2. Chapter Objectives
• Explain techniques for estimating task
completion times and costs
• Describe various scheduling tools, including
Gantt charts and PERT/CPM charts
• Analyze task dependencies, durations, start
dates, and end dates
2
3. Chapter Objectives
• Identify examples of project management
software and explain how these programs can
assist you in project planning, estimating,
scheduling, monitoring, and reporting
• Explain software change control
• Understand why projects sometimes fail
3
4. Introduction
• You will learn about project planning,
estimating, scheduling, monitoring, reporting,
and the use of project management software
• You also will learn how to control and manage
project changes as they occur
4
5. Project Management Overview
• Project Management
• A successful project must be completed on
time, within budget, and deliver a quality
product that satisfies users and meets
requirements
• Project manager or project leader
• Project coordinator
5
6. Project Management Overview
• Project managers typically perform four main
tasks:
– Project planning
– Project scheduling
– Project monitoring and controlling
– Project reporting
6
8. Project Planning
• Identifying Tasks
– One important variable is the size of the project,
because the amount of work increases
dramatically as project scope increases
– A project that is twice as large will be much more
than twice as complex
8
9. Project Planning
• Identifying Tasks
– Multiple interactions can
lead to
misunderstandings and
delay
– Project creep
– The capabilities of
project team members
also affect time
requirements
– Brooks Law
9
10. Project Planning
• Estimating Task Completion Time and Cost
– Person-days
– Some tasks can be divided evenly so it is possible
to use different combinations of time and people,
up to a point
– In most systems analysis tasks, however, time and
people are not interchangeable
10
12. Project Planning
• Factors Affecting Time and Cost Estimates
– Project size and scope
– IT resources
– Prior experience with similar projects or systems
– Applicable constraints
12
13. Project Scheduling
• A project schedule is a specific timetable
• Project scheduling also involves selecting and
staffing the project team, assigning specific
tasks to team members, and arranging for
other necessary resources
• Must balance task time estimates, sequences,
and personnel assignments
• Several graphical planning aids can help
13
15. PERT/CPM Charts
• The Program Evaluation Review Technique
(PERT)
• Critical Path Method (CPM)
• The distinctions between the two methods
have disappeared over time, and today the
technique is called either PERT, CPM, or
PERT/CPM
15
16. PERT/CPM Charts
• Overview of PERT/CPM
– PERT/CPM is called a bottom-up technique
– Project tasks
– Once you know the tasks, their duration, and the
order in which they must be performed, you can
calculate the time that it will take to complete the
project
16
19. PERT/CPM Charts
• Complex Task Patterns
– When various task patterns combine, you must
study the facts carefully in order to understand
the logical sequence
– A project schedule will not be accurate unless the
underlying task pattern is logically correct
19
21. PERT/CPM Charts
• Critical Path
– Slack time
– If any task along the critical path falls behind
schedule, the entire project is delayed
– A critical path includes all tasks that are vital to
the project schedule
– If necessary, a project manager can reassign
resources to keep the project on schedule
21
24. PERT/CPM Charts
• Comparing Gantt Charts and PERT/CPM
– Although a Gantt chart offers a rapid overview
that graphically displays the timing, duration, and
progress of each task, many project managers find
PERT/CPM charts more helpful for scheduling,
monitoring, and controlling projects
– PERT/CPM and Gantt charts are not mutually
exclusive techniques
24
25. Project Risk Management
• Every IT project involves risks that systems
analysts and project managers must address
• Risk management
• Steps in Risk Management
– Develop risk management plan
– Identify the risks
• Risk identification
25
26. Project Risk Management
• Steps in Risk
Management
– Analyze the risks
• Qualitative risk analysis
• Quantitative risk analysis
– Create a risk response
plan
– Monitor risks
26
27. Project Risk Management
• Risk Management Software Tools
– Most project management software programs,
such as Microsoft Project, contain various tools
that a project manager can use
– The IT team can make a recommendation
regarding the risks
– Depending on the nature and magnitude of the
risk, the final decision might be made by
management
27
28. Project Monitoring and Control
• Monitoring and Control Techniques
– The project manager must keep track of tasks and
progress of team members, compare actual
progress with the project plan, verify the
completion of project milestones, and set
standards and ensure that they are followed
– Structured walkthrough
– Called design reviews, code reviews, or testing
reviews
28
29. Project Monitoring and Control
• Maintaining a Schedule
– Maintaining a project schedule can be a
challenging task
– The better the original plan, the easier it will be to
control the project
– If enough milestones and frequent checkpoints
exist, problems will be detected rapidly
– Project managers often spend most of their time
tracking the tasks along the critical path
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31. Project Reporting
• Project Status Reports
– A project manager must report regularly to his or
her immediate supervisor, upper management,
and users
– Should explain what you are doing to handle and
monitor the problem
– Most managers recognize that problems do occur
on most projects; it is better to alert management
sooner rather than later
31
35. Software Change Control
• Software Change Control
• A procedure for processing requests for
changes to an information system’s
requirements consists of four steps:
• Complete a change request form
• Take initial action on the request
• Analyze the impact of the requested change
• Determine the disposition of the requested change
35
36. Keys to Project Success
• Business Issues
– The major objective of every system is to provide
a solution to a business problem or opportunity
– A system that falls short of business needs also
produces problems for users and reduces
employee morale and productivity
36
37. Keys to Project Success
• Budget Issues
– Cost overruns typically result from one or more of
the following:
• Unrealistic estimates
• Failure to develop an accurate TCO forecast
• Poor monitoring of progress and inadequate reaction to
early signs of problems
• Schedule delays due to unanticipated factors
• Human resource factors
37
38. Keys to Project Success
• Schedule Issues
– Problems with timetables and project milestones
can indicate a failure to recognize task
dependencies, confusion between effort and
progress, poor monitoring and control methods,
personality conflicts among team members, or
turnover of project personnel
38
39. Keys to Project Success
• Successful Project Management
– When problems occur, the project manager’s
ability to handle the situation becomes the critical
factor
– Sometimes, when a project experiences delays or
cost overruns, the system still can be delivered on
time and within budget if several less critical
requirements are trimmed
39
40. Keys to Project Success
• Successful Project Management
– If a project is in trouble because of a lack of
resources or organizational support, management
might be willing to give the project more
commitment and higher priority
– A typical response is to push back the completion
date
– Option only if the original target date is flexible
and the extension will not create excessive costs
or other problems
40
41. Chapter Summary
• Project management is the process of
planning, scheduling, monitoring and
controlling, and reporting upon the
development of an information system
• Begins with identifying and planning all
specific tasks or activities
• Can use graphical tools such as Gantt charts
and PERT/CPM charts to assist in the
scheduling process
41
42. Chapter Summary
• Project managers are responsible for risk
management
• Every successful information system must
support business requirements, stay within
budget, and be available on time
• Sound project management involves the same
skills as any type of management
42
