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- 1. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Chapter 2:
Project Management
- 2. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Learning Objectives
Link information systems to business needs
Learn how to create a system request
Understand system feasibility
Learn how to perform a feasibility analysis
Understand how to select a project
Become familiar with work breakdown structure, Gantt charts &
network diagrams
Become familiar with use-case driven effort estimation
Learn how to create an interactive project workplan
Learn how to manage the scope, refine estimates and manage the
risk of a project
Become familiar with how to staff a project
Learn how the environment and infrastructure workflows interact
with the project management workflow
- 3. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Introduction
Project Management is the process of planning and
controlling system development within a specified time at a
minimum cost with the right functionality
A project is a set of activities with a specified beginning and
end point meant to create a system that brings value to the
business
Project Managers monitor and control all tasks and roles that
need to be coordinated
- 4. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Agile Project Management
“Plans don’t commit us. Our commitments commit us: the
plan is just a convenient place to write those commitments
down. Commitments are made by people, and documented in
project plans. When someone points to a project plan to show
that a commitment was made, it’s not really the piece of
paper that the person is pointing to. It’s the promise that’s
written down on it that everyone is thinking about.” ~
Stellman and Greene
- 5. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Project Management Body of Knowledge
(PMBOK)
This section is based on the Project Management Body of
Knowledge (PMBOK) that has been developed by the Project
Management Institute (PMI)
PMI is a nonprofit professional organization with members
from every industry and large organization in the United States
as well as major international organizations
With 500,000 members, it sponsors various conferences and
workshops around the globe on project management
- 6. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Project Management Body of Knowledge (PMBOK)
PMPOK is organized into 10 knowledge areas:
Project Integration Management—Integrating all the other
knowledge areas into one seamless whole
Project Scope Management—Defining and controlling the
functions that are to be included in the system as well as the scope
of the work to be done by the project team
Project Time Management—Creating a detailed schedule of all
project tasks and then monitoring the progress of the project against
defined milestones
Project Cost Management—Calculating the initial cost/benefit
analysis and its later updates and monitoring expenditures as the
project progresses
Project Quality Management—Establishing a comprehensive plan
for ensuring quality, which includes quality control activities for
every phase of a project
- 7. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Project Management Body of Knowledge (PMBOK)
Project Human Resource Management—Recruiting and hiring
project team members; training, motivating, and team building; and
implementing related activities to ensure a happy, productive team
Project Communications Management—Identifying all
stakeholders and the key communications to each; also establishing
all communications mechanisms and schedules
Project Risk Management—Identifying and reviewing throughout
the project all potential risks for failure and developing plans to
reduce these risks
Project Procurement Management—Developing requests for
proposals, evaluating bids, writing contracts, and then monitoring
vendor performance
Project Stakeholder Management—Identifying and
communicating with the stakeholders of the new system
- 8. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
PMBOK
- 9. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Manager Responsibilities
Internal Responsibilities
Developing the project schedule
Recruiting and training team members
Assigning work to teams and team members
Assessing project risks
Monitoring and controlling project deliverables and milestones
External Responsibilities
Reporting the project’s status and progress
Working directly with the client (the project’s sponsor) and other
stakeholders
Identifying resource needs and obtaining resources
- 10. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Stakeholders
Who do you involve and talk to?
Stakeholders– persons who have an interest in the successful
implementation of the system
Internal Stakeholders– persons within the organization
External stakeholders – persons outside the organization
Operational stakeholders – persons who regularly interact
with the system
Executive stakeholders– persons who don’t directly interact,
but use the information or have financial interest
Systems Analysis and Design in a Changing World, 7th Edition - Chapter 2
©2016. Cengage Learning. All rights reserved.
10
- 11. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Stakeholders of a comprehensive accounting system for
public company
Systems Analysis and Design in a Changing World,
7th Edition - Chapter 2
11
- 12. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Patterson Superstore
Stakeholders
CEO
VP Grocery
Products
VP Pharmacy
(Max Ross)
Project Manager
Ruby Neiley
Integrated
Health Clinic
(IHC)
Medical staff
Clinic staff
VP Finance
VP Operations
&Technology
Senior Systems
Analyst
Kelly Herman
Special
Assistant
- 13. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Identification
Inception phase: generate a system request based on a business
need or opportunity
Perform a feasibility analysis; revise the system request
Approve or decline the project
Projects are driven by business needs
Identified by business people
Identified by IT people
(better yet) identified jointly by business and IT
The project sponsor believes in the system and wants to see it
succeed
Normally this is a business person
Should have the authority to move it forward
- 14. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Business Value
Tangible Value
Can be quantified and measured directly
Example: 2 percent reduction in operating costs
Intangible Value
We know it will add value & save time, but we may not be able
to quantify or measure its benefits
Example: improved customer service
- 15. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
The System Request
(Project Charter)
A document that describes the reasons for and the value added from building
a new system
Contains 5 elements:
• Project (executive) sponsor: the primary point of contact for the project
• Business need: the reason prompting the project (sometimes the business need is
framed as a “Problem Statement” – 2-3 sentences that define the business problem
that you’re asked to resolve or business opportunity you’re asked to capture as a
systems analyst)
• Business requirements: what the system will do (often called the Project Vision
Statement)
• Business value: how will the organization benefit from the project
• Special issues: Anything else that should be considered
• Because this document describes the expected results of the systems project
(deliverables) and the time frame for delivery, it essentially becomes a
contract (The Project Charter) between the project manager and the analysis
team with the organizational users requesting the new system.
