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Systems Analysis and Design in a Changing World, Fifth Edition

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Learning Objectives

• Explain the elements of project management and the responsibilities of a project manager
• Explain project initiation and the activities in the project planning phase of the SDLC
• Describe how the scope of the new system is determined

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Learning Objectives (continued)‏

• Develop a project schedule using Gantt charts
• Develop a cost/benefit analysis and assess the feasibility of a proposed project
• Discuss how to staff and launch a project

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Overview

• Fundamental principles of project management
• Role of project manager
• Project management as part of the SDLC
• Project management knowledge areas
• How information system projects initiated
• RMO project initiation

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Overview (continued)‏

• The project planning activities within the SDLC
• Planning the problem needing an IS solution
• Developing a project schedule
• Confirming project feasibility
• Staffing and Launching a project
• Project planning at RMO

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Project Success Factors

• Project management important for success of system development project
• 2000 Standish Group Study
• Only 28% of system development projects successful
• 72% of projects canceled, completed late, completed over budget, and/or limited in functionality
• Thus, project requires careful planning, control, and execution

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Reasons for Project Failure

• Incomplete or changing requirements
• Limited user involvement
• Lack of executive support
• Lack of technical support
• Poor project planning
• Unclear objectives
• Lack of required resources

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Reasons for Project Success

• Clear system requirement definitions
• Substantial user involvement
• Support from upper management
• Thorough and detailed project plans
• Realistic work schedules and milestones

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Role of the Project Manager

• Project management – organizing and directing people to achieve a planned result within budget and on schedule
• Success or failure of project depends on skills of the project manager
• Beginning of project – plan and organize
• During project – monitor and control
• Responsibilities are both internal and external

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Internal Responsibilities

• Identify project tasks and build a work breakdown structure
• Develop the project schedule
• Recruit and train team members
• Assign team members to tasks
• Coordinate activities of team members and subteams

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Internal Responsibilities

• Assess project risks
• Monitor and control project deliverables and milestones
• Verify the quality of project deliverables

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External Responsibilities

• Report the project’s status and progress
• Establish good working relationships with those who identify the needed system requirements
• The people who will use the system
• Work directly with the client (the project’s sponsor) and other stakeholders
• Identify resource needs and obtain resources

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Participants in a System
Development Project ‏

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Figure 3-1

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Various Titles/Roles of Project Managers ‏

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Figure 3-2

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Project Management Tasks

• Beginning of project
• Overall project planning
• During project
• Project execution management
• Project control management
• Project closeout
• Project management approach differs for
• Predictive SDLC
• Adaptive SDLC

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Project Management and SDLC Tasks for a Predictive Project

Systems Analysis and Design in a Changing World, 5th Edition

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Figure 3-3

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Project Management and SDLC Tasks for an Adaptive Project

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Figure 3-4

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Level of Formality

• Independent of type of project (predictive or adaptive)‏
• Independent of approach to development (structured or object-oriented)‏
• Highly formal projects
• Formal status reports, formal requirements, etc.
• Less formal projects
• Agile Software Development
• Focus on the team, the users
• Plan for change, be flexible

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Project Management Body of Knowledge (PMBOK)‏

• Scope management
• control functions included in system
• control scope of work done by team
• Time management
• Build detailed schedule of all project tasks
• Monitor progress of project against milestones
• Cost management
• Calculate initial cost/benefit analysis
• Monitor expenses

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Project Management Body of Knowledge (continued)‏

• Quality management
• Establish quality plan and control activities for each project phase
• Human resource management
• Recruit and hire project team members
• Train, motivate, team build
• Communications management
• Identify stakeholders and their communications
• Establish team communications

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Project Management Body of Knowledge (continued)‏

• Risk management
• Identify and review risks for failure
• Develop plans to reduce these risks
• Procurement management
• Develop requests for proposals (RFPs)‏
• Evaluate bids, write contracts, monitor performance
• Integration management

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Project Initiation and Project Planning

• Driving forces to start project
• Respond to opportunity
• Resolve problem
• Conform to directive
• Project initiation comes from
• Long-term IS strategic plan (top-down) prioritized by weighted scoring
• Department managers or process managers (bottom-up)‏
• Response to outside forces (HIPAA)‏

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Initiating Customer Support System RMO

