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© 2008 by Prentice Hall 1
Chapter 2Chapter 2
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© 2008 by Prentice Hall 2
Project – a planned undertaking of related activities to reach an objective that has a beginning and an end
Deliverable – an end product of an SDLC phase
Chapter 2Chapter 2
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PLANNINGPLANNING
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© 2008 by Prentice Hall 5
Learning Objectives
List activities of project initiation, project planning, and project management.
Describe the steps involved in the project initiation and planning process.
List and describe various methods for assessing project feasibility.
Explain the process of managing an information systems project and describe the skills of a project manager.
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© 2008 by Prentice Hall 6
Identifying and Selecting Systems Development Projects
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PROJECT IDENTIFICATION PROJECT IDENTIFICATION & SELECTION& SELECTION
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© 2008 by Prentice Hall 8
The Process of Identifying and Selecting IS Development Projects Identifying potential development projects.
Identification from a stakeholder group. Each stakeholder group brings their own perspective
and motivation to the IS decision. Top-down source are projects identified by top
management or by a diverse steering committee. Bottom-up source are project initiatives stemming
from managers, business units, or the development group.
The process varies substantially across organizations.
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© 2008 by Prentice Hall 9
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© 2008 by Prentice Hall 10
Selecting IS development projects. Based on various factors. Consider both short- and long-term projects. Select those most likely to achieve business objectives. Is a very important and ongoing activity.
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© 2008 by Prentice Hall 11
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INITIATING AND PLANNING INITIATING AND PLANNING PROJECTPROJECT
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© 2008 by Prentice Hall 13
The Process of Initiating and Planning IS Development Projects
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© 2008 by Prentice Hall 15
Initiating a Project
Project initiation –activities to assess the size, scope, and complexity of the project and to establish procedures to support later project activities
focuses on activities designed to assist in organizing a team to conduct project planning.
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© 2008 by Prentice Hall 16
Project Initiation The process of project initiation includes,
establishing and developing:
An initiation team
Organize an initial core of project team members to assist in accomplishing project initiation
A relationship with the customer
A project initiation plan
Define activities required to organize team
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© 2008 by Prentice Hall 17
Project Initiation(Cont.)
Management procedures
Develop team communication and reporting procedures
A project management environment
Collect and organize tools that will be used to manage project
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© 2008 by Prentice Hall 18
Planning the Project
Project planning –focuses on defining clear, discrete activities and the work needed to complete each activity within a single project
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© 2008 by Prentice Hall 19
Elements of Project Planning
Describe project scope, alternatives, feasibility.
Divide project into tasks.
Estimate resource requirements and create resource plan.
Develop preliminary schedule.
Develop communication plan Determine standards and
procedures. Identify and assess risk. Create preliminary budget. Develop a statement of work. Set baseline project plan.
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© 2008 by Prentice Hall 20
Describe project scope, alternatives, and feasibility
What problems or opportunities does the project address?
What are the quantifiable results to be achieved?
What needs to be done? How will success be measured? How will we know when we are finished?
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Detailed business case for the projectTechnical feasibilityEconomic feasibilityOrganizational feasibility
Compiled into a feasibility study Feasibility is reassessed throughout the
project
Assessing Project Feasibility
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© 2008 by Prentice HallChapter 3
Technical Feasibility:Can We Build It?
a process of assessing the development organization’s ability to construct a proposed system
Users’ and analysts’ familiarity with the business application area
Familiarity with technology Have we used it before? How new is it?
Project size Number of people, time, and features
Compatibility with existing systems
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© 2008 by Prentice Hall 23
Assessing Technical Feasibility
The potential consequences of not assessing and managing risks can include the following: Failure to attain expected benefits from the project, Inaccurate project cost estimates, Inaccurate project duration estimates, Failure to achieve adequate system performance
levels, and Failure to adequately integrate the new system with
existing hardware, software, or organizational procedures.
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© 2008 by Prentice Hall 24
Assessing Technical Feasibility (Cont.)
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© 2008 by Prentice HallChapter 3
Economic FeasibilityShould We Build It?
a process of identifying the financial benefits and costs associated with a development project.Often referred to as cost-benefit analysis.Project is reviewed after each SDLC phase in
order to decide whether to continue, redirect, or kill a project.
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© 2008 by Prentice HallChapter 3
Organizational FeasibilityIf we build it, will they come?
Strategic alignmentHow well do the project goals align with
business objectives? Stakeholder analysis
Project champion(s)Organizational managementSystem users
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© 2008 by Prentice Hall 27
Assessing Other Feasibility Concerns
Operational Does the proposed system solve problems or take
advantage of opportunities? Scheduling
Can the project time frame and completion dates meet organizational deadlines?
Legal and Contractual What are legal and contractual ramifications of the
proposed system development project? Political
How do key stakeholders view the proposed system?
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© 2008 by Prentice HallChapter 3
Project Selection Issue
Approval committee works from the system request and the feasibility study
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© 2008 by Prentice Hall 29
Divide the project into manageable tasks
Work Breakdown Structure (WBS) – the process of dividing the project into manageable tasks and logically ordering them
Gantt chart – a graphical representation of a project that shows each task as a horizontal bar whose length is proportional to its time for completion
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Identifying Tasks Project manager must identify all of the tasks that
need to be accomplished, from beginning through the end of the project, to meet those objectives.
