Can you feel the joy Don't it make you want to Jump, jump, jump.
Jump to first page 1 2. Discussion question n It has been suggested that more ethical mistakes...
36
Jump to first page 1 2. Discussion question It has been suggested that more ethical mistakes result from failure of imagination than from failure of moral principle. If you cannot think of alternative courses of action, you have few choices. A practical aspect of ethical reasoning involves determining whether all available options are exhausted. Do you agree?
-
date post
21-Dec-2015 -
Category
Documents
-
view
221 -
download
2
Transcript of Jump to first page 1 2. Discussion question n It has been suggested that more ethical mistakes...
Jump to first page
1
2. Discussion question It has been suggested that more ethical
mistakes result from failure of imagination than from failure of moral principle. If you cannot think of alternative courses of action, you have few choices. A practical aspect of ethical reasoning involves determining whether all available options are exhausted. Do you agree?
Jump to first page
2
2. Discussion question Read and comment on the interview with a
project manager at the end of Chapter 2 & 3.
Jump to first page
3
DEFINING IT PROJECT SCOPE
Jump to first page
4
3. Project scope Two important interrelated questions:
What is to be developed? How it should be developed?
This is true for Developers (project manager and team
members) and Recipients (users and sponsors)
Both must be clear on project ‘intent’.
Jump to first page
5
3. Project specifications Project success is closely tied with user
needs specification. It is important for the developers to
understand exactly what the project is expected to accomplish.
Effective allocation of resources is dependent on it.
It saves time by eliminating features that have little value to the customer.
Jump to first page
6
Jump to first page
7
Jump to first page
8
Jump to first page
9
Jump to first page
10
Jump to first page
11
Jump to first page
12
3. Project scope Project scope is the guide for
developing project plan. Project plan is the guide for project
execution. Thus, project success is directly linked
with the project scope. Project scope is developed by the
project manager in close collaboration with the customer.
Jump to first page
13
3. Project scope content It clearly describes deliverables that are:
Realistic and Doable
It is a source for measuring progress and controlling quality.
It must be clear on: Overall objectives Specific deliverables Milestones Needed resources
Jump to first page
14
3. Overall objectives Example, “to develop and implement a
web based inventory system that integrates all suppliers within 18 months at an approximate cost of $100,000.”
This statement suggests what is expected, when it is expected, and at what cost.
Jump to first page
15
3. Deliverables Must be defined with specific time and cost
projected. Example, “a prototype of a system within
two months at the cost of $25,000.” Deliverables are used as a base to assign
responsibilities and evaluate performance. Collectively, deliverables accomplish the
overall objectives of the project.
Jump to first page
16
3. Milestones A milestone reflects an event - a point in the
life of the project when a significant accomplishment has been made. Example, prototype test is complete
Milestones are based on deliverables and used to monitor progress. Once milestones fall behind schedule it is an indication that the entire project may be delayed.
They must be easily recognized by all team members and sponsors.
Jump to first page
17
3. Resources Divided into three main components:
human resources (talent and skills required in the team).
facilities and equipment (communication channels, testing tools).
organizational (support, collaboration with inside and outside entities).
Exclusion or exemption clauses can be included when unusual situations are expected.
Once agreed, get developers and sponsors to sign the project scope statement.
Jump to first page
18
3. Project charter Used to get authorization for a project and
includes: project title project sponsors project manager’s name start date project objectives project cost and resources completion or due date
Does not replace ‘scope’ and is not always used.
Jump to first page
19
3. Project charter example Project title: OS migration from NT to XP Project sponsors: IT Support Services Project manager: Misty Blue Start date: November 1, 2004 Project objectives: Upgrade operating systems to XP
for all employees within 6 weeks. See attached page for the list of eligible employees.
Project cost: Budgeted $50,000 for labor costs and $20,000 for software.
Completion date: December 15, 2004 Comments: We expect Dew Berry and Jap Napa
from Instructional Development Office to work on this project. See attached for the list of team members.
Jump to first page
20
3. Work breakdown structure Breaks down the entire project into
manageable parts. Each part becomes a ‘work unit’ with its cost,
responsibility, due dates, and so on assigned to it.
