PowerPoint Presentation for Dennis, W ixom, & Roth Systems Analysis and Design, 3rd EditionCopyright 2006 © John Wiley & Sons, Inc. A ll rights reserved.

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Systems Analysis and DesignSystems Analysis and Design

Alan Dennis, Barbara Haley Wixom, and Roberta RothJohn Wiley & Sons, Inc.

Slides by Candace S. Garrod Red Rocks Community College

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Project ManagementProject Management

Chapter 3

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Key DefinitionsProject management is the process ofplanning and controlling thedevelopment of a system within aspecified timeframe at a minimum costwith the right functionality.A project manager has the primaryresponsibility for managing the hundredsof tasks and roles that need to becarefully coordinated.

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Four Key Steps in ManagingProjects

Identifying project sizeCreating and managing theworkplanStaffing the projectCoordinating project activities

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IDENTIFYING PROJECT SIZEIDENTIFYING PROJECT SIZE

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Project Manager’s Balancing Act

Project Management involvesmaking trade-offs… Project Size

Project C

ost

Projec

t Tim

e

Modifying one elementrequires adjusting the others

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Project Estimation

The process of assigning projectedvalues for time and effortSources of estimates

Methodology in useActual previous projectsExperienced developers

Estimates begin as a range and becomemore specific as the project progresses

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Project Time Using thePlanning Phase Approach

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Project Estimation Using theFunction Point Approach

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Function Point EstimationWorksheet

Step One – Estimate System Size(System Components)

338Total Unadjusted Function Points (TUFF):

252 x 100 x 71 x 53ProgramInterfaces

1500 x 1515 x 100 x 715Files

390 x 1515 x 100 x 715Queries

1015 x 710 x 54 x 419Outputs

231 x 62 x 43 x 36Inputs

TotalHighMediumLowTotalNumber

Description

Complexity

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Function Point EstimationWorksheet

Step One – Estimate System Size(Overall System - Example)

Data Communications 3Heavy use configuration 0Transaction rate 0End-user efficiency 0Complex processing 0Installation ease 0Multiple sites 0Performance 0Distributed functions 2Online data entry 2Reusability 1Operational ease 0Extensibility 0

Total Processing Complexity (PC): 8

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Function Point Estimation Adjusting the Function Points

Processing Complexity (PC): ________(From Step 2)

Adjusted Processing Complexity (PCA) = 0.65 + (0.01 * ____ )

Total Adjusted Function Points: 73 * 338 =

(TUFP -- From Step 1)247

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Function Points EstimationReview of Adjustments

Adjusted Project Complexity

= .065 + (0.01 * Project Complexity)

Total Adjusted Function Points

=

Adjusted Project Complexity * TUFP

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Converting Function Points toLines of Code

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Function Point Estimation Step Two – Estimate Effort Required

Function of size and production rateCOCOMO model

(Effort in = 1.4 * thousands-of-lines-of-codePerson Months)

Example:

If LOC = 10000 Then...Effort = (1.4 * 10) = 14 Person Months

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Function Point Estimation Step Three - Schedule Time

Rule of thumb for estimation

Schedule Time (months)=

3.0 * person-months (1/3 is the exponent)

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CREATING AND MANAGINGCREATING AND MANAGINGTHE WORK PLANTHE WORK PLAN

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A Workplan ExampleWork Plan Information Example

Name of task Perform economic feasibilityStart date Jan 05, 2005Completion date Jan 19, 2005Person assigned Project sponsor: Mary SmithDeliverable(s) Cost-benefit analysisCompletion status OpenPriority HighResources needed SpreadsheetEstimated time 16 hoursActual time 14.5 hours

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Identifying Tasks

MethodologyUsing standard list of tasks

Top-down approachIdentify highest level tasksBreak them into increasingly smallerunitsOrganize into work breakdownstructure

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Project Workplan

List of all tasks in the workbreakdown structure, plus

Duration of taskCurrent task statusTask dependenciesMilestone (dates)

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Tracking Project Tasks

Gantt ChartBar chart formatUseful to monitor project status at anypoint in time

PERT ChartFlowchart formatIllustrate task dependencies andcritical path

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Tracking Tasks Using 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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Tracking Tasks Using PERT Chart

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Hurricane Model

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Margins of Error inCost and Time Estimates

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Managing ScopeScope creepJAD and prototypingFormal change approvalDefer additional requirements asfuture system enhancements

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Timeboxing

Fixed deadlineReduced functionality, if necessaryFewer “finishing touches”

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Timeboxing Steps

1. Set delivery dateDeadline should not be impossibleShould be set by development group

2. Prioritize features by importance3. Build the system core4. Postpone unfinished functionality5. Deliver the system with core functionality6. Repeat steps 3-5 to add refinements and

enhancements

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STAFFING THE PROJECTSTAFFING THE PROJECT

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Staffing AttributesStaffing levels will change over aproject’s lifetimeAdding staff may add moreoverhead than additional laborUsing teams of 8-10 reporting in ahierarchical structure can reducecomplexity

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Increasing Complexity withLarger Teams

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Your TurnHow do you know how manypeople to assign to a project?

How do you know what specialskills will be needed forcompletion of the project?

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Key DefinitionsThe staffing plan describes the kindsof people working on the projectThe project charter describes theproject’s objectives and rulesA functional lead manages a groupof analystsA technical lead oversees progressof programmers and technical staffmembers

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MotivationUse monetary rewards cautiouslyUse intrinsic rewards

RecognitionAchievementThe work itselfResponsibilityAdvancementChance to learn new skills

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Handling ConflictClearly define project plansRecognize project importance toorganizationProject charter listing norms andgroundrulesDevelop schedule commitments aheadof timeForecast other priorities and theirpossible impact on the project

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COORDINATING PROJECTCOORDINATING PROJECTACTIVITIESACTIVITIES

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CASE Tools

Planning Analysis Design Implementation

Upper CASE Lower CASE

Integrated CASE (I-CASE)

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Procedural MetadataLogic

Diagrams ScreenDesigns

CASE Repository

CASE Components

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Standards

ExamplesFormal rules for naming filesForms indicating goals reachedProgramming guidelines

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Documentation

Project binderTable of contentsContinual updating

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Managing Risk

Risk assessmentActions to reduce riskRevised assessment

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Classic MistakesOverly optimistic scheduleFailing to monitor scheduleFailing to update scheduleAdding people to a late project

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SummaryProject management is critical tosuccessful development of newsystemsProject management involvesplanning, controlling and reportingon time, labor, and costs.

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