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Chapter 2

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8 views36 pages

Chapter 2

Uploaded by

Hadji Abdullah
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Systems Analysis and Design

5th Edition

Chapter 2. Project Selection and


Management

Presented by:
Dr. Abdo H Guroob
[email protected]

© Copyright 2011 John Wiley & Sons, Inc. 2-0


Chapter 2 Outline

▪ Project selection.
▪ Creating the project plan.
▪ Managing and controlling
the project.

© Copyright 2011 John Wiley & Sons, Inc. 2-1


INTRODUCTION
▪ CIOs (chief information officers) are challenged to
select projects that will provide highest return on the
IT investments.
▪ Project portfolio management has become a critical
success factor for IT departments.
▪ A selected system development project must
undergo a thorough process of project management.
▪ A critical success factor for project management is to
start with a realistic assessment of the work and then
manage the project according to the plan.

© Copyright 2011 John Wiley & Sons, Inc. 2-2


PROJECT SELECTION
▪ Systems projects today are evaluated in the
context of an entire portfolio of projects.
▪ Determination of a project’s contribution to
an entire portfolio of a project reinforces the
need for a feasibility study.
▪ Portfolio management takes into
consideration the different of projects that
exist in an organization.
© Copyright 2011 John Wiley & Sons, Inc. 2-3
(cont’d)
▪An approval committee must be
selective about where to allocate
resources as most organizations have
limited funds.
▪If there are several potentially high-
payoff projects, and they all have the
same risk, then maybe only one of
the projects will be selected.
© Copyright 2011 John Wiley & Sons, Inc. 2-4
CREATING THE PROJECT PLAN

▪ Project management phases consist


of
- initiation
- planning
- execution
- control, and
- enclosure.
© Copyright 2011 John Wiley & Sons, Inc. 2-5
Project Methodology Options
▪ A methodology is a formalized approach to
implementing the SDLC.

- Waterfall Development
- Parallel Development
- V-model (variation of the Waterfall
Development)
- Rapid Application Development (RAD)
- Iterative Development
- System prototyping
- Agile Development

© Copyright 2011 John Wiley & Sons, Inc. 2-6


Waterfall Development

© Copyright 2011 John Wiley & Sons, Inc. 2-7


Parallel Development

© Copyright 2011 John Wiley & Sons, Inc. 2-8


V-model

© Copyright 2011 John Wiley & Sons, Inc. 2-9


Rapid Application Development:
Iterative Development

© Copyright 2011 John Wiley & Sons, Inc. 2-10


Rapid Application Development:
System Prototyping

© Copyright 2011 John Wiley & Sons, Inc. 2-11


(cont’d)
▪ Throwaway prototyping

© Copyright 2011 John Wiley & Sons, Inc. 2-12


Agile Development
▪A group of programming-centric
methodologies that focus on
streamlining the SDLC.
▪Includes face-to-face communication
▪Extreme programming – emphasizes
customer satisfaction and teamwork.

© Copyright 2011 John Wiley & Sons, Inc. 2-13


Extreme Programming

© Copyright 2011 John Wiley & Sons, Inc. 2-14


Selecting the Appropriate
Development Methodology

© Copyright 2011 John Wiley & Sons, Inc. 2-15


(cont’d)
▪Important factors to consider in selecting
the development methodology
- Clarity of User Requirements
- Familiarity with Technology
- System Complexity
- System Reliability
- Short Time Schedules
- Schedule Visibility
© Copyright 2011 John Wiley & Sons, Inc. 2-16
Estimating the Project Time
Frame
1. Estimating Project Time Using Industry Standards

2. Function point approach (Appendix 2A)


© Copyright 2011 John Wiley & Sons, Inc. 2-17
Developing the Work Plan
▪Identify Tasks

© Copyright 2011 John Wiley & Sons, Inc. 2-18


(cont’d)
▪ Work Breakdown Structure

© Copyright 2011 John Wiley & Sons, Inc. 2-19


(cont’d)
▪ The project work plan

© Copyright 2011 John Wiley & Sons, Inc. 2-20


STAFFING THE PROJECT
▪ Staffing Plan
- Staffing levels will change over a
project’s lifetime
- Adding staff may add more overhead
than additional labor
- Using teams of 8-10 reporting in a
hierarchical structure can reduce
complexity

© Copyright 2011 John Wiley & Sons, Inc. 2-21


(cont’d)
Reporting structure

© Copyright 2011 John Wiley & Sons, Inc. 2-22


(cont’d)
▪ The staffing plan describes the kinds of
people working on the project
▪ The project charter describes the project’s
objectives and rules
▪ A functional lead manages a group of
analysts
▪ A technical lead oversees progress of
programmers and technical staff members

© Copyright 2011 John Wiley & Sons, Inc. 2-23


Motivation
▪Use monetary rewards cautiously
▪Use intrinsic rewards
– Recognition
– Achievement
– The work itself
– Responsibility
– Advancement
– Chance to learn new skills

© Copyright 2011 John Wiley & Sons, Inc. 2-24


Handling Conflict
▪Clearly define plans for the project.
▪Recognize project importance to
organization.
▪Project charter listing norms and ground
rules.
▪Develop schedule commitments ahead
of time.
▪Forecast other priorities and their
possible impact on the project.

© Copyright 2011 John Wiley & Sons, Inc. 2-25


Coordinating Project Activities

▪ CASE (computer-aided software


engineering) tools – A category of
software that automate all or part of
the development process.
- Upper CASE
- Lower CASE
- Integrated CASE
© Copyright 2011 John Wiley & Sons, Inc. 2-26
(cont’d)
▪ Standards
– Formal rules for naming files
– Forms indicating goals reached
– Programming guidelines
▪ Documentation
– Project binder
– Table of contents
– Continual updating

© Copyright 2011 John Wiley & Sons, Inc. 2-27


MANAGING AND CONTROLLING
THE PROJECT
▪ The science (or art) of project
management is in making trade-offs
among three important concepts:
- the size of the system,
- the time to complete the project,
and
- the cost of the project.
© Copyright 2011 John Wiley & Sons, Inc. 2-28
(cont’d)
Tools for project management – Example of Gantt Chart

© Copyright 2011 John Wiley & Sons, Inc. 2-29


Refining Estimates

© Copyright 2011 John Wiley & Sons, Inc. 2-30


Managing Scope
▪ Scope creep – the most common
reason for schedule and cost
overruns occurs after the project is
underway.
▪ The project manager should allow
only absolutely necessary
requirements to be added after the
project begins.
© Copyright 2011 John Wiley & Sons, Inc. 2-31
Timeboxing

▪Set a fixed deadline for a project


▪Reduce functionality, if necessary
▪ Don’t get hung up on the final
“finishing touches”

© Copyright 2011 John Wiley & Sons, Inc. 2-32


Timeboxing steps

© Copyright 2011 John Wiley & Sons, Inc. 2-33


Managing Risk
▪Risk assessment
▪Actions to reduce risk
▪Revised assessment

© Copyright 2011 John Wiley & Sons, Inc. 2-34


SUMMARY
▪ The project selection process takes into account
all of the projects in the organization, using
project portfolio management.
▪ The project plan defines the tasks, task time
estimates, and other information.
▪ A project requires staffing and coordinating
project activities.
▪ Managing and controlling the project include
timeboxing and risk assessment.

© Copyright 2011 John Wiley & Sons, Inc. 2-35

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