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Systems Analysis and Design

Project Selection And Management

Darshan Singh
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OBJECTIVES

Explain how projects are selected in some organizations Describe various approaches to the SDLC that can be used to structure a development project. Explain how to select a project methodology based on project characteristics Become familiar with project estimation Be able to create a project work plan Describe project staffing issues and concerns Describe and apply techniques to coordinate and manage the project. Explain how to manage risk on the project. 2-1

Outline

Project selection. Creating the project plan. Managing and controlling the project.

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Project Management

Define the terms project and project management, and differentiate between project and process management. Describe the causes of failed information systems and technology projects. Describe the basic competencies required of project managers. Describe the basic functions of project management. Differentiate between PERT and Gantt charts as project management tools. Describe the role of project management software as it relates to project management tools. Describe the activities in project management.
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Project Management

Define joint project planning and its role in project management. Define scope and write a statement of work to document scope. Use a work breakdown structure to decompose a project into tasks. Estimate tasks durations, and specify inter-task dependencies on a PERT chart. Assign resources to a project and produce a project schedule with a Gantt chart. Assign people to tasks and direct the team effort. Use critical path analysis to adjust schedule and resource allocations in response to schedule and budget deviations. Manage user expectations of a project and adjust project scope.

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Interactions

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Project
A project is a [temporary] sequence of unique, complex, and connected activities having one goal or purpose and that must be completed by specific time, within budget, and according to specification. Project management is the process of scoping, planning, staffing, organizing, directing, and controlling the development of an acceptable system at a minimum cost within a specified time frame.

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Project versus Process Management


Project management is the process of scoping, planning, staffing, organizing, directing, and controlling the development of an acceptable system at a minimum cost within a specified time frame Process management is an ongoing activity that documents, manages the use of, and improves an organizations chosen methodology (the process) for system development. Process management is concerned with the activities, deliverables, and quality standards to be applied to all projects.

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Project Success Metrics


The system was delivered on time. The system was delivered within budget. The system development process had a minimal impact on ongoing business operations. The resulting information system is acceptable to the customer.
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Causes of Project Failure


Failure to establish upper-management commitment to the project Lack of organizations commitment to the system development methodology Taking shortcuts through or around the system development methodology Poor expectations management Premature commitment to a fixed budget and schedule Poor estimating techniques Over optimism Inadequate people management skills Failure to adapt to business change Insufficient resources Failure to manage to the plan

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Project Manager Competencies


Business awareness Business partner orientation Commitment to quality Initiative Information gathering Analytical thinking Conceptual thinking Interpersonal awareness Organizational awareness Anticipation of impact Resourceful use of influence Motivating others Communication skills Developing others Monitoring and controlling Self-confidence Stress management Concern for credibility Flexibility
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Project Management Steps


Scoping Planning Estimating Scheduling Organizing Directing Controlling Closing
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Scoping
Scope defines the boundaries of a project What part of the business is to be studied, analyzed, designed, constructed, implemented, and ultimately improved?
Product Quality Time Cost Resources

A statement of work is a narrative description of the work to be performed as part of a project. Common synonyms include scope statement, project definition, project overview, and document 1of understanding. 12

Statement of Work
II.
I.

III.

IV.

Purpose Background A. Problem, opportunity, or directive statement B. History leading to project request C. Project goal and objectives D. Product description Scope (notice the use of your information system building blocks) A. Stakeholders B. Data C. Processes D. Locations Project Approach A. Route B. Deliverables 13

Statement of Work
V. Managerial Approach A.Team building considerations B. Manager and experience C.Training requirements D. Meeting schedules E. Reporting methods and frequency F. Conflict management G. Scope management Constraints A. Start date B. Deadlines C. Budget D.Technology
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VI.

Statement of Work
VII. Ballpark Estimates A. Schedule B. Budget VIII. Conditions of Satisfaction A. Success criteria B. Assumptions C. Risks IX. Appendices

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Identify Tasks
A work breakdown structure (WBS) is a hierarchical decomposition of the project into phases, activities, and tasks. Milestones are events that signify the accomplishment or completion of major deliverables during a project

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Work Breakdown Structures


1 Phase 1 of the project 2 Phase 2 of the project 2.1 Activity 1 of Phase 2 2.2 Activity 2 of Phase 2 2.2.1 Task 1 of Activity 2.2 in Phase 2 2.2.2 Task 2 of Activity 2.2 in Phase 2 2.2.3 Task 3 of Activity 2.2 in Phase 2 2.3 Activity 3 of Phase 2 3 Phase 3 of the project
PROJECT GOAL

