1. Systems Analysis and Design 8th Edition
Chapter 3
Managing Systems Projects

2. Chapter Objectives
Explain techniques for estimating task completion times and costs
Describe various scheduling tools, including Gantt charts and PERT/CPM charts
Analyze task dependencies, durations, start dates, and end dates

3. Chapter Objectives
Identify examples of project management software and explain how these programs can assist you in project planning, estimating, scheduling, monitoring, and reporting
Explain software change control
Understand why projects sometimes fail

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 as they occur

5. Project Management Overview
A successful project must be completed on time, within budget, and deliver a quality product that satisfies users and meets requirements
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 important variable is the size of the project, because the amount of work increases dramatically as project scope increases
A project that is twice as large will be much more than twice as complex

9. Project Planning Identifying Tasks
Multiple interactions can lead to misunderstandings and delay
Project creep
The capabilities of project team members also affect time requirements
Brooks Law
"adding manpower to a late software project makes it later"

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 (importance value)
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
(limits of time, $$, people, etc.)

13. Project Scheduling A project schedule is a specific timetable
Project scheduling also involves selecting and staffing the project team, assigning specific tasks to team members, and arranging for other necessary resources
Must balance task time estimates, sequences, and personnel assignments
Several graphical planning aids can help

14. Gantt Charts

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

16. PERT/CPM Charts Overview of PERT/CPM
PERT/CPM is called a bottom-up technique
Analyzes a large complex project as a series of individual tasks
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. PERT/CPM Charts PERT/CPM Tasks Task box Task ID Task name
Task Duration
Start Day/Date
Finish Day/Date

18. PERT/CPM Charts Task Patterns Dependent Tasks Multiple successor tasks
Concurrent task
Predecessor task
Successor task
Multiple Predecessor Tasks

19. PERT/CPM Charts Complex Task Patterns
When various task patterns combine, you must study the facts carefully in order to understand the logical sequence
A project schedule will not be accurate unless the underlying task pattern is logically correct

20. PERT/CPM Charts
A PERT/CPM Example with Five Tasks

21. 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
If necessary, a project manager can reassign resources to keep the project on schedule

22. PERT/CPM Charts
Transforming a Task List into a PERT/CPM Chart

23. PERT/CPM Charts
Transforming a Task List into a PERT/CPM Chart

24. PERT/CPM Charts Comparing Gantt Charts and PERT/CPM
Although a Gantt chart offers a rapid overview that graphically displays the timing, duration, and progress of each task, many project managers find PERT/CPM charts more helpful for scheduling, monitoring, and controlling projects
PERT/CPM and Gantt charts are not mutually exclusive techniques

25. Project Risk Management
Every IT project involves risks that systems analysts and project managers must address
Risk management
Steps in Risk Management
Develop risk management plan
Identify the risks
Risk identification

26. Project Risk Management
Steps in Risk Management
Analyze the risks
Qualitative risk analysis
Probability vs. impact
Quantitative risk analysis
$$, Time, scope, quality
Create a risk response action plan
Monitor risks

27. Project Risk Management
Risk Management Software Tools
Most project management software programs, such as Microsoft Project, contain various tools that a project manager can use
The IT team can make a recommendation regarding the risks
Depending on the nature and magnitude of the risk, the final decision might be made by management

28. Project Monitoring and Control
Monitoring and Control Techniques
The project manager must keep track of tasks and progress of team members, compare actual progress with the project plan, verify the completion of project milestones, and set standards and ensure that they are followed
Structured walkthrough
Other team members review work completed
Called design reviews, code reviews, or testing reviews

29. Project Monitoring and Control
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
Project managers often spend most of their time tracking the tasks along the critical path

30. Project Reporting
Project Status Meetings

31. 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

32. Project Management Software
Project Management Software Examples
Microsoft Office Project 2007
Open Workbench
Open-source software

33. Project Management Software
A Sample Project Using Microsoft Project and Open Workbench

34. Project Management Software
A Sample Project Using Microsoft Project and Open Workbench

35. 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

36. 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 employee morale and productivity

37. 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

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

39. 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

40. 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