a one- to three-day project

management workshop, the result ofwhich is consensus on project scope,schedule, resources, and budget.


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Eight activities of Projectmanagement

Activity 1 Negotiate ScopeWhat is scope? Scope defines theboundaries of a project-the parts

of the business that are to bestudied, analyzed, designed,constructed, implemented, and

ultimately improved.


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The answers to five basicquestions influence the

negotiation of projects scope:qProduct- What do you want?qQualities- How good do you want

it to be?qTime- When do you want it?q Cost- How much are you willing

to pay for it?q Resources- What resources areyou willing to be able to bring to

the table?


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Activity 2 Identify

Tasks


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Activity 3-Estimate TaskDurations

Most system developmentmethodologies not only define

tasks but also provide baselineestimates for task duration. Theproject manager must adjust

these baselines into reasonableestimates for each uniqueproject.


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In Microsoft Project , all

phrases, activities, and tasksof a methodology are simply

called tasks. A summary taskis one that consists of othertasks. A primitive task is one

that does not consist of anyother task.


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In estimating task duration,it is important to understand

the concept of elapsed time.Elapsed time takes intoconsideration two importantfactors with respect topeople:

Efficiency

Interruptions Decomposition COCOMO Function Points

A ti it 4 S if I t t k


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Activity 4 Specify IntertaskDependencies

There are four types ofintertask dependencies:

Finish-to-start (FS) Start-to-start (SS)

Finish-to-finish (FF) Start-to-finish (SF)


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Activity 5-AssignResources The previous steps resulted in n

schedule, but not the schedule! Wehave yet to consider the allocation ofresources to the project. Resources

include the following categories: People Services

Facilities and equipment Supplies and materials Money


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Assigning People to

Tasks Recruit talented, highlymotivated people. Select the best task foreach person Promote team harmony Plan for the future Keep the team size small


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Activity 6- Direct The Tea

Effort Tom Demarco- states his book, TheDeadline

Graham McLeod- individuals broughttogether in a systems development Kenneth Blanchard- authors ofThe OneMinute Manager

The teachers subordinates how to makeresponsibility and solve their own problems


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Activity 7 Monitor and


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Activity 7- Monitor andControl Progress

As tasks are completed,

progress can berecorded in MicrosoftProject.We call your attention tothe following Gantt

progress items:


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1) All the tasks in the preliminary investigationphase are complete as indicated by the yellowlines 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 changedfrom red to blue.

2) In the problem analysis phase, only the firsttask, Analyze the current system, is 100percent complete.

3) Notice that the Establish system improvementobjectives task bar has a partial yellow linerunning 60 percent of its length. This task is

about 60 percent complete. The task bar is still


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4) All remaining tasks shown in the

displayed chart have not been started.Actual progress will be recorded when thetask is started, in process, or completed.

5) Progress for any given task is recordedin the task information dialogue box forthat task. In this example, the projectmanager is recording 10 percent

completion for the named task.


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Changes can be result of various


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Changes can be result of variousevents and factors, including:

An omission in defining initialscope

A misunderstanding of the initialscope An external event such asgovernment regulations that createnew requirements Organizational changes, such asmergers, acquisitions and

h b l f i


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Shifts in planned technology thatforce unexpected and significantchanges to the business

organization, culture, and/orprocess.Managements desire to have the

system do more was the originallyrequested to agreed to. Reduced funding for the project or

im osition of an earlier deadline.

Changes can be result of variousevents and factors, including:


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Maximize or minimize- themeasure of success that isdetermined to be the mostimportant for a given project.

Constrain- the second mostimportant of the three measures

of success in project.

Accept- the least important of

the three measures in the


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Acti it 8 Assess


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Activity 8- AssessProject Results and

ExperiencesProject review(s) should be

conducted to answer the followingfundamental questions:

q

Did the final Product meet?qDid the project come in schedule?qDid the project come in under

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