This chapter discusses project management techniques including work breakdown structures, task patterns, critical path analysis, Gantt charts, PERT/CPM charts, risk management, and monitoring and controlling projects. It explains how to plan a project by identifying tasks, estimating durations, and determining dependencies. Project managers use scheduling tools to track progress and ensure projects are completed on time and on budget. Risk management and addressing issues that arise are also important for project success.
This chapter discusses project management techniques for systems analysis and design projects. It covers work breakdown structures, task patterns, critical path analysis, scheduling tools like Gantt charts and PERT/CPM charts, project monitoring, reporting, and risk management. Project managers are responsible for planning, scheduling, monitoring progress, reporting status, and ensuring projects are completed on time, within budget and meet requirements. Sound project management requires accurate estimates, monitoring progress against the plan, and addressing risks and issues as early as possible.
This chapter discusses project management techniques for systems analysis and design projects. It covers work breakdown structures, task patterns, critical path analysis, scheduling with Gantt charts and PERT/CPM charts, project monitoring and reporting, risk management, and reasons why projects fail. Project managers are responsible for planning, scheduling, monitoring, and reporting on the development of an information system to ensure it is completed on time, within budget, and meets requirements.
This chapter discusses techniques for managing systems projects including estimating costs and durations, using scheduling tools like Gantt charts and PERT/CPM charts, and identifying project risks. Project management involves planning, scheduling, monitoring, and reporting on tasks. Tools like Microsoft Project can assist with project planning, estimating, and tracking progress. Software change control and addressing issues are also important for project success.
The document discusses project management techniques for information systems projects. It covers topics like work breakdown structures, Gantt charts, PERT/CPM charts, critical path analysis, monitoring and control, and risk management. Specifically, it explains how to create a work breakdown structure by identifying tasks and estimating their duration. It also discusses using Gantt charts and PERT/CPM charts for project scheduling and how to calculate the critical path. Project monitoring, control, reporting, and risk management are described as important project management functions.
Project management is an important skill for system analysts. There are four main phases to managing an information system project: initiation, planning, execution, and close-down. In the initiation phase, the project team is established and the scope and objectives are defined. In planning, the work is broken down into tasks, resources are estimated, and schedules and budgets are created. Execution involves implementing the plan and managing changes. Close-down concludes the project with reviews and closing out contracts. Techniques like Gantt charts, PERT diagrams, and project management software help system analysts schedule and track project activities.
Managing the information system projectalpha1unity
1) Project management involves initiating, planning, executing, and closing an information systems project. This includes defining objectives, allocating resources, and managing risks, costs, and schedules.
2) Planning a project involves defining its scope, dividing work into tasks, estimating resources and timelines, developing communication plans, and identifying risks. Key deliverables include a project plan and budget.
3) Executing the project requires monitoring progress against the plan, managing changes, maintaining project documentation, and communicating regularly with stakeholders. Project management tools like PERT and Gantt charts help track work and implement adjustments.
Project management involves planning, organizing, and managing resources to bring about the successful completion of a project. A project is a temporary endeavor undertaken to create a unique product or service, with a defined beginning and end, that is conducted to meet specific goals. Project management techniques include developing a work breakdown structure to define tasks, using Gantt charts to schedule tasks and track progress over time, and monitoring the project to ensure it is completed according to the schedule, budget, and quality specifications.
This document discusses project scheduling principles and tools for project management. It outlines key scheduling principles like compartmentalization of tasks, defining interdependencies, allocating time, and assigning responsibilities. It also discusses defining outcomes and milestones. The document then covers steps to create a project schedule including listing deliverables, defining milestones, and developing a work breakdown structure. Finally, it discusses traditional and modern project management tools and their benefits for focusing work and communication to complete projects on time and on budget.
This chapter discusses project management techniques for systems analysis and design projects. It covers work breakdown structures, task patterns, critical path analysis, scheduling tools like Gantt charts and PERT/CPM charts, project monitoring, reporting, and risk management. Project managers are responsible for planning, scheduling, monitoring progress, reporting status, and ensuring projects are completed on time, within budget and meet requirements. Sound project management requires accurate estimates, monitoring progress against the plan, and addressing risks and issues as early as possible.
This chapter discusses project management techniques for systems analysis and design projects. It covers work breakdown structures, task patterns, critical path analysis, scheduling with Gantt charts and PERT/CPM charts, project monitoring and reporting, risk management, and reasons why projects fail. Project managers are responsible for planning, scheduling, monitoring, and reporting on the development of an information system to ensure it is completed on time, within budget, and meets requirements.
