1. L545 Systems Analysis & Design Week 4: September 23, 2008

2. SLIS S556 2 Tools for Group Work Oncourse  Group Spaces  Discussion forum Team Project Assignment Draft #1 due next week – project scheduling/info gathering

3. Project Management Basics

4. SLIS S556 4 PM Main Processes Decision-making Communication Coordination …all support controlling the: Deliverables Quality Schedule (time) Budget

5. SLIS S556 5 All Team Members Have Project + Project Management Duties Project activities focus on producing the deliverable(s) Project management activities focus on control of project:  Decision-making, communication, coordinating, planning, monitoring, assessing, controlling, changing

6. SLIS S556 6 Project Management Areas Common Sense Project Management Institute “Areas” Who What When Where How Why HR—human resources Scope, cost, quality, objectives, risk mgt Time (schedules, milestones, due dates) Coordination Integration & coordination, communication Quality control http://www.pmi.org/info/default.asp

7. SLIS S556 7 Comparison of PM Models’ Phases Lewis ModelHaney ModelPMI Model 1. Define1. Start (set up)1. Initiate 2. Plan Strategy2. Do (middle)2. Plan 3. Plan Implementation 3. Execute 4. Execute & Control 4. Monitor 5. Learning3. Close out (finish) 5. Closing

8. SLIS S556 8 PM Phases and Activities Start (set up)  Define project goals: deliverables, due dates, quality  Plan project: roles & responsibilities, schedules, norms Do (middle)  Project tasks: interview, analyze, write report, etc  PM tasks: monitor, assess, change Close out (finish)  Project tasks: deliver report & presentation  Project management tasks: “lessons learned”

9. SLIS S556 9 PMI Model (2004)

10. SLIS S556 10 PMI Model (2004)

11. SLIS S556 11 PMI Model (2004)

12. SLIS S556 12 Project Management Process (Performance Knowledge Inc.) CommunicateLeadBuild TeamNegotiateManage Conflict Planning and Proposal People Project Evaluation And Wrap-Up Work Management Financial Management Client Relations PlanExecute MeasureUpdate

13. SLIS S556 13 Project Management Tips Spend more time (LOTS of time) on defining and planning in the beginning Spend a lot of time on team process aspects (expectations, rules of behavior, conflict mgt processes, etc.) in the beginning Do not let problems build up—deal with them Set a schedule and stick to it Plan on ending all project activities before final due date Communicate with the instructor about problems

14. SLIS S556 14 Project Team Formation You have three chances to choose a project Rules:  You can stay in the same project for all the three times, if you’d like  Discuss everyone’s schedule  If a person who wrote the project is there, she/he will clarify questions about the project Otherwise, everyone will discuss the project  The third time is the final round

15. SLIS S556 15 Topics to Discuss as a Group Process  Regular meeting schedule  Group norms  Conflict resolution Project  Project objectives  Deliverables  Constrains  Boundaries/scope  Milestones

16. SLIS S556 16 PMI Model (2004) Work Breakdown Structure

17. SLIS S556 17 Scheduling: Network Diagram (Information Gathering Plan/Scheduling) Decide a project Identify members’ expertise Interview the client Identify informants Estimate timeline Write up the information Gathering plan Identify observation occasions Produce Gant chart or Network diagram Identify documents

18. SLIS S556 18 Scheduling: Network Diagram (Sales Promotion Tracking System) 1 2 3 4 5 6 7 8 Requirements collection Screen design Report design Database design User documentation ProgrammingTesting Installation

19. SLIS S556 19 Scheduling: Sequence of Activities (Sales Promotion Tracking System) ACTIVITYPRECEDING ACTIVITY 1. Requirements collection -- 2. Screen design1 3. Report design1 4. Database design2, 3 5. User documentation4 6. Programming4 7. Testing6 8. Installation5, 7

20. SLIS S556 20 Scheduling: Gantt Chart (Sales Promotion Tracking System)

21. Getting the Data

22. SLIS S556 22 Determining System Requirements (Valacich, et al., 2004) Types of Deliverables Specific Deliverables Information collected from users Interview transcripts Questionnaire responses Notes from observations Meeting notes Existing documents and files Business mission & strategy statement Sample business forms/reports/ computer displays Procedure manuals Flowcharts/documentations of existing systems Training manuals

23. SLIS S556 23 Mainstream of Collecting System Requirements (Table 4-2, p. 122, Valacich, et al., 2004) Interviews with individuals Questionnaires Observations of workers Document reviews Your own experience (see Block, Ch 11)

24. SLIS S556 24 Example of an Interview http://www.youtube.com/watch?v=m4 OvQIGDg4I&feature=related http://www.youtube.com/watch?v=m4 OvQIGDg4I&feature=related

25. SLIS S556 25 Interviews May want to use an interview guide:  Figure 4-2, p. 124, Valacich, et al., 2004  An example, p. 194, Block, 2000 Use an interview as a joint learning event Be personal (contextualized) –it’s helpful to conduct observations first Pay attention to layers (Block, 2000, p. 200) General specific

26. SLIS S556 26 Who to Interview—how many? 1-2 people in each role you identified as important to the focus Collect data from 5-15 people in all

27. SLIS S556 27 Interviews (cont.) Guidelines for effective interviewing (Table 4-3, p. 123, Valacich, et al., 2004) Type your notes within 48 hours May want to send the notes back to the interviewee (member checking) Thank the person Obtain a variety of perspectives

28. SLIS S556 28 Questionnaires Choosing questionnaire respondents  Convenient sampling  Random sampling  Purposeful sampling  Stratified sampling Designing questionnaires  Reduce ambiguity (c.f., example on the Q about backup)

29. SLIS S556 29 Interviews & Questionnaires ProsCons Interviews Questionnaires Fill out the chart below

30. SLIS S556 30 Observation Remember “Contextual Inquiry?”

31. SLIS S556 31 Document Reviews Useful documents:  A written work procedure (a ka. Job Aid) May find needs for reorganization A formal system vs. an information system (c.f., work-to-order strike in France)  A business form (c.f., artifact model)  A report generated by current systems  Documents that describe the current information systems

32. SLIS S556 32 Modern Methods for Determining System Requirements Join Application Design (see Figure 4- 6, p. 135, Valacich, et al., 2004) Prototyping Business process reengineering (BPR) See the checklist by Block (p. 203-206)

33. SLIS S556 33 Remember This! “The resource the consultant has to offer is to clarify issues—layers of the problem— not to offer solutions” (Block, 2000, p. 200)