This document discusses project management for information systems development. It describes the key elements of project planning, including determining project scope, creating schedules and budgets, assessing feasibility, and staffing the project team. The project planning phase involves defining the problem, producing a work breakdown structure and schedule, evaluating risks and costs/benefits, and obtaining formal approval to launch the project. Project management then continues throughout the system development life cycle to help achieve project goals on time and on budget.
Need for System Analysis
Stages in System Analysis
Structured SAD and tools :
DFD
Context Diagram
Decision Table
Structured Diagram.
System Development Models:
Water Flow
Prototype
Spiral
RAD
Roles and responsibilities of
System Analyst,
Database Administrator
Database Designer
Need for System Analysis
Stages in System Analysis
Structured SAD and tools :
DFD
Context Diagram
Decision Table
Structured Diagram.
System Development Models:
Water Flow
Prototype
Spiral
RAD
Roles and responsibilities of
System Analyst,
Database Administrator
Database Designer
NCV 3 Project Management Hands-On Support Slide Show - Module 5Future Managers
This slide show complements the learner guide NCV 3 Project Management Hands-On Training by Bert Eksteen published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
Identifying Requirements, Creating the Work Breakdown structure, Developing the Project Schedule, Developing a Project Cost Estimate, Planning Quality, Organizing the Project Team, Planning for Potential Risks
PROJECT CHARTER TEMPLATE GENERAL PROJECT INFORMATIONProject Na.docxwkyra78
PROJECT CHARTER TEMPLATE
GENERAL PROJECT INFORMATION
Project Name:
Project Sponsor:
Project Manager:
Email Address:
Phone Number:
Organizational Unit:
Process Impacted:
Expected Start Date:
Expected Completion Date:
Expected Savings:
Estimated Costs:
Green Belts Assigned:
Black Belts Assigned:
PROBLEM, ISSUE, GOALS, OBJECTIVES, DELIVERABLES
Problem or Issue:
Purpose of Project:
Business Case:
Goals/Metrics:
Expected Deliverables:
PROJECT SCOPE & SCHEDULE
Within Scope
Outside of Scope
PROJECT RESOURCES & COSTS
Project Team
Support Resources
Special Needs
PROJECT BENEFITS & CUSTOMERS
Process Owner
Key Stakeholders
Final Customers
Expected Benefits
PROJECT RISKS, CONSTRAINTS, ASSUMPTIONS
Risks:
Constraints:
Assumptions:
DISCLAIMER
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Test for Understanding Study Guide
PSYC 3003 Week 6
This test contains 45 items with a time limit of 60 minutes. Because there is not a written Application Assignment covering quasi-experimental designs this week, approximately 2/3 of the test items are drawn from Chapter 14, and 1/3 are drawn from Chapter 7.
This study guide is available to help you organize your focus and preparation as you prepare to take the Test for Understanding on the content presented in the Learning Resources assigned for this week. Read the assigned chapters and take notes as needed on the topics listed within this guide.
Please note:The Course Instructor is available throughout the courseto assist you in your achievement of a better understanding of the course content; however, the Instructor will not provideyou with the answers to the study guide.
Chapter 7 – Naturalistic Methods
1. Be able to distinguish among examples of the following naturalistic research designs and corresponding methodology:
a. Observational
b. Case studies
c. Archival
2. Be familiar with how the following sampling methods are conducted:
a. Time
b. Event
c. Individual
3. What is systematic observation? Which of the above listed sampling methods involves this approach?
4. Be able to identify examples of methodology that involves the use of behavioral categories.
5. Be able to distinguish among the differences, and identify examples of, the following terms:
a. Acknowledged participant
b. Unacknowledged participant
c. Acknowledged observer
d. Unacknowledged observer
6. Why is interrater reliability important when collecting naturalistic observation data? How is interrater reliability conducted?