This chapter discusses techniques for managing systems projects including estimating costs and durations, using scheduling tools like Gantt charts and PERT/CPM charts, and identifying project risks. Project management involves planning, scheduling, monitoring, and reporting on tasks. Tools like Microsoft Project can assist with project planning, estimating, and tracking progress. Software change control and addressing issues are also important for project success.
The document discusses project management techniques for information systems projects. It covers topics like work breakdown structures, Gantt charts, PERT/CPM charts, critical path analysis, monitoring and control, and risk management. Specifically, it explains how to create a work breakdown structure by identifying tasks and estimating their duration. It also discusses using Gantt charts and PERT/CPM charts for project scheduling and how to calculate the critical path. Project monitoring, control, reporting, and risk management are described as important project management functions.
Project management is an important skill for system analysts. There are four main phases to managing an information system project: initiation, planning, execution, and close-down. In the initiation phase, the project team is established and the scope and objectives are defined. In planning, the work is broken down into tasks, resources are estimated, and schedules and budgets are created. Execution involves implementing the plan and managing changes. Close-down concludes the project with reviews and closing out contracts. Techniques like Gantt charts, PERT diagrams, and project management software help system analysts schedule and track project activities.
Managing the information system projectalpha1unity
1) Project management involves initiating, planning, executing, and closing an information systems project. This includes defining objectives, allocating resources, and managing risks, costs, and schedules.
2) Planning a project involves defining its scope, dividing work into tasks, estimating resources and timelines, developing communication plans, and identifying risks. Key deliverables include a project plan and budget.
3) Executing the project requires monitoring progress against the plan, managing changes, maintaining project documentation, and communicating regularly with stakeholders. Project management tools like PERT and Gantt charts help track work and implement adjustments.
Project management involves planning, organizing, and managing resources to bring about the successful completion of a project. A project is a temporary endeavor undertaken to create a unique product or service, with a defined beginning and end, that is conducted to meet specific goals. Project management techniques include developing a work breakdown structure to define tasks, using Gantt charts to schedule tasks and track progress over time, and monitoring the project to ensure it is completed according to the schedule, budget, and quality specifications.
This document discusses project scheduling principles and tools for project management. It outlines key scheduling principles like compartmentalization of tasks, defining interdependencies, allocating time, and assigning responsibilities. It also discusses defining outcomes and milestones. The document then covers steps to create a project schedule including listing deliverables, defining milestones, and developing a work breakdown structure. Finally, it discusses traditional and modern project management tools and their benefits for focusing work and communication to complete projects on time and on budget.
The document discusses project time management. It covers the importance of project schedules, noting that delivering projects on time is a major challenge and time overruns are common. It then discusses the processes involved in project time management, including activity definition, sequencing, resource and duration estimating, schedule development, and schedule control. Key techniques covered include precedence diagramming, Gantt charts, critical path method, calculating float, techniques for shortening schedules like crashing and fast tracking, and critical chain scheduling. The importance of updating the critical path and controlling changes to the project schedule are also emphasized.
The document discusses project management and outlines the key stages and areas of project management. It begins with defining the project, planning the work, managing the work plan, managing issues, scope, risk, communication, and documents. It then discusses quality, metrics, and reasons why projects fail. The basic phases of a project are outlined as initiation, planning, execution, controlling, and closing. Key terms related to project management including time, money, and scope are defined. The use of project management software to create project plans, monitor schedules, and generate reports is also summarized.
This document discusses project scheduling for software engineering projects. It covers key topics such as:
- The importance of scheduling for establishing a roadmap and tracking progress on large, complex software projects.
- Basic principles of software project scheduling including compartmentalizing work, indicating interdependencies, allocating time and resources, and assigning responsibilities.
- Methods for defining tasks, networks, and timelines to plan and track schedules.
- Techniques for monitoring schedule performance such as status meetings, milestone tracking, and earned value analysis.
- Factors that influence schedules such as risks, changing requirements, estimates, and technical difficulties.
Project time management involves defining activities, sequencing them, estimating durations and resources, developing a schedule, and controlling the schedule. It is important for completing projects on time as time has the least flexibility. Key techniques include creating network diagrams, Gantt charts, crashing and fast tracking activities, using buffers, and PERT analysis to estimate activity durations under uncertainty. Effective leadership and communication are also important for maintaining a realistic schedule.
