IS 341

Business Systems Analysis

Chapter 3 - Notes

Managing the Information Systems Project

I. Managing the Information Systems Project – the focus of project management is to assure that the system development project meets customer expectations, and is delivered within time and budget constraints.

Project Manager – systems analyst with diverse skill set – management, leadership, technical, customer relations – responsible for initiating, planning, and executing a project.

Project – a planned set of undertakings to reach an objective that has a beginning and an end.

Deliverable – an end product of a phase of then SDLC

Feasibility Study – does the IS make sense from an economic and operational view?

A. Initiating the Project

Project Initiation – first phase of project management – assess size, scope, and complexity of the project, establish procedures to support later project activities. Project manager should establish:

1. a Project Initiation Team – individuals to assist initiation activities;

2. Relationship with the Customer – you must understand your customer and he must trust you;

3. Project Initiation Plan – establish activities to be completed;

4. Management Procedures: steering committee, accounting procedures, lines of communication and responsibility;

5. Project Management Environment and Project Workbook – collect and organize the tools to be used and establish written documentation for all parts of the project; the Workbook documents all phases, requirements, expectations, deliverables, accounting procedures, <EVERYTHING> about the project; may be electronic or paper.

6. Developing the Project Charter – the project charter is usually a short (single page) high level document prepared for the customer describing the project deliverables and key elements, often including:

a. Project title and date of authorization

b. Project manager name and contact information

c. Customer name and contact information

d. Projected start and completion dates

e. Project descriptions and objective’s

f. Key assumptions or approach

g. Key stakeholders, roles, responsibilities and signatures

B. Planning the Project – this takes PRACTICE!!!!!

1. Describing Project Scope, Alternatives, and Feasibility – what problem/opportunity does the project address? Establish quantifiable results; Establish tasks to be accomplished; Define success and measuring that success; Establish the End of the project.

2. Dividing the Project Into Manageable Tasks – break down the work into identifiable, manageable tasks that can be assigned to individuals

3. Estimating Resources and Creating a Resource Plan – estimate time, resources, costs.

4. Developing a Preliminary Schedule – develop a basic schedule that covers all tasks within the allotted timeframe.

5. Developing a Communication Plan – establish lines of communication between management, team members, and the customer.

6. Determining Project Standards and Procedures – success must be defined – set your standards high – specify how deliverables will be produced and tested.

7. Identifying and Assessing Risk – identify where the project could fail, consequences, and how to avoid those risks

8. Creating a Preliminary Budget – establish a preliminary budget and cost-benefit analysis.

9. Developing a Project Scope Statement (also called a Statement of Work) - primarily for the customer – describes the work to be done and what the project will deliver.

10. Setting a Baseline Project Plan – this plan will be updated as new information is acquired and the project progresses; provides an estimate of the project’s tasks and resource requirements; should be presented to the steering committee to get permission to move into the next phase.

C. Executing the Project – puts the baseline project plan into action

1. Executing the Baseline Project Plan – overseeing the Baseline Project Plan means initiating execution of activities, acquiring and assigning resources, training team members, keeping project on schedule, and assuring quality of deliverables.

2. Monitoring Project Progress Against the Baseline Project Plan – monitor progress against the proposed schedule in the Baseline Plan, monitor time and resources used, use Gantt charts and Network Diagrams to see how progress affects the overall progress against proposed the schedule.

3. Managing Changes to the Baseline Project Plan – there is always pressure to change the Baseline Plan (do it sooner!) but any changes should be approved by the steering committee and logged in the Workbook (date, reason, requested by, etc.). Delays have two (2) options: devise a way to get back on schedule or revise (delay) the plan (getting back on schedule is preferable).

4. Maintaining the Project Workbook – DOCUMENTATION IS IMPORTANT!!!!!

5. Communicating the Project Status – communication is important! Formal lines of communication should be established for better coordination – Group project!

D. Closing Down the Project – ending the project; may be natural (completed and successful) or un-natural (terminated but not completed). A number of reasons for early (incomplete) termination: lack of resources (funds, time, etc. – usually one of these two), bad assumptions, poor system performance, advent of changes in the environment that make the system obsolete/unnecessary/irrelevant.

1. Closing Down the Project – reassignment of personnel, assessment of the project and of team members, notify all interested parties of the project end, celebration of team accomplishments.

2. Conducting Post-Project Reviews – review the project with both management and customers, determine strengths and weaknesses of processes and deliverables for future reference (think ahead to the next project)

3. Closing the Customer Contract – ensure that all contractual obligations have been met on both sides; get it all in writing and both parties sign off!

E. Representing and Scheduling Project Plans – Gantt Charts and Network Diagrams

F. Representing Project Plans

G. Calculating Expected Time Durations Using PERT (Program Evaluation Review Technique) – calculates Expected Time using optimistic, pessimistic, and realistic estimates;

ET = (o + 4r + p)/6 where ET=Estimated Time, 0 = Optimistic Completion Time, r = realistic Completion Time, p = Pessimistic Completion Time

H. Constructing a Gantt Chart and Network Diagram

Gantt Charts – show duration of tasks, time overlap, and slack time with earliest start and latest finish durations.

Network Diagrams (Critical Path Scheduling) – show sequence of dependencies between tasks, which tasks can be done in parallel

1. Identify Each Activity to be Completed in the Project

2. Determine Time Estimates and Calculate the Expected Completion Time for Each Activity

3. Determine the Sequence of the Activities and Precedence Relationships Among All Activities by Constructing a Gantt Chart and Network Diagram

4. Determine the Critical Path – the shortest time (path) in which a project can be completed.

Slack Time – amount of time that an activity can be delayed without delaying the project.

II. Using Management Software

A. Establishing a Project Starting Date

B. Entering Tasks and Assigning Task Relationships

C. Selecting a Scheduling Method to Review Project Reports