Project Management PDF

SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman C H A P T E R 4 PROJECT MANAGEMENT Irwin/McGraw-Hill...

SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman C H A P T E R 4 PROJECT MANAGEMENT Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Chapter Four Project Management Define the terms project and project management, and differentiate between project and process management. Describe the causes of failed information systems and technology projects. Describe the basic competencies required of project managers. Describe the basic functions of project management. Differentiate between PERT and Gantt charts as project management tools. Describe the role of project management software as it relates to project management tools. Describe eight activities in project management. Define joint project planning and its role in project management. Define scope and a write a statement of work to document scope. Use a work breakdown structure to decompose a project into tasks. Estimate tasks’ durations, and specify intertask dependencies on a PERT chart. Assign resources to a project and produce a project schedule with a Gantt chart. Use critical path analysis to adjust schedule and resource allocations in response to schedule and budget deviations. Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Project and Project Management A project is a [temporary] sequence of unique, complex, and connected activities having one goal or purpose and that must be completed by specific time, within budget, and according to specification. Project management is the process of scoping, planning, staffing, organizing, directing, and controlling the development of an acceptable system at a minimum cost within a specified time frame. Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Project versus Process Management Project management is the process of scoping, planning, staffing, organizing, directing, and controlling the development of an acceptable system at a minimum cost within a specified time frame. Process management is an ongoing activity that documents, manages the use of, and improves an organization’s chosen methodology (the “process”) for system development. Process management is concerned with the activities, deliverables, and quality standards to be applied to all projects. Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Measures of Project Success – The resulting information system is acceptable to the customer. – The system was delivered “on time.” – The system was delivered “within budget.” – The system development process had a minimal impact on ongoing business operations. Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Causes of Project Failure Failure to establish upper-management commitment to the project Lack of organization’s commitment to the system development methodology Taking shortcuts through or around the system development methodology Poor expectations management Premature commitment to a fixed budget and schedule Poor estimating techniques Over-optimism Inadequate people management skills Failure to adapt to business change Insufficient resources Failure to “manage to the plan” Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Project Manager Competencies Business awareness Anticipation of impact Business partner orientation Resourceful use of influence Commitment to quality Motivating others Initiative Communication skills Information gathering Developing others Analytical thinking Monitoring and controlling Conceptual thinking Self-confidence Interpersonal awareness Stress management Organizational awareness Concern for credibility Flexibility (Adapted from Wysocki, Beck, and Crane, Effective Project Management: Irwin/McGraw-Hill Copyright How©to2000 Plan,The McGraw-Hill Manage, Companies. and Deliver Projects Alland on Time Rights within reserved Budget.) SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Project Management Functions – Scoping – Planning – Estimating – Scheduling – Organizing – Directing – Controlling – Closing Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Project Management Tools & Techniques A PERT chart is a graphical network model that depicts a project’s tasks and the relationships between those tasks. A Gantt chart is a simple horizontal bar chart that depicts project tasks against a calendar. Each bar represents a named project task. The tasks are listed vertically in the left-hand column. The horizontal axis is a calendar timeline. Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman PERT Chart Project Initiation 5-3-2001 N/A Legend 5-3-2001 N/A Task Task Scheduled Scheduled intertask Scheduled Scheduled Start Finish dependency Start Finish Actual Start Actual Actual Start Actual Preliminary Investigation Finish Finish 5-3-2001 5-12-2001 5-3-2001 5-11-2001 Problem Analysis Requirements Analysis Decision Analysis 5-12-2001 6-12-2001 5-28-2001 7-15-2001 6-13-2001 7-30-2001 5-12-2001 6-14-2001 5-30-2001 7-18-2001 6-13-2001 8-3-2001 Design Construction 7-3-2001 9-25-2001 7-19-2001 11-13-2001 7-5-2001 10-9-2001 7-20-2001 In Progress Implementation 9-10-2001 12-14-2001 TBD TBD Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Gantt Chart 2001 ID Task Name May Jun Jul Aug Sep Oct Nov Dec 1 Preliminary investigation 2 Problem analysis 3 Requirements analysis 4 Decision analysis 5 Design 6 Construction 7 Implementation Today Complete Task Legend Incomplete Task Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Project Management Life Cycle Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Joint Project Planning Strategy Joint project planning (JPP) is a strategy wherein all stakeholders in a project (meaning system owners, users, analysts, designers, and builders) participate in a one-to-three day project management workshop, the result of which is consensus agreement on project scope, schedule, resources, and budget. (Of course, subsequent workshops or meetings may be required to adjust scope, budget, and schedule.) Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Activity 1: Negotiate Scope Scope defines the boundaries of a project—What part of the business is to be studied, analyzed, designed, constructed, implemented, and ultimately improved? – Product – Quality – Time – Cost – Resources A statement of work is a narrative description of the work to be performed as part of a project. Common synonyms include scope statement, project definition, project overview, and document of understanding. Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Statement of Work 1. Purpose 6. Constraints 2. Background a. Start date b. Deadlines a. Problem, opportunity, or directive c. Budget statement d. Technology b. History leading to project request 7. Ballpark Estimates c. Project goal and objectives a. Schedule d. Product description b. Budget 3. Scope 8. Conditions of Satisfaction a. Stakeholders a. Success criteria b. Assumptions b. Data c. Risks c. Processes 9. Appendices d. Locations 4. Project Approach a. Route b. Deliverables 5. Managerial Approach a. Team building considerations b. Manager and experience c. Training requirements d. Meeting schedules e. Reporting methods and frequency f. Conflict management g. Scope management Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Activity 2: Identify Tasks A work breakdown structure (WBS) is a hierarchical decomposition of the project into phases, activities, and tasks. Milestones are events that signify the accomplishment or completion of major deliverables during a project. Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Work Breakdown Structures 0 PROJECT 1 Phase 1 of the project … GOAL 2 Phase 2 of the project … 2.1 Activity 1 of Phase 2 … 1 2 3 2.2 Activity 2 of Phase 2 PHASE PHASE PHASE = 2.2.1 Task 1 of Activity 2.2 in Phase 2 2.2.2 Task 2 of Activity 2.2 in Phase 2 2.1 2.2 2.3 2.2.3 Task 3 of Activity 2.2 in Phase 2 ACTIVITY ACTIVITY ACTIVITY 2.3 Activity 3 of Phase 2 … 3 Phase 3 of the project … 2.2.1 2.2.2 2.2.3 TASK TASK TASK Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Activity 3: Estimate Task Durations 1. Estimate the minimum amount of time it would take to perform the task. We'll call this the optimistic duration (OD). 2. Estimate the maximum amount of time it would take to perform the task. We'll call this the pessimistic duration (PD). 3. Estimate the expected duration (ED) that will be needed to perform the task. 4. Calculate the most likely duration (D) as follows: D = (1 x OD) + (4 x ED) + (1 x PD) 6 Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Activity 4: Specify Intertask Dependencies Finish-to-start (FS)—The finish of one task triggers the start of another task. Start-to-start (SS)—The start of one task triggers the start of another task. Finish-to-finish (FF)—Two tasks must finish at the same time. Start-to-finish (SF)—The start of one task signifies the finish of another task. Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Entering Intertask Dependencies Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Activity 5: Assign Resources People—inclusive of all the system owners, users, analysts, designers, builders, external agents, and clerical help that will be involved in the project in any way, shape, or form. Services—a service such as a quality review that may be charged on a per use basis. Facilities and equipment—including all rooms and technology that will be needed to complete the project. Supplies and materials—everything from pencils, paper, notebooks, toner cartridges, etc. Money—A translation of all of the above into the language of accounting—budgeted dollars! Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Task Splitting and Delaying The critical path for a project is that sequence of dependent tasks that have the largest sum of most likely durations. The critical path determines the earliest possible completion date of the project. – Tasks that are on the critical path cannot be delayed without delaying the entire project schedule. To achieve resource leveling, critical tasks can only be split. The slack time available for any noncritical task is the amount of delay that can be tolerated between the starting time and completion time of a task without causing a delay in the completion date of the entire project. – Tasks that have slack time can be delayed to achieve resource leveling Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Activity 6: Direct the Team Effort Supervision resources ORIENTATION STAGE  Establish structure and rules FORMING – The DEADLINE – A Novel   Clarify team member relationships Identify responsibilities About Project Management  Develop a plan to achieve goals – The One Minute Manager – The Care and Feeding of INTERNAL PROBLEM-SOLVING STAGE Monkeys  Resolve interpersonal conflict STORMING  Further clarify rules and goals  Develop a participative climate Stages of Team Maturity (see figure to the right) GROWTH AND PRODUCTIVITY STAGE  Direct team activity toward goals  Provide and get feedback NORMING  Share ideas–growing cohesion  Individuals feel good about each other EVALUATION AND CONTROL STAGE  More feedback and evaluation  Adherence to team norms PERFORMING  Roles of team strengthened  Strong team motivation to share goals Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Activity 7: Monitor and Control Progress Progress reporting Change management Expectations management Schedule adjustments—critical path analysis (CPA) Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Sample Outline for a Progress Report 1. Cover Page a. Project name or identification b. Project manager c. Date or report 2. Summary of progress a. Schedule analysis b. Budget analysis c. Scope analysis (describe any changes that may have an impact on future progress) d. Process analysis (describe any problems encountered with strategy or methodology) e. Gantt progress chart(s) 3. Activity analysis a. Tasks completed since last report b. Current tasks and deliverables c. Short term future tasks and deliverables 4. Previous problems and issues a. Action item and status b. New or revised action items - Recommendation - Assignment of responsibility - Deadline (continued) Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Sample Outline for a Progress Report (concluded) 5. New problems and issues a. Problems (actual or anticipated) b. Issues (actual or anticipated) c. Possible solutions - Recommendation - Assignment of responsibility - Deadline 6. Attachments (include relevant printouts from project management software) Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Critical Path Analysis (and Slack Time) 1. Using intertask dependencies, determine every possible path through the project. 2. For each path, sum the durations of all tasks in the path. 3. The path with the longest total duration is the critical path. – The critical path for a project is that sequence of dependent tasks that have the largest sum of most likely durations. The critical path determines the earliest completion date of the project. – The slack time available for any noncritical task is the amount of delay that can be tolerated between the starting time and completion time of a task without causing a delay in the completion date of the entire project. Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Critical Path TASK D Duration Tue 2/20/01 7 days Tue 2/20/01 0 days TASK A TASK B TASK C TASK E TASK I Mon 2/5/01 3 days Wed 2/7/01 2 days Fri 2/9/01 2 days Mon 2/19/01 6 days Tue 2/27/01 5 days Mon 2/5/01 0 days Wed 2/7/01 0 days Fri 2/9/01 0 days Tue 2/20/01 1 day Tue 2/27/01 0 days TASK F TASK G The critical Wed 2/14/01 3 days Fri 2/16/01 2 days Fri 2/16/01 2 days Tue 2/20/01 2 days path is highlighted Slack Time in red TASK H Thu 2/15/01 1 day Tue 2/20/01 3 days Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved