University of Wollongong in Dubai

CSIT114 – System Analysis

Project Planning and Project Management

Dr. Haitham Yaish

Dr. Zeenath Reza Khan
 Document Change Control

Version Author Date Change Description

1.0 Dr. Zeenath Reza Khan Autumn 2019 Defined the first version
2.0 Dr. Haitham Yaish Autumn 2023 Updated the lecture
content.

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 Agenda

• SDLC Methodologies
• Project Management
• Project Manager Responsibilities
• Project Stakeholders
• Project Management Body of Knowledge (PMBOK)
• Project Management and SDLC
• SDLC Step 1: Identify Problem and Obtain Approval
• SDLC Step 2: Plan and Monitor Project

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 SDLC Methodologies

Structured Iterative Agile

Development Development Development
System is grown stage by stage System is grown piece by piece System is grown piece by piece, and
needs customer involvement

Traditional Modern

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 SDLC Methodologies

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 SDLC Methodologies

Predictive SDLC - Structured Development

Structured Development ( Traditional information system development )
phases.

• The system is grown stage by stage.

• Minimize or element accepting changes to the system requirements

during the SDLC.

• The system design should be completed for the whole system before
starting the implementation.

• Example of Predictive SDLC : Waterfall Methodology

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 SDLC Methodologies

Adaptive SDLC – Iterative Development

• Six core processes and multiple

iterations.

• The information system is grown

piece by piece.

• Repeat the process of

development to refine, and add
more to the system, until
completing it.

• Dividing the system components

into pieces that can be completed
during an iteration (2- 4 weeks)

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 SDLC Methodologies

Adaptive SDLC – Agile Development

• Agile development is an iterative and incremental development.
• Customers must continually be involved with the project team.
• Embrace change and accept new requirements during the iteration development.
• Examples: SCRUM, UP (Unified Process) , XP (eXtreem Programming).

Agile Principles

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 SDLC Methodologies

Hybrid SDLC:
A hybrid development approach is a combination of adaptive and
predictive approaches.

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SDLC Methodologies

How to choose a development Methodology ?

https://www.youtube.com/watch?v=F5fuUs7oJu0
 Project Management

• Did you Know ?

• Putting things in perspective
• Analysts predict investment in IT projects
worldwide is over $1 trillion
• 70 percent will be lost due to failed projects
• The consequences of failed projects
include
• Damaged brand
• Lost goodwill
• Dissolution of partnerships
• Lost investment opportunities
• Low morale
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 Project Management

Project Management
– Organizing and directing other people to achieve a planned result within a
predetermined schedule and budget.
– The processes used to plan the project and then to monitor and control it.

(Source: https://www.projecttimes.com/articles/why-project-managers-shouldn-t-wear-man-buns.html)

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 Project Management

Project Manager
– Great need for effective project managers
– Internally managing people and resources
– Externally conducting public relations

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 Project Manager Responsibilities

In your groups, discuss at least two responsibilities of a

project manager internal to the project and external to the
project.

You have 5 minutes. Be prepared to discuss with the class.

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 Project Manager Responsibilities

• Internal Responsibilities
– Developing the project schedule
– Recruiting and training team members
– Assigning work to teams and team members
– Assessing project risks
– Monitoring and controlling project deliverables and milestones
• External Responsibilities
– Reporting the project’s status and progress
– Working directly with the client (the project’s sponsor) and other
stakeholders
– Identifying resource needs and obtaining resources

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 Project Stakeholders

(Source: Systems Analysis and Design in a Changing World, 6th Edition)

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 Project Stakeholders
• Internal: within the organisation who interact with the system
or have a significant interest in its operation or success.

• External: outside the organisation’s control and influence who

interact with the system or have significant interest in its
operation or success.

• Operational: interact with the system regularly in the course of

their jobs.

• Executive: don’t usually interact directly with the system but

who either use information produced by the system or have
significant financial or other interests in its operation or
success.

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 Project Stakeholders

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 Project Management Body of Knowledge (PMBOK)

• A project performance PMBOK 7th Edition

domain is a group of related
activities that are critical for
the effective delivery of
project outcomes.

• There are eight project

performance domains:

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 Project Management Body of Knowledge (PMBOK)

1. Stakeholders - This domain is about building effective working

relationships with your stakeholders, so you can properly integrate
their needs, priorities, preferences, and points of view.

2. Team - This domain addresses activities and functions associated

with the people who are responsible for producing project deliverables
that realize business outcomes.

3. Development Approach and Life Cycle - This domain addresses

activities and functions associated with the people who are responsible
for producing project deliverables that realize business outcomes.

4. Planning – This domain addresses activities and functions

associated with the initial, ongoing, and evolving organization and
coordination necessary for delivering project deliverables and
outcomes.

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 Project Management Body of Knowledge (PMBOK)

5. Project Work – This domain addresses activities and functions

associated with establishing project processes, managing physical
resources, and fostering a learning environment.

6. Delivery - This domain addresses activities and functions

associated with delivering the scope and quality that the project was
undertaken to achieve.

7. Measurement – This domain addresses activities and functions

associated with assessing project performance and taking
appropriate actions to maintain acceptable performance.

8. Uncertainty – This domain addresses activities and functions

associated with risk and uncertainty.

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 Project Management and SDLC
• In projects, most management activities (i.e., project initialisation and
planning) happen in the first two core processes in the SDLC.

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 SDLC Step 1: Identify Problem and Obtain Approval

• IS Development Projects usually:

– Respond to an opportunity
• Strategic plan
• Identify, prioritise and schedule the project
– Resolve a problem
• E.g., Operational issues keep coming up, or
• User needs aren’t being met
– Respond to an external directive
• E.g., Legislation requires new form of reporting, or
• Changes in tax laws or regulations

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 SDLC Step 1: Identify Problem and Obtain Approval

• Clearly defining the problem ensures the project

outcome meets the business need.
• System Vision Document
– Problem Description
• What is the problem and idea for the solution?
– System Capabilities
• What are the capabilities the new system will have?
• Helps define the scope
– Business Benefits
• The benefits that accrue to the organization
• Tangible (in dollars) and intangible benefits

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 Example: RMO’s Consolidated Sales and Marketing System Project

• Ridgeline Mountain Outfitters (RMO)

is a large retail company that
specializes in clothing and related
accessories.

• Like many other retailer companies,

the application architecture includes
IS components such as Supply Chain
Management (SCM), Retail Store
System (RSS), Customer Support
System (CSS), etc.

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 Example: RMO’s Consolidated Sales and Marketing System Project

• RMO decides to initiate a project to

build a new Consolidated Sales and
Marketing System (CSMS) in replace
of the older CCS component. This
new CSMS component includes more
functionalities and supports the latest
IT technology (e.g., Smartphone,
Facebook)

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 Example: RMO’s CSMS System Vision Document

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 Example: RMO’s CSMS System Vision Document

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 Example: RMO’s CSMS System Vision Document

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 Example: RMO’s CSMS System Vision Document

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 Quantify Project Approval Factors

• The estimated time for project completion

• The estimated cost for the project and system

• The anticipated benefits from the deployment of the new

system

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 Quantify Project Approval Factors

• Estimated Cost for Development

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 Quantify Project Approval Factors

• Estimated Cost for Support

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 Quantify Project Approval Factors

• Anticipated Benefits from New System

– Opening up new markets with new services, products, or
locations.
– Increasing market share in existing markets.
– Enhancing cross-sales capabilities with existing customers.
– Reducing staff by automating manual functions or increasing
efficiency.
– Decreasing operating expenses, such as shipping charges for
“emergency shipments”.
– Reducing error rates through automated editing or validation.
– Reducing bad accounts or bad credit losses.
– Reducing inventory or merchandise losses through tighter
controls.
– Collecting receivables (accounts receivable) more rapidly.

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 Quantify Project Approval Factors

• Tangible “Dollar” Benefits

– Used for Cost/Benefit Analysis--process of comparing
costs and benefits to see whether investing in a new system
will be beneficial--

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 Quantify Project Approval Factors

Cost/Benefit Analysis

• Tangible Benefit
– a benefit that can be measured or estimated in
terms of dollars.

• Intangible Benefit
– a benefit that accrues to an organization but that
can’t be measured quantitatively or estimated
accurately.

