chapter03 sad

7/29/2019 Chapter03 SAD

http://slidepdf.com/reader/full/chapter03-sad 1/24

Copyright 2002 Prentice-Hall, Inc.

Chapter 3

Managing the Information

Systems Project

3.13.1

Modern Systems Analysisand Design

Third Edition

Jeffrey A. Hoffer Joey F. George

Joseph S. Valacich



Learning Objectives

Explain the process of managing aninformation systems project

Discuss skills required to be an effectiveproject manager

Describe skills and activities of a projectmanager during project initiation, planning,

execution and closedownExplain Gantt and Pert charts

Review commercial project managementsoftware packages

3.23.2



Figure 3-1

Three computer applications at Pine Valley Furniture: Order

Filling, Invoicing, and Payroll

(Source: Hoffer, Prescott, and McFadden, 2002)

3.33.3



Pine Valley Furniture

Manufacturing Company Product: Wood Furniture Market: US Organized into functional areas

Manufacturing

Sales

Orders

Accounting Purchasing

Three independent computer systems wereconverted to a database in 1990’s

3.43.4




Systems Project

Focus of project management To ensure that information system projects

meet customer expectationsDelivered in a timely manner

Meet time constraints and requirements

3.53.5



Project Manager Systems Analyst responsible for:

Project initiationPlanning

Execution

Closing down


Systems Project

3.63.6




Systems Project

Project Manager Activities include:

Management

Leadership

Technical

Problem solving

Conflict management

Customer relations

Team management

Risk and change management



Project Management Process

Project Planned undertaking of related activities to reach

an objective that has a beginning and an end

Four Phases Initiation

Planning

Execution Closing down

3.83.8



Initiating the Project

Establish project initiation team

Establish relationship with customer

Establish project initiation planEstablish management procedures

Establish project management environment

and workbook

3.93.9



Planning the Project

Describe project scope, alternatives

and feasibility

Scope and FeasibilityUnderstand the project

What problem is addressed

What results are to be achieved

Measures of success

Completion criteria

3.103.10




Divide the project into manageable

tasks

Work breakdown structureGantt chart

Estimate resources and create a

resource planDevelop a preliminary schedule

Utilize Gantt and PERT charts

3.113.11




Develop a communication plan Outline communication processes among

customers, team members andmanagement

Determine project standards and

procedures Specify how deliverables are tested and

produced

3.123.12




Identify and assess risk Identify sources of risk

Estimate consequences of riskCreate a preliminary budget

Develop a statement of work Describe what the project will deliver and duration

Set a Baseline Project Plan Estimate of project’s tasks and resources

3.133.13



Executing the Project

Execute Baseline Project Plan Acquire and assign resources

Train new team members Keep project on schedule

Monitor project progress

Adjust resources, budget and/or activities

3.143.14



Executing the Project

Manage changes to Baseline ProjectPlan

Slipped completion dates Changes in personnel New activities Bungled activities

Maintain project workbook

Communicate project status

3.153.15



Closing Down the Project

Termination Types of termination

Natural Requirements have been met

Unnatural Project stopped

Documentation Personnel Appraisal

3.163.16



Closing Down the Project

Conduct post-project reviews Determine strengths and weaknesses of:

Project deliverablesProject management process

Development process

Close customer contract

3.173.17



Representing and Scheduling

Project Plans

Gantt Charts Useful for depicting simple projects or parts

of large projects Show start and completion dates for

individual tasks

PERT Charts Show order of activities

3.183.18



Figure 3-16

Graphical diagrams that depict project plans

(a) A Gantt Chart

(b) A PERT chart

3.193.19



Comparison of Gantt and

PERT Charts

Gantt Visually shows

duration of tasks

Visually shows time

overlap between

tasks

Visually shows slack

time

PERT Visually shows

dependencies

between tasks

Visually shows which

tasks can be done in

parallel

Shows slack time by

data in rectangles

3.203.20



Gantt and PERT Charts for


Steps Identify each activity

Requirements CollectionScreen Design

Report Design

Database Design

User DocumentationSoftware Programming

Installation and Testing

3.213.21



Gantt and PERT Charts for


Determine time estimates and expected

completion times for each activity

Determine sequence of activities Determine critical path

Sequence of events that will affect the final

project delivery date

3.223.22



Project Management Software

Many systems are available

Three activities required to use: Establish project start or end date Enter tasks and assign task relationships

Select scheduling method to review project

reports

3.233.23



Summary

Skills of an effective project manager

Activities of project manager

Initiation Planning

Execution

Closedown

Gantt and PERT Charts

Commercial Project Management Software

3.243.24

chapter03 sad

Documents