computer system analysis chapter 3 managing the information systems project dr. sana’a wafa...

Computer System AnalysisComputer System Analysis

Chapter 3 Managing the Information Systems ProjectChapter 3 Managing the Information Systems Project

Dr. Sana’a Wafa Al-SayeghDr. Sana’a Wafa Al-Sayegh

11stst quadmaster quadmaster

University of Palestine

Learning ObjectivesLearning Objectives Explain the process of managing an Explain the process of managing an

information systems projectinformation systems project Discuss skills required to be an effective Discuss skills required to be an effective

project managerproject manager Describe skills and activities of a project Describe skills and activities of a project

manager during project initiation, planning, manager during project initiation, planning, execution and closedownexecution and closedown

Explain Gantt and Pert chartsExplain Gantt and Pert charts Review commercial project management Review commercial project management

software packagessoftware packages3.23.2

Figure 3-1Figure 3-1Three computer applications at Pine Valley Furniture: Order Filling, Three computer applications at Pine Valley Furniture: Order Filling,

Invoicing, and PayrollInvoicing, and Payroll(Source: Hoffer, Prescott, and McFadden, 2002)(Source: Hoffer, Prescott, and McFadden, 2002)

3.33.3

Pine Valley FurniturePine Valley Furniture

Manufacturing CompanyManufacturing Company Product: Wood FurnitureProduct: Wood Furniture Market: USMarket: US Organized into functional areasOrganized into functional areas

ManufacturingManufacturing SalesSales OrdersOrders AccountingAccounting PurchasingPurchasing

Three independent computer systems were converted to a Three independent computer systems were converted to a database in 1990’sdatabase in 1990’s

3.43.4

Managing the Information Managing the Information Systems ProjectSystems Project

Focus of project managementFocus of project management To ensure that information system projects meet To ensure that information system projects meet

customer expectationscustomer expectations Delivered in a timely mannerDelivered in a timely manner Meet time constraints and requirementsMeet time constraints and requirements

3.53.5

Project ManagerProject Manager Systems Analyst responsible for:Systems Analyst responsible for:

Project initiationProject initiation PlanningPlanning ExecutionExecution Closing downClosing down


3.63.6


Project ManagerProject Manager Activities include:Activities include:

ManagementManagement LeadershipLeadership TechnicalTechnical Problem solvingProblem solving Conflict managementConflict management Customer relationsCustomer relations Team managementTeam management Risk and change managementRisk and change management

Project Management ProcessProject Management Process

ProjectProject Planned undertaking of related activities to reach an Planned undertaking of related activities to reach an

objective that has a beginning and an endobjective that has a beginning and an end Four PhasesFour Phases

InitiationInitiation PlanningPlanning ExecutionExecution Closing downClosing down

3.83.8

Initiating the ProjectInitiating the Project

Establish project initiation teamEstablish project initiation team Establish relationship with customerEstablish relationship with customer Establish project initiation planEstablish project initiation plan Establish management proceduresEstablish management procedures Establish project management environment and Establish project management environment and

workbookworkbook

3.93.9

Planning the ProjectPlanning the Project

Describe project scope, alternatives and Describe project scope, alternatives and feasibilityfeasibility Scope and FeasibilityScope and Feasibility

Understand the projectUnderstand the project What problem is addressedWhat problem is addressed What results are to be achievedWhat results are to be achieved Measures of successMeasures of success Completion criteriaCompletion criteria

3.103.10


Divide the project into manageable tasksDivide the project into manageable tasks Work breakdown structureWork breakdown structure Gantt chartGantt chart

Estimate resources and create a resource planEstimate resources and create a resource plan Develop a preliminary scheduleDevelop a preliminary schedule

Utilize Gantt and PERT chartsUtilize Gantt and PERT charts

3.113.11


Develop a communication planDevelop a communication plan Outline communication processes among Outline communication processes among

customers, team members and managementcustomers, team members and management Determine project standards and proceduresDetermine project standards and procedures

Specify how deliverables are tested and producedSpecify how deliverables are tested and produced

3.123.12


Identify and assess riskIdentify and assess risk Identify sources of riskIdentify sources of risk Estimate consequences of riskEstimate consequences of risk

