1. Toolkit 4

2. 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

3. Toolkit Objectives
Calculate completion times, start dates, and end dates for a project
Identify examples of project management software and explain how these programs can assist you in project planning, estimating, scheduling, monitoring, and reporting
Explain the steps involved in software change control
Understand the reasons why projects sometimes fail 3

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

5. Project Management Overview
Project Creep
The goal 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. Project Management Overview
Project managers typically perform four main tasks:
Project planning
Project scheduling
Project monitoring and controlling
Project reporting

7. Project Planning

8. Project Planning 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. Project Planning Identifying Tasks
The capabilities of project team members also affect time requirements
Brooke’s Law

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. 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. Project Planning Factors Affecting Time and Cost Estimates
Project size and scope
IT resources
Prior experience with similar projects or systems
Applicable constraints

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. Project Scheduling with Gantt Charts
Task groups
Are not an ideal tool for controlling a complex project

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

19. Project Scheduling with PERT/CPM Charts
Task Patterns

20. Project Scheduling with PERT/CPM Charts
Complex Task Patterns
When various task patterns combine, you must study the facts carefully in order to understand the logical sequence of tasks
A systems analyst must understand that project calculations will not be accurate unless the underlying task pattern is logically correct

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

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

23. 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

24. 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

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

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

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

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

29. 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

30. 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

31. 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

32. Project Reporting Project Status Meetings
Most project managers schedule regular status meetings with the entire project team
Each team member updates the group and identifies any problems or delays
The meetings also give the project manager an opportunity to update the entire group, seek input, and conduct brainstorming sessions

33. 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

34. Project Management Software
Project Management Examples
Microsoft Project
Open Workbench
Open-source software

35. Project Management Software
Project Management Examples
The first step in project management is to identify the tasks, task duration, and task dependencies
Network diagram
Project planning is a dynamic task and involves constant change

36. Project Management Software
Project Management Examples

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

38. 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

39. 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

40. 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

41. 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

42. 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

43. 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 49

44. 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 4 complete 49