Systems Analysis and Design

Chapter 3
Managing Systems Projects
Chapter Objectives
Explain techniques for estimating task
completion times and costs
Describe various scheduling tools, including
Gantt charts and PERT/CPM charts
Analyze task dependencies, durations, start
dates, and end dates

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Chapter Objectives
Identify examples of project management
software and explain how these programs can
assist you in project planning, estimating,
scheduling, monitoring, and reporting
Explain software change control
Understand why projects sometimes fail

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Introduction
You will learn 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

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Project Management Overview
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

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Project Management Overview
Project managers typically perform four main
tasks:
Project planning
Project scheduling
Project monitoring and controlling
Project reporting

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Project Planning

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Project Planning
Identifying Tasks
One important variable is the size of the project,
because the amount of work increases
dramatically as project scope increases
A project that is twice as large will be much more
than twice as complex

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Project Planning
Identifying Tasks
Multiple interactions can
lead to
misunderstandings and
delay
Project creep
The capabilities of
project team members
also affect time
requirements
Brooks Law

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Project Planning
Estimating Task Completion Time and Cost
Person-days
Some tasks can be divided evenly so it is possible
to use different combinations of time and people,
up to a point
In most systems analysis tasks, however, time and
people are not interchangeable

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Project Planning
Estimating Task Completion Time and Cost
Best-case estimate (B)
Probable-case estimate (P)
Worst-case estimate (W)
Weight
Expected task duration:
(B+4P+W)
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Project Planning
Factors Affecting Time and Cost Estimates
Project size and scope
IT resources
Prior experience with similar projects or systems
Applicable constraints

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Project Scheduling
A project schedule is a specific timetable
Project scheduling also involves selecting and
staffing the project team, assigning specific
tasks to team members, and arranging for
other necessary resources
Must balance task time estimates, sequences,
and personnel assignments
Several graphical planning aids can help

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Gantt Charts

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PERT/CPM Charts
The Program Evaluation Review Technique
(PERT)
Critical Path Method (CPM)
The distinctions between the two methods
have disappeared over time, and today the
technique is called either PERT, CPM, or
PERT/CPM

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PERT/CPM Charts
Overview of PERT/CPM
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

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PERT/CPM Charts
PERT/CPM Tasks
Task box
Task ID
Task name
Task Duration
Start Day/Date
Finish Day/Date

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PERT/CPM Charts
Task Patterns
Dependent Tasks
Multiple successor tasks
Concurrent task
Predecessor task
Successor task
Multiple Predecessor Tasks

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PERT/CPM Charts
Complex Task Patterns
When various task patterns combine, you must
study the facts carefully in order to understand
the logical sequence
A project schedule will not be accurate unless the
underlying task pattern is logically correct

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PERT/CPM Charts
A PERT/CPM Example with Five Tasks

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PERT/CPM Charts
Critical Path
Slack time
If any task along the critical path falls behind
schedule, the entire project is delayed
A critical path includes all tasks that are vital to
the project schedule
If necessary, a project manager can reassign
resources to keep the project on schedule

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PERT/CPM Charts
Transforming a Task List into a PERT/CPM
Chart

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PERT/CPM Charts
Transforming a Task List into a PERT/CPM
Chart

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PERT/CPM Charts
Comparing Gantt Charts and PERT/CPM
Although a Gantt chart offers a rapid overview
that graphically displays the timing, duration, and
progress of each task, many project managers find
PERT/CPM charts more helpful for scheduling,
monitoring, and controlling projects
PERT/CPM and Gantt charts are not mutually
exclusive techniques

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Project Risk Management
Every IT 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

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Project Risk Management
Steps in Risk
Management
Analyze the risks
Qualitative risk analysis
Quantitative risk analysis
Create a risk response
plan
Monitor risks

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Project Risk Management
Risk Management Software Tools
Most project management software programs,
such as Microsoft Project, contain various tools
that a project manager can use
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

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Project Monitoring and Control
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

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Project Monitoring and Control
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

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Project Reporting
Project Status Meetings

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Project Reporting
Project Status Reports
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

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Project Management Software
Project Management
Software Examples
Microsoft Office Project
2007
Open Workbench
Open-source software

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Project Management Software
A Sample Project Using Microsoft Project and
Open Workbench

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Project Management Software
A Sample Project Using Microsoft Project and
Open Workbench

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Software Change Control
Software Change Control
A procedure for processing requests for
changes to an information systems
requirements consists of four steps:
Complete a change request form
Take initial action on the request
Analyze the impact of the requested change
Determine the disposition of the requested change

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Keys to Project Success
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

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Keys to Project Success
Budget Issues
Cost overruns typically result from one or more of
the following:
Unrealistic estimates
Failure to develop an accurate TCO forecast
Poor monitoring of progress and inadequate reaction to
early signs of problems
Schedule delays due to unanticipated factors
Human resource factors

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Keys to Project Success
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

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Keys to Project Success
Successful Project Management
When problems occur, the project managers
ability to handle the situation becomes the critical
factor
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

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Keys to Project Success
Successful Project Management
If a project is in trouble because of a lack of
resources or organizational support, management
might be willing to give the project more
commitment and higher priority
A typical response is to push back the completion
date
Option only if the original target date is flexible
and the extension will not create excessive costs
or other problems

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Chapter Summary
Project management is the process of
planning, scheduling, monitoring and
controlling, and reporting upon the
development of an information system
Begins with identifying and planning all
specific tasks or activities
Can use graphical tools such as Gantt charts
and PERT/CPM charts to assist in the
scheduling process

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Chapter Summary
Project managers are responsible for risk
management
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 type of management

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Chapter Summary
Chapter 3 complete

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