PHASE

PHASE

PHASE

ACTIVITY

ACTIVITY

ACTIVITY

2.1

2.2

2.3

2.2.1

TASK

2.2.2

TASK

2.2.3
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TASK

Estimate Task Durations


Best-case, Worst-case, and expected durations. Estimate the minimum amount of time it would take to perform the task. Let us call this the Optimistic Duration (OD). Estimate the maximum amount of time it would take to perform the task. We'll call this the Pessimistic Duration (PD). Estimate the Expected Duration (ED) that will be needed to perform the task. Calculate the Most Likely Duration (D) as follows

D = (1 x OD) + (4 x ED) + (1 x PD) 6


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Specify Inter Task Dependencies


Finish-to-start (FS) The finish of one task triggers the start of another task. Start-to-start (SS) The start of one task triggers the start of another task. Finish-to-finish (FF) Two tasks must finish at the same time. Start-to-finish (SF) The start of one task signifies the finish of another task. A SF B = B can't finish before A starts

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Scheduling Strategies
Forward Scheduling: Establishes a project start date and then schedules forward from that date. Based on the planned duration of required tasks, their interdependencies, and the allocation of resources to complete those tasks, a projected project completion date is calculated. Reverse Scheduling: Establishes a project deadline and then schedules backward from that date. Essentially, tasks, their duration, interdependencies, and resources must be considered to ensure that the project can be completed by the deadline. 20

Assign Resources

PeopleInclusive of all the system owners, users, analysts, designers, builders, external agents, and clerical help that will be involved in the project in any way, shape, or form. ServicesA service such as a quality review that may be charged on a per use basis. Facilities and equipmentIncluding all rooms and technology that will be needed to complete the project. Supplies and materialsEverything from pencils, paper, notebooks, toner cartridges, etc. MoneyA translation of all of the above into the language of accountingbudgeted dollars!

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Sample Outline for a Progress Report


I. Cover Page A. Project name or identification B. Project manager C. Date or report II. Summary of progress A. Schedule analysis B. Budget analysis C. Scope analysis (describe any changes that may have an impact on future progress) D. Process analysis (describe any problems encountered with strategy or methodology) E. Gantt progress chart(s) III. Activity analysis A. Tasks completed since last report B. Current tasks and deliverables xC. Short term future tasks and deliverables 22

Sample Outline for a Progress Report


Previous problems and issues A. Action item and status B. New or revised action items 1. Recommendation 2. Assignment of responsibility 3. Deadline V. New problems and issues A. Problems (actual or anticipated) B. Issues (actual or anticipated) C. Possible solutions 1. Recommendation 2. Assignment of responsibility 3. Deadline VI. Attachments (include relevant printouts from project management xsoftware) 23 IV.

Projects
Chief Information Officers (CIOs) are challenged to select projects that will provide highest return on the IT investments. Project portfolio management has become a critical success factor for IT departments. A selected system development project must undergo a thorough process of project management. A critical success factor for project management is to start with a realistic assessment of the work and then manage the project according to the plan.

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Project Selection
Systems projects today are evaluated in the context of an entire portfolio of projects. Determination of a projects contribution to an entire portfolio of a project reinforces the need for a feasibility study. Portfolio management takes into consideration the different of projects that exist in an organization.

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Project Selection (Contd)


approval committee must be selective about where to allocate resources as most organizations have limited funds. If there are several potentially highpayoff projects, and they all have the same risk, then maybe only one of the projects will be selected.
An
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Creating The Project Plan

Project management phases consist of the following:


Initiation Planning Execution Control, and Closure.

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Project Methodology Options

A methodology is a formalized approach to implementing the SDLC.


Waterfall Development Parallel Development V-model (variation of Waterfall Development) Rapid Application Development (RAD) Iterative Development System prototyping Agile Development

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Waterfall Development

Project Progresses from phase to phase Requirements must be identified before programming begin Limit changes as the project proceeds.. Design must be completely specified before programming begins
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Parallel Development

General design is done for the system Project is divided into a series of subprojects Parallel development reduces the time to deliver a system

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V-model

Right side of the model, testing of components, integration testing, and, finally, acceptance 231 testing are performed

Rapid Application Development: Iterative Development

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Rapid Application Development: System Prototyping


RAD incorporates special techniques and use computer-aided software engineering (CASE ) tools Speed up the analysis, design, and implementation Fourth-generation/visual programming languages (e.g., Visual Basic.NET)

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System Prototyping (contd)

Throwaway prototyping

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Agile Development
A group of programming-centric methodologies that focus on streamlining the SDLC. Includes face-to-face communication Extreme programming Emphasizes customer satisfaction and teamwork.