Chapt5.pptx it is notes of the 5th chapterpreetidamakale
The document discusses project scheduling and tracking techniques for software projects. It covers work breakdown structures, activity networks, Gantt charts, critical path method (CPM), program evaluation and review technique (PERT), and comparing planned vs. actual project timelines. Example macro timeline charts are provided for library management, college management, and hotel management systems projects spanning 15-20 days each broken down by SDLC phases.
The document discusses project schedule management. It describes the key processes involved which include planning, defining activities, sequencing activities, estimating durations, and developing the schedule. Specific techniques are outlined for each process such as precedence diagramming, critical path method, resource leveling. The outputs of defining activities and sequencing activities are also summarized such as the activity list, milestone list, and schedule network diagrams.
Episode 23 : PROJECT TIME MANAGEMENT
Activity Definition – identifying the specific activities that must be performed to produce the various project deliverables
Activity Sequencing – identifying and documenting interactivity dependencies
Activity Duration Estimating – estimating the number of work periods that will be needed to complete individual activities
Schedule Development – analyzing activity sequences, activity durations, and resource requirements to create the project schedule
Schedule Control – controlling changes to the project schedule
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
ESOFT Metro Campus - Diploma in Software Engineering - (Module VII) Introduction to Project Management
(Template - Virtusa Corporate)
Contents:
What is a Project?
History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
This document provides an overview of project control and status reporting techniques. It discusses monitoring project progress through earned value analysis, comparing planned, actual, and earned values. Status reports typically include a summary, accomplishments, plans, risk analysis, and issues. The document also demonstrates how to set up a project in Microsoft Project, including adding tasks, resources, durations, dependencies, and saving a baseline for comparison.
This document discusses principles and techniques for project scheduling and tracking. It describes decomposing projects into tasks, estimating task durations, defining dependencies between tasks, and using tools like Gantt charts, milestone charts, and earned value analysis to schedule and monitor progress. The goal is to understand customer needs, estimate time and costs, track progress against the plan, and address any issues proactively.
The document discusses work breakdown structures (WBS) which are hierarchical lists of project activities used for planning, tracking progress, and estimating costs. It describes different types of WBS including product, process, and hybrid WBS. It also covers techniques for creating a WBS such as top-down, bottom-up, and analogy approaches. Estimation methodologies like expert judgment, function points, and Wideband Delphi are also summarized.
This document provides an overview of project management concepts and techniques. It outlines the objectives of a project management simulation course, which are to provide process knowledge and application of PMI principles and Microsoft Project. The document then covers various aspects of project management, including defining a project, initiating a project, planning, scheduling, controlling a project, and using Microsoft Project as a scheduling tool. Key topics like the project lifecycle, work breakdown structure, Gantt charts, resources, and change management are discussed at a high level.
these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment.
The document discusses project schedule management. It outlines the key knowledge areas, process groups, and processes involved in project schedule management based on the Project Management Body of Knowledge (PMBOK). Specifically, it describes the six processes for schedule management: (1) plan schedule management, (2) define activities, (3) sequence activities, (4) estimate activity durations, (5) develop schedule, and (6) control schedule. For each process, it provides the inputs, tools and techniques, and outputs as defined in PMBOK.
This document provides guidance on creating an effective project management plan. It discusses that a plan should answer why, what, how, when, who, and cost for a project. The key sections of a project management plan are then outlined, including an introduction, organizational structure, management processes, work breakdown, schedule, and budget. Guidance is given on items to include in each section, such as objectives, controls, assumptions, staffing, technical details, milestones, Gantt charts, estimates, and reports. The document stresses that plans should be dynamic, flexible, and updated, and provides tips for reviewing and improving a created project management plan.
This chapter discusses project management techniques for systems analysis and design projects. It covers creating a work breakdown structure and identifying task patterns to develop a schedule. It explains calculating the critical path and using tools like Gantt charts and PERT/CPM charts to schedule and monitor projects. The chapter also discusses risk management, project monitoring and control, reporting, and managing projects for success within budget and schedule.
MIS485 Capstone Project in MIS 2MGT 400 - Project MIlonaThornburg83
MIS485: Capstone Project
in MIS
2MGT 400 - Project Management
Textbook: Farrell, P. J., (2017). IT Capstone
Project (3rd Edition), Kendall Hunt
Publishing.
