chapter 3 managing the information systems project modern systems analysis and design sixth edition
TRANSCRIPT
Chapter 3 Managing the Information
Systems Project
Modern Systems Analysisand Design
Sixth Edition
A Brief Case Study: Denver International Airport
In 1988, Denver, Colorado embarked on a project to construct a state-of-the-art airport to replace the existing Stapleton Airport. Stapleton was viewed as incapable of expansion because of its location. The newly proposed airport would reduce costs of operation, allow for sufficient growth, and eliminate pollution and air traffic delays. The new airport, named Denver International Airport (DIA) was scheduled to open on October 31, 1993.
In the September 1994 issue of Scientific American, W. Wayt Gibbs chronicled the DIA as an example of a modern software crisis: "Denver's new international airport was to be the pride of the Rockies, a wonder of modern engineering. Twice the size of Manhattan, 10 times the breadth of Heathrow, the airport is big enough to land three jets simultaneously in bad weather. Even more impressive than its girth is the airport's subterranean baggage-handling system. Tearing like intelligent coal-mine cars along 21 miles of steel track, 4,000 independent "telecars" route and deliver luggage between the counters, gates and claim areas of 20 different airlines. A central nervous system of some 100 computers networked to one another and to 5,000 electric eyes, 400 radio receivers and 56 bar-code scanners orchestrates the safe and timely arrival of every valise and ski bag.
At least that is the plan. For nine months, this Gulliver has been held captive by Lilliputians-errors in the software that controls its automated baggage system. Scheduled for takeoff by last Halloween, the airport's grand opening was postponed until December to allow BAE Automated Systems time to flush the gremlins out of its $193-million system. December yielded to March. March slipped to May. In June the airport's planners, their bond rating demoted to junk and their budget hemorrhaging red ink at the rate of $1.1 million a day in interest and operating costs, conceded that they could not predict when the baggage system would stabilize enough for the airport to open “
Eventually the Denver International Airport (DIA) did open, but the advanced baggage system was only partially functioning. The four delayed openings of the airport caused many residents to speculate that DIA really stood for "Do It Again," "Doesn't Include Airlines," or "Done In April". In order to finally open the terminal, the city invested $51 million to install a conventional baggage system as a work around to the high-tech system. Ironically, the conventional system was completed four weeks ahead of schedule and $3.4 million under budget.
The obvious question is: why was the high-tech system so difficult to implement?
Video from MSNBC
Success Rate for IT Projects
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Importance of Project Management
Project management may be the most important aspect of systems development.
Effective PM helps to ensureThe meeting of customer expectations.The satisfying of budget and time constraints.
PM skills are difficult and important to learn.
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Deciding on Systems Projects
System Service Request (SSR)A standard form for requesting or proposing
systems development work within an organization
Feasibility studyA study that determines whether a requested
system makes economic and operational sense for an organization
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Managing the Information Systems Project Project
A planned undertaking of related activities to reach an objective that has a beginning and an end
Project managementA controlled process of initiating, planning,
executing, and closing down a project
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Managing the Information Systems Project (cont.) Project manager
Systems analyst with management and leadership skills responsible for leading project initiation, planning, execution, and closedown
DeliverableThe end product of an SDLC phase
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Project Management Activities
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FIGURE 3-4A project manager juggles numerousactivities
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Phases of Project Management Process
Phase 1: Initiation Phase 2: Planning/Controlling Phase 3: Execution/Controlling Phase 4: Closedown
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Planning and Control
With no plan it is almost impossible to control the project Controlling involves tracking progress against a plan and modifying the
plan when variances are observed James Lewis refers to planning and control as the Siamese twins of
project management – codependent upon one another and inseparable
Controlling the Project
Control is exercised by comparing where you are to where you are supposed to be so that corrective action can be taken when there is a deviation.From J. P. Lewis, Fundamentals of Project Planning
Planning Asks …
What must be done? How will it be done? Who will do it? How long will it take? How much will it cost?