It is similar to an organizational chart where a quick glance will tell us the number of divisions, the hierarchy, people responsible for each division, size of each division, and so on.
Jump to first page
21
3. Organizational chart
NOVICE SOFTWARE
SERVICES MARKETING DEVELOPMENT
DISTRIBUTION SALES
INTERNET COMMERCE
FINANCE
Jump to first page
22
3. WBS – Webpage project Consider, for example, a simple information
system project that has the objective of developing a webpage for a small business. You may break down this project to three phases of: Design Development Implementation
These activities are further defined as:
Jump to first page
23
3. WBS – Webpage project Design phase involves
Needs analysis determined through interviews with the business owner and employees.
Review and selection of software and languages Development phase involves
Purchase software Write programs and test Review the product with the user Make revisions based on feedback from the user
Implementation phase involves Select server site Obtain permission Install and test
Jump to first page
24
3. WBS – Webpage project
PhaseActivity
Description Due date
Team member
1. Design 1.1 Needs analysis1.2 Software selection
2 days2 days
Greg Fred
2. Development 2.1 Purchase software2.2 Write program2.3 Review with user2.4 Make revisions
1 day4 days1 day1 day
Fred MattMattMatt
3. Implementation 3.1 Select server3.2 Obtain permission3.3 Install system
1 day1 days2 days
JenniferJennifer
Matt
Jump to first page
25
3. WBS – Coding scheme 1.0 Design
1.1 Needs analysis1.1.1 Define owner needs1.1.2 Define user needs
1.2 Software selection1.2.1 Define system needs priorities1.2.2 Survey available software1.2.3 Recommend software choice
2. Development 2.1 Purchase software2.2 Write program2.3 Review with user2.4 Make revisions
3. Implementation
Jump to first page
26
3. WBS - Change Most information systems go through
several changes before they are complete.
It is important to update all records once a change has been made.
Software packages such as MS Project will update all documents once a change has been made to a work unit.
Jump to first page
27
3. WBS – As a Mgmt. tool To monitor progress. To evaluate cost, time, and quality. Assign responsibility for each ‘work unit’
or ‘work package’. To control quality; each work unit is a
control point. It helps communication and
documentation. Has clearly defined deliverables.
Jump to first page
28
3. WBS - Approach Top-down – start from the highest level
and work your way down to the lowest level. Good when the project manager can
visualize the entire project. Bottom-up - start from the lowest level
and work your way up toward the overall project level. Good to involve team members and
utilize expertise. Time consuming.
Jump to first page
29
3. WBS – Check list Work units must be clear and understood by
those responsible. Each work unit must be independent of other
work units for ease of allocating resources. Each work unit must have one person
responsible even if multiple individuals work on it.
The sum of work units must result in the project outcome.
Team members must be involved in its development.
Jump to first page
30
3. Work unit responsibility chart
Deliverables Greg Matt Jennifer Fred
Define owner needs Principle
Define user needs Principle Support
Define system needs priorities
Support Principle
Survey available software Support Principle
Recommend software choice
…..
…..
Jump to first page
31
3. Work unit responsibilities Document and communicate Use a form; could be a simple one like the
table on the previous slide. Responsibility chart also describes authority. The chart helps coordinate between units
especially for large projects. Lack of clear responsibility and authority is
often the source of misunderstanding, poor coordination, and discontent.
Jump to first page
32
Jump to first page
33
3. Discussion question What would you do in cases where
deliverables are difficult to define? Can you use milestones as
deliverables? How does WBS differ from project
network? How are the two linked?
Jump to first page
34
3. WBS - Hierarchical breakdown
McGraw-Hill/Irwin © 2003 The McGraw-Hill Companies, Inc., All Rights Reserved.
Hierarchical Breakdown of the WBS
4-3
Jump to first page
35
3. WBS - Levels
McGraw-Hill/Irwin © 2003 The McGraw-Hill Companies, Inc., All Rights Reserved.
Work Breakdown Structure
4-4
Jump to first page
36
3. Assignment 1 Start working on your assignment 1
that is due next week:
“Describe an information system project, define its scope, list major activities involved in that project, and develop a work breakdown structure for it.”
