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MIS Project management
- 1. Chapter 3 Managing SystemsProjects Systems Analysis and Design 9th Edition
- 2. Chapter Objectives 2 Explainproject planning, scheduling, monitoring, and reporting Describe work breakdown structures, task patterns, and critical path analysis Explain techniques for estimating task completion times and costs
- 3. Chapter Objectives 3 Describevarious scheduling tools, including Gantt charts and PERT/CPM charts Analyze task dependencies, durations, start dates, and end dates Describe project management software and how it can assist you in project planning, estimating, scheduling, monitoring, and reporting
- 4. Chapter Objectives 4 Discussthe importance of project risk management Understand why projects sometimes fail
- 5. Introduction 5 You willlearn 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 as they occur
- 6. Overview of ProjectManagement 6 Project Management A successful project must be completed on time, within budget, and deliver a quality product that satisfies users and meets requirements Project manager or project leader Project coordinator
- 7. Overview of ProjectManagement 7 What Does a Project Manager Do? Project manager, project leader Project planning Project scheduling Project monitoring and controlling Project reporting
- 8. Project management Organizing,planning and scheduling software projects Concerned with activities involved in ensuring that software is delivered on time and on schedule and in accordance with the requirements of the organizations developing and procuring the software
- 9. Software engineeringis an economic activity it is subject to economic, non-technical constraints. Well-managed projects sometimes fail. Badly managed projects inevitably fail. Why manage projects?
- 10. Proposal writing Project planning Estimation (Scheduling and Costing) Project monitoring and control Personnel selection and evaluation Report writing and presentations Management activities
- 11. Contains the objectivesof the project the methodology or process (activities, milestones and deliverables) the schedule and cost estimates The client decides whether to award the project to your team based on the quality of the proposal Proposal
- 12. Project planning Probablythe most time-consuming project management activity Continuous activity from initial concept through to system delivery Plans must be regularly revised as new information becomes available Establish and maintain plans that define project activities
- 13. Things to considerin planning project schedule project personnel/ project team cost estimates Project plan
- 14. Project Planning ProcessArea Establish estimates Estimates of project planning parameters are established and maintained Develop a project plan A project plan is established and maintained as the basis for managing the project Obtain commitment to the plan Commitments to the project plan are established and maintained
- 15. Meeting commitments Commitment– a pact that is freely assumed, visible, and expected to be kept by all parties (stakeholders) Commitment is necessary to achieve plans Feasible commitments are made when plans are realistic Commitment is a process
- 16. Types of projectplan Plan Description Quality plan Describes the quality procedures and standards that w ill be used in a project. Validation plan Describes the approach, resources and schedule used for system validation. Configuration management plan Describesthe configuration management procedures and structures to be used. Maintenance plan Predicts themaintenance requirements of the system, maintenance costs and effort required. Staffdevelopment plan. Describes how the skills andexperience of the project team members will be developed.
- 17. Introduction Describesthe objectives of the projects and the constraints Project Organization Describes the people involved and their roles Describes the organization of the team Risk Analysis Possible project risks, risk exposure, and the risk reduction and elimination strategies Hardware and Software Resource Requirements Estimates of the price and delivery schedule should be included if need to be acquired Project plan structure
- 18. Work breakdown Breakdown of the project into activities Identifies the milestones and deliverables associated with each activity Project schedule Dependencies between activities Estimated time required to reach each milestone Allocation of people to activities Monitoring and reporting mechanisms Management reports which should be produced, when these should be produced and the project monitoring mechanisms used Project plan structure
- 19. Software development is aprocess of gradual refinement… the same is true for software estimation Software Estimation
- 20. Accurate estimation canbe done if you have a detailed understanding of what the customer wants Software engineer customer
- 21. Example questions that contributeto uncertainty Does the customer want this feature? Does the customer want the cheap or expensive implementation of this feature? If cheaper version is implemented, will the customer later want the expensive version? How long will it take to debug and correct mistakes on this feature? How long will it take to integrate this feature to the other features?
