1. HO CHI MINH CITY NATIONAL UNIVERSITY HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY SYSTEM ANALYSIS AND DESIGN LECTURER: Nguyen Thanh Tung

2. Group members: 1.Dong Tan Huy51201335 2.Nguyen The Hien51201154 3.Le Minh Hieu51201078

3. 1.INTRODUCTION -There are many things called Project Managenment Fundamentals such as: Initiating project, Determining project feasibility, Scheduling project and Planing and managing activities and team members for productivity. -All above capabilities are very necessary and important for system analyst to master

4. 2.PROJECT INITIATION Problems that lend themselves to system solutions Opportunities for improvement through upgrading, altering, installing new systems

5. 2.PROJECT INITIATION Checking output Observing employee behavior Listening feedback

6. 2.PROJECT INITIATION

7. PROBLEM DEFINITION Problem statement Requirement Objectives Issues

8. 2.PROJECT INITIATION Problem definition process: Find a number of points that may be included in one issue State objective Determine the relative importance of the issues or objectives Identify which objectives are most critical

9. 3.DETERMINING FEASIBILITY After determining reasonable objectives for project, analyst needs to determine if it is possible for organization and its member to see the project through completion Despite being paintasking, studying feasibility is worthwhile because it saves businesses and systems analysts time and money In order to have a further development, a project must show that it is feasible in ALL three following ways: technically, economically and operationally.

10. 3.DETERMINING FEASIBILITY

11. Can current technical resources be upgraded or added to in a manner that fulfills the request under consideration If not, is there technology in existence that meets the specifications Technicalfeasibility

12. 3.DETERMINING FEASIBILITY Determining if the value of investment exceeds the time and cost

13. 3.DETERMINING FEASIBILITY ECONOMICAL FEASIBILITY Analyst and Analyst team Business employee time Estimated cost hardware Estimated cost software or software development TIME COST { {

14. 3.DETERMINING FEASIBILITY OPERATIONAL FEASIBILITY Depend on human resources available for the project Determine whether the system will operate and be used once it is installed If users do not want a new system, it may be very hard to become operational feasibility

15. 4. ASCERTAINING HARDWARE AND SOFTWARE NEEDS Assessing technical feasibility includes evaluating the ability of computer hardware and software to handle workloads adequately. Figure below shows the steps the systems analyst takes in ascertaining hardware and software needs.

16. 4. ASCERTAINING HARDWARE AND SOFTWARE NEEDS

20. 5. IDENTIFYING, FORECASTING, AND COMPARING COSTS AND BENEFITS

21. FORECASTING Judgment methods Conditional forecasting Unconditional forecasting Unavailable historical data Available historical data { {

22. 5. IDENTIFYING, FORECASTING, AND COMPARING COSTS AND BENEFITS Tangible benefits Intangible benefits Identifying benefits

23. 5. IDENTIFYING, FORECASTING, AND COMPARING COSTS AND BENEFITS Tangible cost Intangible cost Identifying cost

24. 5. IDENTIFYING, FORECASTING, AND COMPARING COSTS AND BENEFITS

27. 6. ACTIVITY PLANNING AND CONTROL PROJECT MANAGEMENT Planning Control { {

28. 6. ACTIVITY PLANNING AND CONTROL Planning includes all activities required to select a system analysis team, assign members to appropriate projects, estimate the time required to complete each task, and schedule the project so that tasks are completed in a timely fashion.

29. 6. ACTIVITY PLANNING AND CONTROL Control means using feedback to monitor the project, including comparing the plan with its actual evolution, taking appropriate action to expedite or reschedule activities to finish on time while motivating team members to complete the job properly.

30. 6. ACTIVITY PLANNING AND CONTROL

33. 7. MANAGING THE PROJECT Manage schedule to finish the system on time Determine what is needed Initiate a project Develop a problem definition Examine feasibility of completing the systems project Reduce risk Identify and manage activities Hire, manage and motivate team members

34. 7. MANAGING THE PROJECT -Costar and Construx -Consider other variables: Capability or experience of the team, platform or operating system, level of usability of finished software, other factors that can drive up costs… -Function point analysis is a way to estimate the amount of work that needs to be done and how large a staff one needs to complete a project

35. MANAGING ANALYSIS AND DESIGN ACTIVITIES ASSEMBLING A TEAM COMMUNICATION STRATEGIES FOR MANAGING TEAMS SETTING PROJECT PRODUCTIVITY GOALS MOTIVATING PROJECT TEAM MEMBERS MANAGING ECOMMERCE PROJECTS CREATING THE PROJECT CHARTER AVOIDING PROJECT FAILURES

36. ASSEMBLING A TEAM - Dream team ? -Understands how a business operates. -2 systems analysts

37. ASSEMBLING A TEAM -Experience and enthusiasm -Motivate -Trust

38. COMMUNICATION STRATEGIES FOR MANAGING TEAMS -Personalities => seeking a balance -Two leaders, not just one. -Minimizing or ignoring tensions -Norms

39. SETTING PROJECT PRODUCTIVITY GOALS

40. MOTIVATING PROJECT TEAM MEMBERS Complex Team members can be motivated Use their own expertise and experience to meet their goals Setting goals

41. MANAGING ECOMMERCE PROJECTS Data used by ecommerce systems are scattered Need more staff with a variety of skills, including developers, consultants, database experts, and system integrators, from across the organization Build partnerships Security is of the utmost importance

42. CREATING THE PROJECT CHARTER The project charter is a written narrative that clarifies the following 9 questions: The project charter describes in a written document the expected results of the systems project (deliverables) and the time frame for delivery.

43. AVOIDING PROJECT FAILURES Training Experience Learning why other projects have failed

45. THE SYSTEMS PROPOSAL ORGANIZING THE SYSTEMS PROPOSAL USING FIGURES FOR EFFECTIVE COMMUNICATION - TABLE : provide a different way of grouping and presenting analyzed data that the analyst wants to communicate to the proposal reader. - FIGUE : line graphs, column graphs, bar charts, and pie charts to name a few

46. AGILE DEVELOPMENT An innovative philosophy and methodology comprised of systems development practices, techniques, values, and principles intended for use in developing systems in a dynamic way

47. AGILE DEVELOPMENT ADAPTIVE VS. PREDICTIVE ITERATIVE VS. WATERFALL CODE VS. DOCUMENTATION

48. AGILE CORE PRACTICES AND ROLES OF THE AGILE APPROACH There are four agile practices: A short release time Working a 40-hour week Having an onsite customer Pair programming

49. DEVELOPMENT PROCESS FOR AN AGILE PROJECT AGILE PROJECTS ARE INTERACTIVE AND INCREMENTAL THE FIVE STAGES OF AGILE DEVELOPMENT ARE: EXPLORATION PLANNING ITERATIONS TO THE FIRST RELEASE PRODUCTIONIZING MAINTENANCE

51. SUMMARY FIVE MAJOR PROJECT MANAGEMENT FUNDAMENTALS PROBLEM DEFINITION SELECTING PROJECT FEASIBILITY PREPARING SYSTEMS PROPOSAL PROJECT PLANNING PROJECT CHARTER AGILE