7. What is a ...
NCV 4 Project Management Hands-On Support Slide Show - Module 2Future Managers
This slide show complements the Learner Guide NCV 4 Project Management Hands-On Training by Bert Eksteen, published by Future Managers. For more information visit our website www.futuremanagers.net
Definition of Project, Difference between Project and Program, PMLC, Project Management Life Cycle, Project Manager Vs Line Managers, Challenges in International Projects
Similar to The Analysyst As A Project Manager (20)
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Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
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Topics covered:
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Cheryl Hung, ochery.com
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https://alandix.com/academic/papers/synergy2024-epistemic/
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2. 3
2
Learning Objectives
Explain the elements of project management and
the responsibilities of a project manager
Explain project initiation and the activities in the
project planning phase of the SDLC
Describe how the scope of the new system is
determined
3. 3
3
Learning Objectives (continued)
Develop a project schedule using PERT and
Gantt charts
Develop a cost/benefit analysis and assess the
feasibility of a proposed project
Discuss how to staff and launch a project
4. 3
4
Overview
Fundamental principles of project management
Project success factors
Role of project manager
Project management knowledge areas
How information system projects initiated
Part of overall strategic plan
Respond to immediate business need
The project planning phase of SDLC
Project planning examples for RMO
5. 3
5
Project Success Factors
Project management important for success of
system development project
2000 Standish Group Study
Only 28% of system development projects
successful
72% of projects canceled, completed late,
completed over budget, and/or limited in
functionality
Thus, project requires careful planning, control,
and execution
6. 3
6
Reasons for Project Failure
Incomplete or changing requirements
Limited user involvement
Lack of executive support
Lack of technical support
Poor project planning
Unclear objectives
Lack of required resources
7. 3
7
Reasons for Project Success
Clear system requirement definitions
Substantial user involvement
Support from upper management
Thorough and detailed project plans
Realistic work schedules and milestones
8. 3
8
Role of the Project Manager
Project management – organizing and directing
people to achieve a planned result within budget
and on schedule
Success or failure of project depends on skills of
the project manager
Beginning of project – plan and organize
During project – monitor and control
Responsibilities are both internal and external
9. 3
9
Internal Responsibilities
Identify project tasks and build a work breakdown
structure
Develop the project schedule
Recruit and train team members
Assign team members to tasks
Coordinate activities of team members and subteams
Assess project risks
Monitor and control project deliverables and milestones
Verify the quality of project deliverables
10. 3
10
External Responsibilities
Report the project’s status and progress
Establish good working relationships with those
who identify the needed system requirements
The people who will use the system
Work directly with the client (the project’s
sponsor) and other stakeholders
Identify resource needs and obtain resources
16. 3
16
Project Management Body of Knowledge
(PMBOK)
Scope management
Control functions included in system
Control scope of work done by team
Time management
Build detailed schedule of all project tasks
Monitor progress of project against milestones
Cost management
Calculate initial cost/benefit analysis
Monitor expenses
17. 3
17
Project Management Body of Knowledge
(continued)
Quality management
Establish quality plan and control activities for
each project phase
Human resource management
Recruit and hire project team members
Train, motivate, team build
Communications management
Identify stakeholders and their communications
Establish team communications
18. 3
18
Project Management Body of Knowledge
(continued)
Risk management
Identify and review risks for failure
Develop plans to reduce these risks
Procurement management
Develop requests for proposals (RFPs)
Evaluate bids, write contracts, monitor
performance
Integration management
19. 3
19
Project Initiation and the Project Planning Phase
Driving forces to start project
Respond to opportunity
Resolve problem
Conform to directive
Project initiation comes from
Long-term IS strategic plan (top-down) prioritized by
weighted scoring
Department managers or process managers (bottom-up)
Response to outside forces (HIPAA)