- 22. Estimation vs. Control Mismatch between the desired feature and the available resources Solution: Customers must bend on their ideas about the product; or Customers must adjust the resources they are willing to commit
- 23. Estimation vs. Control Build to budget Developers are given flexibility on the product features Have control on cost and schedule Guidelines Including a feature vs. leaving it out Implementing better feature vs. implementing feature that costs less
- 24. Cooperate with the customer Inform your customer about the parts of the project where you can give estimates Inform them when you will have better estimates Map out the whole set of estimates you intend to provide Offer the Build to Budget customer should understand the trade-offs of the approach If customer still insists on precise estimates that you cannot provide Explain why you cannot give it to them yet Make it clear that you want to cooperate
- 25. Tell the customer... “Assoon as I know, you’ll know”
- 26. Overview of ProjectManagement 26 Project Activities and Planning Steps
- 27. Step 1: Createa Work Breakdown Structure 27 Work breakdown structure (WBS) What is a Gantt Chart? Task group Can present an overview of the project’s status, but does not provide detailed information that is necessary when managing a complex project
- 28. Step 1: Createa Work Breakdown Structure 28 What is a PERT/CPM Chart? The Program Evaluation Review Technique (PERT) Critical Path Method (CPM) The distinction between the two methods has disappeared over time Bottom up techniques because it analyzes a large, complex project as a series of individual tasks. Know the tasks, their durations and the order in order to calculate the time that it will take to complete the project. to
- 29. Step 1: Createa Work Breakdown Structure 29 PERT/CPM Chart ? PERT/CPM is called a bottom-up technique 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 Gantt Chart
- 30. Step 1: Createa Work Breakdown Structure 30 Which Type of Chart is Better? Although a Gantt chart offers a valuable snapshot view of the project, PERT charts are more useful for scheduling, monitoring, and controlling the actual work PERT and Gantt charts are not mutually exclusive techniques, and project managers often use both methods
- 31. Step 1: Createa Work Breakdown Structure 31 Identifying Tasks in a Work Breakdown Structure Task or activity Event or milestone Break the project down into smaller tasks, creating a work breakdown structure
- 32. Step 1: Createa Work Breakdown Structure 32 Identifying Tasks in a Work Breakdown Structure Listing the tasks Can be challenging, because the tasks might be embedded in a document Create a table with columns for task number, description, duration, and predecessor tasks
- 33. Step 1: Createa Work Breakdown Structure 33 Identifying Tasks in a Work Breakdown Structure Estimating Task Duration Person-days Best-case estimate (B) Probable-case estimate (P)
- 34. Step 1: Createa Work Breakdown Structure 34 Identifying Tasks in a Work Breakdown Structure A WBS must clearly identify each task and include an estimated duration A task, or activity is any work tat has a beginning and an end and requires the use of company resources such as people, time and money. Tasks are conducting interviews, designing a report selecting software, delivery of equipment, training users. Tasks are basic units of work that the projects manager plans, schedules and monitors. Estimating Task Duration Worst-case estimate (W) Weight
- 35. Step 1: Createa Work Breakdown Structure 35 Identifying Tasks in a Work Breakdown Structure Factors Affecting Duration Project size and scope Human resources Experience with similar project constraints
- 36. Step 1: Createa Work Breakdown Structure 36 Displaying the Work Breakdown Structure If you are managing a complex project with many tasks, you can use task groups, just as you would in a Gantt chart, to simplify the list
- 37. Step 2: IdentifyTask Patterns 37 Task pattern What are Task Patterns? Large or small, tasks depend on each other and must be performed in a sequence, not unlike the commands in a software program Task patterns can involve dependent tasks, multiple successor tasks, and multiple predecessor tasks
- 38. Step 2: IdentifyTask Patterns 38 How do I Use Task Boxes to Create a Model?