Strategies for Effective Planning Plan for planning
Good plans aren’t developed on an ad hoc basis Planning sessions should be carefully planned
The persons who will work the plan should participate in its development
Expect to change the plan Conditions change New information is discovered
Risk management should be included Understanding the purpose of the planning
Accurate and clear problem statement SMART objectives How are the objectives to be achieved?
Components of a Project Plan Problem statement Mission statement Project objectives Project deliverables Acceptance criteria Communication plan Work breakdown structure Schedule Budget Resource requirements Change and control system Risk assessment plan
From the Project Charter
SMART objectives
The Plan versus a Schedule
The plan Defines the activities Documents the interaction between activities Estimates the duration for completing each activity Analyzes the sequences, duration and resource
requirements to crate a project schedule The schedule
Determine start and finish dates for project activities Often must be iterated(along with processes that are
the input) especially the duration estimating
Project Planning Techniques
Provide regular status updates to stakeholders Include team members in planning sessions and plan preparation Provide various alternatives to management
Scope constrained alternatives Time constrained alternatives Resources alternatives
Plan to plan Obtain plan approval before beginning execution
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PM Phase 1: Project Initiation
Assess size, scope and complexity, and establish procedures.
Establish: Initiation team Relationship with customer Project initiation plan Management procedures Project management environment Project workbook
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PM Phase 2: Project Planning
Define clear, discrete activities and the work needed to complete each activity
Tasks Define project scope, alternatives, feasibility Divide project into tasks Estimate resource requirements Develop preliminary schedule Develop communication plan Determine standards and procedures Identify and assess risk Create preliminary budget Develop a statement of work Set baseline project plan
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Some Components of Project Planning Statement of Work (SOW)
“Contract” between the IS staff and the customer regarding deliverables and time estimates for a system development project
The Baseline Project Plan (BPP) Contains estimates of scope, benefits, schedules,
costs, risks, and resource requirements Preliminary Budget
Cost-benefit analysis outlining planned expenses and revenues
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Some Components of Project Planning (cont.) Work Breakdown Structure (WBS)
Division of project into manageable and logically ordered tasks and subtasks
Scheduling DiagramsGantt chart: horizontal bars represent task
durationsNetwork diagram: boxes and links represent
task dependencies
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Task List Initial attempt to define the work to be done
List can enhance brainstorming about project work
Need not be in any particular order at first
Task lists are driven by project objectives
High-Level Work Breakdown Structure
A deliverables-oriented grouping of the full scope of work for a project.
Helps confirm a common understanding of the full scope of the project.
Any work not included in the WBS is not included in the scope of the project.
DeliverableLevel 1
Deliverable Level 2
Deliverable Level 2
Deliverable Level 2
Deliverable Level 3
Deliverable Level 3
Deliverable Level 3
Work Breakdown Structure
Developed by identifying the high-level deliverables and then successively subdividing that deliverable into increasingly detailed and manageable subsidiary deliverables or components.
A WBS is not the work, but the actual deliverables required for the project
DeliverableLevel 1
Deliverable Level 2
Deliverable Level 2
Deliverable Level 2
Deliverable Level 3
Deliverable Level 3
Deliverable Level 3
Work Breakdown Structure (WBS) Uses the task list as its basic input Organizes task list into a hierarchical
structure May group tasks from task list as it
organizes Validate against task list and project
objectivesTask List
Work BreakdownStructure
From Task List to WBS
Task List
Task ATask BTask CTask DTask ETask F
WBS
Overall Task
SubTask 1 SubTask 2 Task B
Task C Task A
Task E Task D
SubTask 2.1 Task F
Generic Tree Structure
1.0 Deliverable
1.2 Work PackagePackage 2
1.3 Work PackagePackage 3
1.1 Work PackagePackage 1
2.0 Deliverable
2.2 Work PackagePackage 2
2.3 Work PackagePackage 3
2.1 Work PackagePackage 1
1.2.2 Activity 2
1.2.3 Activity 3
1.2.1 Activity 1
1.2.2.3Task 3
1.2.2.1Task 1
1.2.2.2 Task 2
PROJ ECT XYZ
2.2.2 Activity 2
2.2.3 Activity 3
2.2.1 Activity 1
2.2.2.3Task 3
2.2.2.1Task 1
2.2.2.2 Task 2
By Stage2.0 Kickoff
3.0 Scope
PROJ ECT XYZ
1.0 Initiation
1.1 Project
Documentation
2.1.2 Project
Organization
2.1.3 Project Constraints
2.1.1 Project Purpose
Statement
2.1 Project
Charter Draft
1.1.2 Project Journal
1.1.3 Issue Log
1.1.1 Common Folder on
