Chapter Two

Managing the Information

Systems Project

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 Learning Objectives
 Explain the process of managing an information
systems project
 Discuss skills required to be an effective project
manager
 Describe skills and activities of a project manager
during project initiation, planning, execution and
closedown
 Explain Gantt and Pert charts
 Review commercial project management software
packages

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3
Managing the Information Systems Project

• Focus of project management

– To ensure that information system projects:
• Meet customer expectations
• Delivered within budget constraint
• Delivered within time constraints.

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 Managing the Information Systems Project

• Project Manager:
– is a systems analyst with a diverse set of skills-
management, leadership, technical, conflict management,
and customer relationship

• Systems Analyst responsible for:

• Project initiation
• Planning Project
management process
• Execution phases
• Closing down

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 Managing the Information Systems Project
• A project is a planned undertaking of a series of
related activities, having a beginning and an end, to
reach an objective
– Where do projects come from?
– How do you know which projects to work on?
• System service request:
– Name and contact information of the person requesting the
system
– A statement of the problem
– The name and contact information of the liaison and
sponsor.

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 Where Projects are initiated
• Systems development projects are
undertaken for two primary reasons:
– To take advantage of business opportunities and
to
– Solve business problems.
• Sometimes directives can also be a reason

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 I. Initiating the Project
• During project initiation the project manager performs
several activities that assess the size, scope, and complexity
of the project, and establishes procedures to support
subsequent activities • Title and date of
authorization
Project Initiation • Manager name and contact
information
1. Establishing the Project Initiation Team • Customer name and contact
2. Establishing a Relationship with the information
• Projected start and
Customer completion dates
3. Establishing the Project Initiation Plan • Project description and
objectives
4. Establishing Management Procedures • Key assumptions or
5. Establish project management approach
• Key stakeholders, roles,
environment and workbook responsibilities and
6. Developing the Project Charter signatures

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 II. Planning the Project
1. Describe project scope, alternatives and
feasibility
– Scope and Feasibility
• Understand the project
• What problem is addressed
• What results are to be achieved
• Measures of success
• Completion criteria
2. Divide the project into manageable tasks
• Work breakdown structure
• Gantt chart
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 II. Planning the Project
3. Estimate resources and create a resource plan
– COCOMO (COnstructive COst MOdel)
4. Develop a preliminary schedule
• Utilize Gantt and PERT charts
5. Develop a communication plan
– Outline communication processes among customers,
team members and management (all stakeholders)
6. Determine project standards and procedures
– Specify how deliverables are tested and produced

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 II. Planning the Project
7. Identify and assess risk
– Identify sources of risk
– Estimate consequences of risk
8. Create a preliminary budget
9. Developing a project scope statement
– Describe what the project size, duration and outcome
10. Set a Baseline Project Plan
– Estimate of project’s tasks and resources

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 III. Executing the Project
– Analysis, design, and implementation phases

1. Execute Baseline Project Plan

– Acquire and assign resources
– Train new team members
– Keep project on schedule
2. Monitor project progress
– Adjust resources, budget and/or activities

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 Executing the Project
3. Manage changes to Baseline Project Plan
– Slipped completion dates
– Changes in personnel
– New activities
– Bungled activities
4. Maintain project workbook
– Maintain complete records of all project events
5. Communicate project status
– Clear communication is required to create a shared
understanding of the activities and goals of the project

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 Closing Down the Project

1. Closing down the project - Termination

– Types of termination
• Natural
– Requirements have been met
• Unnatural
– Project stopped
– Documentation
– Personnel Appraisal

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 Closing Down the Project
2. Conduct post-project reviews
– Determine strengths and weaknesses of:
• Project deliverables
• Project management process
• Development process
3. Close customer contract
– A project governed by a contractual
agreement is typically not completed until
agreed to by both parties, often in writing

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 Representing and Scheduling Project Plans

• Gantt Charts and PERT Charts

– A Gantt chart shows the duration of tasks,
whereas a Network diagram shows the sequence
dependencies between tasks.
– A Gantt chart shows the time overlap of tasks,
whereas a Network diagram does not show time
overlap but tasks in parallel.
– Some forms of Gantt charts can show slack time
available within an earliest start and latest finish
date. A Network diagram shows these data within
activity rectangles.
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 Gantt and PERT Charts example

• Steps
1. Identify each activity
• Requirements Collection
• Screen Design
• Report Design
• Database Design
• User Documentation
• Software Programming
• Installation and Testing
– 2. Determine time estimates
and expected completion
times for each activity

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 Graphical diagrams that depict project plans

(a) A Gantt Chart

(b) A PERT chart

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 Gantt and PERT Charts for Pine Valley Furniture

3. Determine sequence of activities (Gantt chart

and Network diagram)
4. Determine critical path
• Sequence of events that will affect the final project
delivery date

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 Determine the critical path
• The critical path is the shortest overall time period.
• All nodes and activities within this sequence are referred to as being
“on” the critical path.
• In other words, any activity on the critical path that is delayed in
completion delays the entire project.
• Nodes not on the critical path, however, can be delayed without
delaying the final completion of the project.
• Nodes not on the critical path contain slack time and allow the project
manager some flexibility in scheduling.
Task Predece Most Pessimis Optimisti
ssor likely tic view c view
time
A _ 2 3 1
B A 3 4 2
C A 4 5 3
D A 5 7 3
E B,C 6 8 4
F D 3 4 2
G D,E,F 5 7 20 3
H G 7 9 5
 Program Evaluation Review Technique

• Network diagramming is a critical path scheduling

technique used for controlling resources
• PERT is a technique that uses optimistic,
pessimistic, and realistic time estimates to calculate
the expected time for a particular task.

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Comparison of Gantt and PERT Charts

• Gantt • PERT
– Visually shows duration – Visually shows
of tasks dependencies between tasks

– Visually shows time – Visually shows which tasks

overlap between tasks can be done in parallel

– Visually shows slack time – Shows slack time by data in

rectangles

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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

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 Summary

• Skills of an effective project manager

• Activities of project manager
– Initiation
– Planning
– Execution
– Closedown
• Gantt and PERT Charts
• Commercial Project Management Software

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