1. Chapter 3 Managing the Information Systems Project Modern Systems Analysis and Design Fifth Edition Jeffrey A. Hoffer Joey F. George Joseph S. Valacich

2. 2© 2008 by Prentice Hall 2 Chapter 3 Learning Objectives 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 execution, and project closedown.

3. 3© 2008 by Prentice Hall 3 Chapter 3 Learning Objectives (Cont.) 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.

4. 4© 2008 by Prentice Hall 4 Chapter 3 Pine Valley Furniture (PVF) Manufactures high-quality wood furniture Distributes to retail stores within the U.S. Started in the early 1980s and expanded by 1984 doubling sales volume By 1990, Pine Valley Furniture had become a complex company, employing over 50 persons

5. 5© 2008 by Prentice Hall 5 Chapter 3 Pine Valley Furniture (Cont.) Company organized into functional areas:  Manufacturing (Fabrication, Assembly, Finishing)  Sales  Orders  Accounting  Purchasing Established manual information systems

6. 6© 2008 by Prentice Hall 6 Chapter 3 Pine Valley Furniture (Cont.) PVF installed a network server to automate invoicing, accounts receivable, and inventory control applications. In the late 1990s, PVF upgraded the network server and implemented a centralized database management system.

7. 7 Fig. 3-1 Computer applications at PVF

8. 8© 2008 by Prentice Hall 8 Chapter 3 Pine Valley Furniture (Cont.) PVF decided to develop its application software in-house. PVF hired staff and bought computer software and hardware. The new information system will take into account market conditions, the Internet, and WWW. The Project Manager plays the key role in developing the new information system.

9. 9© 2008 by Prentice Hall 9 Chapter 3 Managing the Information Systems Project A Project Manager is a systems analyst with a diverse set of skills – management, leadership, technical, conflict management, and customer relationship – who is responsible for initiating, planning, executing, and closing down a project.

10. 10© 2008 by Prentice Hall 10 Chapter 3 Managing the Information Systems Project (Cont.) The project manager’s environment is one of continual change and problem solving. The project manager’s understanding of the project management process is critical. Juanita Lopez and Chris Martin are the project managers for Pine Valley Furniture.

11. 11© 2008 by Prentice Hall 11 Chapter 3 Managing the Information Systems Project (Cont.) Project – a planned undertaking of related activities to reach an objective that has a beginning and an end Deliverable – an end product of an SDLC phase

12. 12© 2008 by Prentice Hall 12 Chapter 3 Managing the Information Systems Project (Cont.) System Service Request (SSR) – a standard form for requesting or proposing systems development work within an organization It includes the contact person, a problem statement, a service request statement, and liaison contact information.

13. 13 Fig 3-2 SSR for purchasing fulfillment system

14. 14 Managing the Information Systems Project (Cont.) Feasibility Study: A study that determines if the proposed information system makes sense for the organization from an economic and operational standpoint.

15. 15© 2008 by Prentice Hall 15 Chapter 3 Managing the Information Systems Project (Cont.) Project management: a controlled process of initiating, planning, executing, and closing down a project. Project Management Process  Initiating the Process.  Planning the Project.  Executing the Project.  Closing down the Project.

16. 16© 2008 by Prentice Hall 16 Chapter 3 Project Management Activities

17. 17© 2008 by Prentice Hall 17 Chapter 3 Initiating a Project Project initiation – the first phase of the project management process in which activities are performed to assess the size, scope, and complexity of the project and to establish procedures to support later project activities

18. 18 Fig. 3-5 Six project initiation activities

19. 19© 2008 by Prentice Hall 19 Chapter 3 Initiating a Project (Cont.) The process of project initiation includes, establishing and developing:  An initiation team Organize an initial core of project team members to assist in accomplishing project initiation  A relationship with the customer A through understanding of customer  A project initiation plan Define activities required to organize team

20. 20© 2008 by Prentice Hall 20 Chapter 3 Initiating a Project (Cont.)  Management procedures Develop team communication and reporting procedures  A project management environment Collect and organize tools that will be used to manage project

21. 21© 2008 by Prentice Hall 21 Chapter 3 Initiating a Project (Cont.)  A project workbook Project workbook – an online or hard-copy repository for all project correspondence, inputs, outputs, deliverables, procedures, and standards that are used

22. 22© 2008 by Prentice Hall 22 Chapter 3 Project Workbook

23. 23© 2008 by Prentice Hall 23 Chapter 3 Initiating a Project (Cont.)  A project charter Project charter – a short, high-level document prepared for both internal and external stakeholders It formally announces the establishment of the project. It briefly describes its objectives, key assumptions, and stakeholders.

