Z556 Systems Analysis & DesignSession 4

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Need Your Input

• ILS Orientation

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Project Management Basics

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PM Main Processes

• Decision-making• Communication• Coordination• …all support controlling the:

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Performance (quality)

Time (schedule)Cost

All Team Members Have Project + Project Management Duties

• Project activities focus on producing the deliverable(s)

• Project management activities focus on control of project:• Decision-making, communication, coordinating,

planning, monitoring, assessing, controlling, changing

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Project Management Areas

CommonSense

Project Management Institute “Areas”

WhoWhatWhenWhereHowWhy

HR—human resourcesScope, cost, quality, objectives, risk mgtTime (schedules, milestones, due dates)CoordinationIntegration & coordination, communicationQuality control

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http://www.pmi.org/

Comparison of PM Models’ Phases

Lewis Model Haney Model PMI Model

1. Define 1. Start (set up) 1. Initiate

2. Plan Strategy 2. Do (middle) 2. Plan

3. Plan Implementation

3. Execute

4. Execute & Control

4. Monitor

5. Learning 3. Close out (finish)

5. Closing

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PM Phases and Activities

• Start (set up)• Define project goals: deliverables, due dates, quality • Plan project: roles & responsibilities, schedules, norms

• Do (middle)• Project tasks: interview, analyze, write report, etc• PM tasks: monitor, assess, change

• Close out (finish)• Project tasks: deliver report & presentation• Project management tasks: “lessons learned”

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PMI Model (2013)

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Project Management Institute (2013). A guide to the project management body of knowledge.

Project Management Process (Performance Knowledge Inc.)

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Communicate Lead Build Team Negotiate Manage Conflict

Planning and Proposal

People

ProjectEvaluation

And Wrap-UpWork

Management

FinancialManagement

Client Relations

Plan Execute

MeasureUpdate

Project Management Tips

• Spend more time (LOTS of time) on defining and planning in the beginning

• Spend a lot of time on team process aspects (expectations, rules of behavior, conflict mgt processes, etc.) in the beginning

• Do not let problems build up—deal with them• Set a schedule and stick to it• Plan on ending all project activities before final due

date• Communicate with the instructor about problems

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Scheduling: Network Diagram (Information Gathering Plan/Scheduling)

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Decide a project

Identify members’ expertise

Interview the client

Identify informants

Estimatetimeline

Write up the informationGathering plan

Identify observation occasions

Produce Gant chart or Network diagram

Identify documents

Scheduling: Network Diagram (Sales Promotion Tracking System)

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Requirementscollection

Screen design

Report design

Databasedesign

Userdocumentation

Programming Testing

Installation

Scheduling: Sequence of Activities (Sales Promotion Tracking System)

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ACTIVITY PRECEDING ACTIVITY1. Requirements collection --2. Screen design 13. Report design 14. Database design 2, 35. User documentation 46. Programming 47. Testing 68. Installation 5, 7

Scheduling: Gantt Chart (Sales Promotion Tracking System)

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Getting the Data

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Agile Software Development (Williams, 2012)

• Original 12 principles were developed in 2001• Surveys conducted in 2010 (326 + 93

respondents)• overwhelming support for the original principles• Suggested revisions• Importance of face-to-face communication

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10 Key Principles of Agile (Waters, 2007)

• Active user involvement is imperative

• The team must be empowered to make decisions

• Requirements evolve but the timescale is fixed

• Capture requirements at a high level; lightweight & visual

• Develop small, incremental releases and iterate

• Focus on frequent delivery of products

• Complete each feature before moving on to the next

• Apply the 80/20 rule• Testing is integrated

throughout the project lifecycle—test early and often

• A collaborative & cooperative approach between all stakeholders is essential ILS

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http://www.allaboutagile.com/what-is-agile-10-key-principles/

Determining System Requirements (Valacich, et al., 2012)

Types of Deliverables Specific DeliverablesInformation collected from users

Interview transcriptsNotes from observationsMeeting notes

Existing documents and files

Business mission & strategy statementSample business forms/reports/ computer displaysProcedure manualsFlowcharts/documentations of existing systemsTraining manuals

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Determining System Requirements (Valacich, et al., 2012)

Types of Deliverables Specific DeliverablesComputer-based information

Displays and reports from system prototypes

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Traditional Methods of Collecting System Requirements (Table 5-2, p. 126, Valacich, et al., 2012)

• Interviews with individuals• Observations of workers• Document reviews• Your own experience (see Block, Ch 13)• [Questionnaires]

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Interviews

• May want to use an interview guide:• Figure 5-2, p. 128, Valacich, et al., 2012

• Use an interview as a joint learning event• Be personal (contextualized) –it’s helpful to conduct

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General

specific

Interviews (cont.)

• Guidelines for effective interviewing (Table 5-3, p. 127, Valacich, et al., 2012)

• Type your notes within 48 hours 24 hours• May want to send the notes back to the interviewee

(member checking)• Thank the person• Obtain a variety of perspectives

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Interviews—Layers

• Level 1: What is the technical or business problem that you are experiencing?

• Level 2: What are other individuals in the org doing to either cause or maintain this problem?

• Level 3: What is your role in the problem? LIS

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Questionnaires

• Choosing questionnaire respondents• Convenient sampling• Random sampling• Purposeful sampling• Stratified sampling

• Designing questionnaires• Reduce ambiguity (c.f., example on the Q about backup)

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Interviews & Questionnaires

Pros Cons

Interviews

Questionnaires

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Fill out the chart below

Observation

• Remember “Contextual Inquiry?”• 4 Principles of Contextual Inquiry:

• Context• Partnership• Interpretation• Focus

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Document Reviews

• Useful documents:• A written work procedure (a ka. Job Aid)

• May find needs for reorganization• A formal system vs. an information system (c.f., work-to-

order strike in France)

• A business form (c.f., artifact model)• A report generated by current systems• Documents that describe the current information

systems

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Modern Methods for Determining System Requirements

• JAD: Join Application Design (see Figure 5-6, p. 138, Valacich, et al., 2009)• What’s the pros and cons of JAD?

• Prototyping• Business process reengineering (BPR)

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Project Team Formation

• You have three chances to choose a project• Rules:

• You can stay in the same project for all the three times, if you’d like

• The person who wrote the project will clarify questions about the project

• The third time is the final round (i.e., your group)• Discuss everyone’s schedule

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Topics to Discuss as a Group• Process

• Regular meeting schedule• Group norms• Conflict resolution

• Project• Project objectives (Team assignment: Info gathering plan

& scheduling due next week)• Deliverables• Constrains• Boundaries/scope• Milestones

• Schedule

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Tools for Group Work

• Oncourse • Group Spaces; discussion forum

• Project wiki page• E.g., http://pbworks.com/

• Box @ IU (https://kb.iu.edu/d/bccq)

• Team Project Assignment Draft #1 due in the next week – project scheduling/info gathering• MS Project (Wells Library IC, https://iuanyware.iu.edu/vpn/

index.html )• Open Project (https://www.openproject.org/) • Tom’s planner (https://www.tomsplanner.com/)• Gantt Project (http://www.ganttproject.biz/) • MS Excel

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