1、3Systems Analysis and Design in a Changing World,Fourth Edition3Systems Analysis and Design in a Changing World,4th Edition2Learning ObjectivesuExplain the elements of project management and the responsibilities of a project manageruExplain project initiation and the activities in the project planni
2、ng phase of the SDLCuDescribe how the scope of the new system is determined3Systems Analysis and Design in a Changing World,4th Edition3Learning Objectives(continued)uDevelop a project schedule using PERT and Gantt chartsuDevelop a cost/benefit analysis and assess the feasibility of a proposed proje
3、ctuDiscuss how to staff and launch a project3Systems Analysis and Design in a Changing World,4th Edition4OverviewuFundamental principles of project managementlProject success factorslRole of project managerlProject management knowledge areasuHow information system projects initiatedlPart of overall
4、strategic planlRespond to immediate business needuThe project planning phase of SDLCuProject planning examples for RMO3Systems Analysis and Design in a Changing World,4th Edition5Project Success FactorsuProject management important for success of system development projectu2000 Standish Group Studyl
5、Only 28%of system development projects successfull72%of projects canceled,completed late,completed over budget,and/or limited in functionalityuThus,project requires careful planning,control,and execution 3Systems Analysis and Design in a Changing World,4th Edition6Reasons for Project FailureuIncompl
6、ete or changing requirementsuLimited user involvementuLack of executive supportuLack of technical supportuPoor project planninguUnclear objectivesuLack of required resources3Systems Analysis and Design in a Changing World,4th Edition7Reasons for Project SuccessuClear system requirement definitionsuS
7、ubstantial user involvementuSupport from upper managementuThorough and detailed project plansuRealistic work schedules and milestones3Systems Analysis and Design in a Changing World,4th Edition8Role of the Project ManageruProject management organizing and directing people to achieve a planned result
8、 within budget and on scheduleuSuccess or failure of project depends on skills of the project managerlBeginning of project plan and organizelDuring project monitor and controluResponsibilities are both internal and external3Systems Analysis and Design in a Changing World,4th Edition9Internal Respons
9、ibilitiesuIdentify project tasks and build a work breakdown structureuDevelop the project scheduleuRecruit and train team membersuAssign team members to tasksuCoordinate activities of team members and subteamsuAssess project risksuMonitor and control project deliverables and milestonesuVerify the qu
10、ality of project deliverables3Systems Analysis and Design in a Changing World,4th Edition10External ResponsibilitiesuReport the projects status and progressuEstablish good working relationships with those who identify the needed system requirementslThe people who will use the systemuWork directly wi
11、th the client(the projects sponsor)and other stakeholdersuIdentify resource needs and obtain resources3Systems Analysis and Design in a Changing World,4th Edition11Various Titles/Roles of Project Managers(Figure 3-1)3Systems Analysis and Design in a Changing World,4th Edition12Participants in a Syst
12、em Development Project(Figure 3-2)3Systems Analysis and Design in a Changing World,4th Edition13Project Management TasksuBeginning of projectlOverall project planninguDuring projectlProject execution managementlProject control managementlProject closeoutuProject management approach differs forlPredi
13、ctive SDLClAdaptive SDLC3Systems Analysis and Design in a Changing World,4th Edition14Project Management and SDLC Tasks for a Predictive Project(Figure 3-3)3Systems Analysis and Design in a Changing World,4th Edition15Project Management and SDLC Tasks for an Adaptive Project(Figure 3-4)3Systems Anal
14、ysis and Design in a Changing World,4th Edition16Project Management Body of Knowledge(PMBOK)uScope managementlControl functions included in systemlControl scope of work done by teamuTime managementlBuild detailed schedule of all project taskslMonitor progress of project against milestonesuCost manag
