1. Class 15: Project Management August 2 nd, 2011

3. Pinchas ZukermanMark Zuckerberg

6.  Let’s age Zuckerberg a little! “FaceGen Modeller 3.5”

7.  Do you trust an avatar that looks more like you?

8. Class 15: Project Management August 2 nd, 2011

9.  Assignment 4: Due Thursday Before Class  If you missed class, come get it.  Survey: AnimalLingo Party  Class Evaluations- Possibly Today!  Quiz 4 Tomorrow: Learning Objectives

10.  Define or describe 1) Enterprise Resource Management (ERP), 2) Supply Chain Management, and 3) Customer Relationship Management systems.  Compare and contrast the waterfall model and Iterative and Incremental Development.  Explain what happens in the planning stage of the Software Development Life Cycle  Explain why it is important to understand company culture.  Define Project Management.  What are the three constraints of project management

11.  Specify requirements by using an event table  Create a context diagram  Create DFD fragments  Create a decision tree  Define Project Management  List the three constraints of project management  Explain how to manage each constraint

12.  Context Diagrams contain External Agents, Data Flows, and the System itself.  Draw the following context diagram representing Officer and Traffic Violator transactions.  Officers record violations.  Traffic Violators are fined through the system and also pay fines through the system.

13. Officer Traffic Violator Traffic System Violation Info Fine Payment

14.  Complete this event table. EventTriggerSourceUse CaseResponseDestination Customer purchases tickets Ticket Purchase Concert is cancelled Customer

15. EventTriggerSourceUse CaseResponseDestination Manager wants to check order status Order Status Inquiry ManagementLook up Order Status Order Status Details Management Shipping identifies back-order Back- order notice ShippingRecord Back order Return confirm- ation Customer Merchand- ising updates catalog Catalog update details Merchand- ising Update Catalog

17. EventTriggerSourceUse CaseResponseDestination An academic department wants to schedule a course Scheduling request Academic Department Schedule a course Class Schedule System A student wants to enroll in a course Enrollment Request StudentEnroll student ScheduleStudent Class lists are distributed to faculty “Beginning of Semester” SystemProduce class list Class ListFaculty

18. Faculty Member Academic Department Student Course Registration System Schedule Data Class List Enrollment Request Schedule

19. Faculty Member 3 Produce Class List Class List Enrollment Data Course Data Student 2 Enroll Student Enrollment Request Schedule Enrollment Data Course Data Academic Department 1 Schedule Course Course Data Schedule Data

20.  Any questions related to Assignment 4?  Can I use this to develop an Android App?

21. Academic Department 1 Schedule Course Course Data Enrollment Data 3 Produce Class List 2 Enroll Student Student Faculty Member Schedule Data Enrollment Request Schedule Class List

22.  Diagram 0 contains all DFD fragments. Don’t worry… you won’t be required to perform this feat! But I will show you what one looks like.  Just focus on creating event tables, context diagrams, and DFD fragments.  Rome wasn’t built in a day.

23.  Black Hole – data goes into a process and nothing comes out!  Miracle – nothing goes into a process and data comes out! 2 Enroll Student Enrollment Request Course Data Student 2 Enroll Student Schedule Enrollment Data Student

25.  The Decision Tree is another Systems Analysis tool that summarizes decision logic.

26.  To decide delivery charge, we look at the following variables:  Purchase Cost  Is it greater or less than $250?  Number of Items Purchased  Is it greater than or equal to four? Or less than or equal to three?  Delivery Day  Is it next day delivery? 2 nd day delivery? Or 7 th day delivery?

27. Purchase > 250? # items Delivery day NoYes <=3 >=4 <=3>=4 next 2nd 7th 2nd 7th 2nd 7th 2nd 7th DECISION MADE ON DELIVERY COST (in $) 25 10 7.50 10 7.50 6 35 15 10 9.50 7.50 6

28.  By looking at the following variables, we can decide whether or not to expedite delivery.  Customer Type  Are they a new customer or not?  Back Order  Is the item on back order more than 25 days or not?  Return Instructions  Are detailed instructions to be included or not?

32.  Why was the Systems Development Life Cycle so important?  Because the majority of IS projects fail

33.  Some primary reasons why projects fail include the following:  1. Incomplete or changing system requirements  2. Poor Project Planning  3. Unclear objectives  4. Limited User Involvement  5. Lack of executive support  6. Lack of technical support

34.  1. Clear system requirement definitions  2. Substantial user involvement  3. Support from upper management  4. Thorough and detailed project plans  5. Realistic work schedules and milestones

35.  “The technology is too complex” is generally not a reason for project failure.  Projects fail most frequently because project management has failed.

37. Project management is the application of knowledge, skills, tools and techniques to a broad range of activities in order to meet the requirements of the particular project.  More than 16 million people employed by businesses regard their profession as project management

38.  A project is a temporary endeavor undertaken to achieve a particular goal  A project must have a unique purpose  A project must have a fixed lifespan  A project requires resources, often from various areas  A project involves uncertainty

39. Projects are said to be bound by a Triple Constraint of:  Time (When do we have to be done?)  Resources (How much money do we have?)  Scope (What do we need to accomplish?) Whereby any changes to one of the factors will effect the outcome of the project.

40. MostMediumLeast Scopex Schedulex Resourcesx

41. Managing:

42.  Why is time a constraint?  Time is Money!  How do we manage time?

43. Project managers can use PERT (Project Evaluation and Review Technique) and Gannt Charts to monitor and model the time constraints of a project.

45.  Critical Path  Slack

47.  Microsoft Project  Open Workbench

48.  How do we create a peanut butter sandwich

49. Managing

50.  What resources are constrained?

51. Project managers can perform a Cost/Benefit Analysis to determine whether or not a project is Economically Feasible.

52. A Useful Formula: Return-on-Investment = (PV of Benefits – PV of Costs) ________________________________ PV of Costs PV of Costs = Development costs + Total PV of Costs

53. Another Useful Formula: Find the last year that the PV of Net Benefits and Costs is negative. Payback Period = Year# + Cumulative NPV of Year _________________________________ Cumulative NPV of Year + Cumulative NPV of Next Year

54. Triple Constraint:

55.  Definition? What do we need to accomplish  How do you choose between alternatives?  How do you control this?

56. CriteriaQuestionScaleWeight1234 CostsWill it increase costs 1-522.544.51.5 SalesWill it lead to more sales? 1-51.93.5254 Costume r Will it improve customer satisfaction 1-52.2 5434.5 Total39.638.439.6534.6

57. CriteriaQuestionScaleWeightSchool 1School 2ArizonaSchool 3 IndustryWill I learn how to write grants well? 1-522.544.51.5 RankingWhat is the ranking of the school? 1-51.93.5254 PublishingCan I get publications? 1-52.25434.5 Fit Do I fit in the culture, enjoy the program, find the research topic interesting? 1-51.7 453.52 Funding What is the funding in terms of stipends, conferences, computer, and cost of living? 1-51.5 2.5325 CommunityWill Amy enjoy the community? 1-51.6433.52 Total39.638.439.6534.6

58.  Refer to the Constraint Matrix  Changes must be approved  Who can request changes?