Systems Analysis and Design in a Changing World, Fifth Edition

Systems Analysis and Design in a Changing World, Fifth Edition

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Learning Objectives Learning Objectives

‹ Explain the elements of project management and the responsibilities of a project manager

responsibilities of a project manager

‹ Explain project initiation and the activities in the p p j project planning phase of the SDLC

‹ Describe how the scope of the new system is

determined

Learning Objectives (continued) Learning Objectives (continued)

‹ Develop a project schedule using Gantt charts

‹ Develop a cost/benefit analysis and assess the feasibility of a proposed project

feasibility of a proposed project

‹ Discuss how to staff and launch a project p j

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Overview Overview

‹ Fundamental principles of project management

‹ Fundamental principles of project management

z Role of project manager

z Project management as part of the SDLC

z Project management knowledge areas

z Project management knowledge areas

‹ How information system projects initiated

z RMO project initiation

Overview (continued) Overview (continued)

‹ The project planning activities within the SDLC

‹ The project planning activities within the SDLC

z Planning the problem needing an IS solution g p g

z Developing a project schedule

‹ Confirming project feasibility

‹ Staffing and Launching a project

‹ Staffing and Launching a project

‹ Project planning at RMO j p g

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Project Success Factors Project Success Factors

‹ Project management important for s ccess of s stem

‹ Project management important for success of system development project

‹ 2000 Standish Group Study

O % f f

z Only 28% of system development projects successful

z 72% of projects canceled completed late completed

z 72% of projects canceled, completed late, completed over budget, and/or limited in functionality

Th j t i f l l i t l d

‹ Thus, project requires careful planning, control, and

execution

Reasons for Project Failure Reasons for Project Failure

I l t h i i t

‹ Incomplete or changing requirements

‹ Limited user involvement

‹ Limited user involvement

‹ Lack of executive support

‹ Lack of executive support

‹ Lack of technical support

‹ Lack of technical support

‹ Poor project planning p j p g

‹ Unclear objectives

‹ Lack of required resources

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Reasons for Project Success Reasons for Project Success

Cl t i t d fi iti

‹ Clear system requirement definitions

‹ Substantial user involvement

‹ Substantial user involvement

‹ Support from upper management

‹ Support from upper management

‹ Thorough and detailed project plans

‹ Thorough and detailed project plans

‹ Realistic work schedules and milestones

Role of the Project Manager Role of the Project Manager

P j t t i i d di ti

‹ Project management – organizing and directing

people to achieve a planned result within budget and on schedule

‹ Success or failure of project depends on skills of the

‹ Success or failure of project depends on skills of the project manager

z Beginning of project – plan and organize

z During project – monitor and control

‹ Responsibilities are both internal and external

‹ Responsibilities are both internal and external

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Internal Responsibilities Internal Responsibilities

‹ Identify project tasks and build a work breakdown

‹ Identify project tasks and build a work breakdown structure

‹ Develop the project schedule

‹ R it d t i t b

‹ Recruit and train team members

‹ Assign team members to tasks

‹ Assign team members to tasks

‹ Coordinate activities of team members and subteams

Internal Responsibilities Internal Responsibilities

‹ Assess project risks

‹ Assess project risks

‹ Monitor and control project deliverables and milestones

‹ Verify the quality of project deliverables

‹ Verify the quality of project deliverables

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External Responsibilities External Responsibilities

R t th j t’ t t d

‹ Report the project’s status and progress

‹ Establish good working relationships with those who

‹ Establish good working relationships with those who identify the needed system requirements

z The people who will use the system

‹ Work directly with the client (the project’s sponsor)

