Managing System Projects PDF

Chapter 3 Managing Systems Projects Learning Objectives (1 of 2) After this chapter, you will be able to: Illustrate project priorities in the form of a project triangle Explain project planning, scheduling, monitoring, and reporting Create a work breakdown structure...

Chapter 3 Managing Systems Projects Learning Objectives (1 of 2) After this chapter, you will be able to: Illustrate project priorities in the form of a project triangle Explain project planning, scheduling, monitoring, and reporting Create a work breakdown structure Identify task patterns Calculate a project’s critical path Describe project monitoring and control techniques to keep a project on schedule Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Learning Objectives (2 of 2) Explain how project status is reported Describe project management software and how it can be of assistance Create a risk management plan Describe why projects sometimes fail Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Overview of Project Management (1 of 3) Project management Planning, scheduling, monitoring and controlling, and reporting on information system development What shapes a project? Successful projects must be completed on time, within budget, meet requirements, and satisfy users Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Overview of Project Management (2 of 3) What is a project triangle? Challenge: find optimal balance among the factors Any change in one leg will affect the other legs FIGURE 3-2 A typical project triangle includes cost, scope, and time. Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Overview of Project Management (3 of 3) What does a project manager do? Project planning: identifying all project tasks and estimating completion time and costs Project scheduling: creating a specific timetable showing tasks, task dependencies, and critical tasks that might delay the project Project monitoring: guiding, supervising, and coordinating the project team’s workload Project reporting: creating regular progress reports for management, users, and the project team itself Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Creating a Work Breakdown Structure (1 of 8) Breaking down a project into a series of smaller tasks Gantt Chart Horizontal bar chart representing a set of tasks Shows planned and actual progress on a project Simplifies complex projects using a task group Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Creating a Work Breakdown Structure (2 of 8) PERT/CPM charts Program Evaluation Review Technique (PERT) Developed by the U.S. Navy Utilizes a bottom-up technique Useful for scheduling, monitoring, and controlling actual work Displays complex task patterns and relationships Critical Path Method (CPM) Developed by private industry Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Creating a Work Breakdown Structure (3 of 8) FIGURE 3-4 The top screen shows a Gantt chart with six tasks. The PERT chart in the bottom screen displays an easy-to-follow task pattern for the same project. When the user mouses over the summary box for Task 5, the details become visible. Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Creating a Work Breakdown Structure (4 of 8) Identifying tasks in a WBS Task or activity: any work that has a beginning and end Requires the use of company resources such as people, time, or money Should be small and manageable Projects have events or milestones Events or milestones: recognizable reference points used to monitor progress Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Creating a Work Breakdown Structure (5 of 8) Listing the tasks Tasks might be embedded in a document Estimating task duration Can be hours, days, or weeks Time estimates made by project managers Best case-estimate (B), probable-case estimate (P), and worst-case estimate (W) After making estimates, the manager assigns a weight to each estimate Calculates the task duration Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Creating a Work Breakdown Structure (6 of 8) FIGURE 3-5 Using a questionnaire requires a series of tasks and events to track the progress. The illustration shows the relationship between the tasks and the events, or milestones, that mark the beginning and end of each task. Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Creating a Work Breakdown Structure (7 of 8) Factors affecting duration Project size Identify all project tasks and time required Consider time taken for events affecting productivity Human resources Assemble and guide a development team that has the skill and experience to handle the project Deal with factors that could affect the schedule Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Creating a Work Breakdown Structure (8 of 8) Experience with similar projects Develop time and cost estimates based on the resources used for similar, previously developed information systems Constraints Define system requirements that can be achieved realistically within the required constraints Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Task Patterns (1 of 6) Arrangement of tasks in a logical sequence Dependent tasks Multiple successor tasks Multiple predecessor tasks Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Task Patterns (2 of 6) Using task boxes to create a model FIGURE 3-10 Each section of the task box contains important information about the task, including the Task Name, Task ID, Task Duration, Start Day/Date, and Finish Day/Date. Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Task Patterns (3 of 6) Dependent tasks Completed in a sequence One task can be initiated only after the prior task has been completed FIGURE 3-12 This example of a dependent task shows that the finish time of Task 1, Day 5, controls the start date of Task 2, which is Day 6. Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Task Patterns (4 of 6) Multiple successor tasks Tasks that can be initiated simultaneously Termed concurrent Often, two or more concurrent tasks depend on a predecessor task FIGURE 3-13 This example of multiple successor tasks shows that the finish time for Task 1 determines the start time for both Tasks 2 and 3. Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Task Patterns (5 of 6) Multiple predecessor tasks Initiation of a task depends on completion of two or more prior tasks FIGURE 3-14 This example of multiple predecessor tasks shows that the start time for a successor task must be the latest (largest) finish time for any of its preceding tasks. In the example shown, Task 1 ends on Day 15, while Task 2 ends on Day 5, so Task 1 controls the start time for Task 3. Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Task Patterns (6 of 6) Working with complex task patterns When several task patterns combine, the facts must be studied very carefully to understand the logic and sequence A project schedule will not be accurate if the underlying task pattern is incorrect Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. The Critical Path (1 of 3) Series of tasks which, if delayed, will affect the completion date of the overall project If any task on the critical path falls behind schedule, the entire project will be delayed Calculating the critical path Review patterns Determine start and finish dates, which will define the critical path Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. The Critical Path (2 of 3) FIGURE 3-18 Example of a PERT/CPM chart with five tasks. Task 2 is a dependent task that has multiple successor tasks. Task 5 has multiple predecessor tasks. In this figure, the analyst has arranged the tasks and entered task names, IDs, and durations. Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. The Critical Path (3 of 3) FIGURE 3-19 Now the analyst has entered the start and finish times, using the rules explained in this section. Notice that the overall project has a duration of 95 days. Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Monitoring and Control (1 of 2) Monitoring and control techniques Structured walk-through: review of a project team member’s work by other team members Takes place throughout the SDLC Known as design, code, or testing reviews based on the phase in which they occur Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Monitoring and Control (2 of 2) Maintaining a schedule Projects run into problems or delays Projects managers monitor and control work Anticipate problems, avoid them, and minimize impact Identify potential solutions and select the best way to solve the problem Tasks and the critical path Project managers spend most of their time tracking the tasks along the critical path Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Reporting Project status meetings Project managers schedule regular meetings Share updates, discuss common problems, explain new techniques, and help collect data Project status reports Regularly communicated by project managers to supervisors, upper management, or users Dealing with problems Deciding how to handle problems can be difficult Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Management Software (1 of 2) Project managers use software applications to help plan, schedule, monitor, and report on a project Most programs offer features such as PERT/CPM, Gantt charts, resource scheduling, project calendars, and cost tracking Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Management Software (2 of 2) Refer to the text for a Microsoft Project task summary example Work breakdown structure Gantt chart Network diagram Calendar view Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Risk Management Steps in risk management Develop a risk management plan Identify the risks Analyze the risks Qualitative and quantitative risk analysis Create a risk response plan Proactive effort to anticipate a risk and describe an action plan to deal with it Monitor risks Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Managing for Success Project management is a challenging task Project managers must be alert, technically competent, and highly resourceful Projects get derailed for a wide variety of reasons Business issues Budget issues Schedule issues Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Summary (1 of 3) Project management Planning, scheduling, monitoring, and reporting on the development of an information system Project triangle Shows three legs that require balancing Project cost, scope, and time Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Summary (2 of 3) Planning, scheduling, monitoring, and reporting Take place within a larger development framework Creating a work breakdown structure Identifying task patterns Calculating the critical path Task patterns establish the sequence of work in a project A critical path is a series of tasks that, if delayed, would affect the completion date of the overall project Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Summary (3 of 3) Gantt chart: horizontal bar chart Represents the project schedule with time on the horizontal axis and tasks arranged vertically PERT/CPM chart: network diagram Tasks connected by arrows Most project managers use powerful software to plan, schedule, and monitor projects Microsoft Project Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.