Chapter 3 Managing Systems Projects. Dr. Feng-Jen Yang

Chapter 3 Managing Systems Projects Dr. Feng-Jen Yang Topics    Explain techniques for estimating task completion times and costs Describe va...
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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

Dr. Feng-Jen Yang

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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

Dr. Feng-Jen Yang

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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.

Dr. Feng-Jen Yang

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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

Dr. Feng-Jen Yang

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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

Dr. Feng-Jen Yang

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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

Dr. Feng-Jen Yang

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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

Dr. Feng-Jen Yang

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Transforming a Task List into a PERT/CPM Chart cont.

Dr. Feng-Jen Yang

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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

Dr. Feng-Jen Yang

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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.

Dr. Feng-Jen Yang

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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

Dr. Feng-Jen Yang

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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

Dr. Feng-Jen Yang

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