bis 360 – lecture two ch. 3: managing the is project
TRANSCRIPT
![Page 1: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/1.jpg)
BIS 360 – Lecture Two
Ch. 3: Managing the IS Project
![Page 2: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/2.jpg)
Objectives
What is a Project? Managing IS Project Why projects fail? Project Management Tools -
Gantt/PERT
![Page 3: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/3.jpg)
What is a Project?
A planned undertaking of a series of related activities to reach an objective that have a beginning and an end.
![Page 4: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/4.jpg)
Managing the IS Projects
Focus of project management
To ensure that information system projects meet customer expectations
• Delivered in a timely manner• Meet time constraints and requirements
![Page 5: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/5.jpg)
Project Management
As a project manager, the systems analyst is responsible for:– Initiating the project– Planning the project– Executing the project– Closing down the project
![Page 6: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/6.jpg)
Project Initiation
Assess the size, scope, and complexity of the project and to establish the procedures to support later project activities– Establishing the Project Initiation Team– Establishing Relationship w/ Customer– Establishing Project Initiation Plan– Establishing Management Procedures– Establishing Project Management Tools and
Workbook (Figure 3-6, p.67)
![Page 7: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/7.jpg)
Systems Development Life Cycle (SDLC)
Project ID and Selection
Proj. Initiation & Planning
Analysis
Logical Design
Physical Design
Implementation
Maintenance
ProjectInitiating
![Page 8: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/8.jpg)
Project Planning
The process which focuses on defining clear, discrete activities and the work needed to complete each activity within a single project
– Scope and Feasibility: understand and describe project scope, alternatives, and feasibility
• What problem is addressed• What results are to be achieved• Measures of success• Completion criteria
![Page 9: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/9.jpg)
Project Planning (cont’d)
– Divide the project into manageable tasks• Work breakdown structure
– Estimate resources and create a resource plan– Develop a preliminary schedule
• Utilize Gantt and PERT charts
– Develop a communication plan• Outline communication processes among customers,
team members and management
– Determine project standards and procedures• Specify how deliverables are tested and produced
![Page 10: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/10.jpg)
Project Planning (cont’d)
– Identify and assess risk• Identify sources of risk• Estimate consequences of risk
– Create a preliminary budget– Develop a statement of work
• Describe what the project will deliver and duration
– Set a Baseline Project Plan• Estimate of project’s tasks and resources
![Page 11: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/11.jpg)
Systems Development Life Cycle (SDLC)
Project ID and Selection
Proj. Initiation & Planning
Analysis
Logical Design
Physical Design
Implementation
Maintenance
ProjectPlanning
![Page 12: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/12.jpg)
Project Execution
The process that puts all planned activities into action– Execute Baseline Project Plan
• Acquire and assign resources• Train new team members• Keep project on schedule
– Monitor project progress• Adjust resources, budget and/or activities
![Page 13: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/13.jpg)
Project Execution (cont’d)
– Manage changes to Baseline Project Plan• Slipped completion dates• Changes in personnel• New activities• Bungled activities
– Maintain project workbook– Communicate project status
![Page 14: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/14.jpg)
Systems Development Life Cycle (SDLC)
Project ID and Selection
Proj. Initiation & Planning
Analysis
Logical Design
Physical Design
Implementation
Maintenance
ProjectExecution
![Page 15: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/15.jpg)
Project Close Down
The process that focuses on bringing the project to an end– Termination
• Types of termination– Natural (requirements have been met) or Unnatural
(project stopped)
• Documentation• Personnel Appraisal
![Page 16: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/16.jpg)
Project Close Down (cont’d)
– Conduct post-project reviews• Determine strengths and weaknesses of:
– Project deliverables– Project management process– Development process
– Close customer contract
![Page 17: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/17.jpg)
Why Do Projects Fail ?
Only 25% have – well-defined and consistently practiced
project management processes– formal estimating methods– created manageable tasks (say <40 hours)
with clear deliverables and due dates at least every 2 weeks
Most project managers spend 80% of their time in execution instead of in project start-up, risk assessment, etc.
![Page 18: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/18.jpg)
From the projects that failed
23% lack of project plan 22% inadequate definition of scope 14% lack of communication with users 11% lack of personnel with right skills 8% lack of communication in the team 8% inaccurate estimation
![Page 19: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/19.jpg)
Representing and Scheduling Project Plans
Gantt Charts– Show when a task should begin and end– Do not typically show how tasks must be ordered
(precedence – successor tasks)
PERT (Networks Diagram) Charts– Project Evaluation and Review Technique– A graphic networking technique that shows
ordering of activities by connecting a task to its predecessor and successor tasks
3.193.19
![Page 20: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/20.jpg)
Microsoft Project 2002 Task Name, Duration, S/F Times
Primitivetasks
Summarytasks
![Page 21: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/21.jpg)
Microsoft Project 2002 Gantt Chart
Range of a Summary task(phase)
A non-critical task
Criticaltask
![Page 22: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/22.jpg)
Gantt Chart
A simple horizontal bar chart that depicts project tasks against a calendar
Two basic scheduling approaches:– Forward scheduling establishes a project
start-date and then schedules forward from that date
– Reverse scheduling establishes a project deadline and then schedules backward from that date
![Page 23: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/23.jpg)
Microsoft Project 2002PERT (Networks Diagram) Chart
![Page 24: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/24.jpg)
Critical Path
Critical path (CP) - it is a sequence of dependent (projects) tasks that have the largest sum of estimated duration (i.e., the longest path).
It means: Any delay in any task on the CP will
cause the delay for the whole project!!
![Page 25: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/25.jpg)
An Example for Critical Path
Consider a project with 11 tasks
AB
C D
E F
G
HI
J K
32
442
1
33 6
1 3
Which one is the critical path?
![Page 26: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/26.jpg)
Gantt Chart from MS Project 2002
Can you tell which is the Critical Path?
![Page 27: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/27.jpg)
The Identified Critical Path
CP: A - C - H - K (total duration = 13 days )
![Page 28: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/28.jpg)
What if Task # 4 is Delayed?
Task # 4 is not on the critical pathIt contains slack time that provides some flexibility in scheduling
![Page 29: BIS 360 – Lecture Two Ch. 3: Managing the IS Project](https://reader030.vdocuments.net/reader030/viewer/2022032612/56649ebb5503460f94bc2c80/html5/thumbnails/29.jpg)
PERT (Networks Diagram) Vs. Gantt
PERT is usually recommended for larger projects with high intertask dependency
Gantt is recommended for simple projects or parts of large projects
PERT and Gantt charts can be used in a complementary manner to support Project Management