- 39. Step 2: IdentifyTask Patterns 39 What are the Main Types of Task Patterns? Dependent Tasks Multiple successor tasks Concurrent task Predecessor task Successor task Multiple Predecessor Tasks
- 40. Step 2: IdentifyTask Patterns 40 How Do I Identify Task Patterns? You can identify task patterns by looking carefully at the wording of the task statement Words like then, when, or and are action words that signal a sequence of events How Do I Work With Complex Task Patterns? When various task patterns combine, you must study the facts carefully in order to understand the logical sequence
- 41. Step 2: IdentifyTask Patterns 41 How Do I Work With Complex Task Patterns? Consider the following three fact statements and the task patterns they represent Dependent tasks Dependent tasks and multiple successor tasks Dependent tasks, multiple successor tasks, and multiple predecessor tasks
- 42. Step 3: Calculatethe Critical Path 42 What Is a Critical Path? A series of tasks which if delayed would affect the completion date of the overall project. if any task on the critical path falls behind schedule, the entire project will be delayed.
- 43. Step 3: Calculatethe Critical Path 43 How Do I Calculate the Critical Path? First, you should review the task patterns The next step is to determine start and finish dates, which will determine the critical path for the project Slack time - is the amount of time that the task could be late without pushing back the completion date of the entire project
- 44. Project Management Example 44 TaskNo Description Duration (days) Predecessor Task 1 Develop Plan 1 - 2 Assign tasks 4 1 3 Obtain Hardware 17 1 4 Programming 70 2 5 Install Hardware 10 3 6 Program Test 30 4 7 Write User Manual 25 5 8 Convert Files 20 5 9 System Test 25 6 10 User Training 20 7, 8 11 User test 25 9, 10
- 45. Project Monitoring andControl 45 Monitoring and Control Techniques The project manager must keep track of tasks and progress of team members, compare actual progress with the project plan, verify the completion of project milestones, and set standards and ensure that they are followed Structured walkthrough Called design reviews, code reviews, or testing reviews
- 46. Project Monitoring andControl 46 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 Project managers often spend most of their time tracking the tasks along the critical path
- 47. Reporting 47 Members ofthe project team regularly report their progress Project Status Meetings
- 48. Reporting 48 Project StatusReports 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
- 49. Project Management Examples 49 PERT/CPM Example You construct a PERT/CPM chart from this task list in a two-step process Step 1: Create the work breakdown structure Step 2: Enter start and finish times
- 50. Project Management Examples 50 Software-Driven Example Open Workbench Open-source software When you use project management software, you follow the same step-by-step process to develop a WBS and create various types of charts
- 51. Project Management Examples 51 Software-Driven Example Work breakdown structure Gantt chart Network diagram Project planning is a dynamic task and involves constant change
- 52. Risk Management 52 EveryIT project involves risks that systems analysts and project managers must address Risk management Steps in Risk Management Develop risk management plan Identify the risks Risk identification
- 53. Risk Management 53 Stepsin Risk Management (continued) Analyze the risks Qualitative risk analysis – evaluates each risk by estimating the probability that it will occur and the degree of impact. Quantitative risk analysis – purpose of QRA is to understand the actual impact in terms of dollars, time, project scope or quality. (What if analysis) Create a risk response plan Monitor risks
- 54. Risk Response plan 54 Is a proactive effort to anticipate a risk and describe an action plan to deal with it. An effective risk response plan can reduce the overall impact by triggering timely and appropriate action. Monitor risk – this activity is on going throughout the risk management process. It is important to conduct a continouos tracking process that can identify new risks, notice changes in existing risks, and update any other areas of the risk management plan
- 55. Risk Management 55 RiskManagement Software Most project management software includes powerful features The IT team can make a recommendation regarding the risks Depending on the nature and magnitude of the risk, the final decision might be made by management
- 56. Managing for Success 56 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 employee morale and productivity
- 57. Managing for Success 57 Budget Issues Cost overruns typically result from one or more of the following: Unrealistic estimates Failure to develop an accurate forecast that considers all costs over the life of the project Poor monitoring of progress and slow response to early warning signs of problems
- 58. Managing for Success 58 Budget Issues Cost overruns typically result from one or more of the following: Schedule delays due to factors that were not foreseen Human resource issues, including turnover, inadequate training, and motivation
- 59. Managing for Success 59 Schedule Issues Problems with timetables and project milestones can indicate a failure to recognize task dependencies, confusion between effort and progress, poor monitoring and control methods, personality conflicts among team members, or turnover of project personnel
- 60. The Bottom Line 60 When problems occur, the project manager’s ability to handle the situation becomes the critical factor
- 61. The Bottom Line 61 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 Brooks’ Law
- 62. Systems Development Guidelines 62 Developa project plan Involve users and listen carefully to them Use project management tools to identify tasks and milestones Develop accurate cost and benefit information Remain flexible
- 63.