‹ Work directly with the client (the project s sponsor) and other stakeholders

‹ Identify resource needs and obtain resources

Participants in a System

D l t P j t

Development Project

Systems Analysis and Design in a Changing World, 5th Edition 13 Figure 3-1

Various Titles/Roles of Project j 3

Managers

Figure 3-2

Project Management Tasks Project Management Tasks

B i i f j t

‹ Beginning of project

z Overall project planning Overall project planning

‹ During project

z Project execution management Project control management

z Project control management

z Project closeout

‹ Project management approach differs for

z Predictive SDLC

z Adaptive SDLC

z Adaptive SDLC

Systems Analysis and Design in a Changing World, 5th Edition 15

Project Management and SDLC j g 3

Tasks for a Predictive Project

Figure 3-3

Project Management and SDLC j g Tasks for an Adaptive Project

Systems Analysis and Design in a Changing World, 5th Edition 17 Figure 3-4

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Level of Formality Level of Formality

‹ Independent of type of project (predictive or adaptive)

‹ Independent of approach to development (structured or object oriented)

or object-oriented)

‹ Highly formal projects g y p j

z Formal status reports, formal requirements, etc.

‹ Less formal projects

z Agile Software Development

z Agile Software Development

‹

Focus on the team, the users

‹

Plan for change, be flexible

Project Management Body of j g y Knowledge (PMBOK)

S t

‹ Scope management

z control functions included in system control functions included in system

z control scope of work done by team

‹ Time management

Build detailed schedule of all project tasks

z Build detailed schedule of all project tasks

z Monitor progress of project against milestones

‹ Cost management

z Calculate initial cost/benefit analysis

z Monitor expenses

z Monitor expenses

Systems Analysis and Design in a Changing World, 5th Edition 19

Project Management Body of j g y 3

Knowledge (continued)

‹ Quality management

z Establish quality plan and control activities for each

z Establish quality plan and control activities for each project phase

H t

‹ Human resource management

z Recruit and hire project team members p j

z Train, motivate, team build

‹ Communications management

z Identify stakeholders and their communications

z Identify stakeholders and their communications

z Establish team communications

Project Management Body of j g y Knowledge (continued)

‹ Risk management

z Identify and review risks for failure

z Identify and review risks for failure

z Develop plans to reduce these risks

‹ Procurement management

z Develop requests for proposals (RFPs)

z Evaluate bids write contracts monitor performance

z Evaluate bids, write contracts, monitor performance

‹ Integration management

‹ Integration management

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Project Initiation and Project Planning Project Initiation and Project Planning

‹ Driving forces to start project

‹ Driving forces to start project

z Respond to opportunity

z Resolve problem

C f t di ti

z Conform to directive

‹ Project initiation comes from

‹ j

z Long-term IS strategic plan (top-down) prioritized by weighted scoring

weighted scoring

z Department managers or process managers (bottom- up)

z Response to outside forces (HIPAA)

z Response to outside forces (HIPAA)

Initiating Customer Support System g pp y RMO

‹ Strategic IS plan directs IS de elopment’s project

‹ Strategic IS plan directs IS development’s project priorities

‹ Customer support system (CSS) selected

z John MacMurty creates project charter

z John MacMurty – creates project charter

z Barbara Halifax – project manager

z Steven Deerfield – senior systems analyst

z Goal is to support multiple types of customer services (ordering, returns, online catalogs)

‹ Project charter describes key participants

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RMO Project Charter RMO Project Charter

Figure 3-5

Project Planning Activities Project Planning Activities

Systems Analysis and Design in a Changing World, 5th Edition 25 Figure 3-6

Project Planning Activities and j g 3

their key questions

Figure 3-7

Defining the Problem Defining the Problem

‹ Review business needs

‹ Review business needs

z Use strategic plan documents

z Consult key users

z Develop list of expected business benefits

z Develop list of expected business benefits

‹ Identify expected system capabilities

z Define scope in terms of requirements

‹ Create system scope document

‹ Build proof of concept prototype

‹ Build proof of concept prototype

‹ Create context diagram

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System Scope Document System Scope Document

Figure 3-8

Context Diagram for Customer g Support

Systems Analysis and Design in a Changing World, 5th Edition 29 Figure 3-9

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Defining the Problem at RMO Defining the Problem at RMO