Create a preliminary budgetCreate a preliminary budget Develop a statement of workDevelop a statement of work

Describe what the project will deliver and durationDescribe what the project will deliver and duration Set a Baseline Project PlanSet a Baseline Project Plan

Estimate of project’s tasks and resourcesEstimate of project’s tasks and resources

3.133.13

Executing the ProjectExecuting the Project

Execute Baseline Project PlanExecute Baseline Project Plan Acquire and assign resourcesAcquire and assign resources Train new team membersTrain new team members Keep project on scheduleKeep project on schedule

Monitor project progressMonitor project progress Adjust resources, budget and/or activitiesAdjust resources, budget and/or activities

3.143.14

Executing the ProjectExecuting the Project

Manage changes to Baseline Project PlanManage changes to Baseline Project Plan Slipped completion datesSlipped completion dates Changes in personnelChanges in personnel New activitiesNew activities Bungled activitiesBungled activities

Maintain project workbookMaintain project workbook Communicate project statusCommunicate project status

3.153.15

Closing Down the ProjectClosing Down the Project

TerminationTermination Types of terminationTypes of termination

NaturalNatural Requirements have been metRequirements have been met

UnnaturalUnnatural Project stoppedProject stopped

DocumentationDocumentation Personnel AppraisalPersonnel Appraisal

3.163.16

Closing Down the ProjectClosing Down the Project

Conduct post-project reviewsConduct post-project reviews Determine strengths and weaknesses of:Determine strengths and weaknesses of:

Project deliverablesProject deliverables Project management processProject management process Development processDevelopment process

Close customer contractClose customer contract

3.173.17

Representing and Scheduling Representing and Scheduling Project PlansProject Plans

Gantt ChartsGantt Charts Useful for depicting simple projects or parts of Useful for depicting simple projects or parts of

large projectslarge projects Show start and completion dates for individual Show start and completion dates for individual

taskstasks PERT ChartsPERT Charts

Show order of activitiesShow order of activities

3.183.18

Figure 3-16Figure 3-16Graphical diagrams that depict project plans Graphical diagrams that depict project plans

(a) A Gantt Chart (a) A Gantt Chart (b) A PERT chart(b) A PERT chart

3.193.19

Comparison of Gantt and PERT Comparison of Gantt and PERT ChartsCharts

GanttGantt Visually shows duration Visually shows duration

of tasksof tasks Visually shows time Visually shows time

overlap between tasksoverlap between tasks Visually shows slack Visually shows slack

timetime

PERTPERT Visually shows Visually shows

dependencies between dependencies between taskstasks

Visually shows which Visually shows which tasks can be done in tasks can be done in parallelparallel

Shows slack time by data Shows slack time by data in rectanglesin rectangles

3.203.20

Gantt and PERT Charts for Pine Gantt and PERT Charts for Pine Valley FurnitureValley Furniture

StepsSteps Identify each activity Identify each activity

Requirements CollectionRequirements Collection Screen DesignScreen Design Report DesignReport Design Database DesignDatabase Design User DocumentationUser Documentation Software ProgrammingSoftware Programming Installation and TestingInstallation and Testing

3.213.21

Gantt and PERT ChartsGantt and PERT Charts

Determine time estimates and expected completion Determine time estimates and expected completion times for each activitytimes for each activity

Determine sequence of activitiesDetermine sequence of activities Determine critical pathDetermine critical path

Sequence of events that will affect the final project Sequence of events that will affect the final project delivery datedelivery date

3.223.22

Project Management SoftwareProject Management Software

Many systems are availableMany systems are available Three activities required to use:Three activities required to use:

Establish project start or end dateEstablish project start or end date Enter tasks and assign task relationshipsEnter tasks and assign task relationships Select scheduling method to review project reportsSelect scheduling method to review project reports

3.233.23

SummarySummary

Skills of an effective project managerSkills of an effective project manager Activities of project managerActivities of project manager

InitiationInitiation PlanningPlanning ExecutionExecution ClosedownClosedown

Gantt and PERT ChartsGantt and PERT Charts Commercial Project Management SoftwareCommercial Project Management Software

3.243.24

computer system analysis chapter 3 managing the information systems project dr. sana’a wafa...

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