Systems Analysis and Design With UML Version 2.0: Chapter 4 Project Management

Systems Analysis and Design with UML Version 2.
0
Chapter 4 Project Management
Alan Dennis, Barbara Wixom, and David Tegarden
John Wiley & Sons, Inc.
Slide 1
PowerPoint Presentation for Dennis, Wixom & Tegardem Systems Analysis and Design Copyright 2001 John Wiley & Sons, Inc. All rights reserved.
Copyright 2005 John Wiley & Sons, Inc.

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Slide 2
Project Management
Chapter 4
Slide 3
Key Definitions
Project management is the process of planning and controlling the development of a system within a specified timeframe at a minimum cost with the right functionality. A project manager has the primary responsibility for managing the hundreds of tasks and roles that need to be carefully coordinated.
Slide 4 PowerPoint Presentation for Dennis, Wixom & Tegardem Systems Analysis and Design Copyright 2001 John Wiley & Sons, Inc. All rights reserved.
IDENTIFYING PROJECT SIZE
Slide 5
Estimation Trade-offs
Size(what it does)
Function points Lines of code
Time (when the project will be finished)

Months
Cost
Trade-offs
In the beginning of the project, the manager needs to estimate the factors. The estimates developed at the start of a project are based on a range of possible value, and gradually become more specific.
Two Basic Ways to Estimate the Time

The amount of time spent in the planning phase to predict the time required for the entire project.
We take the time spent in the planning phase and use industry standard percentage to calculate estimates for the other SDLC phase From the past experiences
Function Point Approach

Estimating a Project Based on Industry Information

Planning Industry Standard For Business Applications Analysis Design Implementation
15%
20%
35%
30%
Time Required in Person Months
Actual Estimated 4 5.33
Estimated Estimated 9.33 8
Slide 9
Function Point Approach

It is more complex and has three steps:
The project manager estimates the size of the project - - the number of lines of code the new system required The size estimate is then converted into the amount of effort required to develop - the number of person-month The estimated effort is then converted into an estimated schedule time - the number of months
Slide 10
Time Estimation Using a More Complex Approach
Slide 11
Step 1. Estimate System Size

A function point is a measure of program size based on the systems number and complexity of inputs, outputs, queries, files, and programs interfaces.
Slide 12
Function Point Estimation -- Step One

Complexity Description Inputs Outputs Queries Files Program Interfaces 19 Low __x 3 4x4 __x 3 __x 7 __x 5 Medium __x 4 10 x 5 __x 4 __x 10 __x 7 High __x 6 5x7 __x 6 __x 15 __x 10 Total ____ ____ ____ ____ ____
TOTAL UNADJUSTED FUNCTION POINTS

Slide 13
__338__
Function Points Estimation -- Step Two

5
Data Communications Heavy Use Configuration Transaction Rate End-User efficiency Complex Processing Installation Ease Multiple sites Performance Distributed functions On-line data entry On-line update Reusability Operational Ease Extensibility
Slide 14
Scale of 1 to __3___ __0___ __0___ __0___ __0___ __0___ __0___ __0___ __2___ __2___ __0___ __0___ __0___ __0___ __7___
Project Complexity (PC)
Function Points Estimation
Adjusted Project Complexity = .65 + (0.01 * Project Complexity) Note: .65= very simple system; 1.00 = normal Total Adjusted Function Points =
Adjusted Project Complexity * TUFP
Slide 15
Function Point Estimation -- Step 3

Processing Complexity (PC): ____7____ (From Step 2) Adjusted Processing Complexity (APC) = 0.65 + (0.01 * __7__ ) = 0.72 Total Adjusted Function Points: __0.72___ * _338___ = 243 (TUFP -- From Step 1)
Slide 16
Converting Function Points to Lines of Code: Step 4

Language
C COBOL JAVA C++ Turbo Pascal Visual Basic PowerBuilder HTML Packages (e.g., Access, Excel)
LOC/Function Code Point

130 110 55 50 50 30 15 15 10-40
Source: Capers Jones, Software Productivity Research

LOC = TAFP * LOC/FCP
Step 2. Estimate Effort

Effort is a function of size and production rate (how much work someone can complete in a given time). COCOMO model
It is used to convert a lines-ofcode estimate to a person-month estimate.
COCOMO Estimation Calculation

Effort (in PersonMonths)
Example:
1.4 * thousands-oflines-of-code
If LOC = 2000 Then... Effort = (1.4 * 2000) =
28 Person Months
Slide 19
Step 3. Estimate Time Required

Rule of thumb for estimation
Schedule Time (months)
=
3.0 * person-months1/3
Slide 20
Average staffing = Effort/Schedule time.

Average Staffing = 37.42 personmonths/10 months = 4 persons.
Slide 21
CREATING AND MANAGING THE WORKPLAN
Slide 22
Workplan is a dynamic schedule that records and keeps track of all of the tasks that need to be accomplished over the course of the project. It lists each task, along with important information
A Workplan Example
Work Plan Information Example
Name of task Start date Completion date Person assigned Deliverable(s) Completion status Priority Resources needed Estimated time Actual time
Slide 24
Perform economic feasibility Jan 05, 2001 Jan 19, 2001 Mary Smith, sponsor Cost-benefit analysis Open High Spreadsheet 16 hours 14.5 hours
Identifying Tasks
Methodology
Using standard list of tasks

SDLC Select the steps and deliverables
Consultants or books Top-down approach

Identify highest level tasks Break them into increasingly smaller units Work Breakdown Structure (WBS)
By SDLC or by product
Slide 25
Top Down Task Identification