15、ementlCalculate initial cost/benefit analysis lMonitor expenses3Systems Analysis and Design in a Changing World,4th Edition17Project Management Body of Knowledge(continued)uQuality managementlEstablish quality plan and control activities for each project phaseuHuman resource managementlRecruit and h
16、ire project team memberslTrain,motivate,team builduCommunications managementlIdentify stakeholders and their communications lEstablish team communications3Systems Analysis and Design in a Changing World,4th Edition18Project Management Body of Knowledge(continued)uRisk managementlIdentify and review
17、risks for failurelDevelop plans to reduce these risksuProcurement managementlDevelop requests for proposals(RFPs)lEvaluate bids,write contracts,monitor performanceuIntegration management3Systems Analysis and Design in a Changing World,4th Edition19Project Initiation and the Project Planning PhaseuDr
18、iving forces to start projectlRespond to opportunitylResolve problemlConform to directiveuProject initiation comes fromlLong-term IS strategic plan(top-down)prioritized by weighted scoringlDepartment managers or process managers(bottom-up)lResponse to outside forces(HIPAA)3Systems Analysis and Desig
19、n in a Changing World,4th Edition20Initiating Customer Support System RMOuStrategic IS plan directs IS developments project prioritiesuCustomer support system(CSS)selectedlJohn MacMurty creates project charterlBarbara Halifax project managerlSteven Deerfield senior systems analystlGoal is to support
20、 multiple types of customer services(ordering,returns,online catalogs)uProject charter describes key participants3Systems Analysis and Design in a Changing World,4th Edition21RMO Project Charter(Figure 3-5)3Systems Analysis and Design in a Changing World,4th Edition22Activities of the Project Planni
21、ng Phase3Systems Analysis and Design in a Changing World,4th Edition23Activities of the Project Planning Phase and Their Key Questions(Figure 3-7)3Systems Analysis and Design in a Changing World,4th Edition24Defining the ProblemuReview business needslUse strategic plan documents lConsult key users l
22、Develop list of expected business benefitsuIdentify expected system capabilitieslDefine scope in terms of requirementsuCreate system scope documentuBuild proof of concept prototypeuCreate context diagram3Systems Analysis and Design in a Changing World,4th Edition25Context Diagram for Customer Suppor
23、t3Systems Analysis and Design in a Changing World,4th Edition26Defining the Problem at RMOuBarbara Completed problem definition statementuSteve Conducted preliminary research on alternative solutionsuBarbara,Steve,and William McDougal Proceeded with analysis before making solution decisionsuBarbara
24、and Steve Began schedule,budget,feasibility statement for new system3Systems Analysis and Design in a Changing World,4th Edition27Producing the Project ScheduleuDevelop work breakdown structure(WBS)lList of tasks and duration required for projectlSimilar to outline for research paperlWBS is foundati
25、on for project scheduleuBuild a PERT/CPM chartlAssists in assigning taskslCritical path methodlGantt chart and tracking GANTT chart3Systems Analysis and Design in a Changing World,4th Edition28Partial PERT/CPM Chart3Systems Analysis and Design in a Changing World,4th Edition29Gantt Chart for Entire
26、Project(with overlapping phases)3Systems Analysis and Design in a Changing World,4th Edition30Gantt Chart for Iterative Project(Figure 3-14)3Systems Analysis and Design in a Changing World,4th Edition31Confirming Project Feasibility uRisk managementuEconomic feasibilitylCost/benefit analysislSources
27、 of funds(cash flow,long-term capital)uOrganizational and cultural feasibilityuTechnological feasibilityuSchedule feasibilityuResource feasibility3Systems Analysis and Design in a Changing World,4th Edition32Risk Management3Systems Analysis and Design in a Changing World,4th Edition33Economic Feasib
28、ilityuCost/benefit analysis lEstimate project development costslEstimate operational costs after projectlEstimate financial benefits based on annual savings and increased revenueslCalculate using table of costs and benefitsuUses net present value(NPV),payback period,return on investment(ROI)techniqu
