Chapter 3 Managing Systems Projects
Dr. Feng-Jen Yang
Topics
Explain techniques for estimating task completion times and costs Describe various scheduling tools, including Gantt chart and PERT/CPM chart Analyze task dependencies, durations, start dates, and end dates
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Topics cont.
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
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Project Management Overview
A successful project must be
Completed on time Within budget Complete all work within the scope Deliver a quality product that satisfies users and meets requirements
Project management techniques
Can be used throughout the SDLC
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Project Management Overview cont.
A project can be officially initiated
As early as in the preliminary investigation stage Or later on, as analysis, design, and implementation activities occur
Project manager or project leader
Serve as the project coordinator
Assume administrative responsibilities Negotiate with users
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Project Manager
Typically perform four main tasks
Project planning Project scheduling Project monitoring and controlling Project reporting
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Project Planning
Identifying tasks
The size of the project is an important variable
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
Multiple interactions can lead to misunderstandings and delay the progress The project complexity is represented as n
C2
Where n is number of tasks
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Project Planning cont.
The capabilities of project team members also affect time requirements
A less experienced analyst need more time to complete a task than an experienced team member Brooks Law
Adding manpower to a late software project only makes it later
Other factors can affect project time requirements
The attitudes of users The degree of management support The priority of the project compared with other projects within the organization Dr. Feng-Jen Yang
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Project Planning cont.
Estimating task time and cost
Person-days
Some tasks can be divided evenly
The amount of work that one person can complete in one day Possible to use different combinations of time and people, up to a point
However, in most systems analysis tasks
Time and people are not interchangeable
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Project Planning cont.
Best-case estimate (B) Probable-case estimate (P) Worst-case estimate (W) The weight can be vary
A common approach is to use
A ratio of B=1, P=4, and W=1 Expected task duration (B+4P+W) / 6
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Project Planning cont.
Factors affecting time and cost estimates
Project size and scope IT resources Prior experience with similar projects or systems Applicable constraints
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Project Scheduling
A project schedule is a specific timetable Project scheduling involves
Selecting and staffing the project team Assigning specific tasks to team members Arranging for other necessary resources
Must balance task time estimates, sequences, and personnel assignments Several graphical planning aids can help
Such as Gantt chart and PERT/CPM chart Dr. Feng-Jen Yang
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Gantt Chart
Developed by Henry Gantt
The goal was to show planned and actual progress on a complex project
A horizontal bar chart that represent a series of tasks
Display time on the horizontal axis Arrange tasks vertically from top to bottom
The position of a bar shows the planned start and end of a task The length of a bar indicates its duration
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Gantt Chart cont.
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PERT/CPM Chart
The Program Evaluation Review Technique (PERT)
By US navy to manage complex projects
Critical Path Method (CPM)
Such as the construction of nuclear submarines
By private industry to manage complex projects
Both PERT and CPM were developed approximately the same time
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PERT/CPM Chart cont.
The distinctions between PERT and CPM
Have disappeared over time Today the technique is called either PERT, CPM, or PERT/CPM
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PERT/CPM Chart cont.
Overview of PERT/CPM
PERT/CPM is a bottom-up technique
Know the tasks, their duration, and the order in which they must be performed Calculate the time to complete the project Identify the specifics tasks that will be critical to the project’s on-time completion
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PERT/CPM Chart cont.
PERT/CPM Tasks
Represented by task box
Task name
Task ID
Use the same time unit for all tasks Remember to count the start day into the duration
Start Day/Date
A unique identification
Task Duration
Doesn’t have to be unique
The time scheduled to begin
Finish Day/Date
The time schedule to end Dr. Feng-Jen Yang
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PERT/CPM Chart cont.
Task patterns
Tasks depend on each other Must be performed in a sequence
Dependent tasks
When tasks must be completed one after another Multiple successor tasks
When two or more concurrent tasks depend on a single prior task
Multiple predecessor tasks
When a task requires two or more prior tasks to be completed before it can start Dr. Feng-Jen Yang
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PERT/CPM Chart cont.
Complex task patterns
When various task patterns combine
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
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PERT/CPM Chart cont.
A PERT/CPM example with five tasks
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PERT/CPM Chart cont.
Critical Path
A critical path includes all tasks that are vital to the project schedule
Slack time
If any task along the critical path falls behind schedule, the entire project is delayed
The amount of time that a task can be late without affecting the completion date of a project
If necessary a project manager can reassign resources to keep the project on schedule Dr. Feng-Jen Yang
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Transforming a Task List into a PERT/CPM Chart Task
Description
Duration (Days)
Predecessor Tasks
1
Develop Plan
1
-
2
Assign Tasks
4
1
3
Obtain Hardware
17
1
4
Programming
70
2
5
Install Hardware
10
3
6
Program Test
30
4
7
Write User Manual
25
5
8
Convert Files
20
5
9
System Test
25
6
10
User Training
20
7, 8
11
User Test
25
9, 10
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Transforming a Task List into a PERT/CPM Chart cont.
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Transforming a Task List into a PERT/CPM Chart cont.
