1. Systems Analysis & Design Sixth Edition Systems Analysis & Design Sixth Edition Toolkit Part 4

2. 2222 Toolkit Objectives ●Describe project management tools and how they are used ●Describe the steps used in project planning, scheduling, monitoring and controlling, and reporting ●Explain techniques for estimating task completion times and costs ●Describe various scheduling tools, including Gantt charts and PERT/CPM charts

3. 3333 Toolkit Objectives ●Calculate completion times, start dates, and end dates for a project ●Explain the steps involved in software change control ●Understand the reasons why projects sometimes fail

4. 4444 Introduction ●You will learn about project planning, scheduling, monitoring, reporting, and the use of project management software ●You also will learn how to control and manage project changes that typically occur

5. 5555 Project Management Overview ●Project Management ●The goal of project management is to deliver an information system that is acceptable to users and is developed on time and within budget ●Project manager or project leader ●Project coordinator

6. 6666 Project Management Overview ●Project managers typically perform four main tasks: –Project planning –Project scheduling –Project monitoring and controlling –Project reporting

7. 7777 Project Planning ●Takes place at the beginning and end of each SDLC phase ●Task or activity ●Event or milestone

8. 8888 Project Planning ●The project manager leads and coordinates the team, monitors events, and reports progress ●Identifying Tasks –One of the most important variables is the size of the project, because the amount of work does not relate directly to the size of the project –If one project is twice the size of another project, the larger project will take more than twice as many resources to develop

9. 9999 Project Planning ●Identifying Tasks –Six times as many relationships can mean more delay, misunderstanding, and difficulty in coordinating tasks –The capabilities of project team members also affect time requirements –A less experienced analyst usually will need more time to complete a task than an experienced team member will

10. 10 Project Planning ●Estimating Task Completion Time and Cost –Person-days –Some tasks can be divided evenly so it is possible to use different combinations of time and people, up to a point –In most systems analysis tasks, however, time and people are not interchangeable

11. 11 Project Planning ●Estimating Task Completion Time and Cost –Best-case estimate (B) –Probable-case estimate (P) –Worst-case estimate (W) –Weight –Expected task duration: (B+4P+W) 6

12. 12 Project Planning ●Factors Affecting Time and Cost Estimates –Project size and scope –IT resources –Prior experience with similar projects or systems –Constraints

13. 13 Overview of Project Scheduling ●Project scheduling involves the creation of a specific timetable ●Dependent task ●Must balance task time estimates, sequences, and personnel assignments ●Several graphical planning aids can help

14. 14 Project Scheduling with Gantt Charts ●Gantt Chart ●A detailed Gantt chart for a very large project might be quite complex and hard to understand ●Task groups ●Not an ideal tool for controlling a complex project

15. 15 Project Scheduling with PERT/CPM Charts ●The Program Evaluation Review Technique (PERT) ●Critical Path Method (CPM) ●The important distinctions between the two methods have disappeared over time, and today the technique is called either PERT, or CPM, or PERT/CPM

16. 16 Project Scheduling with PERT/CPM Charts ●Overview of PERT/CPM –PERT/CPM is called a bottom-up technique –Project tasks –Once you know the tasks, their duration, and the order in which they must be performed, you can calculate the time that it will take to complete the project

17. 17 Project Scheduling with PERT/CPM Charts ●PERT/CPM Chart Format –Task box –T (task duration or time) –ES (earliest start) –EF (earliest finish) – expected project duration –LF (latest finish) –LS (latest start)

18. 18 Project Scheduling with PERT/CPM Charts ●Task Patterns –Sequential tasks –Multiple successor tasks Concurrent task Predecessor task Successor task –Multiple Predecessor Tasks

19. 19 Project Scheduling with PERT/CPM Charts ●Complex Task Patterns

20. 20 Project Scheduling with PERT/CPM Charts ●A PERT/CPM Example with Five Tasks

21. 21 Project Scheduling with PERT/CPM Charts ●Critical Path –Slack time –If any task along the critical path falls behind schedule, the entire project is delayed –A critical path includes all tasks that are vital to the project schedule