Share Drive
2.2.2 Areas Involved
2.2.1 Validate Leadership
Roles
2.2 Kickoff
Meeting
3.1.2Objectives & Approaches
3.2 Risk
Management Plan
3.1.1 High-level Project
Schedule
3.1 Project Scope
Document
3.2.1 Risk Matrix
3.2.2 Residual & Secondary Risks
3.3 Context Diagram
Project Management Deliverables
Outline1. Initiation
1.1 Project Documentation1.1.1 Common Folder on Shared Drive1.1.2 Project Journal1.1.3 Issue Log
2. Kickoff2.1 Project Charter Draft
2.1.1 Project Purpose2.1.2 Project Constraints2.1.3 Project Organization
2.2 Kickoff Meeting2.2.1 Validate Leadership Roles2.2.2 Areas Involved
3. Scope3.1 Project Scope Document
3.1.1 High-level Project Schedule3.1.2 Objectives and Approaches
3.2 Risk Management Plan3.2.1 Risk Matrix3.2.2 Residual & Secondary Risks
3.3 Context Diagram
Ten Step Planning Process
1. Identify your business requirements, objectives, and approaches.
2. Build your WBS3. Brainstorm the tasks required to
create deliverables.4. Sequence your task.5. Look at the relationships &
dependencies.
6. Identify resources for each task.7. Estimate time required for each
task.8. Remember control is primary
consideration.9. Convert the data into a project
schedule.10. Review the project schedule with
the project team.
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Scheduling Diagrams Gantt Chart
Special-purpose project management software is available for this.
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FIGURE 3-10Gantt chart showing project tasks, duration times for those tasks, and predecessors
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Scheduling Diagrams Network Diagram
Special-purpose project management software is available for this.
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FIGURE 3-13A network diagram illustrating tasks with rectangles (or ovals) and the relationships and sequences of those activities with arrows
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Preliminary Budget
Spreadsheet software is good
for this.
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FIGURE 3-15A financial cost and benefit analysis for a systems development project
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PM Phase 3: Project Execution
Plans created in prior phases are put into action.
ActionsExecute baseline project planMonitor progress against baseline planManage changes in baseline planMaintain project workbookCommunicate project status
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Monitoring Progress with a Gantt Chart
Red bars indicate critical path; lines through bars indicate percent complete.
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FIGURE 3-17Gantt chart with tasks 3 and 7 completed
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PM Phase 4: Project Closedown
Bring the project to an end Actions
Close down the project.Conduct post-project reviews.
“Lessons Learned”
Close the customer contract.
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Representing and Scheduling Project Plans
Gantt Charts Network Diagrams PERT Calculations Critical Path Scheduling Project Management Software
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Gantt Charts vs. Network Diagrams
Gantt charts Show task durations. Show time overlap. Show slack time in duration.
Network diagrams Show task dependencies. Do not show time overlap, but show parallelism. Show slack time in boxes.
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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
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
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Estimating Task Duration
PERT: Program Evaluation Review Technique
Technique that uses optimistic (o), pessimistic (p), and realistic (r) time estimates to determine expected task duration
Formula for Estimated Time:ET = (o + 4r + p)/6
Effort and Duration
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 4604/11/23Chapter 2
Effort defines the total required number of time units (often measured in hours) to complete a task
Duration refers to the calendar time (often in days or weeks) required to complete task
Effort is distributed over a duration This is done by assigning some particular number of
persons to the task at various times Or, we can assign percentages of one or more persons’
time to the task at various times
Effort, Duration, and Resource Allocation
For example, a 750 hour effort would have a 10-week duration if 2 persons were allocated to it fulltime (assuming a fulltime week = 37.5 hours) for that period
However, this same effort could result in drastically different durations, with different resource allocations: 40 weeks – if 50% of a person’s time is allocated to it 20 weeks -- if 1 person is allocated to it fulltime 15 weeks -- with1 person fulltime for 10 weeks, then 2 persons
fulltime for the next 5 weeks 5 weeks – with 4 persons allocated to it fulltime
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Activity Consider the following WBS (next slide) for a project
(Note that tasks would have meaningful full names and not just letters in a real WBS – we use letters here to make this exercise more compact.)