20. 3
20
Initiating Customer Support System RMO
Strategic IS plan directs IS development’s project
priorities
Customer support system (CSS) selected
John MacMurty – creates project charter
Barbara Halifax – project manager
Steven Deerfield – senior systems analyst
Goal is to support multiple types of customer
services (ordering, returns, online catalogs)
Project charter describes key participants
24. 3
24
Defining the Problem
Review business needs
Use strategic plan documents
Consult key users
Develop list of expected business benefits
Identify expected system capabilities
Define scope in terms of requirements
Create system scope document
Build proof of concept prototype
Create context diagram
26. 3
26
Defining the Problem at RMO
Barbara – Completed problem definition statement
Steve – Conducted preliminary research on alternative
solutions
Barbara, Steve, and William McDougal – Proceeded with
analysis before making solution decisions
Barbara and Steve – Began schedule, budget, feasibility
statement for new system
27. 3
27
Producing the Project Schedule
Develop work breakdown structure (WBS)
List of tasks and duration required for project
Similar to outline for research paper
WBS is foundation for project schedule
Build a PERT/CPM chart
Assists in assigning tasks
Critical path method
Gantt chart and tracking GANTT chart
33. 3
33
Economic Feasibility
Cost/benefit analysis
Estimate project development costs
Estimate operational costs after project
Estimate financial benefits based on annual
savings and increased revenues
Calculate using table of costs and benefits
Uses net present value (NPV), payback period,
return on investment (ROI) techniques
39. 3
39
Intangibles in Economic Feasibility
Intangible benefits cannot be measured in dollars
Increased levels of service
Customer satisfaction
Survival
Need to develop in-house expertise
Intangible costs cannot be measured in dollars
Reduced employee morale
Lost productivity
Lost customers or sales
40. 3
40
Organizational and Cultural Feasibility
Each company has own culture
New system must fit into culture
Evaluate related issues for potential risks
Low level of computer competency
Computer phobia
Perceived loss of control
Shift in power
Fear of job change or employment loss
Reversal of established work procedures
41. 3
41
Technological Feasibility
Does system stretch state-of-the-art technology?
Does in-house expertise presently exist for
development?
Does an outside vendor need to be involved?
Solutions include
Training or hiring more experienced employees
Hiring consultants
Changing scope and project approach
42. 3
42
Schedule Feasibility
Estimates needed without complete information
Management deadlines may not be realistic
Project managers
Drive realistic assumptions and estimates
Recommend completion date flexibility
Assign interim milestones to periodically reassess
completion dates
Involve experienced personnel
Manage proper allocation of resources
43. 3
43
Resource Feasibility
Team member availability
Team skill levels
Computers, equipment, and supplies
Support staff time and availability
Physical facilities
44. 3
44
Staffing and Launching the Project
Develop resource plan for the project
Identify and request specific technical staff
Identify and request specific user staff
Organize the project team into workgroups
Conduct preliminary training and team building
exercises
Key staffing question: “Are the resources
available, trained, and ready to start?”
45. 3
45
Launching Project
Scope defined, risks identified, project is feasible,
schedule developed, team members identified
and ready
Oversight committee finalized, meet to give go-
ahead, and release funds
Formal announcement made to all involved
parties within organization
Key launch question: “Are we ready to start?”
46. 3
46
Recap of Project Planning for RMO
Created schedule and plans for CSS
Addressed all aspects of project management
(project planning and scope)
Included project communication and quality
Identified desired team members
Refined internal working procedures
Taught tools and techniques used on project
Planned kickoff meeting to officially launch
47. 3
47
Summary
Project management tasks
Start at SDLC project planning phase
Continue throughout each SDLC phase
Organizing and directing other people
Achieve planned result
Use predetermined schedule and budget
Knowledge areas needed
Scope, time, cost, quality, human resources,
communications, risk, procurement
48. 3
48
Summary (continued)
Project initiation
Information system needs are identified and
prioritized in strategic plans
Project planning phase
Define problem (investigation and scope)
Produce project schedule (WBS)
Confirm project feasibility (evaluate risks)
Staff project (know people’s skills)
Launch project (executive formal approval)