29、es3Systems Analysis and Design in a Changing World,4th Edition34Supporting Detail for Salaries and Wages for RMO(Figure 3-16)3Systems Analysis and Design in a Changing World,4th Edition35Summary of Development Costs for RMO(Figure 3-17)3Systems Analysis and Design in a Changing World,4th Edition36Su
30、mmary of Annual Operating Costsfor RMO(Figure 3-18)3Systems Analysis and Design in a Changing World,4th Edition37Sample Benefits for RMO(Figure 3-19)3Systems Analysis and Design in a Changing World,4th Edition38RMO Cost Benefit Analysis(Figure 3-20)3Systems Analysis and Design in a Changing World,4t
31、h Edition39Intangibles in Economic FeasibilityuIntangible benefits cannot be measured in dollarslIncreased levels of servicelCustomer satisfactionlSurvivallNeed to develop in-house expertiseuIntangible costs cannot be measured in dollarslReduced employee moralelLost productivitylLost customers or sa
32、les3Systems Analysis and Design in a Changing World,4th Edition40Organizational and Cultural FeasibilityuEach company has own culturelNew system must fit into cultureuEvaluate related issues for potential riskslLow level of computer competencylComputer phobialPerceived loss of controllShift in power
33、lFear of job change or employment losslReversal of established work procedures3Systems Analysis and Design in a Changing World,4th Edition41Technological FeasibilityuDoes system stretch state-of-the-art technology?uDoes in-house expertise presently exist for development?uDoes an outside vendor need
34、to be involved?uSolutions include lTraining or hiring more experienced employeeslHiring consultantslChanging scope and project approach3Systems Analysis and Design in a Changing World,4th Edition42Schedule FeasibilityuEstimates needed without complete informationuManagement deadlines may not be real
35、isticuProject managerslDrive realistic assumptions and estimateslRecommend completion date flexibilitylAssign interim milestones to periodically reassess completion dates lInvolve experienced personnellManage proper allocation of resources3Systems Analysis and Design in a Changing World,4th Edition4
36、3Resource FeasibilityuTeam member availabilityuTeam skill levelsuComputers,equipment,and suppliesuSupport staff time and availabilityuPhysical facilities3Systems Analysis and Design in a Changing World,4th Edition44Staffing and Launching the ProjectuDevelop resource plan for the projectuIdentify and
37、 request specific technical staffuIdentify and request specific user staffuOrganize the project team into workgroupsuConduct preliminary training and team building exercisesuKey staffing question:“Are the resources available,trained,and ready to start?”3Systems Analysis and Design in a Changing Worl
38、d,4th Edition45Launching ProjectuScope defined,risks identified,project is feasible,schedule developed,team members identified and readyuOversight committee finalized,meet to give go-ahead,and release fundsuFormal announcement made to all involved parties within organizationuKey launch question:“Are
39、 we ready to start?”3Systems Analysis and Design in a Changing World,4th Edition46Recap of Project Planning for RMOuCreated schedule and plans for CSSuAddressed all aspects of project management(project planning and scope)uIncluded project communication and qualityuIdentified desired team memberslRe
40、fined internal working procedureslTaught tools and techniques used on projectuPlanned kickoff meeting to officially launch3Systems Analysis and Design in a Changing World,4th Edition47SummaryuProject management taskslStart at SDLC project planning phase lContinue throughout each SDLC phaseuOrganizin
41、g and directing other peoplelAchieve planned result lUse predetermined schedule and budgetuKnowledge areas neededlScope,time,cost,quality,human resources,communications,risk,procurement3Systems Analysis and Design in a Changing World,4th Edition48Summary(continued)uProject initiation lInformation system needs are identified and prioritized in strategic plansuProject planning phaselDefine problem(investigation and scope)lProduce project schedule(WBS)lConfirm project feasibility(evaluate risks)lStaff project(know peoples skills)lLaunch project(executive formal approval)
