Module 2

Managing the Information Systems Project

2.1

Learning Objectives
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
2.2

Managing the Information Systems Project

Focus of project management

To ensure that information system projects meet customer expectations

Delivered in a timely manner
Meet constraints and requirements

2.5

Managing the Information Systems Project

Project Manager

Systems Analyst responsible for

Project initiation Planning Execution Closing down Management Leadership Technical Conflict management Customer relations

Requires diverse set of skills

2.6

Project Management Process

Project

Planned undertaking of related activities to reach an objective that has a beginning and an end Initiation Planning Execution Closing down

Four Phases

2.7

Initiating the Project

1. Establish project initiation team

Focuses on organizing an initial core of project team members who assist in accomplishing the project initiation activities. A thorough understanding of your customer builds stronger partnerships and higher level of trust.

2. Establish relationship with customer

2.8

3. Establish project initiation plan

This activity focuses on defining the activities required to organize the initiation team while they are working to define the scope of the project. Successful projects require the development of effective management procedures.

4. Establish management procedures

5. Establish project management environment and workbook

The focus of this activity is to collect organize the tools that you will use while managing the project and construct a project workbook usually called an electronic workbook.
Project audits, communication with

management and customers, scoping future projects, and performing post-project reviews.

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
2.9

Planning the Project

2. Divide the project into manageable tasks
Work breakdown structure Gantt chart

3. Estimate resources and create a resource plan. 4. Develop a preliminary schedule

2.10

Utilize Gantt and PERT charts

Planning the Project

5. Develop a communication plan

Outline communication processes among customers, team members and management Types of reports Frequency of reports Specify how deliverables are tested and produced

6. Determine project standards and procedures

2.11

Planning the Project

7. Identify and assess risk

Identify sources of risk Estimate consequences of risk

8. Create a preliminary budget 9. Develop a statement of work

Describe what the project will deliver Estimate of projects tasks and resources

10.Set a baseline project plan

2.12

Executing the Project

1. Execute baseline project plan

Acquire and assign resources Train new team members Keep project on schedule Adjust resources, budget and/or activities

2. Monitor project progress

2.13

Executing the Project

3. Manage changes to baseline project
plan

Slipped completion dates Changes in personnel New activities

4. Maintain project workbook 5. Communicate project status

2.14

Closing Down the Project

1. Termination

Types of termination

Natural

Requirements have been met Project stopped

Unnatural

Documentation Personnel Appraisal

2.15

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

2.16

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

2.17

Comparison of Gantt and PERT Charts

Gantt

PERT

Visually shows duration of tasks Visually shows time overlap between tasks Visually shows slack time

Visually shows dependencies between tasks Visually shows which tasks can be done in parallel Shows slack time by data in rectangles

2.19

Gantt and PERT Charts

Steps
1. Identify each activity

2.20

Requirements Collection Screen Design Report Design Database Design User documentation Software programming Installation and testing

Gantt and PERT Charts

2. Determine time estimates and expected completion times for each activity. 3. Determine sequence of activities 4. Determine critical path

Sequence of events that will affect the final project delivery date

2.21

PERT Chart Showing Activities and Sequence

A major activity of project planning focuses on dividing the project into manageable activities, estimating times for each and sequencing their order:
Identifying each activity to be completed in the project. After discussing the project with the management, sales, and development staff, the following major activities are being identified for the project: Requirements collection Screen design Report design Database construction Software programming System testing User documentation creation System implementation

Determine time estimates and calculate the expected completion time for each activity. A standard method for determining the expected completion time for an activity is based on a calculation using three time estimates: the optimistic time, realistic time and pessimistic time. The optimistic (o) and pessimistic (p) times reflect the minimum and maximum possible periods of time for an activity to be completed. The realistic time (r) reflects the planners best guess of the amount of the activity actually will require for completion. Once each of these estimates is made for an activity, an estimated time (ET) can be calculated. Since the estimated completion time should be closest to the realistic time (r), it is weighted four times more than the optimistic (o) and pessimistic (p) times using the following formula: ET = o + 4r + p -------------6 where: ET = estimated time for the completion for an activity o = optimistic completion time for an activity r = realistic completion time for an activity p = pessimistic completion for an activity

Determine the sequence of the activities and precedence relationships among all activities by constructing a Gantt and PERT chart. This step makes it possible to understand the interrelationships among all activities within the overall project.

Determine the critical path. The critical path of a PERT network is represented by the sequence of connected activities that produce the longest overall time period. All nodes and activities within this sequence are referred to as being on the critical path. The critical path represents the shortest time in which a project can be completed. In other words, any activity on the critical path that is delayed in completion will result in delaying the entire project.

Earliest Expected Completion Time (TE) by summing the estimated time (ET) for each activity from left to right (that is, in precedence order), starting at activity 1 and working toward the last activity. Latest Expected Completion Time (TL) refers to the time in which an activity can be completed without delaying the project. To find the values for each activitys latest expected completion time (TL).

ACTIVITY
o

TIME ESTIMATE
(in weeks) r
p

EXPECTED TIME (ET)

o + 4r + p ======== 6 5 6 6 2

1.

Requirements Collection

1 5 3 1

5 6 6 2

9 7 9 3

2. Screen Design 3. Report Design 4. Database Construction 5. User Documentation 6. Programming

3
4

6
5

7
6

5.5
5

7. Testing
8. Installation

1
1

3
1

5
1

3
1

Estimated Time Calculation for the Project

Sequencing of Activities Within the Project

ACTIVITY PRECEDING ACTIVITY _ 1 1 2,3 4 4 6
5,7

1. 2. 3. 4. 5. 6. 7. 8.

Requirements Collection Screen Design Report Design Database Construction User Documentation Programming Testing Installation

ACTIVITY

TE

TL

SLACK TIME TL TE

ON CRITICAL PATH

1 2 3 4 5 6 7 8

5 11 11 13 18.5 18 21 22

5 11 11 13 21 18 21 22

0 0 0 0 2.5 0 0 0

Commercial 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

2.22