3MGT 400 - Project Management
4MGT 400 - Project Management
PROJECT MANAGEMENT
HANDOUT- I
Managing the Information Systems
Project:
Defining and Planning an information
system project
Introduction
• Project management (PM) may be the most important aspect of systems
development.
• Effective PM helps to ensure
• The meeting of customer expectations.
• The satisfying of budget and time constraints.
• The nature of projects has changed from custom development to
implementing packaged software such as ERP and data warehousing.
• PM needs to be able to work well with vendors and diverse user
community.
Pine Valley Application Project
Three computer applications at Pine Valley Furniture: order filling, invoicing,
and payroll
(Source: Hoffer, Ramesh, and Topi, Modern Database Management 11th ed. 2013)
Managing the Information Systems
Project
• Project
• A planned undertaking of related activities to reach an objective that has a
beginning and an end
• Project management
• A controlled process of initiating, planning, executing, and closing down a
project
Managing the Information Systems
Project (cont.)
• Project manager
• A systems analyst with a diverse set of skills—management, leadership,
technical, conflict management, and customer relationship—who is responsible
for initiating, planning, executing, and closing down a project
• Deliverable
• The end product of an SDLC phase
Deciding on Systems Projects
• System Service Request (SSR)
• A standard form for requesting or proposing systems development work within
an organization
• Feasibility study
• A study that determines whether a requested system makes economic and
operational sense for an organization
Project Management Activities
A project manager
juggles numerous
activities
Phases of Project Management
Process
•Phase 1: Initiation
•Phase 2: Planning
•Phase 3: Execution
•Phase 4: Closedown
PM Phase 1: Project Initiation
• Assess size, scope and complexity, and establish
procedures.
• Establish:
• Initiation team
• Relationship with customer
• Project initiation plan
• Management procedures
• Project management environment and workbook
• Project charter
FIGURE 3-6
The project workbook for
the Purchasing
Fulfillment System
project contains nine key
elements
Project workbook
An online or hard-copy repository for all
project correspondence, inputs, outputs,
deliverables, procedures, and
standards. Used for performing project
audits, orienting new team members,
communicating with management and
customers, identifying future projects,
and performing post-project reviews.
Project Charter
• A short document prepared for the customer describing
project deliverables and outlining the work required to
complete the project
...
Project management involves defining goals, planning, implementing, and evaluating a project. It typically involves short-term projects with specific outcomes and allocated resources. Planning is the most important step and involves assessing time, cost, and scope. Two case studies are described: an executive dashboard project completed on time and budget through defining roles and milestones, and a class agent portal rebuild that met its goals through careful project management. Tools and models for prioritizing projects include matrices and Venn diagrams.
This chapter discusses system architecture and design. It covers selecting an architecture, client/server models, online and batch processing, network topologies, wireless networks, and completing the system design specification. The objectives are to understand issues in selecting an architecture, describe different processing and network designs, and explain how to finalize a system design.
This chapter discusses the systems support and security phase of the SDLC. It covers maintaining and supporting operational systems, including user support, maintenance tasks, performance management, security, backups and disaster recovery. The chapter also addresses future challenges like system obsolescence and outlines strategies for IT professionals to advance their careers through certification.
The document discusses project time management. It covers the importance of project schedules, noting that delivering projects on time is a major challenge and time overruns are common. It then discusses the processes involved in project time management, including activity definition, sequencing, resource and duration estimating, schedule development, and schedule control. Key techniques covered include precedence diagramming, Gantt charts, critical path method, calculating float, techniques for shortening schedules like crashing and fast tracking, and critical chain scheduling. The importance of updating the critical path and controlling changes to the project schedule are also emphasized.
The document discusses project management and outlines the key stages and areas of project management. It begins with defining the project, planning the work, managing the work plan, managing issues, scope, risk, communication, and documents. It then discusses quality, metrics, and reasons why projects fail. The basic phases of a project are outlined as initiation, planning, execution, controlling, and closing. Key terms related to project management including time, money, and scope are defined. The use of project management software to create project plans, monitor schedules, and generate reports is also summarized.
This document discusses project scheduling for software engineering projects. It covers key topics such as:
- The importance of scheduling for establishing a roadmap and tracking progress on large, complex software projects.
- Basic principles of software project scheduling including compartmentalizing work, indicating interdependencies, allocating time and resources, and assigning responsibilities.