B b C l t d bl d fi iti t t t

‹ Barbara – Completed problem definition statement

‹ Steve – Conducted preliminary research on alternative solutions

‹ Barbara, Steve, and William McDougal – Proceeded

‹ Barbara, Steve, and William McDougal Proceeded with analysis before making solution decisions

‹ Barbara and Steve – Began schedule, budget, feasibility statement for new system

feasibility statement for new system

Producing the Project Schedule Producing the Project Schedule

D l k b kd t t (WBS)

‹ Develop work breakdown structure (WBS)

‹ Build a schedule using Gantt chart

‹ Build a schedule using Gantt chart

‹ Develop resource requirements and the staffing plan p q g p

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Work Breakdown Structure

Structure (Predictive) ( ed ct e)

Figure 3-10

Work Breakdown Structure (Adaptive)

Systems Analysis and Design in a Changing World, 5th Edition 33 Figure 3-11

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Entering WBS into MS Project Entering WBS into MS Project

Figure 3-12

Using a Split Window for Duration and g p Predecessor Information

Systems Analysis and Design in a Changing World, 5th Edition 35 Figure 3-13

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Task Definitions Task Definitions

‹ Critical path is the sequence of connected tasks that cannot be delayed without causing the project to be cannot be delayed without causing the project to be delayed

‹ Slack time is that amount of time a task can be delayed without delaying the project y y g p j

‹ Float – another term used to define slack time

‹ Milestone is a definite completion point that is marked by a specific deliverable or event

by a specific deliverable or event

Tracking Gantt Chart for Project Plan Tracking Gantt Chart for Project Plan

Systems Analysis and Design in a Changing World, 5th Edition 37 Figure 13-14

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Resource Sheet with Two Resources Resource Sheet with Two Resources

Figure 3-15

Entering Resources for Tasks Entering Resources for Tasks

Systems Analysis and Design in a Changing World, 5th Edition 39 Figure 3-16

Gantt Chart for Entire Project (with 3

l i h )

overlapping phases)

Figure 3-17

Gantt Chart for Iterative Project Gantt Chart for Iterative Project

Systems Analysis and Design in a Changing World, 5th Edition 41 Figure 3-18

Identifying Risks and y g 3

Confirming Project Feasibility

‹ Risk management

‹ Risk management

‹ Organizational and cultural feasibility

‹ O ga at o a a d cu tu a eas b ty

‹ Technological feasibility

‹ Schedule feasibility

R f ibilit

‹ Resource feasibility

‹ Economic feasibility

‹ Economic feasibility

z Cost/benefit analysis

z Sources of funds (cash flow, long-term capital)

Risk Analysis Risk Analysis

Systems Analysis and Design in a Changing World, 5th Edition 43 Figure 3-19

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Organizational and Cultural Feasibility Organizational and Cultural Feasibility

‹ Each compan has o n c lt re

‹ Each company has own culture

z New system must fit into culture y

‹ Evaluate related issues for potential risks

z Low level of computer competency

z Computer phobia Computer phobia

z Perceived loss of control

z Shift in power

z Fear of job change or employment loss j g p y

z Reversal of established work procedures

Technological Feasibility Technological Feasibility

D t t t h t t f th t t h l ?

‹ Does system stretch state-of-the-art technology?

‹ Does in-house expertise presently exist for

‹ Does in-house expertise presently exist for development?

‹ Does an outside vendor need to be involved?

