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Analisis Sistem Informasi

Analisis Sistem Informasi

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  • <br /> Chapter 4 - Project Management <br /> This repository of slides is intended to support the named chapter. The slide repository should be used as follows: <br /> Copy the file to a unique name for your course and unit. <br /> Edit the file by deleting those slides you don’t want to cover, editing other slides as appropriate to your course, and adding slides as desired. <br /> Print the slides to produce transparency masters or print directly to film or present the slides using a computer image projector. <br /> Each slide includes instructor notes. To view those notes in PowerPoint, click left on the View Menu; then click left on Notes View sub-menu. You may need to scroll down to see the instructor notes. <br /> The instructor notes are also available in hard copy as the Instructor Guide to Accompany Systems Analysis and Design Methods, 5/ed. Contact your Irwin/McGraw-Hill sales representative if you need a hard copy. <br />
  • No additional notes <br />
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  • Teaching Tips <br /> Key point to emphasize is that every IT project is unique, a factor that has made project management extremely challenging across the industry. Organizations today are placing considerably more importance on project management skills because of the impact information technology has on the business. Because of the tremendous amount of monies spent on reengineering systems because of Y2K or ERP, organizations can’t afford the project failures which were very much commonplace in the past. <br /> Project management is a cross life cycle activity <br /> It can be useful to characterize process management as providing the “templates” (much as a word processor) for project management. But just as word processing templates must be managed and improved from time to time, so must process templates be improved and managed. <br />  <br />
  • Teaching Notes <br /> Most organizations pursuing the CMM are targeting Level 3, that is, consistently using a standardized process or methodology to develop all systems. CMM Level 2 deals with project management. CMM Level 3 deals with what has come to be known as process management. <br />
  • Teaching Tips <br /> Emphasize that these measurements are from the perspective of the project manager. <br /> Failures and limited successes far outnumber successful information systems. Some studies show that 60-75% of all IT projects can be considered failures. <br />
  • Teaching Notes <br /> The major cause of project failure—most project managers were not educated or trained to be project managers! Just as good programmers don&apos;t always go on to become good systems analysts, good systems analysts don&apos;t automatically perform well as project managers. To be a good project manager, you should be educated and skilled in the “art of project management.” <br />
  • Teaching Notes <br /> There exists a core set of competencies that good project managers possess. Some of these competencies can be taught, both in courses, books, and professional workshops; however, you should immediately recognize that some of these competencies come only with professional experience in the field. First, you usually cannot manage a process you have never used. Second, you cannot manage a project without understanding the business and culture that provides a context for the project. <br />
  • Teaching Notes <br /> The project management functions were derived from classic management functions. <br /> Project management functions are dependent upon interpersonal communications between the project manager, the team, and other managers. <br />
  • Teaching Notes <br /> PERT, which stands for Project Evaluation and Review Technique, was developed in the late 1950s to plan and control large weapons development projects for the U.S. Navy. <br /> The Gantt chart, first conceived by Henry L. Gantt in 1917, is the most commonly used project scheduling and progress evaluation tool. <br /> The tools are not mutually exclusive (especially when PERT is based on “activity on the node” conventions). That is why (and how) most project management software tools maintain both views simultaneously. <br />
  • Teaching Tips <br /> PERT was developed to make clear the interdependence between project tasks before those tasks are scheduled. The boxes represent project tasks (we used phases from Chapter 3). (The content of the boxes can be adjusted to show various project attributes such as schedule and actual start and finish times.) The arrows indicate that one task is dependent upon the start or completion of another task. <br /> The “data” recorded in the nodes on a PERT chart vary with project management software tools. Microsoft Project supports different combinations of data in the nodes. <br /> See the comments at the beginning of the IG for an explanation of the “activity on the node: convention. <br />
