IS 390 _9_PM

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System Analysis and Design7. Project Management Basics

Stage I: Requirement AnalysisProject Management Basics

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Agenda

Whats Project Management!heory

!he S"#! side o$ %roject managementPractice

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&earning "'jecti(es

Know (Define): project and project management Three key metrics for any project management: cost, schedule &

quality !"T & #antt chart and their functions $ritical path & slack time !%pectations management matri%

$ompare: roject and process management

pply: 'se roject to lan your project roject management skills in group project

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Whats Project Management

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)ame

*+ ft

upplier -: ./+ 0 pipe

upplier : .*++ 0 1undle (2 pipes)

3our #oal: 4 5

3our -udget: . 6++

3our Time: 6 minutes

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What is a %roject*

Project a 7temporary8 sequence of unique, comple%, and connected

acti9ities ha9ing one goal or purpose and that must 1e

completed 1y specific time, within 1udget, and according tospecification

Project management the process of scoping, planning, staffing, organiing,

directing, and controlling the de9elopment of an accepta1le

system at a minimum costwithin a specified time frame Process management

the acti9ity of documenting, managing, and continuallyimpro9ing the process of systems de9elopment

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What is a success$ul %roject*

The resulting information system is accepta1letothe customer (1uilt to specification)

The system was deli9ered ;on timehere do we get all the num1ers?

ast e%perience -est practices

ethodology a9erage

@ne e%ample: Typical system project would ha9e:

?A planning

?A analysis

?A design

?A implementation
http://www.softstarsystems.com/tour.htmhttp://www.softstarsystems.com/tour.htm

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+stimate the Si,e o$ a Project

#unction Point A%%roach

function point is a measure of program sie that is 1asedon the systemBs num1er and comple%ity of inputs, outputs,queries, files, and program interfaces

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+stimating #unction Point

djusted rocessing $omple%ity ($) C +2 E ++* 5 $ C +F6

Total djusted Gunction oints (TG) C $ 5 T'G C 64/

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#unction Point: Best Practice To make things simple, $ estimation could use 9alues of

+2, * and */2

-est way to do G: once at project lunch, once after functionalrequirements are listed (after use case in 'H), and once moreif major modification happens

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#unction Point to Programming &anguage

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!ffort (in personImonths) C*4 J thousands of lines of code

chedule time (months) C/+ J personImonths*0/

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&imitations o$ the #PA

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Acti(ity Planning

cti9ity planning includes: electing a systems analysis team !stimating time required to complete each task cheduling the project

Two tools for project planning and control are

#antt charts and !"T diagrams

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Identi$y !as4s

rojectphasestasks or acti9ities

Tasks can 1e indentified through: DH$

roduct Time is estimated for each task or acti9ity

ost likely, pessimistic, and optimistic estimates

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A !ale o$ !5o !ools6

P+R! chart= a graphical network model used to depictthe interdependencies 1etween a projectBs tasks

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+stimate !as4 Durations

* !stimate the minimum amount of time= the optimistic duration(@D)

6 !stimate the ma%imum amount of time= the pessimisticduration (D)

/ !stimate the e%pected duration(!D)4 $alculate a weighted a9erage of the most likely duration(D)

as follows:

D = (1 x OD) + (4 x ED) + (1 x PD)

6

3.33 days = (1 x 2 days) + (4 x 3 days) + (1 x 6 days)

6

PDEDOD

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P+R!

!"TIrogram !9aluation and "e9iew Technique

I -est for identifying the critical path

I onitoring critical path will identify shortest time tocomplete the project

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P+R!

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!asy identification of the order of precedence

!asy identification of the critical path and thus

critical acti9ities

!asy determination of slack time, the leeway tofall 1ehind on noncritical paths

!"T Diagram d9antages

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A !ale o$ !5o !ools6

)antt chart= a 1ar chart used to depict project tasksagainst a calendar

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S%eci$y Intertas4 De%endencies

GinishItoIstart (G)LThe finish of one task triggers thestart of another task

tartItoIstart ()LThe start of one task triggers thestart of another task

GinishItoIfinish (GG)LTwo tasks must finish at the same

time

tartItoIfinish (G)LThe start of one task signifies thefinish of another task

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Scheduling Strategies

#or5ard scheduling= a project schedulingapproach that esta1lishes a project start dateand then schedules forward from that date

Re(erse scheduling= a project schedulingstrategy that esta1lishes a project deadline andthen schedules 1ackward from that date

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!ime'o8ing

"emem1er the three constraints of a project?

>hich one is usually GMN!D? >hat if e%pectations cannot 1e met?

Mn time1o%ing, we fi% the time Mf change has to 1e made, we either ? @r ?

The keyto time1o%ing is the O+06+ rule

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Assign Resources

eople includes all the system owners, users, analysts, designers, 1uilders,

e%ternal agents, and clerical help that will 1e in9ol9ed in the project in anyway

er9ices includes ser9ices such as a quality re9iew that may 1e charged on a per

use 1asis Gacilities and equipment

Mncludes all rooms and technology that will 1e needed to complete theproject

upplies and materials

Mncludes e9erything from pencils, paper, note1ooks to toner cartridges,and so on

oney = includes a translation of all of the a1o9e into 1udgeteddollarsP

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Sta$$ing

The ore, The errier?

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Direct the Team !ffort

-e $onsistent ro9ide upport

DonBt ake romises 3ou $anBt Keep

raise in u1licQ $riticie in ri9ate

-e ware of orale Danger oints

et "ealistic Deadlines

et ercei9a1le Targets

!%plain and how, "ather Than Do DonBt "ely Rust on 7tatus "eports8

!ncourage a #ood Team pirit

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onitor and $ontrol rogress

rogress reporting

$hange management

!%pectations management

chedule adjustmentsLcritical path analysis($)

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!%pectations anagement

+8%ectations management matri8= a tool used tounderstand the dynamics and impact of changing theparameters of a projectThe most important

The second most important

The least important

$an ha9e onlyone N in eachrow and eachcolumn

Hunar roject !%pectations

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Hunar roject !%pectationsanagement

Typical Mnitial !%pectations for a

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Typical Mnitial !%pectations for aroject

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djusting !%pectations

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$hanging riorities

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!he S"#! side o$ %roject management

IS 390 _9_PM

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