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Extreme Programming

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Selecting the Development Methodology

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Development Methodology (contd)


Important

factors to consider in selecting the development methodology - Clarity of User Requirements - Familiarity with Technology - System Complexity - System Reliability - Short Time Schedules - Schedule Visibility
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Estimating the Project Time Frame


Estimating Project Time Using Industry Standards Function point approach (Appendix 2A)

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Developing the Work Plan

Identify Tasks

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Developing the Work Plan (contd)

Work Breakdown Structure

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Developing the Work Plan (contd)

The project work plan

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STAFFING THE PROJECT

Staffing Plan - Staffing levels will change over a projects lifetime - Adding staff may add more overhead than additional labor - Using teams of 8-10 reporting in a hierarchical structure can reduce complexity

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STAFFING THE PROJECT (contd)


Reporting structure

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STAFFING THE PROJECT (contd)


The

staffing plan describes the kinds of people working on the project The project charter describes the projects objectives and rules A functional lead manages a group of analysts A technical lead oversees progress of programmers and technical staff members
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Motivation
Use monetary rewards cautiously Use intrinsic rewards

Recognition Achievement The work itself Responsibility Advancement Chance to learn new skills
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Handling Conflict
Clearly define plans for the project. Recognize project importance to

organization. Project charter listing norms and ground rules. Develop schedule commitments ahead of time. Forecast other priorities and their possible impact on the project.

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Coordinating Project Activities

CASE (Computer-Aided Software Engineering) tools A category of software that automate all or part of the development process.

Upper CASE Software Packages to create integrated diagrams of the system and store information regarding the system components Lower CASE Tools that support the tasks throughout the SDLC Integrated CASE Combination of Upper and lower

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Coordinating Project Activities (contd)

Standards
Formal rules for naming files Forms indicating goals reached Programming guidelines

Documentation

Project binder Table of contents Continual updating


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MANAGING AND CONTROLLING THE PROJECT

The science (or art) of project management is in making trade-offs among the following three important concepts: - the size of the system, - the time to complete the project, and - the cost of the project.

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Project Management Tools & Techniques


A PERT chart is a graphical network model that depicts a projects tasks and the relationships between those tasks. A Gantt chart is a simple horizontal bar chart that depicts project tasks against a calendar. Each bar represents a named project task. The tasks are listed vertically in the left-hand column. The horizontal axis is a calendar timeline.

PERT: Project Evaluation and Review Technique


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PERT Chart
Project Initiation
5-3-2013 5-3-2013 N/A N/A Task Scheduled Scheduled Start Finish Actual Actual Start Finish intertask dependency

Legend
Task Scheduled Scheduled Start Finish Actual Actual Start Finish

Preliminary Investigation 5-3-2001 5-3-2013 5-12-2013 5-11-2013

Requirements Analysis
5-28-2013 7-15-2013 7-18-2013 5-30-2013

Decision Analysis
6-13-2013 6-13-2013 7-30-2013 8-3-2013

Problem Analysis
5-12-2013 6-12-2013 5-12-2013 6-14-2013

Design
7-3-2013 7-5-2013 9-25-2013 10-9-2013

Construction
7-19-2013 7-20-2013 11-13-2013 In Progress

Implementation
9-10-2013 TBD 12-14-2013 TBD x52

GANTT Chart
2013 ID 1 2 3 4 5 6 7 Task Name May Preliminary investigation Problem analysis Requirements analysis Decision analysis Design Construction Implementation Jun Jul Aug Sep Oct Nov Dec

Today
Complete Task

Legend
Incomplete Task
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GANTT Chart (contd)


Tools for project management Example of Gantt Chart

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Project Development Schedule

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Refining Estimates

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Managing Scope
Scope Creep the most common reason for schedule and cost overruns occurs after the project is underway. The project manager should allow only absolutely necessary requirements to be added after the project begins.

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Timeboxing
Set a fixed deadline for a project Reduce functionality, if necessary Dont get hung up on the final finishing touches

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Timeboxing Steps
Set the date for System Delivery Prioritize the functionality that needs to be included in the system Build the core of the system (The functionality ranked the most important Postpone functionality that cannot be provided within the time frame Deliver the system with core functionality Repeat steps 3 though 5 to add refinement and enhancements

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Managing Risk
Risk assessment Actions to reduce risk Revised assessment

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SUMMARY
The project selection process takes into account all of the projects in the organization, using project portfolio management. The project plan defines the tasks, task time estimates, and other information. A project requires staffing and coordinating project activities. Managing and controlling the project include timeboxing and risk assessment.

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Any Questions?

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Thank you!

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Discussion

Agile development

Parallel development Project management

Computer- aided software engineering ( CASE)


Design prototype Estimation Feature creep Interpersonal skills Iterative development Milestones

Rapid application development


Reporting structure

Risk assessment and Risk management


Scope creep Standards

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