Methodology Using standard list of tasks (SDLC: analysis, design …)
Top-down approach Identify highest level tasks Break them into increasingly smaller units Organize into work breakdown structure
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© 2008 by Prentice Hall 31
Estimate resources and create a resource plan The process of assigning projected values for time and effort
(e.g. analysis – 6 weeks, design – 4 weeks, etc) Sources of estimates time and effort
Methodology in useActual previous projectsExperienced developers
Estimates begin as a range and become more specific as the project progresses (e.g. design will be completed on March 22)
Constructive Cost Model (COCOMO) – a widely used method which uses parameters that are derived from prior projects of differing complexity
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Staffing Attributes
Staffing levels will change over a project’s lifetime
Using teams of 8-10 reporting in a hierarchical structure can reduce complexity
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Increasing Complexity with Larger Teams
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© 2008 by Prentice Hall 34
Develop a preliminary schedule
Work Plan -- List of all tasks in the work breakdown structure, plus
Duration of task Current task status Task dependencies Key milestone dates
Network diagram – depicts project tasks and their interrelationships
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Tracking Project Tasks
Gantt ChartBar chart formatUseful to monitor project status at any point in
time PERT Chart
Flowchart format Illustrate task dependencies and critical path
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Gantt Chart
Go to Library
Go to Bookstore
Select and Purchase Book
Skim Book
Write Phase One
Read Book Carefully
Write Phase Two
Task Week 2 3 4 5 6 7 8 9 10 11 12 13
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Gantt Chart (an example)
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PERT Chart
Go to Library4 weeks
Select and purchase book
1 weekGo to Bookstore4 weeks
Skim book3 weeks
Write Phase One2 weeks
Read book carefully3 weeks
Write Phase Two3 weeks
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PERT Chart (an example)
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© 2008 by Prentice Hall 40
Develop a communication plan Who are the stakeholders for this project?
What information does each stakeholder need? When, and at what interval, does this information need to be
produced? What sources will be used to gather and generate this information? Who will collect, store, and verify the accuracy of this information? Who will organize and package this information into a document? Who will be the contact person for each stakeholder should any
questions arise? What format will be used to package this information? What communication medium will be most effective for delivering this
information to the stakeholder?
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© 2008 by Prentice Hall 41
Determine project standards and procedures
During this activity, you will specify how various deliverables are produced and tested by you and your project team.
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© 2008 by Prentice Hall 42
Identify and assess risk The goal of this activity is to identify sources of project
risk and to estimate the consequences of those risks.
Project Risk Factors:
Project size -- Team size, organizational departments, project duration, programming effort
Project structure -- New vs. renovated system, resulting organizational changes, management commitment, user perceptions
Development group -- Familiarity with platform, software, development method, application area, development of similar systems
User group -- Familiarity with IS development process, application area, use of similar systems
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© 2008 by Prentice Hall 43
A preliminary budget outlines the planned expenses and revenues associated with your project.
Create a preliminary budget
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Developed primarily for the customer
Outlines work that will be done and clearly describes what the project will deliver
Provides a clear understanding of project size, duration, and outcomes
Develop a Project Scope Statement
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Project Scope Statement (an example)
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© 2008 by Prentice Hall 46
Factors in determining scope Organizational units affected by new system Current systems that will interact with or
change because of new system People who are affected by new system Range of potential system capabilities
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© 2008 by Prentice Hall 47
Provides an estimate of the project’s tasks and resource requirements and is used to guide the next project phase – execution
Baseline Project Plan (BPP) is a document intended primarily to guide the development team.
Setting a Baseline Project Plan (BPP)
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Building the Baseline Project Plan System description section outlines possible
alternative solutions. Feasibility assessment section outlines issues related
to project costs and benefits, technical difficulties, and other such concerns.
Management issues section outlines a number of managerial concerns related to the project.
© 2008 by Prentice Hall 48
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Baseline Project
Plan (an outline)
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Deliverables and Outcomes
Baseline Project Plan (BPP) A major outcome and deliverable from the PIP phase. Contains the best estimate of a project’s scope,
benefits, costs, risks, and resource requirements.
Project Scope Statement (PSS) Describes what the project will deliver. Outlines at a high level all work required to complete
the project.
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Executing the Project
Project execution – the third phase of the project management process in which the plans created in the prior phases (project initiation and planning) are put into action
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Executing the Project (Cont.)
Executing the Baseline Project:
Initiate the execution of project activities, acquire and assign resources, orient and train new team members, keep the project on schedule, and ensure the quality of project deliverables
Monitor project progress against the Baseline Project Plan (BPP)
Communicate the project status
Meetings, status reports, meeting minutes, seminars and workshops, bulletin boards, memos, specification documents,
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MANAGING PROJECTMANAGING PROJECT
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Four Key Steps in Managing Projects
Identifying project size Creating and managing the work plan Staffing the project Coordinating project activities
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Key Definitions
Project management is the process of planning and controlling the development of a system within a specified timeframe at a minimum cost with the right functionality.
A project manager has the primary responsibility for managing the hundreds of tasks and roles that need to be carefully coordinated.
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Project Manager
A Project Manager is a systems analyst with a diverse set of skills – management, leadership, technical, conflict management, and customer relationship – who is responsible for initiating, planning, and executing a project.
The project manager’s environment is one of continual change and problem solving.
The project manager’s understanding of the project management process is critical.
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Project Manager’s Balancing ActProject Management involvesmaking trade-offs…
Project Size
Pro
ject C
ost
Proj
ect Ti
me
Modifying one elementrequires adjusting the others
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© 2008 by Prentice Hall 58
Project Management Activities