GROUP 6

1. Pingkan Mayosi F (15/387178/PEK/20728)

2. Reynaldo Krissancha A(15/387186/PEK/20736 )

3. Reza Mark Manusiwa (15/387187/PEK/20737)

Chapter 13

PROJECT MANAGEMENT AND SDLC

13.1 Project Management and Projects Portfolio• Enterprise face challenge of deciding which investment to

make and how to allocate scare resources to competing projects.

• Senior manager composes business case that identifies an oportunity, problem, need and the desired business outcomes of the project.

• Project analysis methods are used prioritize proposed projects and allocate the budget for maximum return

• Project Portofolio Managemet :is a set of business practises to manage projects as a strategic portofolio. PPM ensures the allignment of programs and projects with organizational objectives.

Cont`d..Without the necessary data, management is incapable of making informd decision to approve the “right” new projects and to shut down projects with no hope for success :

a. Map proposed projects to organizational strategiesb. Asses the value that a proposed project brings to the

companyc. Asses the complexity of proposed projectsd. Priorituze project proposals for project selection

Cont`d..A project has the following characteristics:- Clearly defined scope, deliverables, and result- An estimated time frame or schedule that is subject to a

high degree of uncertainty- An estimated budget that is subject to a high degree of

uncertainty- The requirement of extensive interaction among

participants- Task that may compete or conflict with other business

activities, which makes planning and schedulling difficult- Risky but with a high profit potential or benefits

Cont`d..The triple Constraints refers to the three atributes that must be managed effectively for successful completion and closure projects :a. Scope measured in terms of the project size, goals and

reuirements.b. Time the duration of a project extends from the start

date of the first task to the finish date of the last task.c. Cost the estimation of the amount of money that will be

rewuired to complete the project.

Cont`d..A standard approach for managing projects provides the following benefits : a. It established ground rules and expectation for the project

teamb. It provides project managers, functional managers, the

operational staff with a common language that eases communication and helps ensure that everyone is on the same page

c. Managers can quickly determine which ones are proceeding smoothly and which are not when all projects follow the same processes and approaches and use the same metrics for measuring projects performance

d. Project management helps keep projects on schedule and on budget.

13.2 Project Stages : Planning, Execution, Budgeting

Business case and SOW

Project plan review using

PPM, then go/ no go decision

Project initiation & risk

management planning

Project execution,

tracking and control

Project closure and lessons

learned

Cont`d..After the projects objectives and scope have been defined, the next step is to identify all work or activities that need to be performed, the schedule of work and who will perform the work. This is done by creating a work breakdown structure• The work breakdown structure breaks a project down

into the task or activities that must be performed, and in what order, to produce the deliverables at each milestone.

• Cost estimationsProject management software computes the cost of the project on basis of labor time ( duration) of each task in the work breakdown structure and the cost of labour or other resources.• Responsibility MatrixShows who has pimary responsibility and who has support responsibility for the activities listed in work breakdown structure Gant ChartA bar chart that shows the timeline of the project schedule.

Cont`d..• Project BaselineBaseline : a specification of the project plan that has been formally reviewed and agreed upon. It should be changed only through a formal change control process.

13.3 Project Stages : Monitoring, Control, Closing• Monitoring and control process are intended to occur

continuously and continually while the project work being executed.

• Project cntrol depends on systems and decision rules for managing variances between the project’s scope, cost, schedule, quality and the realities of project implementation

• Integrated change control process help to amnage the disruption resulting from requested changes and corrective actions across the project life cycle.

• All project have a critical path that extends the length of the project.

• Each task or activity on the critical path is called a critical task or activity.

13.4 System Development Life Cycle• System development life cycle strating with an initial idea,

the System Development Life Cycle processes are requirement analysis, systems analysis and design, development and testing, implementation, maintenance.

• In general system development life cycle methodology follows the following steps :

1. Requirement analysis2. System analysis and feasibility studies The various feasibility analyses also give the stakeholders an oportunity to decide what metrics to use to measure how a proposed system meets their objectives.- Technical feasibility- Economic feasibility- Legal and organizational feasibility- Behavioral feasibility

Cont`d..3. system development and testing

– System developers utilize the design specification to acquire the software needed for the system to meet its functional objectives and solve the business problem.

– Testing verivies apps, interfaces, data transfer, and so on work correctly under all possible conditions.

4. Implementation– Process of converting from the old system to the new

system5. Maintenance

– Once of the new system’s operations are stabilized, audits are performed during operation to asses the system’s capabilities and determine if it is being used correctly. Maintenance must be kept up rigorously at all times.

THANKS..