- Methods for defining tasks, networks, and timelines to plan and track schedules.
- Techniques for monitoring schedule performance such as status meetings, milestone tracking, and earned value analysis.
- Factors that influence schedules such as risks, changing requirements, estimates, and technical difficulties.
Project time management involves defining activities, sequencing them, estimating durations and resources, developing a schedule, and controlling the schedule. It is important for completing projects on time as time has the least flexibility. Key techniques include creating network diagrams, Gantt charts, crashing and fast tracking activities, using buffers, and PERT analysis to estimate activity durations under uncertainty. Effective leadership and communication are also important for maintaining a realistic schedule.
Chapt5.pptx it is notes of the 5th chapterpreetidamakale
The document discusses project scheduling and tracking techniques for software projects. It covers work breakdown structures, activity networks, Gantt charts, critical path method (CPM), program evaluation and review technique (PERT), and comparing planned vs. actual project timelines. Example macro timeline charts are provided for library management, college management, and hotel management systems projects spanning 15-20 days each broken down by SDLC phases.
The document discusses project schedule management. It describes the key processes involved which include planning, defining activities, sequencing activities, estimating durations, and developing the schedule. Specific techniques are outlined for each process such as precedence diagramming, critical path method, resource leveling. The outputs of defining activities and sequencing activities are also summarized such as the activity list, milestone list, and schedule network diagrams.
Episode 23 : PROJECT TIME MANAGEMENT
Activity Definition – identifying the specific activities that must be performed to produce the various project deliverables
Activity Sequencing – identifying and documenting interactivity dependencies
Activity Duration Estimating – estimating the number of work periods that will be needed to complete individual activities
Schedule Development – analyzing activity sequences, activity durations, and resource requirements to create the project schedule
Schedule Control – controlling changes to the project schedule
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
ESOFT Metro Campus - Diploma in Software Engineering - (Module VII) Introduction to Project Management
(Template - Virtusa Corporate)
Contents:
What is a Project?
History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
This document provides an overview of project control and status reporting techniques. It discusses monitoring project progress through earned value analysis, comparing planned, actual, and earned values. Status reports typically include a summary, accomplishments, plans, risk analysis, and issues. The document also demonstrates how to set up a project in Microsoft Project, including adding tasks, resources, durations, dependencies, and saving a baseline for comparison.
This document discusses principles and techniques for project scheduling and tracking. It describes decomposing projects into tasks, estimating task durations, defining dependencies between tasks, and using tools like Gantt charts, milestone charts, and earned value analysis to schedule and monitor progress. The goal is to understand customer needs, estimate time and costs, track progress against the plan, and address any issues proactively.
The document discusses work breakdown structures (WBS) which are hierarchical lists of project activities used for planning, tracking progress, and estimating costs. It describes different types of WBS including product, process, and hybrid WBS. It also covers techniques for creating a WBS such as top-down, bottom-up, and analogy approaches. Estimation methodologies like expert judgment, function points, and Wideband Delphi are also summarized.
This document provides an overview of project management concepts and techniques. It outlines the objectives of a project management simulation course, which are to provide process knowledge and application of PMI principles and Microsoft Project. The document then covers various aspects of project management, including defining a project, initiating a project, planning, scheduling, controlling a project, and using Microsoft Project as a scheduling tool. Key topics like the project lifecycle, work breakdown structure, Gantt charts, resources, and change management are discussed at a high level.
these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment. these slides include software project managment.
The document discusses project schedule management. It outlines the key knowledge areas, process groups, and processes involved in project schedule management based on the Project Management Body of Knowledge (PMBOK). Specifically, it describes the six processes for schedule management: (1) plan schedule management, (2) define activities, (3) sequence activities, (4) estimate activity durations, (5) develop schedule, and (6) control schedule. For each process, it provides the inputs, tools and techniques, and outputs as defined in PMBOK.
This document provides guidance on creating an effective project management plan. It discusses that a plan should answer why, what, how, when, who, and cost for a project. The key sections of a project management plan are then outlined, including an introduction, organizational structure, management processes, work breakdown, schedule, and budget. Guidance is given on items to include in each section, such as objectives, controls, assumptions, staffing, technical details, milestones, Gantt charts, estimates, and reports. The document stresses that plans should be dynamic, flexible, and updated, and provides tips for reviewing and improving a created project management plan.