S l ti i l d

‹ Solutions include

z Training or hiring more experienced employees Training or hiring more experienced employees

z Hiring consultants

z Changing scope and project approach

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Schedule Feasibility Schedule Feasibility

‹ Estimates needed itho t complete information

‹ Estimates needed without complete information

‹ Management deadlines may not be realistic

‹ a age e t dead es ay ot be ea st c

‹ Project managers

z Drive realistic assumptions and estimates

z Recommend completion date flexibility

z Recommend completion date flexibility

z Assign interim milestones to periodically reassess completion dates

completion dates

z Involve experienced personnel

z Manage proper allocation of resources

Resource Feasibility Resource Feasibility

T b il bilit

‹ Team member availability

‹ Team skill levels

‹ Team skill levels

‹ Computers, equipment, and supplies p q p pp

‹ Support staff time and availability

‹ Physical facilities

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Economic Feasibility Economic Feasibility

C t/b fit l i

‹ Cost/benefit analysis

z Estimate project development costs p j p

z Estimate operational costs after project

E ti t fi i l b fit b d l i

z Estimate financial benefits based on annual savings and increased revenues

z Calculate using table of costs and benefits

‹ Uses net present value (NPV) payback period return

‹ Uses net present value (NPV), payback period, return

on investment (ROI) techniques

Supporting Detail for Salaries pp g and Wages for RMO

Systems Analysis and Design in a Changing World, 5th Edition 49 Figure 3-20

Summary of Development Costs for y p 3

RMO

Figure 3-21

Summary of Annual Operating Costs y p g for RMO

Systems Analysis and Design in a Changing World, 5th Edition 51 Figure 3-22

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Sample Benefits for RMO Sample Benefits for RMO

Figure 3-23

RMO Cost Benefit Analysis RMO Cost Benefit Analysis

Systems Analysis and Design in a Changing World, 5th Edition 53 Figure 3-24

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Intangibles in Economic Feasibility Intangibles in Economic Feasibility

I t ibl b fit t b d i d ll

‹ Intangible benefits cannot be measured in dollars

z Increased levels of service

z Customer satisfaction S i l

z Survival

z Need to develop in-house expertise

‹ Intangible costs cannot be measured in dollars

z Reduced employee morale

z Lost productivity Lost productivity

z Lost customers or sales

Staffing and Launching the Project Staffing and Launching the Project

D l l f th j t

‹ Develop resource plan for the project

‹ Identify and request specific technical staff

‹ Identify and request specific technical staff

‹ Identify and request specific user staff y q p

‹ Organize the project team into workgroups

‹ Conduct preliminary training and team building exercises

exercises

‹ Key staffing question: “Are the resources available, trained, and ready to start?”

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Launching Project Launching Project

S d fi d i k id tifi d j t i f ibl

‹ Scope defined, risks identified, project is feasible, schedule developed, team members identified and ready

‹ Oversight committee finalized meet to give go

‹ Oversight committee finalized, meet to give go- ahead, and release funds

‹ Formal announcement made to all involved parties within organization

within organization

‹ Key launch question: “Are we ready to start?”

Recap of Project Planning for RMO Recap of Project Planning for RMO

C t d h d l d l f CSS

‹ Created schedule and plans for CSS

‹ Addressed all aspects of project management

‹ Addressed all aspects of project management (project planning and scope)

‹ Included project communication and quality Id tifi d d i d t b

‹ Identified desired team members

z Refined internal working procedures g

z Taught tools and techniques used on project

‹ Planned kickoff meeting to officially launch

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Summary Summary

P j t t t k

‹ Project management tasks

z Start at SDLC project planning phase p j p g p

z Continue throughout each SDLC phase

‹ Organizing and directing other people

z Achieve planned result

z Achieve planned result

z Use predetermined schedule and budget

‹ Knowledge areas needed

z Scope time cost quality human resources

z Scope, time, cost, quality, human resources,

communications, risk, procurement

Summary (continued) Summary (continued)

P j t i iti ti

‹ Project initiation

z Information system needs are identified and prioritized y p in strategic plans

‹ Project planning phase

‹ Project planning phase

z Define problem (investigation and scope)

z Produce project schedule (WBS)

z Confirm project feasibility (evaluate risks)

z Confirm project feasibility (evaluate risks)

z Staff project (know people’s skills)

z Launch project (executive formal approval)

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