24. 24© 2008 by Prentice Hall 24 Chapter 3 Planning the Project Project planning – the second phase of the project management process that focuses on defining clear, discrete activities and the work needed to complete each activity within a single project

25. 25 Fig. 3-8 Project management activities

26. 26© 2008 by Prentice Hall 26 Chapter 3 Planning the Project (Cont.) Describe project scope, alternatives, and feasibility:  What problems or opportunities does the project address?  What are the quantifiable results to be achieved?  What needs to be done?  How will success be measured?  How will we know when we are finished?

27. 27© 2008 by Prentice Hall 27 Chapter 3 Planning the Project (Cont.) Divide the project into manageable tasks:  Work Breakdown Structure (WBS) – the process of dividing the project into manageable tasks and logically ordering them  Gantt chart – a graphical representation of a project that shows each task as a horizontal bar whose length is proportional to its time for completion

28. 28 Fig. 3-9 Gannt chart

29. 29© 2008 by Prentice Hall 29 Chapter 3 Planning the Project (Cont.)  The characteristics of a task: Can be done by one person or a well-defined group Has a single and identifiable deliverable Has a known method or technique Has well-accepted predecessor and successor steps Is measurable so that percent completed can be determined

30. 30© 2008 by Prentice Hall 30 Chapter 3 Planning the Project (Cont.) Estimate resources and create a resource plan:  Constructive Cost Model (COCOMO) – a widely used method which uses parameters that are derived from prior projects of differing complexity  COCOMO uses these different parameters to predict human resource requirements for basic, intermediate, and very complex systems.

31. 31© 2008 by Prentice Hall 31 Chapter 3 Planning the Project (Cont.) Develop a preliminary schedule:  Network diagram – depicts project tasks and their interrelationships  Use the information on tasks and resource availability to assign time estimates to each activity in the work breakdown structure

32. 32 Fig. 3-12 A network diagram

33. 33© 2008 by Prentice Hall 33 Chapter 3 Planning the Project (Cont.) Develop a communication plan:  Who are the stakeholders for this project?  What information does each stakeholder need?  When, and at what interval, does this information need to be produced?  What sources will be used to gather and generate this information?  Who will collect, store, and verify the accuracy of this information?

34. 34© 2008 by Prentice Hall 34 Chapter 3 Planning the Project (Cont.) Develop a communication plan (Cont.):  Who will organize and package this information into a document?  Who will be the contact person for each stakeholder should any questions arise?  What format will be used to package this information?  What communication medium will be most effective for delivering this information to the stakeholder?

35. 35 Fig. 3-13 Project communication matrix

36. 36© 2008 by Prentice Hall 36 Chapter 3 Planning the Project (Cont.) Determine project standards and procedures:  During this activity, you will specify how various deliverables are produced and tested by you and your project team.

37. 37© 2008 by Prentice Hall 37 Chapter 3 Planning the Project (Cont.) Identify and assess risk:  The goal of this activity is to identify sources of project risk and to estimate the consequences of those risks.

38. 38© 2008 by Prentice Hall 38 Chapter 3 Planning the Project (Cont.) Create a preliminary budget :  A preliminary budget outlines the planned expenses and revenues associated with your project.

39. 39 Fig. 3-14 Cost/benefit analysis

40. 40© 2008 by Prentice Hall 40 Chapter 3 Planning the Project (Cont.) Develop a Project Scope Statement:  Developed primarily for the customer  Outlines work that will be done and clearly describes what the project will deliver  Provides a clear understanding of project size, duration, and outcomes

41. 41© 2008 by Prentice Hall 41 Chapter 3 Planning the Project (Cont.) Setting a Baseline Project Plan (BPP):  Provides an estimate of the project’s tasks and resource requirements and is used to guide the next project phase – execution

42. 42© 2008 by Prentice Hall 42 Chapter 3 Executing the Project Project execution – the third phase of the project management process in which the plans created in the prior phases (project initiation and planning) are put into action

43. 43 Fig. 3-15 Project execution activities

44. 44© 2008 by Prentice Hall 44 Chapter 3 Executing the Project (Cont.) Executing the Baseline Project:  Initiate the execution of project activities, acquire and assign resources, orient and train new team members, keep the project on schedule, and ensure the quality of project deliverables