This chapter discusses project management techniques for systems analysis and design projects. It covers creating a work breakdown structure and identifying task patterns to develop a schedule. It explains calculating the critical path and using tools like Gantt charts and PERT/CPM charts to schedule and monitor projects. The chapter also discusses risk management, project monitoring and control, reporting, and managing projects for success within budget and schedule.
MIS485 Capstone Project in MIS 2MGT 400 - Project MIlonaThornburg83
MIS485: Capstone Project
in MIS
2MGT 400 - Project Management
Textbook: Farrell, P. J., (2017). IT Capstone
Project (3rd Edition), Kendall Hunt
Publishing.
3MGT 400 - Project Management
4MGT 400 - Project Management
PROJECT MANAGEMENT
HANDOUT- I
Managing the Information Systems
Project:
Defining and Planning an information
system project
Introduction
• Project management (PM) may be the most important aspect of systems
development.
• Effective PM helps to ensure
• The meeting of customer expectations.
• The satisfying of budget and time constraints.
• The nature of projects has changed from custom development to
implementing packaged software such as ERP and data warehousing.
• PM needs to be able to work well with vendors and diverse user
community.
Pine Valley Application Project
Three computer applications at Pine Valley Furniture: order filling, invoicing,
and payroll
(Source: Hoffer, Ramesh, and Topi, Modern Database Management 11th ed. 2013)
Managing the Information Systems
Project
• Project
• A planned undertaking of related activities to reach an objective that has a
beginning and an end
• Project management
• A controlled process of initiating, planning, executing, and closing down a
project
Managing the Information Systems
Project (cont.)
• Project manager
• A systems analyst with a diverse set of skills—management, leadership,
technical, conflict management, and customer relationship—who is responsible
for initiating, planning, executing, and closing down a project
• Deliverable
• The end product of an SDLC phase
Deciding on Systems Projects
• System Service Request (SSR)
• A standard form for requesting or proposing systems development work within
an organization
• Feasibility study
• A study that determines whether a requested system makes economic and
operational sense for an organization
Project Management Activities
A project manager
juggles numerous
activities
Phases of Project Management
Process
•Phase 1: Initiation
•Phase 2: Planning
•Phase 3: Execution
•Phase 4: Closedown
PM Phase 1: Project Initiation
• Assess size, scope and complexity, and establish
procedures.
• Establish:
• Initiation team
• Relationship with customer
• Project initiation plan
• Management procedures
• Project management environment and workbook
• Project charter
FIGURE 3-6
The project workbook for
the Purchasing
Fulfillment System
project contains nine key
elements
Project workbook
An online or hard-copy repository for all
project correspondence, inputs, outputs,
deliverables, procedures, and
standards. Used for performing project
audits, orienting new team members,
communicating with management and
customers, identifying future projects,
and performing post-project reviews.
Project Charter
• A short document prepared for the customer describing
project deliverables and outlining the work required to
complete the project
...
Project management involves defining goals, planning, implementing, and evaluating a project. It typically involves short-term projects with specific outcomes and allocated resources. Planning is the most important step and involves assessing time, cost, and scope. Two case studies are described: an executive dashboard project completed on time and budget through defining roles and milestones, and a class agent portal rebuild that met its goals through careful project management. Tools and models for prioritizing projects include matrices and Venn diagrams.
Similar to chapter03-120827115353-phpapp02.pdf (20)
This chapter discusses system architecture and design. It covers selecting an architecture, client/server models, online and batch processing, network topologies, wireless networks, and completing the system design specification. The objectives are to understand issues in selecting an architecture, describe different processing and network designs, and explain how to finalize a system design.
This chapter discusses the systems support and security phase of the SDLC. It covers maintaining and supporting operational systems, including user support, maintenance tasks, performance management, security, backups and disaster recovery. The chapter also addresses future challenges like system obsolescence and outlines strategies for IT professionals to advance their careers through certification.
The document summarizes key points from Chapter 11 of a systems analysis textbook. It discusses the systems implementation phase, which includes application development, testing, training users, converting data, and installing the new system. It also covers post-implementation tasks like evaluating the new system and presenting a final report to management. The chapter objectives are to explain various implementation and testing processes, as well as techniques for training, converting data, installing systems, and evaluating results.
This chapter discusses analyzing the business case for IT projects. It explains that a business case justifies a proposed project based on reasons and benefits for the company. The chapter also describes strategic planning, which examines a company's vision and mission and leads to goals and objectives. Finally, the chapter outlines the preliminary investigation process, which includes understanding requirements, analyzing costs/benefits, and evaluating feasibility before presenting recommendations to management.