The numbers given in each rectangle indicate the number of days of effort estimated to be required to do the task.
When a task has subtasks, the value given for the parent task is the additional number of days to coordinate/integrate the subtasks.
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Activity
Project
10 30A B
70 120 15 30
20 40
90 100
C D E F
G H
I J
Note: This means that E and F are subtasks of task B, etc.
In using a WBS to estimate effort, we would typically estimate the lowest level tasks first, then work upward. This is called bottom-up estimating.
What is the total effort estimated for the entire project?Can you say how long the project will take?
Explain.What if 2 people work on the project full time (37.5 hours each per week)?
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Critical Path Scheduling
A scheduling technique whose order and duration of a sequence of task activities directly affect the completion
Critical path: the shortest time in which a project can be completed
Slack time: the time an activity can be delayed without delaying the project
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FIGURE 3-25A network diagram that illustrates the activities (circles) and the sequence (arrows) of those activities
Critical Path Example
Network diagram shows dependencies
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Project Scheduling with PERT/CPM Charts Overview of PERT/CPM
PERT/CPM is called a bottom-up techniqueProject tasksOnce 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
Project Scheduling with PERT/CPM Charts PERT/CPM Chart Format
Task boxT (task duration, or time) ES (earliest start) EF (earliest finish) – expected project durationLF (latest finish) LS (latest start)
Project Scheduling with PERT/CPM Charts
PERT/CPM Chart FormatTask boxD (task duration or time)ES (earliest start) EF (earliest finish) LF (latest finish) LS (latest start)
Task
EF
D Slack or float
LS LF
ES
CPM Diagram Nodes -- Example
4 weeks
Task
7 weeks
3 weeks 2 weeks
6 weeks 9 weeks
Add this type of information for each node
Duration(Must be known)
float (= 9 – 7 or = 6 – 4)(slack)
early start(determined byearliest finish for all preceding activities)
late start(= 9 – 3)
early finish (= 4 + 3)
late finish (determinedby the latest start forall succeeding activities)
1
2
3
Project Scheduling with PERT/CPM Charts Critical Path
Slack time If any task along the critical path falls behind
schedule, the entire project is delayedA critical path includes all tasks that are vital
to the project schedule
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Using Project Management Software Many powerful software tools exist for
assisting with project management. Example: Microsoft Project can help with
Entering project start date.Establishing tasks and task dependencies.Viewing project information as Gantt or
Network diagrams.
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Project Start Date
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FIGURE 3-28Establishing a project starting date in Microsoft Project for Windows
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Entering Tasks
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FIGURE 3-29Entering tasks and assigning task relationships in Microsoft projectfor Windows
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Viewing Network Diagram
Hexagon shape indicates a milestone.
Red boxes and arrows indicate critical path (no slack).
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FIGURE 3-30Viewing project information as a network diagram in Microsoft Project for Windows
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Viewing Gantt Chart
Black line at top indicates a summary activity (composed of subtasks).Diamond shape indicates a milestone.
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FIGURE 3-31Gantt chart showing progress of activities (right frame) versus planned activities (left frame)
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Summary In this chapter you learned how to:
Explain the process of managing an information systems project.
Describe the skills required to be an effective project manager.
List and describe the skills and activities of a project manager during project initiation, project planning, project execution, and project closedown.
Explain what is meant by critical path scheduling and describe the process of creating Gantt charts and network diagrams.
Explain how commercial project management software packages can be used to assist in representing and managing project schedules.
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