45. 45© 2008 by Prentice Hall 45 Chapter 3 Executing the Project (Cont.) Monitor project progress against the Baseline Project Plan (BPP) Manage changes to the BPP:  A slipped completion date for an activity  A bungled activity that must be redone  The identification of a new activity that becomes evident later in the project  An unforeseen change in personnel due to sickness, resignation, or termination

46. 46© 2008 by Prentice Hall 46 Chapter 3 Executing the Project (Cont.) Maintain the Project Workbook Communicate the project status  Meetings, status reports, meeting minutes, seminars and workshops, bulletin boards, memos, specification documents, brown bag lunches, hallway discussions, newsletters, and project workbook

47. 47© 2008 by Prentice Hall 47 Chapter 3 Closing Down the Project Project Closedown – the final phase of the project management process that focuses on bringing a project to an end  Closing down the project  Conducting postproject reviews  Closing the customer contract

48. 48© 2008 by Prentice Hall 48 Chapter 3 Representing and Scheduling Project Plans Key differences between Gantt Charts and 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.

49. 49 Fig. 3-18 Gannt chart vs network diagram

50. 50© 2008 by Prentice Hall 50 Chapter 3 Representing Project Plans Resources – any person, group of people, piece of equipment, or material used in accomplishing an activity Critical Path Scheduling – a scheduling technique whose order and duration of a sequence of task activities directly affect the completion date of a project Critical Path – a sequence of task activities whose order and durations directly affect the completion date of a project.

51. 51© 2008 by Prentice Hall 51 Chapter 3 Representing Project Plans (Cont.) Networking diagramming is a critical path scheduling technique and used when tasks:  Are well-defined and have a clear beginning and end point.  Can be worked on independently of other tasks.  Are ordered.  Serve the purpose of the project.

52. 52 Fig. 3-20 A network diagram

53. 53© 2008 by Prentice Hall 53 Chapter 3 Calculating Expected Time Durations using PERT PERT (Program Evaluation Review Technique) – a technique that uses optimistic, pessimistic, and realistic time estimates to calculate the expected time for a particular task.

54. 54© 2008 by Prentice Hall 54 Chapter 3 Calculating Expected Time Durations using PERT (Cont.) Formula for Estimated Time:  ET = (o + 4r + p)/6 Where  ET = expected time for the completion of an activity.  o = optimistic completion time for an activity.  r = realistic completion time for an activity.  p = pessimistic completion time for an activity.

55. 55© 2008 by Prentice Hall 55 Chapter 3 Constructing a Gantt Chart and Network Diagram for PVF Here are the steps Pine Valley Furniture (PVF) followed:  Identify each activity to be completed in the project.  Determine time estimates and calculate the expected completion time for each activity.  Determine the sequence of activities and precedence relationships among all activities by constructing a Gantt chart and network diagram.  Determine the critical path.

56. 56 Fig. 3-21/ 22 SPTS

57. 57 Fig. 3-23

58. 58 Fig. 3-24

59. 59© 2008 by Prentice Hall 59 Chapter 3 Determining the Critical Path for Pine Valley Furniture Calculate the earliest possible completion time for each activity by summing the activity times in the longest path to the activity. This gives total expected project time. Calculate the latest possible completion time for each activity by subtracting the activity times in the path following the activity from the total expected time. This gives slack time for activities.

60. 60© 2008 by Prentice Hall 60 Chapter 3 Constructing a Gantt Chart and Network Diagram for PVF (Cont.) Slack time – the amount of time that an activity can be delayed without delaying the project. Free slack refers to the amount of time a task can be delayed without delaying the early start of any immediately following tasks. Total slack refers to the amount of time a task can be delayed without delaying the completion of the project.

61. 61 Fig. 3-25

62. 62 Fig. 3-26

63. 63© 2008 by Prentice Hall 63 Chapter 3 Using Project Management Software Many powerful software tools exist for assisting with project management. Special-purpose project management software is also available. For example, Microsoft Project can help with  Establishing a project starting or ending date.  Entering tasks and assigning task relationships.  Selecting a scheduling method to review project reports.

64. 64© 2008 by Prentice Hall 64 Chapter 3 Using Project Management Software (Cont.) Microsoft Project Gantt Charts:  Black line at top indicates a summary activity (composed of subtasks).  Diamond shape indicates a milestone. Microsoft Project Network Diagrams:  Hexagon shape indicates a milestone.  Red boxes and arrows indicate critical path (no slack).

65. 65© 2008 by Prentice Hall 65 Chapter 3 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 execution, and project closedown.

66. 66© 2008 by Prentice Hall 66 Chapter 3 Summary (Cont.) 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.