This chapter introduces systems analysis and design and discusses the impact of information technology on business. It defines the components of an information system as hardware, software, data, processes, and people. The chapter also explains different types of information systems and the role of systems analysts in developing systems using various methods like structured analysis, object-oriented analysis, and agile development.
This chapter discusses software development strategies, including software as a service, web-based development, outsourcing, and in-house development. It covers evaluating alternatives through cost-benefit analysis and financial tools. The software acquisition process involves identifying requirements, potential vendors, evaluating alternatives, performing cost analysis, making a recommendation, and implementing the solution. The chapter also describes the transition from analysis to design, including creating system documentation and prototypes.
This chapter discusses data and process modeling tools used by systems analysts to develop a logical model of an information system. It describes data flow diagrams (DFDs) which use symbols to show how data moves through a system, a data dictionary which defines all data elements, and process description tools like structured English and decision tables. The goal is to develop a logical model that shows what the system does without describing how it is implemented physically.
This chapter discusses object modeling and the Unified Modeling Language (UML). It defines key object-oriented analysis concepts like objects, attributes, methods, classes and relationships. The chapter describes UML diagramming techniques including use case diagrams, class diagrams, sequence diagrams, state transition diagrams and activity diagrams. It emphasizes organizing the object model and using CASE tools to develop diagrams representing the system components.
This chapter discusses data design concepts including file-oriented systems, database management systems, data design terminology, data relationships, normalization, and entity relationship diagrams. It also covers data storage and access methods like data warehousing and mining. The chapter concludes with a discussion of data controls and security measures.
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- Identifying design goals and typical trade-offs between goals like functionality vs usability.
- Decomposing the system into subsystems using concepts like layers, partitions, and subsystem interfaces. Properties of good subsystem decomposition like low coupling are discussed.
- The relationship between subsystems, layers, and virtual machines is explained as a way to structure complex systems hierarchically.
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2. Chapter Objectives
• Explain project
planning, scheduling, monitoring, and
reporting
• Describe work breakdown structures, task
patterns, and critical path analysis
• Explain techniques for estimating task
completion times and costs
2
3. Chapter Objectives
• Describe various scheduling tools, including
Gantt charts and PERT/CPM charts
• Analyze task dependencies, durations, start
dates, and end dates
• Describe project management software and
how it can assist you in project
planning, estimating, scheduling, monitoring,
and reporting
3
4. Chapter Objectives
• Discuss the importance of project risk
management
• Understand why projects sometimes fail
4
5. 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
5
6. Overview of Project Management
• 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
6
7. Overview of Project Management
• What Does a Project Manager Do?
– Project manager, project leader
– Project planning
– Project scheduling
– Project monitoring and controlling
– Project reporting
7
9. Step 1: Create a Work Breakdown
Structure
• Work breakdown structure (WBS)
• What is a Gantt Chart?
– Task group
– Can present an overview of the project’s status,
but does not provide detailed information that is
necessary when managing a complex project
9
10. Step 1: Create a Work Breakdown
Structure
• What is a PERT/CPM Chart?
– The Program Evaluation Review Technique (PERT)
– Critical Path Method (CPM)
– The distinction between the two methods has
disappeared over time
10
11. Step 1: Create a Work Breakdown
Structure
• What is a PERT/CPM Chart ?
– 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
11
12. Step 1: Create a Work Breakdown
Structure
• Which Type of Chart is Better?
– Although a Gantt chart offers a valuable snapshot
view of the project, PERT charts are more useful
for scheduling, monitoring, and controlling the
actual work
– PERT and Gantt charts are not mutually exclusive
techniques, and project managers often use both
methods
12
13. Step 1: Create a Work Breakdown
Structure
• Identifying Tasks in a Work Breakdown
Structure
– Task or activity
– Event or milestone
– Break the project down into smaller tasks,
creating a work breakdown structure
13
14. Step 1: Create a Work Breakdown
Structure
• Identifying Tasks in a
Work Breakdown
Structure
– Listing the tasks
• Can be challenging,
because the tasks might
be embedded in a
document
• Create a table with
columns for task number,
description, duration, and
predecessor tasks
14
15. Step 1: Create a Work Breakdown
Structure
• Identifying Tasks in a Work Breakdown
Structure
– Estimating Task Duration
• Person-days
• Best-case estimate (B)
• Probable-case estimate (P)
15
16. Step 1: Create a Work Breakdown
Structure
• Identifying Tasks in a Work Breakdown
Structure
– Estimating Task Duration
• Worst-case estimate (W)
• Weight
(B+4P+W)
6
16
17. Step 1: Create a Work Breakdown
Structure
• Identifying Tasks in a Work Breakdown
Structure
– Factors Affecting Duration
• Project size and scope
• Human resources
• Experience with similar project
• constraints
17
18. Step 1: Create a Work Breakdown
Structure
• Displaying the Work Breakdown Structure
– If you are managing a complex project with many
tasks, you can use task groups, just as you would
in a Gantt chart, to simplify the list
18
19. Step 2: Identify Task Patterns
• Task pattern
• What are Task Patterns?