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 Quantify Project Approval Factors

Examples of Intangible Benefits

• Increased levels of service (in ways that can’t be
measured in dollars)
• Increased customer satisfaction (not measurable in
dollars)
• Survival—need to do it to compete
• Need to develop in-house expertise (such as a pilot
program with new technology)

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 Quantify Project Approval Factors

Examples of Intangible Costs

• Reduced employee morale

• Lost productivity (the organisation may not be able to
estimate it)
• Lost customers or sales (during some unknown
period of time)

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 Review with Client and Obtain Approval

• Executive committee reviews and approves

• Board must review and approve for very large
projects
• Involved stakeholders need to understand what is
expected of them
• IS department needs to know what to do for staffing
and support
• Whole organization should be made aware of the
project and its importance

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 PESTEL Analysis

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 PESTEL Analysis

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 Step 2: Plan and Monitor Project

• Establish project environment

• Schedule the work
• Staff and allocate resources
• Evaluate work processes
• Monitor progress and make corrections

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 Establish Project Environment

• Project manager must establish project parameters

and the work environment:

– Communicating—internal and external

• Who, what, when, and how

– Work environment (ex. tools)

• Workstations, software development tools (IDE), servers and
repositories, office and meeting space, support staff

– Process and procedures followed (ex. models and techniques)

• Reporting and documentation, programming approach, testing,
deliverables, code and version control

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 Establish Project Environment

• Sample Dashboard showing project information and status

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 Establish Project Environment

• Electronic Digital Repositories of Information

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 Establish Project Environment

• Information stored in repositories for team member use

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 Establish Project Environment

• Work Environment – Support/Facilities/Tools

– Personal computer(s) and/or workstation(s).
– Personal development software and tools.
– Development server with repositories, sandboxes,
and communication tools.
– Office space, conference rooms, and equipment,
including printers, scanners, and projectors.
– Support staff..

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 Establish Project Environment

• Processes and Procedures

– Reporting and documentation—What is done? How is it
done? Who does it?
– Programming—Single or pair programming? How is work
assigned? By whom?
– Testing—Programmer tests or user tests? How do you mark
items ready for testing?
– Deliverables—What are they? How and when are they
handed over to users? How are they accepted?
– Code and version control—How is the code controlled to
prevent conflicts? How do you coordinate bug fixing with
new development? How and when are deliverables released?

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 Schedule the Work

• Developing Detailed Work Schedule takes three steps:

– Develop a Work Breakdown Structure (WBS)
• The list or hierarchy of activities and tasks used to
estimate the work to be done in a project or iteration
– Estimate effort and identify dependencies
• Task times
• Tasks that must be completed before another task begins
• Critical path--a sequence of tasks that can’t be delayed
without causing the entire project to be delayed
– Create a schedule using a Gantt chart
• Bar chart that portrays the schedule by the length of
horizontal bars superimposed on a calendar

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 Schedule the Work

• Gantt Chart for first iteration

– Shows task, duration, start date, predecessors, and
resources
– Generates chart graphically showing dates, predecessors,
tasks, and critical path

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 Staff and Allocate Resources

• Staffing activity tasks usually consists of 5 tasks:

1. Developing a resource plan for the project.

2. Identifying and requesting specific technical staff.

3. Identifying and requesting specific user staff.

4. Organizing the project team into work groups.

5. Conducting preliminary training and team-building

exercises.

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 Evaluate Work Processes: Retrospective

• Are our communication procedures adequate? How can they be

improved?

• Are our working relationships with the user effective?

• Did we hit our deadlines? Why or why not?

• Did we miss any major issues? How can we avoid this in the future?

• What things went especially well? How can we ensure it continues?

• What were the bottlenecks or problem areas? How can we eliminate

them?

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 Monitor Project Progress and Make Corrections

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 References
• Satzinger, J., Jackson, R. & Burd, S. (2016) Systems Analysis And Design In A
Changing World. 7th Edition, Boston, Mass. Cengage Learning.
• Project Management Institute, 2021. A Guide to the Project Management Body of
Knowledge (PMBOK® Guide)-and The Standard for Project Management. Project
Management Institute.
• PESTLE Analysis. https://pestleanalysis.com/what-is-pestle-analysis/ . Last
Accessed 14 September 2023.
• PESTLE Analysis. https://www.youtube.com/watch?v=GFVKKTwkANY . Last
Accessed 14 September 2023.

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 THANK YOU
Any Question ?

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