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Gantt Chart versus PERT/CPM Chart
A Gantt chart offers a rapid overview
Many project managers find
Graphically displays the timing, duration, and progress of each task PERT/CPM charts more helpful for scheduling, monitoring, and controlling projects
PERT/CPM and Gantt charts are not mutually exclusive techniques
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Project Risk Management
The process of identifying, analyzing, anticipating, and monitoring risks to minimize their impact on the project Every IT project involves risks that systems analysts and project managers must address
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Project Risk Management cont.
Steps in risk management
Develop risk management plan Identify the risks Analyze the risks Create a risk response plan Monitor risks
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Develop Risk Management Plan
A risk management plan
A review of a project’s scope, stakeholders, budget, schedule, and any other internal or external factors that might affect the project Should define
Project roles and responsibilities Risk management methods and procedures Categories of risks Contingency/response plans
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Identify the Risks
List each risk and access the likelihood that it could affect the project Most of the lists include
A means of identification A brief description of the risk What might cause it to occur Who would be responsible for responding The potential impact of the risk
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Analyze the Risks
A two-step process
Qualitative risk analysis Quantitative risk analysis
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Analyze the Risks cont.
Qualitative risk analysis
Evaluate each risk by estimating the probability of occurrence and the degree of impact Can use a formula to weigh risk and impact value Can display the results in a two-axis grid
Such as a Microsoft Excel XY chart Help a project manager to focus on the most critical areas
Where both of the risk probability and potential impact are high
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Analyze the Risks cont.
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Analyze the Risks cont.
Quantitative risk analysis
To understand the actual impact in terms of dollars, time, project scope, or quality Can involve a modeling process called what-if analysis
Allow a project manager to vary one or more elements in a model to measure the effect on other elements
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Create a Risk Response Plan
A proactive effort to
Anticipate a risk and describe an action plan to deal with it
An effective risk response plan can
Reduce the overall impact by triggering a timely and appropriate action
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Monitor Risks
An ongoing activity throughout the risk management process Conduct a continuous tracking process that can
Identify new risks Notice changes in existing risks Update any other area of the risk management plan
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Risk Management Software Tools
Most project management software programs
Contain various tools that a project manager can use
Such as Microsoft Project
The IT team can make a recommendation regarding the risks The final decision might be made by management
Depending on the nature and magnitude of the risk
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Project Monitoring and Control
The project manager must
Keep track of the tasks and progress of team members Compare actual progress with the project plan Verify the completion of project milestones Set standards and ensure that they are followed
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Project Monitoring and Control cont.
To help ensure that quality standard are met
Use a structured walk-through as a peer review between project team members
Take place throughout the SDLC
Called design reviews, code reviews, or testing reviews depending on the phase
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Project Monitoring and Control cont.
Maintaining a project schedule is 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
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Project Reporting
Team members report their progress to the project manager regularly Project manager report to management and users
Collect, verify, organize and evaluate the information received from the team
Decide which information needs to be passes along Prepare a summary that can be understood easily Add comments and explanations if needed
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Project Reporting
Carried out by
Project status meetings Project status reports
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Project Reporting cont.
Project status meetings
Project managers schedule regular meetings to
Update the team Discuss project status, issues, problems, and opportunities
Although meeting can be time consuming
Most project managers believe they are worth the effort
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Project Reporting cont.
Project status reports
A project manager must report regularly to his or her immediate supervisor, upper management, and users Should explain the handling and monitoring of problems Most managers recognize that problems do occur on most projects
It is better to alert management sooner rather than later
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Project Management Software
Project Management Software Examples
Microsoft Office Project Open Workbench
Open-source software
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Software Change Control
The process of managing and controlling changes to an information system requirements
After the document has been submitted and accepted
Changes to an information system requirements are inevitable
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The four Steps of Software Change Control
Complete a change request form Take initial action on the request
Enter a sequential control number and date requested Review the specific change
Determine if the change should be accepted, deferred to a later date, rejected for specific reason, or investigated further
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The four Steps of Software Change Control cont.
Analyze the impact of the requested change
The project manager or a systems analyst
Review the request and determine the impact of incorporating the change
Then, the manager
Prepare an impact analysis Describe the effect of this change on the system’s requirements and on costs and schedules
Should address the impact of incorporating the change immediately versus incorporating the change after the currently configuration is implemented Dr. Feng-Jen Yang
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The four Steps of Software Change Control cont.
Determine the disposition of the requested change
The change might be accepted, deferred, or rejected
Based on the impact analysis and the project coordinator’s recommendation
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Keys to Project Success
Business issues
The major objective of every system
To provide a solution to a business problem or opportunity
A system that falls short of business needs
Produce problems for users and reduce employee morale and productivity
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Keys to Project Success cont.
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
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Keys to Project Success cont.
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 Turnover of project personnel
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Keys to Project Success cont.
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
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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 chart and PERT/CPM chart to assist in the scheduling process Dr. Feng-Jen Yang
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Summary cont.
Project managers are responsible for risk management Every successful information system must support business requirements, stay within budget, be available on time, and meet the expected quality
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