– Large or small, tasks depend on each other and
must be performed in a sequence, not unlike the
commands in a software program
– Task patterns can involve dependent tasks,
multiple successor tasks, and multiple
predecessor tasks
19
20. Step 2: Identify Task Patterns
• How do I Use Task Boxes to Create a Model?
20
21. Step 2: Identify Task Patterns
• What are the Main Types of Task Patterns?
– Dependent Tasks
– Multiple successor tasks
• Concurrent task
• Predecessor task
• Successor task
– Multiple Predecessor Tasks
21
22. Step 2: Identify Task Patterns
• How Do I Identify Task Patterns?
– You can identify task patterns by looking carefully
at the wording of the task statement
– Words like then, when, or and are action words
that signal a sequence of events
• How Do I Work With Complex Task Patterns?
– When various task patterns combine, you must
study the facts carefully in order to understand
the logical sequence
22
23. Step 2: Identify Task Patterns
• How Do I Work With Complex Task Patterns?
– Consider the following three fact statements and
the task patterns they represent
• Dependent tasks
• Dependent tasks and multiple successor tasks
• Dependent tasks, multiple successor tasks, and multiple
predecessor tasks
23
25. Step 3: Calculate the Critical Path
• How Do I Calculate the Critical Path?
– First, you should review the task patterns
– The next step is to determine start and finish
dates, which will determine the critical path for
the project
– Slack time
25
26. 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
26
27. 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
27
28. Reporting
• Members of the project team regularly report
their progress
• Project Status Meetings
28
29. 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
29
30. Project Management Examples
• PERT/CPM Example
– You construct a PERT/CPM chart from this task list
in a two-step process
• Step 1: Create the work breakdown structure
• Step 2: Enter start and finish times
30
31. Project Management Examples
• Software-Driven
Example
– Open Workbench
– Open-source software
– When you use project
management software,
you follow the same
step-by-step process to
develop a WBS and
create various types of
charts
31
32. Project Management Examples
• Software-Driven
Example
– Work breakdown
structure
– Gantt chart
– Network diagram
– Project planning is a
dynamic task and
involves constant change
32
33. 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
33
34. Risk Management
• Steps in Risk Management (continued)
– Analyze the risks
• Qualitative risk analysis
• Quantitative risk analysis
– Create a risk response plan
– Monitor risks
34
35. Risk Management
• Risk Management Software
– Most project management software includes
powerful features
– 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
35
36. Managing for 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
– Project creep
36
37. Managing for Success
• Budget Issues
– Cost overruns typically result from one or more of
the following:
• Unrealistic estimates
• Failure to develop an accurate forecast that considers
all costs over the life of the project
• Poor monitoring of progress and slow response to early
warning signs of problems
37
38. Managing for Success
• Budget Issues
– Cost overruns typically result from one or more of
the following:
• Schedule delays due to factors that were not foreseen
• Human resource issues, including turnover, inadequate
training, and motivation
38
39. Managing for 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
39
40. The Bottom Line
• When problems occur,
the project manager’s
ability to handle the
situation becomes the
critical factor
40
41. The Bottom Line
• 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
• Brooks’ Law
41
42. Chapter Summary
• Project management is the process of planning,
scheduling, monitoring and controlling, and
reporting upon the development of an information
system
• Project managers are responsible for project
planning, scheduling, monitoring, and reporting
• Planning, scheduling, monitoring and reporting all
take place within a larger project development
framework
42
43. Chapter Summary
• In project scheduling, the project manager develops
a specific time for each task, based on available
resources and whether or not the task is dependent
on other predecessor tasks
• 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 other management
43