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

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

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

5 Project Management Overview  Project Management Project Management  Project Creep Project Creep  The goal is to deliver an information system that is acceptable to users and is developed on time and within budget  Project manager or project leader Project managerproject leader  Project coordinator Project coordinator For more information about Project Management, visit scsite.com/sad7e/more, scsite.com/sad7e/more locate Toolkit Part 4 and then the Project Management link.

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

7 Project Planning  Takes place at the beginning and end of each SDLC phase  Task or activity Taskactivity  Event or milestone Eventmilestone  The project manager leads and coordinates the team, monitors events, and reports progress Figure TK 4-2

8 Project Planning  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 Figure TK 4-3

9 Project Planning  Identifying Tasks – Six times as many relationships can mean more delay, misunderstanding, and difficulty in coordinating tasks – The capabilities of project team members also affect time requirements – Brooke’s Law Brooke’s Law Figure TK 4-4 Figure TK 4-5

10 Project Planning  Estimating Task Completion Time and Cost – Person-days 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

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

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

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

14 Project Scheduling with Gantt Charts  Gantt Chart Gantt Chart  A detailed Gantt chart for a very large project might be quite complex and hard to understand  Task groups Task groups  Are not an ideal tool for controlling a complex project Figure TK 4-7 Figure TK 4-6 For more information about Gantt Charts, visit scsite.com/sad7e/more, scsite.com/sad7e/more locate Toolkit Part 4 and then the Gantt Charts link.

15 Project Scheduling with PERT/CPM Charts  The Program Evaluation Review Technique (PERT) The Program Evaluation Review Technique (PERT)  Critical Path Method (CPM) 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/CPMPERT/CPM

16 Project Scheduling with PERT/CPM Charts  Overview of PERT/CPM – PERT/CPM is called a bottom-up techniquebottom-up technique – Project tasks Project tasks – 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 For more information about PERT/CPM, visit scsite.com/sad7e/more, scsite.com/sad7e/more locate Toolkit Part 4 and then the PERT/CPM link.

17 Project Scheduling with PERT/CPM Charts  PERT/CPM Chart Format – Task box Task box – T (task duration, or time)task durationtime – ES (earliest start)earliest start – EF (earliest finish) – expected project durationearliest finishexpected project duration – LF (latest finish)latest finish – LS (latest start)latest start Figure TK 4-8

18 Project Scheduling with PERT/CPM Charts  Task Patterns Task Patterns – Sequential tasks Sequential tasks – Multiple successor tasks Concurrent task Predecessor task Successor task – Multiple Predecessor Tasks Figure TK 4-9 Figure TK 4-10 Figure TK 4-11

19 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 Figure TK 4-12

20 Project Scheduling with PERT/CPM Charts  A PERT/CPM Example with Five Tasks – Figure TK 4-13 shows a PERT/CPM chart with five tasks – You must calculate LS and LF – Remember that LS and LF work just the opposite from ES and EF – Figure TK 4-14 shows the final version with LS and LF entered Figure TK 4-13 Figure TK 4-14

21 Project Scheduling with PERT/CPM Charts  Critical Path Critical Path – Slack time Slack time – 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  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 Figure TK 4-15 Figure TK 4-16 Figure TK 4-17 Figure TK 4-18

23 Project Scheduling with PERT/CPM Charts  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

24 Project Monitoring and Controlling  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 Structured walkthrough – Called design reviews, code reviews, or testing reviewsdesign reviewscode reviews testing reviews

25 Project Monitoring and Controlling  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

26 Project Reporting  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 Figure TK 4-19

27 Project Reporting  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

28 Project Management Software  Project Management Software Project Management Software  Project Management Examples – Microsoft Project Microsoft Project – Open Workbench Open Workbench – Open-source software Open-source software Figure TK 4-20 For more information about Project Management Software, visit scsite.com/sad7e/more,scsite.com/sad7e/more locate Toolkit Part 4 and then the Project Management Software link.

29 Project Management Software  Project Management Examples – The first step in project management is to identify the tasks, task duration, and task dependencies – Network diagram Network diagram – Project planning is a dynamic task and involves constant change Figure TK 4-21 Figure TK 4-22 Figure TK 4-23 Figure TK 4-24

30 Software Change Control  Software Change Control Software Change Control  A procedure for processing requests for changes to an information system’s requirements consists of four steps: 1.Complete a change request form 2.Take initial action on the request 3.Analyze the impact of the requested change 4.Determine the disposition of the requested change Figure TK 4-25 For more information about Software Change Control, visit scsite.com/sad7e/more, scsite.com/sad7e/more locate Toolkit Part 4 and then the Software Change Control link.

31 Keys to Project Success  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

32 Keys to Project Success  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

33 Keys to Project Success  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

34 Keys to Project Success  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

35 Keys to Project Success  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

36 Toolkit 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 charts and PERT/CPM charts to assist in the scheduling process

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

Systems Analysis & Design 7 th Edition End Toolkit 4