- 64. Trivia: What dopeople mean by estimates? An estimate is the most optimistic prediction that has a non-zero probability of coming true Accepting this definition leads irrevocably toward a method called what’s-the-earliest-date-by-which-you- can’t-prove-you-won’t-be-finished estimating - Tom DeMarco
- 65. Project scheduling Splitproject into tasks Estimate time and resources required to complete each task Organize tasks concurrently to make optimal use of workforce Minimize task dependencies to avoid delays caused by one task waiting for another to complete Dependent on project managers’ intuition and experience
- 66. Scheduling problems Estimatingthe difficulty of problems and the cost of developing a solution is hard Productivity is not proportional to the number of people working on a task Adding people to a late project makes it later because of communication overheads Mythical Man-Month The unexpected always happens. Always allow contingency in planning
- 67. Recalibration Example given6 month schedule first milestone in 4 weeks it took 5 weeks to meet the first milestone How to recalibrate the schedule?
- 68. Recalibration Assume you can catchup later in the schedule Add the week to the total schedule Multiply the whole schedule by the magnitude of slip
- 69. Handling schedule pressure Schedule pressure can produce damaging effects on the project Encourages shortcuts on specific project Encourages fire-righting mentality More schedule pressure More stress More mistakes More schedule slips
- 70. Project staffing Maynot be possible to appoint the ideal people to work on a project Project budget may not allow for the use of highly-paid staff Staff with the appropriate experience may not be available An organization may wish to develop employee skills on a software project
- 71. Bar charts Graphicalnotations used to illustrate the project schedule Show project breakdown into tasks. Tasks should not be too small. They should take about a week or two Bar charts show schedule against calendar time
- 72. Project Monitoring andControl (SPI Workshop. www.DigitalFilipino.com) Provides understanding into the project’s progress so that appropriate corrective actions can be taken when the project’s performance deviates significantly from the plan
- 73. CMM Project Monitoringand Control Process Areas Monitor project against plan Actual performance and progress of the project are monitored against the project plan Manage correction action to closure Corrective actions are managed to closure when the project’s performance or results deviate significantly from the plan (SPI Workshop. www.DigitalFilipino.com)
- 74. Manage to aplan Progress must be tracked against plans and specifications, including Product size Product effort, cost, and schedule Activities Risks Mechanisms to track progress against plans Internal reviews Formal reviews with the customer (SPI Workshop. www.DigitalFilipino.com)
- 75. Taking corrective action If and when discrepancies between plans and actual progress occur, a judgment must be made about whether to: Change the way the work is being done and/or Adjust the plans Archives of original and adjusted plans should be kept
- 76. Chapter Summary 76 Projectmanagement is the process of planning, scheduling, monitoring and controlling, and reporting upon the development of an information system Project managers are responsible for project planning, scheduling, monitoring, and reporting Planning, scheduling, monitoring and reporting all take place within a larger project development framework
- 77. Chapter Summary 77 Inproject scheduling, the project manager develops a specific time for each task, based on available resources and whether or not the task is dependent on other predecessor tasks Every successful information system must support business requirements, stay within budget, and be available on time Sound project management involves the same skills as any other management