  • Teaching Tips <br /> Gantt charts offer the advantage of clearly showing overlapping tasks, that is, tasks that can be performed at the same time. The bars can be shaded to clearly indicate percentage completion and project progress. The figure demonstrates which phases are ahead and behind schedule at a glance. The popularity of Gantt charts stems from their simplicity—they are easy to learn, read, prepare, and use. <br />
  • Teaching Tips <br /> The previous slide’s Gantt chart was built using Microsoft Visio. This one was built with Microsoft Project. <br /> Emphasize that Gantt charts can also show milestones and intertask dependencies. <br />
  • Teaching Tips <br /> Notice that summary tasks do not have dependencies and are represented in black. The authors chose to use red to depict critical tasks (discussed later in the chapter. Milestones are depicted in teal. <br />
  • This slide becomes the organizing model for the rest of the chapter. <br />
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  • Teaching Notes <br /> In consulting engagements, the statement of work has become a commonly used contract between the consultant and client. But the approach works equally well for internal system development projects to establish a contract between business management and the project manager and team. <br />
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  • Teaching Notes <br /> A WBS may or may not specify milestones. <br /> Teaching Tips <br /> Tasks must be broken down to a level at which they are manageable. Some experts suggest that a task must be accomplished within 40 working hours or further subdivided into tasks until they can. <br />
  • Teaching Notes <br /> An important thing to note is that WBS’s represent a form of outlining and decomposition. <br /> As a rule of thumb, a task is broken down to two or more subtasks, but no task should have more than six subtasks. <br />
  • Teaching Notes <br /> Recognize that the chapter demonstrated only one approach to estimating. The terminology used is consistent with Microsoft Project’s. <br /> Project actually allows the project manager to modify this formula to reflect his or her personal experience. <br />
  • The default in most project management software packages is “finish-to-start.” The other options are provided to improve scheduling flexibility based on intertask dependency. <br />
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  • Teaching Notes <br /> In the event that the project manager is given a deadline to meet, reverse scheduling strategy is ideal. <br />
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  • Teaching Notes <br /> Before resources can be assigned to a project/task, the analyst must obtain the various stakeholders’ commitment of those resources. <br />
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  • Teaching Notes <br /> It should be noted that resource leveling will be an ongoing activity since the schedule and resource assignments are likely to change over the course of a project. <br />
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  • Teaching Notes <br /> Emphasize that this is merely a sample. Encourage students to consider that many organizations have their own reporting standards to report project progress. In addition, many methodologies provide templates for various reporting needs. <br />
  • Teaching Notes <br /> Emphasize that this is merely a sample. Encourage students to consider that many organizations have their own reporting standards to report project progress. In addition, many methodologies provide templates for various reporting needs. <br />
  • No additional notes <br />
  • No additional notes <br />
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  • Teaching Notes <br /> The explanation of identifying the critical path is a simplified description. Identifying the critical path for large complex projects with many paths can be quite challenging. There are other approaches that can be used to identify the critical path (see Wysocki et al.). <br />
  • No additional notes <br />

Asi Chap004 Asi Chap004 Presentation Transcript

  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman C H A P T E R 4 Irwin/McGraw-Hill PROJECT MANAGEMENT Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Chapter Four • • • • • • • • • • • • • • • Whitten Bentley Dittman Project Management Define the terms project and project management, and differentiate between project and process management. Describe the causes of failed information systems and technology projects. Describe the basic competencies required of project managers. Describe the basic functions of project management. Differentiate between PERT and Gantt charts as project management tools. Describe the role of project management software as it relates to project management tools. Describe eight activities in project management. Define joint project planning and its role in project management. Define scope and a write a statement of work to document scope. Use a work breakdown structure to decompose a project into tasks. Estimate tasks’ durations, and specify intertask dependencies on a PERT chart. Assign resources to a project and produce a project schedule with a Gantt chart. Assign people to tasks and direct the team effort. Use critical path analysis to adjust schedule and resource allocations in response to schedule and budget deviations. Manage user expectations of a project and adjust project scope. Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Chapter Map Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Project and Project Management A project is a [temporary] sequence of unique, complex, and connected activities having one goal or purpose and that must be completed by specific time, within budget, and according to specification. Project management is the process of scoping, planning, staffing, organizing, directing, and controlling the development of an acceptable system at a minimum cost within a specified time frame. Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Project versus Process Management Project management is the process of scoping, planning, staffing, organizing, directing, and controlling the development of an acceptable system at a minimum cost within a specified time frame. Process management is an ongoing activity that documents, manages the use of, and improves an organization’s chosen methodology (the “process”) for system development. Process management is concerned with the activities, deliverables, and quality standards to be applied to all projects. Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Measures of Project Success – The resulting information system is acceptable to the customer. – The system was delivered “on time.” – The system was delivered “within budget.” – The system development process had a minimal impact on ongoing business operations. Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Causes of Project Failure • Failure to establish upper-management commitment to the project • Lack of organization’s commitment to the system development methodology • Taking shortcuts through or around the system development methodology • Poor expectations management • Premature commitment to a fixed budget and schedule • Poor estimating techniques • Overoptimism • The mythical man-month (Brooks, 1975) • Inadequate people management skills • Failure to adapt to business change • Insufficient resources • Failure to “manage to the plan” Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Project Manager Competencies • • • • • • • • • Business awareness Business partner orientation Commitment to quality Initiative Information gathering Analytical thinking Conceptual thinking Interpersonal awareness Organizational awareness Irwin/McGraw-Hill • • • • • • • • • • Anticipation of impact Resourceful use of influence Motivating others Communication skills Developing others Monitoring and controlling Self-confidence Stress management Concern for credibility Flexibility (Adapted from Wysocki, Beck, and Crane, Effective Project Management: How to Copyright © 2000 Plan, Manage, and Deliver Projects on Time and withinreserved The McGraw-Hill Companies. All Rights Budget.)
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Project Management Functions – Scoping – Planning – Estimating – Scheduling – Organizing – Directing – Controlling – Closing Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Project Management Tools & Techniques A PERT chart is a graphical network model that depicts a project’s tasks and the relationships between those tasks. A Gantt chart is a simple horizontal bar chart that depicts project tasks against a calendar. Each bar represents a named project task. The tasks are listed vertically in the left-hand column. The horizontal axis is a calendar timeline. Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman PERT Chart Project Initiation 5-3-2001 5-3-2001 Legend N/A N/A Task Scheduled Scheduled Start Finish Actual Actual Start Finish Preliminary Investigation 5-3-2001 intertask dependency Scheduled Scheduled Start Finish Actual Actual Start Finish 5-12-2001 5-3-2001 Task 5-11-2001 Problem Analysis Requirements Analysis Decision Analysis 5-12-2001 6-12-2001 5-28-2001 7-15-2001 6-13-2001 7-30-2001 5-12-2001 6-14-2001 5-30-2001 7-18-2001 6-13-2001 8-3-2001 Design Construction 7-3-2001 9-25-2001 7-19-2001 11-13-2001 7-5-2001 10-9-2001 7-20-2001 In Progress Implementation 9-10-2001 TBD Irwin/McGraw-Hill 12-14-2001 TBD Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Gantt Chart ID Task Name 1 Preliminary investigation 2 Problem analysis 3 Requirements analysis 4 Decision analysis 5 Design 6 Construction 7 2001 Implementation May Jun Jul Aug Sep Oct Nov Dec Today Legend Complete Task Incomplete Task Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Microsoft Project Gantt Chart Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Microsoft Project PERT Chart Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Project Management Life Cycle Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Joint Project Planning Strategy Joint project planning (JPP) is a strategy wherein all stakeholders in a project (meaning system owners, users, analysts, designers, and builders) participate in a one-to-three day project management workshop, the result of which is consensus agreement on project scope, schedule, resources, and budget. (Of course, subsequent workshops or meetings may be required to adjust scope, budget, and schedule.) Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Activity 1: Negotiate Scope Scope defines the boundaries of a project—What part of the business is to be studied, analyzed, designed, constructed, implemented, and ultimately improved? – – – – – Product Quality Time Cost Resources A statement of work is a narrative description of the work to be performed as part of a project. Common synonyms include scope statement, project definition, project overview, and document of understanding. Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Statement of Work I. II. III. IV. V. Purpose Background A. Problem, opportunity, or directive statement B. History leading to project request C. Project goal and objectives D. Product description Scope (notice the use of your information system building blocks) A. Stakeholders B. Data C. Processes D. Locations Project Approach A. Route B. Deliverables Managerial Approach A. Team building considerations B. Manager and experience C. Training requirements D. Meeting schedules E. Reporting methods and frequency F. Conflict management G. Scope management Irwin/McGraw-Hill (continued) Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Statement of Work (concluded) VI. VII. VIII. IX. Constraints A. Start date B. Deadlines C. Budget D. Technology Ballpark Estimates A. Schedule B. Budget Conditions of Satisfaction A. Success criteria B. Assumptions C. Risks Appendices Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Activity 2: Identify Tasks A work breakdown structure (WBS) is a hierarchical decomposition of the project into phases, activities, and tasks. Milestones are events that signify the accomplishment or completion of major deliverables during a project. Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Work Breakdown Structures 0 1 Phase 1 of the project … 2 Phase 2 of the project … 2.1 Activity 1 of Phase 2 … 2.2 Activity 2 of Phase 2 2.2.1 Task 1 of Activity 2.2 in Phase 2 2.2.2 Task 2 of Activity 2.2 in Phase 2 2.2.3 Task 3 of Activity 2.2 in Phase 2 2.3 Activity 3 of Phase 2 … 3 Phase 3 of the project … PROJECT GOAL = 2 3 PHASE PHASE PHASE 2.1 2.2 2.3 ACTIVITY ACTIVITY ACTIVITY 2.2.1 2.2.2 2.2.3 TASK Irwin/McGraw-Hill 1 TASK TASK Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Activity 3: Estimate Task Durations 1. Estimate the minimum amount of time it would take to perform the task. We'll call this the optimistic duration (OD). 2. Estimate the maximum amount of time it would take to perform the task. We'll call this the pessimistic duration (PD). 3. Estimate the expected duration (ED) that will be needed to perform the task. 4. Calculate the most likely duration (D) as follows: D = (1 x OD) + (4 x ED) + (1 x PD) 6 Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Activity 4: Specify Intertask Dependencies • Finish-to-start (FS)—The finish of one task triggers the start of another task. • Start-to-start (SS)—The start of one task triggers the start of another task. • Finish-to-finish (FF)—Two tasks must finish at the same time. • Start-to-finish (SF)—The start of one task signifies the finish of another task. Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Entering Intertask Dependencies Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Scheduling Strategies Forward scheduling establishes a project start date and then schedules forward from that date. Based on the planned duration of required tasks, their interdependencies, and the allocation of resources to complete those tasks, a projected project completion date is calculated. Reverse scheduling establishes a project deadline and then schedules backward from that date. Essentially, tasks, their duration, interdependencies, and resources must be considered to ensure that the project can be completed by the deadline. Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman A Project Calendar Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Activity 5: Assign Resources • People—inclusive of all the system owners, users, analysts, designers, builders, external agents, and clerical help that will be involved in the project in any way, shape, or form. • Services—a service such as a quality review that may be charged on a per use basis. • Facilities and equipment—including all rooms and technology that will be needed to complete the project. • Supplies and materials—everything from pencils, paper, notebooks, toner cartridges, etc. • Money—A translation of all of the above into the language of accounting—budgeted dollars! Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Defining Project Resources Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Assigning Project Resources Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Resource Leveling Resource leveling is a strategy used to correct resource overallocations by some combination of delaying or splitting tasks. There are two techniques for resource leveling: • • task delaying task splitting Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Task Splitting and Delaying • The critical path for a project is that sequence of dependent tasks that have the largest sum of most likely durations. The critical path determines the earliest possible completion date of the project. – Tasks that are on the critical path cannot be delayed without delaying the entire project schedule. To achieve resource leveling, critical tasks can only be split. • The slack time available for any noncritical task is the amount of delay that can be tolerated between the starting time and completion time of a task without causing a delay in the completion date of the entire project. – Tasks that have slack time can be delayed to achieve resource leveling Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Activity 6: Direct the Team Effort • Supervision resources – The DEADLINE – A Novel About Project Management – The One Minute Manager – The Care and Feeding of Monkeys ORIENTATION STAGE Ÿ Ÿ Ÿ Ÿ Establish structure and rules Clarify team member relationships Identify responsibilities Develop a plan to achieve goals FORMING INTERNAL PROBLEM-SOLVING STAGE Ÿ Ÿ Ÿ Resolve interpersonal conflict Further clarify rules and goals Develop a participative climate STORMING • Stages of Team Maturity (see figure to the right) GROWTH AND PRODUCTIVITY STAGE Ÿ Direct team activity toward goals Ÿ Provide and get feedback Ÿ Share ideas–growing cohesion Ÿ Individuals feel good about each other NORMING EVALUATION AND CONTROL STAGE Ÿ Ÿ Ÿ Ÿ Irwin/McGraw-Hill More feedback and evaluation Adherence to team norms Roles of team strengthened Strong team motivation to share goals PERFORMING Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Activity 7: Monitor and Control Progress • • • • Progress reporting Change management Expectations management Schedule adjustments—critical path analysis (CPA) Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Sample Outline for a Progress Report I. II. Cover Page A. Project name or identification B. Project manager C. Date or report Summary of progress A. Schedule analysis B. Budget analysis C. Scope analysis (describe any changes that may have an impact on future progress) D. Process analysis (describe any problems encountered with strategy or methodology) III. IV. E. Gantt progress chart(s) Activity analysis A. Tasks completed since last report B. Current tasks and deliverables C. Short term future tasks and deliverables Previous problems and issues A. Action item and status B. New or revised action items 1. Recommendation 2. Assignment of responsibility 3. Deadline Irwin/McGraw-Hill (continued) Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Sample Outline for a Progress Report (concluded) V. New problems and issues A. Problems (actual or anticipated) B. Issues (actual or anticipated) VI. C. Possible solutions 1. Recommendation 2. Assignment of responsibility 3. Deadline Attachments (include relevant printouts from project management software) Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Progress on a Gantt Chart Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Expectations Management An expectations management matrix is a ruledriven tool for helping management understand the dynamics and impact of changing project parameters such as cost, schedule, scope, and quality. Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Lunar Project Expectations Management Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Typical, Initial Expectations for a Project Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Adjusting Expectations Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Changing Priorities Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Critical Path Analysis (and Slack Time) 1. Using intertask dependencies, determine every possible path through the project. 2. For each path, sum the durations of all tasks in the path. 3. The path with the longest total duration is the critical path. – The critical path for a project is that sequence of dependent tasks that have the largest sum of most likely durations. The critical path determines the earliest completion date of the project. – The slack time available for any noncritical task is the amount of delay that can be tolerated between the starting time and completion time of a task without causing a delay in the completion date of the entire project. Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved
  • SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition Whitten Bentley Dittman Critical Path TASK D Duration Tue 2/20/01 7 days Tue 2/20/01 0 days TASK A TASK B TASK C TASK E TASK I Mon 2/5/01 3 days Wed 2/7/01 2 days Fri 2/9/01 2 days Mon 2/19/01 6 days Tue 2/27/01 5 days Mon 2/5/01 0 days Wed 2/7/01 0 days Fri 2/9/01 0 days Tue 2/20/01 1 day Tue 2/27/01 0 days TASK F The critical path is highlighted in red TASK G Wed 2/14/01 3 days Fri 2/16/01 Fri 2/16/01 Tue 2/20/01 2 days 2 days 2 days Slack Time TASK H Thu 2/15/01 1 day Tue 2/20/01 3 days Irwin/McGraw-Hill Copyright © 2000 The McGraw-Hill Companies. All Rights reserved