22. 22 Project Scheduling with PERT/CPM Charts ●Transforming a Task List into a PERT/CPM Chart –You must develop three versions: Version 1: Basic Structure Version 2: Enter ES and EF Values Version 3: Add LF and LS Values –After you enter the LS and LS figures, you will be able to identify the critical path

23. 23 Project Scheduling with PERT/CPM Charts ●Transforming a Task List into a PERT/CPM Chart

24. 24 Project Scheduling with PERT/CPM Charts ●Comparing Gantt Charts and PERT/CPM –One significant advantage of PERT/CPM charts is that all individual tasks and dependencies are shown –A PERT/CPM chart displays the critical path for the overall project and the slack time –A Gantt chart offers a rapid overview –PERT/CPM and Gantt charts are not mutually exclusive techniques

25. 25 Project Monitoring and Controlling ●Monitoring and Control Techniques –The project manager must keep track of tasks and progress of team members, compare actual progress to the project plan, verify the completion of project milestones, and set standards and ensure that they are followed –Structured walkthrough –Called design reviews, code reviews, or testing reviews

26. 26 Project Monitoring and Controlling ●Maintaining a Schedule –Maintaining a project schedule can be a challenging task –The better the original plan, the easier it will be to control the project –If enough milestones and frequent checkpoints exist, problems will be detected rapidly –It is mathematically possible for a project to have more than one critical path

27. 27 Project Reporting ●Project Status Meetings –Most project managers schedule regular status meetings with the entire project team

28. 28 Project Reporting ●Project Status Reports –A project manager must report regularly to his or her immediate supervisor, upper management, and users –Should explain what you are doing to handle and monitor the problem –Most managers recognize that problems do occur on most projects; it is better to alert management sooner rather than later

29. 29 Project Management Software ●Project Management Software ●Project Management Example Using Microsoft Project –Create a Gantt chart showing the necessary information –After you complete the Gantt chart, you decide to view the data in the form of a PERT chart

30. 30 Project Management Software ●Project Management Example Using Microsoft Project –Network diagram –Each task box contains the task description, task identification number, task duration, start date, and end date –Project planning is a dynamic task and involves constant change

31. 31 Software Change Control ●Software Change Control ●A procedure for processing requests for changes to an information system’s requirements consists of four steps: 1.Complete a change request form 2.Take initial action on the request 3.Analyze the impact of the requested change 4.Determine the disposition of the requested change

32. 32 Keys to Project Success ●Business Issues –The major objective of every system is to provide a solution to a business problem or opportunity –A system that falls short of business needs also produces problems for users and reduces morale and productivity

33. 33 Keys to Project Success ●Budget Issues –Cost overruns typically result from one or more of the following: Unrealistic estimates Failure to develop an accurate TCO forecast Poor monitoring of progress and inadequate reaction to early signs of problems Schedule delays due to unanticipated factors Human resource factors

34. 34 Keys to Project Success ●Schedule Issues –Problems with timetables and project milestones can indicate a failure to recognize task dependencies, confusing effort with progress, poor monitoring and control methods, personality conflicts among team members, or turnover of project personnel

35. 35 Keys to Project Success ●Successful Project Management –When problems occur, the project manager’s ability to handle the situation becomes the critical factor –Sometimes, when a project experiences delays or cost overruns, the system still can be delivered on time and within budget if several less critical requirements are trimmed

36. 36 Keys to Project Success ●Successful Project Management –If a project is in trouble because of a lack of resources or organizational support, management might be willing to give the project more commitment and higher priority –A typical response is to push back the completion date –Option only if the original target date is flexible and the extension will not create excessive costs or other problems

37. 37 Toolkit Summary ●Project management is the process of planning, scheduling, monitoring and controlling, and reporting upon the development of an information system ●Begins with identifying and planning all specific tasks or activities ●Can use graphical tools such as Gantt charts and PERT/CPM charts to assist in the scheduling process

38. 38 Toolkit Summary ●A project manager uses a variety of techniques to monitor, control, and report project tasks ●Software change control is concerned with change requests that arise ●Every successful information system must support business requirements, stay within budget, and be available on time ●Toolkit Part 4 complete