1. Copyright 2002 Prentice-Hall, Inc. Chapter 3 Managing the Information Systems Project Modern Systems Analysis and Design Third Edition Jeffrey A. Hoffer Joey F. George Joseph S. Valacich 3-1

2. Learning Objectives Explain the process of managing an information systems project Discuss skills required to be an effective project manager Describe skills and activities of a project manager during project initiation, planning, execution and closedown Explain Gantt and Pert charts Review commercial project management software packages 3.2

3. Managing the Information Systems Project Focus of project management To ensure that information system projects meet customer expectations  Delivered in a timely manner  Meet time constraints and requirements 3.3

4. Customer and Management Expectations Documentation And Communication Technological Change Time and Resource constraints Methodologies And Tools Managing People Contractors And Vendors Organizational Change and Complexity Systems Development Life cycle The Art Of Project Management 3-4 3.4

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6. 3-5 3.6

7. Figure 3-1 Three computer applications at Pine Valley Furniture: Order Filling, Invoicing, and Payroll (Source: Hoffer, Prescott, and McFadden, 2002) 3.7

8. Project Manager Systems Analyst responsible for:  Project initiation  Planning  Execution  Closing down Managing the Information Systems Project 3.8

9. Managing the Information Systems Project Project Manager Activities include:  Management  Leadership  Technical  Problem solving  Conflict management  Customer relations  Team management  Risk and change management

10. Project Management Process Project Planned undertaking of related activities to reach an objective that has a beginning and an end Four Phases Initiation Planning Execution Closing down 3.10

11. 3-6 3.11

12. Initiating the Project Establish project initiation team Establish relationship with customer Establish project initiation plan Establish management procedures Establish project management environment and workbook 3.12

13. TABLE 3-2 Elements of Project Initiation Establishing the project Initiation Team Establishing a Relationship with the customer Establishing the project Initiation Plan Establishing Management Procedures Establishing the Project Management Environment and Project Workbook 3.13

14. Planning the Project Describe project scope, alternatives and feasibility Scope and Feasibility  Understand the project  What problem is addressed  What results are to be achieved  Measures of success  Completion criteria 3.14

15. Planning the Project Divide the project into manageable tasks  Work breakdown structure  Gantt chart Estimate resources and create a resource plan Develop a preliminary schedule  Utilize Gantt and PERT charts 3.15

16. 3.16 3-7

17. Planning the Project Develop a communication plan Outline communication processes among customers, team members and management Determine project standards and procedures Specify how deliverables are tested and produced 3.17

18. Planning the Project Identify and assess risk Identify sources of risk Estimate consequences of risk Create a preliminary budget Develop a statement of work Describe what the project will deliver and duration Set a Baseline Project Plan Estimate of project’s tasks and resources 3.18

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20. 3-9 3.20

21. Executing the Project Execute Baseline Project Plan Acquire and assign resources Train new team members Keep project on schedule Monitor project progress Adjust resources, budget and/or activities 3.21

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23. Executing the Project Manage changes to Baseline Project Plan Slipped completion dates Changes in personnel New activities Bungled activities Maintain project workbook Communicate project status 3.23

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25. Closing Down the Project Termination Types of termination  Natural Requirements have been met  Unnatural Project stopped Documentation Personnel Appraisal 3.25

26. Closing Down the Project Conduct post-project reviews Determine strengths and weaknesses of:  Project deliverables  Project management process  Development process Close customer contract 3.26

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28. Representing and Scheduling Project Plans Gantt Charts Useful for depicting simple projects or parts of large projects Show start and completion dates for individual tasks PERT Charts Show order of activities 3.28

29. Figure 3-16 Graphical diagrams that depict project plans (a) A Gantt Chart (b) A PERT chart 3-10a 3-10b 3.29

30. Comparison of Gantt and PERT Charts Gantt Visually shows duration of tasks Visually shows time overlap between tasks Visually shows slack time PERT Visually shows dependencies between tasks Visually shows which tasks can be done in parallel Shows slack time by data in rectangles 3.30

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37. 3.37 3-18

38. Gantt and PERT Charts for Pine Valley Furniture Steps Identify each activity  Requirements Collection  Screen Design  Report Design  Database Design  User Documentation  Software Programming  Installation and Testing 3.38

39. Gantt and PERT Charts for Pine Valley Furniture Determine time estimates and expected completion times for each activity Determine sequence of activities Determine critical path  Sequence of events that will affect the final project delivery date 3.39

40. Project Management Software Many systems are available Three activities required to use: Establish project start or end date Enter tasks and assign task relationships Select scheduling method to review project reports 3.40

41. Summary Skills of an effective project manager Activities of project manager Initiation Planning Execution Closedown Gantt and PERT Charts Commercial Project Management Software 3.41