Systems Analysis and Design PDF

Systems Analysis and Design 5th Edition Chapter 2. Project Selection and Management Alan Dennis, Barbara Haley Wixom, and Roberta Roth 2-0  Chapter 2 Outline ▪ Project selection. ▪ Creating the project...

Systems Analysis and Design 5th Edition Chapter 2. Project Selection and Management Alan Dennis, Barbara Haley Wixom, and Roberta Roth 2-0  Chapter 2 Outline ▪ Project selection. ▪ Creating the project plan. ▪ Managing and controlling the project. 2-1  INTRODUCTION ▪ CIOs (chief information officers) are challenged to select projects that will provide highest return on the IT investments. ▪ Project portfolio management has become a critical success factor for IT departments. ▪ A selected system development project must undergo a thorough process of project management. ▪ A critical success factor for project management is to start with a realistic assessment of the work and then manage the project according to the plan. 2-2  PROJECT SELECTION ▪ Systems projects today are evaluated in the context of an entire portfolio of projects. ▪ Determination of a project’s contribution to an entire portfolio of a project reinforces the need for a feasibility study. ▪ Portfolio management takes into consideration the different of projects that exist in an organization. 2-3 (cont’d) ▪An approval committee must be selective about where to allocate resources as most organizations have limited funds. ▪If there are several potentially high- payoff projects, and they all have the same risk, then maybe only one of the projects will be selected. 2-4  CREATING THE PROJECT PLAN ▪ Project management phases consist of - initiation - planning - execution - control, and - enclosure. 2-5  Project Methodology Options ▪ A methodology is a formalized approach to implementing the SDLC. - Waterfall Development - Parallel Development - V-model (variation of the Waterfall Development) - Rapid Application Development (RAD) - Iterative Development - System prototyping - Agile Development 2-6 Waterfall Development 2-7 Parallel Development 2-8 V-model 2-9 Rapid Application Development: Iterative Development 2-10 Rapid Application Development: System Prototyping 2-11 (cont’d) ▪ Throwaway prototyping 2-12  Agile Development ▪A group of programming-centric methodologies that focus on streamlining the SDLC. ▪Includes face-to-face communication ▪Extreme programming – emphasizes customer satisfaction and teamwork. 2-13 Extreme Programming 2-14  Selecting the Appropriate Development Methodology 2-15 (cont’d) ▪Important factors to consider in selecting the development methodology - Clarity of User Requirements - Familiarity with Technology - System Complexity - System Reliability - Short Time Schedules - Schedule Visibility 2-16 Estimating the Project Time Frame 1. Estimating Project Time Using Industry Standards 2. Function point approach (Appendix 2A) 2-17  Developing the Work Plan ▪Identify Tasks 2-18 (cont’d) ▪ Work Breakdown Structure © Copyright 2011 John Wiley & Sons, Inc. 2-19 (cont’d) ▪ The project work plan 2-20  STAFFING THE PROJECT ▪ Staffing Plan - Staffing levels will change over a project’s lifetime - Adding staff may add more overhead than additional labor - Using teams of 8-10 reporting in a hierarchical structure can reduce complexity 2-21 (cont’d) Reporting structure 2-22 (cont’d) ▪ The staffing plan describes the kinds of people working on the project ▪ The project charter describes the project’s objectives and rules ▪ A functional lead manages a group of analysts ▪ A technical lead oversees progress of programmers and technical staff members 2-23  Motivation ▪Use monetary rewards cautiously ▪Use intrinsic rewards – Recognition – Achievement – The work itself – Responsibility – Advancement – Chance to learn new skills 2-24  Handling Conflict ▪Clearly define plans for the project. ▪Recognize project importance to organization. ▪Project charter listing norms and ground rules. ▪Develop schedule commitments ahead of time. ▪Forecast other priorities and their possible impact on the project. 2-25  Coordinating Project Activities ▪ CASE (computer-aided software engineering) tools – A category of software that automate all or part of the development process. - Upper CASE - Lower CASE - Integrated CASE 2-26 (cont’d) ▪ Standards – Formal rules for naming files – Forms indicating goals reached – Programming guidelines ▪ Documentation – Project binder – Table of contents – Continual updating 2-27 MANAGING AND CONTROLLING THE PROJECT ▪ The science (or art) of project management is in making trade-offs among three important concepts: - the size of the system, - the time to complete the project, and - the cost of the project. 2-28 (cont’d) Tools for project management – Example of Gantt Chart 2-29 Refining Estimates 2-30  Managing Scope ▪ Scope creep – the most common reason for schedule and cost overruns occurs after the project is underway. ▪ The project manager should allow only absolutely necessary requirements to be added after the project begins. 2-31  Timeboxing ▪Set a fixed deadline for a project ▪Reduce functionality, if necessary ▪ Don’t get hung up on the final “finishing touches” 2-32 Timeboxing steps 2-33  Managing Risk ▪Risk assessment ▪Actions to reduce risk ▪Revised assessment 2-34  SUMMARY ▪ The project selection process takes into account all of the projects in the organization, using project portfolio management. ▪ The project plan defines the tasks, task time estimates, and other information. ▪ A project requires staffing and coordinating project activities. ▪ Managing and controlling the project include timeboxing and risk assessment. 2-35