Phases
Phases with high level steps
Work Plan * * * *
Slide 26
Deliverables
Estimated hours
Actual hours
Assigned To
Tools
The Project Plan
It is a table that lists all of tasks in the work breakdown structure along with important task information
Duration of the task, the current status (open or complete), and the task dependencies.
Gantt Chart PERT Chart

Gantt Chart
Action Week 2 3
10
11
12
13
Go to Library
Go to Bookstore
Select and Purchase Book
Skim Book
Write Phase One
Read Book Carefully
Write Phase Tw o
Slide 28
Refining Estimates
Estimating an IS development project - - cost, time and what the final system will actually do follows a hurricane model.
The predictions of when and where become more and more accurate as the storms approach a cost, until they finally arrive.
As the system moves closer to completion, the accuracy and precision increase until the final system is delivered.
Slide 30
The Hurricane Model
Time
Slide 31
Project Stage
Margins of Error in Cost and Time Estimates

Typical margins of Error for Well-done Estimates Phase Planning Deliverable System Request Project Plan System Proposal System Specification Cost (%) 400 100 50 25 time (%) 60 25 15 10
Analysis Design
Source: Boehm et al. (1995)

Managing Scope
Scope creep -- a major cause of development problems (schedule and cost overruns) It happens when new requirement are added to the project after the original project scope was defined.
JAD and prototyping Formal change approval Charging for changes
Timeboxing
Another approach to scope management Fixed deadline Reduced functionality, if necessary Fewer finishing touches
Timeboxing Steps
1. Set delivery date Deadline should not be impossible Should be set by development group 2. Prioritize features by importance 3. Build the system core 4. Postpone unfinished functionality 5. Deliver the system with core functionality 6. Repeat steps 3-5 to add refinements and enhancement
STAFFING THE PROJECT
Slide 36
Staffing The Project

Determining how many people should be assigned Matching peoples skills with the needs Motivating them to meet the objective Minimizing the conflict.
Key Definitions
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
Staffing Attributes
Staffing levels will change over a projects lifetime Adding staff may add more overhead than additional labor Keep team size of 8-10 reporting in a hierarchical structure can reduce complexity
If more people are needed, create subteams. In this way, the project manager can keep the communication effective
Increasing Complexity with Larger Teams
Slide 40
Motivation
Assigning people isnt enough, the project managers need to motivate the people Use monetary rewards cautiously Use intrinsic rewards
Recognition Achievement The work itself Responsibility Advancement Chance to learn new skills
Slide 41
Conflict Avoidance Strategies

Clearly define roles and project plans Hold individuals accountable Project charter listing norms and groundrules Develop schedule commitments ahead of time Forecast other priorities and their possible impact on the project
CONTROLLING AND DIRECTING THE PROJECT
Slide 43
CASE Tools
Initiation Analysis Design Implementation
Upper CASE
Lower CASE
Integrated CASE (I-CASE)
Slide 44
CASE Components
Diagrams Screen Designs
CASE Repository
Procedural Logic
Metadata
Slide 45
Standards
The team needs to work together, and things can get confusing. Examples
Formal rules for naming files Forms indicating goals reached Programming guidelines
Can you think of more examples?

Slide 46
Documentation

Project binder Table of contents Continual updating
Slide 47
Managing Risk
Risk assessment
The process of assessing and addressing the risks that are associated with developing a project.
Actions to reduce risk

Providing training to the team
Revised assessment
Classic Mistakes

Very optimistic schedule Failing to monitor schedule Failing to update schedule Adding people to a late project
Slide 49
Summary
Project management is critical to successful development of new systems Project management involves planning, controlling and reporting on time, labor, and costs.
Expanding the Domain

For more detail on project management, visit the project management institute and its special interest group on information systems:
www.pmi.org www.pmi-issig.org

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Systems Analysis and Design with UML Version 2.

John Wiley & Sons, Inc.

Copyright 2005 John Wiley & Sons, Inc.

IDENTIFYING PROJECT SIZE

Time (when the project will be finished)

Two Basic Ways to Estimate the Time

Function Point Approach

Estimating a Project Based on Industry Information

Time Required in Person Months

Actual Estimated 4 5.33

Estimated Estimated 9.33 8

Function Point Approach

Time Estimation Using a More Complex Approach

Step 1. Estimate System Size

Function Point Estimation -- Step One

TOTAL UNADJUSTED FUNCTION POINTS

Function Points Estimation -- Step Two

Project Complexity (PC)

Function Points Estimation

Function Point Estimation -- Step 3

Converting Function Points to Lines of Code: Step 4

LOC/Function Code Point

Source: Capers Jones, Software Productivity Research

LOC = TAFP * LOC/FCP

Step 2. Estimate Effort

COCOMO Estimation Calculation

If LOC = 2000 Then... Effort = (1.4 * 2000) =

Step 3. Estimate Time Required

Average staffing = Effort/Schedule time.

CREATING AND MANAGING THE WORKPLAN

SDLC Select the steps and deliverables

Consultants or books Top-down approach

Top Down Task Identification

Phases with high level steps

Gantt Chart PERT Chart

Select and Purchase Book

Write Phase One

Read Book Carefully

The Hurricane Model

Margins of Error in Cost and Time Estimates

Source: Boehm et al. (1995)

STAFFING THE PROJECT

Staffing The Project

Increasing Complexity with Larger Teams

Conflict Avoidance Strategies

CONTROLLING AND DIRECTING THE PROJECT

Integrated CASE (I-CASE)

Can you think of more examples?

Project binder Table of contents Continual updating

Actions to reduce risk

Expanding the Domain

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