Systems Analysis Design 7 th Edition Toolkit 4

Systems Analysis & Design 7 th Edition Toolkit 4

Toolkit Objectives v Describe project management tools and how they are used v Describe the steps used in project planning, scheduling, monitoring and controlling, and reporting v Explain techniques for estimating task completion times and costs v Describe various scheduling tools, including Gantt charts and PERT/CPM charts 2

Toolkit Objectives v Calculate completion times, start dates, and end dates for a project v Identify examples of project management software and explain how these programs can assist you in project planning, estimating, scheduling, monitoring, and reporting v Explain the steps involved in software change control v Understand the reasons why projects sometimes fail 3

Introduction v You will learn about project planning, estimating, scheduling, monitoring, reporting, and the use of project management software v You also will learn how to control and manage project changes that typically occur 4

Project Management Overview v Project managers typically perform four main tasks: – Project planning – Project scheduling – Project monitoring and controlling – Project reporting 5

Project Planning 6

Project Planning v Identifying Tasks – One of the most important variables is the size of the project, because the amount of work does not relate directly to the size of the project – If one project is twice the size of another project, the larger project will take more than twice as many resources to develop 7

Project Planning v Identifying Tasks – The capabilities of project team members also affect time requirements – Brooke’s Law 8

Project Planning v 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 9

Project Planning v Estimating Task Completion Time and Cost – Best-case estimate (B) – Probable-case estimate (P) – Worst-case estimate (W) – Weight – Expected task duration: (B+4 P+W) 6 10

Project Planning v Factors Affecting Time and Cost Estimates – Project size and scope – IT resources – Prior experience with similar projects or systems – Applicable constraints 11

Overview of Project Scheduling v Project scheduling involves the creation of a specific timetable v Dependent task v Must balance task time estimates, sequences, and personnel assignments v Several graphical planning aids can help 12

Project Scheduling with Gantt Charts v Gantt Chart v Task groups v Are not an ideal tool for controlling a complex project 13

Project Scheduling with PERT/CPM Charts v The Program Evaluation Review Technique (PERT) v Critical Path Method (CPM) v The important distinctions between the two methods have disappeared over time, and today the technique is called either PERT, or CPM, or PERT/CPM 14

Project Scheduling with PERT/CPM Charts v Overview of PERT/CPM – PERT/CPM is called a bottom-up technique – 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 15

Project Scheduling with PERT/CPM Charts v PERT/CPM Chart Format – Task box – T (task duration, or time) – ES (earliest start) – EF (earliest finish) – expected project duration – LF (latest finish) – LS (latest start) 16

Project Scheduling with PERT/CPM Charts v Task Patterns – Sequential tasks – Multiple successor tasks • Concurrent task • Predecessor task • Successor task – Multiple Predecessor Tasks 17

Project Scheduling with PERT/CPM Charts v Task Patterns 18

Project Scheduling with PERT/CPM Charts v 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 19

Project Scheduling with PERT/CPM Charts v A PERT/CPM Example with Five Tasks 20

Project Scheduling with PERT/CPM Charts v A PERT/CPM Example with Five Tasks 21

Project Scheduling with PERT/CPM Charts v Critical Path – Is a series of tasks with no slack time. – Slack time is the difference between a task’s EF and LF – 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 22

Project Scheduling with PERT/CPM Charts v Transforming a Task List into a PERT/CPM Chart – You must develop three versions: • Version 1: Basic Structure • Version 2: Enter ES and EF Values • Version 3: Add LF and LS Values – After you enter the LS and LS figures, you will be able to identify the critical path 23

Project Scheduling with PERT/CPM Charts v Transforming a Task List into a PERT/CPM Chart 24

Project Scheduling with PERT/CPM Charts v Transforming a Task List into a PERT/CPM Chart 25

Project Scheduling with PERT/CPM Charts v Transforming a Task List into a PERT/CPM Chart 26

Project Scheduling with PERT/CPM Charts v Transforming a Task List into a PERT/CPM Chart 27

Project Scheduling with PERT/CPM Charts v Comparing Gantt Charts and PERT/CPM – One significant advantage of PERT/CPM charts is that all individual tasks and dependencies are shown – A PERT/CPM chart displays the critical path for the overall project and the slack time – A Gantt chart offers a rapid overview – PERT/CPM and Gantt charts are not mutually exclusive techniques 28

Project Monitoring and Controlling v Monitoring and Control Techniques – The project manager must keep track of tasks and progress of team members, compare actual progress to the project plan, verify the completion of project milestones, and set standards and ensure that they are followed – Structured walkthrough is a review of a project team members based on design reviews, code reviews, or testing reviews 29

Project Monitoring and Controlling v 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 – It is mathematically possible for a project to have more than one critical path 30

Project Reporting v Project Status Meetings – Most project managers schedule regular status meetings with the entire project team – Each team member updates the group and identifies any problems or delays – The meetings also give the project manager an opportunity to update the entire group, seek input, and conduct brainstorming sessions 31

Project Reporting v 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 v Project Management Software – can assist you with project planning, estimating, scheduling, monitoring, and reporting. v Project Management Examples – Microsoft Project – Open Workbench – Open-source software 33

Project Management Software v Project Management Examples – The first step in project management is to identify the tasks, task duration, and task dependencies – Network diagram – Project planning is a dynamic task and involves constant change 34

Project Management Software v Project Management Examples 35

Software Change Control v A procedure for processing requests for changes to an information system’s requirements consists of four steps: 1. 2. 3. 4. 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 v 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 morale and productivity 37

Keys to Project Success v 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 v Schedule Issues – Problems with timetables and project milestones can indicate a failure to recognize task dependencies, confusing effort with progress, poor monitoring and control methods, personality conflicts among team members, or turnover of project personnel 39

Keys to Project Success v 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 v 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 41

Toolkit Summary v Project management is the process of planning, scheduling, monitoring and controlling, and reporting upon the development of an information system v Begins with identifying and planning all specific tasks or activities v Can use graphical tools such as Gantt charts and PERT/CPM charts to assist in the scheduling process 42

Toolkit Summary v A project manager uses a variety of techniques to monitor, control, and report project tasks v Software change control is concerned with change requests that arise v Every successful information system must support business requirements, stay within budget, and be available on time v Toolkit 4 complete 43