• Strategic IS plan directs IS development’s project priorities
• Customer support system (CSS) selected
• John MacMurty – creates project charter
• Barbara Halifax – project manager
• Steven Deerfield – senior systems analyst
• Goal is to support multiple types of customer services (ordering, returns, online catalogs)‏
• Project charter describes key participants

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RMO Project Charter

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Figure 3-5

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Project Planning Activities

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Figure 3-6

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Project Planning Activities and
their key questions

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Figure 3-7

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Defining the Problem

• Review business needs
• Use strategic plan documents
• Consult key users
• Develop list of expected business benefits
• Identify expected system capabilities
• Define scope in terms of requirements
• Create system scope document
• Build proof of concept prototype
• Create context diagram

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System Scope Document

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Figure 3-8

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Context Diagram for Customer Support

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Figure 3-9

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Defining the Problem at RMO

• Barbara – Completed problem definition statement
• Steve – Conducted preliminary research on alternative solutions
• Barbara, Steve, and William McDougal – Proceeded with analysis before making solution decisions
• Barbara and Steve – Began schedule, budget, feasibility statement for new system

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Producing the Project Schedule

• Develop work breakdown structure (WBS)‏
• Build a schedule using Gantt chart
• Develop resource requirements and the staffing plan

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Work Breakdown Structure
(Predictive)‏

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Figure 3-10

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Work Breakdown Structure
(Adaptive)‏

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Figure 3-11

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Entering WBS into MS Project

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Figure 3-12

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Using a Split Window for Duration and Predecessor Information

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Figure 3-13

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Task Definitions

• Critical path is the sequence of connected tasks that cannot be delayed without causing the project to be delayed‏
• Slack time is that amount of time a task can be delayed without delaying the project
• Float – another term used to define slack time
• Milestone is a definite completion point that is marked by a specific deliverable or event

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Tracking Gantt Chart for Project Plan

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Figure 13-14

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Resource Sheet with Two Resources

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Figure 3-15

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Entering Resources for Tasks

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Figure 3-16

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Gantt Chart for Entire Project (with overlapping phases)‏

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Figure 3-17

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Gantt Chart for Iterative Project

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Figure 3-18

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Identifying Risks and
Confirming Project Feasibility

• Risk management
• Organizational and cultural feasibility
• Technological feasibility
• Schedule feasibility
• Resource feasibility
• Economic feasibility
• Cost/benefit analysis
• Sources of funds (cash flow, long-term capital)‏

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Risk Analysis

Systems Analysis and Design in a Changing World, 5th Edition

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Figure 3-19

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Organizational and Cultural Feasibility

• Each company has own culture
• New system must fit into culture
• Evaluate related issues for potential risks
• Low level of computer competency
• Computer phobia
• Perceived loss of control
• Shift in power
• Fear of job change or employment loss
• Reversal of established work procedures

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Technological Feasibility

• Does system stretch state-of-the-art technology?
• Does in-house expertise presently exist for development?
• Does an outside vendor need to be involved?
• Solutions include
• Training or hiring more experienced employees
• Hiring consultants
• Changing scope and project approach

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Schedule Feasibility

• Estimates needed without complete information
• Management deadlines may not be realistic
• Project managers
• Drive realistic assumptions and estimates
• Recommend completion date flexibility
• Assign interim milestones to periodically reassess completion dates
• Involve experienced personnel
• Manage proper allocation of resources

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Resource Feasibility

• Team member availability
• Team skill levels
• Computers, equipment, and supplies
• Support staff time and availability
• Physical facilities

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Economic Feasibility

• Cost/benefit analysis
• Estimate project development costs
• Estimate operational costs after project
• Estimate financial benefits based on annual savings and increased revenues
• Calculate using table of costs and benefits
• Uses net present value (NPV), payback period, return on investment (ROI) techniques

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Supporting Detail for Salaries
and Wages for RMO

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Figure 3-20

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Summary of Development Costs for RMO

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Figure 3-21

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Summary of Annual Operating Costs
for RMO

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Figure 3-22

Systems Analysis and Design in a Changing World, 5th Edition

Systems Analysis and Design in a Changing World, 5th Edition

Systems Analysis and Design in a Changing World, 5th Edition

Systems Analysis and Design in a Changing World, 5th Edition

Systems Analysis and Design in a Changing World, 5th Edition

Systems Analysis and Design in a Changing World, 5th Edition

Systems Analysis and Design in a Changing World, 5th Edition

Systems Analysis and Design in a Changing World, 5th Edition