Low Familiarity with Technology or Application Area
Large Project
Small Project
Large Project
Small Project
Low Structure High Structure (1)
Low risk
(very susceptible to mismanagement)
(3)
Very low risk (very susceptible to mismanagement)
(5)
Very high risk
(7) High risk
(2) Low risk
(4)
Very low risk
(6)
Medium risk
(8)
Medium-low risk
(Adapted from: Cash et al., 1992)
Figure 7-10
Outline of a Baseline Project PlanSystem Description A.
B.
Feasibility Assessment A.
Management Issues A.
B.
C.
D.
BASELINE PROJECT PLAN REPORT
Project Overview—Provides an executive summary that specifies the project’s scope, feasibility, justification, resource requirements, and schedules. Additionally, a brief statement of the problem, the environment in which the system is to be implemented, and constraints that affect the project are provided.
Recommendation—Provides a summary of important findings from the planning process and recommendations for subsequent activities.
Alternatives—Provides a brief presentation of alternative system configurations.
System Description—Provides a description of the selected configuration and a narrative of input information, tasks performed, and resultant information.
Economic Analysis—Provides an economic justification for the system using cost-benefit analysis.
Technical Analysis—Provides a discussion of relevant technical risk factors and an overall risk rating of the project.
Operational Analysis—Provides an analysis of how the proposed system solves business problems or takes advantage of business opportunities in addition to an assessment of how current day-to-day activities will be changed by the system.
Legal and Contractual Analysis—Provides a description of any legal or contractual risks related to the project (e.g., copyright or nondisclosure issues, data capture or
transferring, and so on).
Political Analysis—Provides a description of how key stakeholders within the organization view the proposed system.
Schedules, Timeline, and Resource Analysis—Provides a description of potential timeframe and completion date scenarios using various resource allocation schemes.
Team Configuration and Management—Provides a description of the team member roles and reporting relationships.
Communication Plan—Provides a description of the communication procedures to be followed by management, team members, and the customer.
Project Standards and Procedures—Provides a description of how deliverables will be evaluated and accepted by the customer.
Other Project-Specific Topics—Provides a description of any other relevant issues related to the project uncovered during planning.
Figure 7-11
Statement of project scope (Pine Valley Furniture)General Project Information
Problem/Opportunity Statement:
Project Objectives:
Project Description:
Business Benefits:
Project Deliverables:
Estimated Project Duration:
Project Name:
Sponsor:
Project Manager:
Customer Tracking System Jackie Judson, VP Marketing Jim Woo
Pine Valley Furniture Statement of Project Scope
Sales growth has out-paced the marketing department’s ability to accurately track and forecast customer buying trends. An improved method for performing this process must be found in order to reach company objectives.
To enable the marketing department to accurately track and forecast customer buying patterns in order to better serve customers with the best mix of products. This will also enable PVF to identify the proper application of production and material resources.
A new information system will be constructed that will collect all customer purchasing activity, support display and reporting of sales information, aggregate data and show trends in order to assist marketing personnel in understanding dynamic market conditions.
The project will follow PVF’s systems development life cycle.
Improved understanding of customer buying patterns Improved utilizaton of marketing and sales personnel Improved utilization of production and materials
Customer tracking system analysis and design Customer tracking system programs
Customer tracking documentation Training procedures
5 months
Prepared by: Jim Woo Date: September 18, 1995
Figure 8-2a
Typical interview guideInterview Outline Interviewee:
Name of person being interviewed Location/Medium:
Office, conference room, or phone number Objectives:
What data to collect
On what to gain agreement What areas to explore Agenda:
Introduction
Background on Project Overview of Interview Topics To Be Covered Questions from Interviewee Closing
General Observations:
Unresolved Issues, Topics not Covered:
Interviewer:
Name of person leading interview Appointment Date:
Start Time:
End Time:
Reminders:
Background/experience of interviewee Known opinions of interviewee Approximate Time:
1 minute
Interviewee seemed busy — probably need to call in a few days for follow-up
questions since he gave only short answers. PC was turned off —probably not a regular PC user.
He needs to look up sales figures from 1992. He raised the issue of how to handle returned goods, but we did not have time to discuss.
Figure 8-2b
Typical interview guide (continued)Questions:
When to ask question, if conditional Question number: 1
If yes, go to Question 2 Question: 2
Notes:
Answer
Observations
Answer
Observations
Yes, I ask for a report on my product line weekly
Seemed anxious — may be over- estimating usage frequency
Have you used the current sales tracking system? If so, how often?
Sales are shown in units, not dollars
System can show sales in dollars, but user does not know this.
What do you like least about this system?
Interviewee: Date:
Figure 8-6
Illustration of the typical room layout for a JADFlip Chart
Printer Flip Chart
Sheets Order Processing
Overview
Agenda
Magnetic Board
1.
Screen for Overheads
Name Tents
Overhead Projector
Scanner
Open Issues
Figure 9-2
Comparison of DeMarco and Yourdan and Gane & Sarson DFD symbol setsprocess
data store
source/sink
data flow
DeMarco & Yourdon symbols Gane & Sarson symbols