- 16. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Quiz on System Request (Vision
Statement and Project Charter)
Read the Patterson SuperStore Case Study available on
Canvas
Discuss and answer these questions in your learning pair
What is the complete problem statement of the case study (in
your own words)?
Why do you believe the business requirements and system
capabilities will generate the value expected?
Identify in quantitative terms how each business requirements
accomplishes the business value listed in the case study
What other additional information may be relevant to the
stakeholders of the project?
- 17. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Feasibility Analysis
Is this project feasible?
What are the risks?
Can these risks be overcome?
Major components:
Technical feasibility (Can we build it?)
Economic feasibility (Should we build it?)
Organizational feasibility (Will they use it?)
- 18. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Technical Feasibility
Identify risks in the following areas:
The functional area: Are analysts familiar with this
portion of the business?
The technology: Less familiarity generates more risk
Project size: Large projects have more risk
Compatibility: Difficult integration increases the risk
- 19. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Economic Feasibility
(Cost-Benefit Analysis)
Identify the costs and the benefits
Assign values to the costs and benefits
Determine the cash flow
Determine the value using one or more methods:
Net present value (NPV)
Return on investment (ROI)
Break-even point
- 20. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Formulas for Determining Value
- 21. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Calculating Financial Returns
Net Present Value
The two basic concepts of net present value are (1)
that all benefits and costs are calculated in terms of
today’s dollars (that is, present value) and (2) that
benefits and costs are combined to give a net value—
hence, the name net present value
Discount rate – the annual percentage rate that an
amount of money is discounted to bring it to a present
value
Discount factor – the accumulation of yearly discounts
based on the discount rate
Systems Analysis and Design in a Changing World, 7th Edition - Online Chapter C
©2016. Cengage Learning. All rights reserved.
- 22. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Calculating Financial Returns
Return on Investment (ROI)
Return on investment – calculates a percentage return (like an
interest rate) on the initial investment
Sometimes, ROI calculations are done by using values that
include the discount factor
At other times, ROI is done on purely a cash basis without
considering the organization’s assigned discount rate
Systems Analysis and Design in a Changing World, 7th Edition - Online Chapter C
©2016. Cengage Learning. All rights reserved.
- 23. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Quantify Project Approval Factors
Estimated Cost for Development
Systems Analysis and Design in a Changing World, 7th Edition - Chapter 11
©2016. Cengage Learning. All rights reserved.
- 24. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Quantify Project Approval Factors
Estimated Cost for Support
Systems Analysis and Design in a Changing World, 7th Edition - Chapter 11
©2016. Cengage Learning. All rights reserved.
- 25. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Quantify Project Approval Factors
Tangible “Dollar” Benefits
Used for Cost/Benefit Analysis--process of comparing costs and
benefits to see whether investing in a new system will be
beneficial--
Systems Analysis and Design in a Changing World, 7th Edition - Chapter 11
©2016. Cengage Learning. All rights reserved.
- 26. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Calculating Financial Returns
Return on Investment (ROI)
Systems Analysis and Design in a Changing World, 7th Edition - Online Chapter C
©2016. Cengage Learning. All rights reserved.
- 27. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Example Cost-Benefit Analysis
- 28. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Example Break-Even Point
- 29. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Organizational Feasibility
Will the users accept the system?
Is the project strategically aligned with the business?
Conduct a stakeholder analysis
Project champion(s)
Organizational management
System users
Others
- 30. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Project Selection
Projects are approved, declined or delayed based on
value added vs. risks
Project portfolio management
Goals:
Maximize cost/benefit ratio
Maintain an optimal mix of projects based on:
Risk
Size, cost & length of time to complete
Purpose, scope & business value
Limited resources require trade-offs
Selected projects enter the project management
process
- 31. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Tools
Aids in creating workplans
Identify all tasks, their sequence and estimate the time to
complete each one
Work breakdown structures (WBS): a hierarchy of tasks to
identify:
Duration of each task
Current status of each task
Task dependencies (shows which tasks must be completed
before others can begin)
Gantt charts: horizontal bar chart that shows the WBS
graphically
Network diagrams: PERT and CPM
- 32. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Systems Analysis and Design in a Changing
World, 6th Edition
32
Systems Concepts
- 33. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Systems Analysis and Design in a Changing
World, 6th Edition
33
Data Flow
Diagram
Symbols
- 34. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Example Level 1 Data Flow Diagram (DFD)
- 35. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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RMO’s
CSMS
Sample DFD
Context
Diagram
- 36. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Systems Analysis and Design in a Changing
World, 6th Edition
36
Redraw this system into a hierarchy chart
(functional decomposition diagram)
- 37. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Functional Decomposition Diagram
RMO's CSMS
Order Entry
Subsystem
Look up
item
availability
Create new
order
Update
Order
Produce Order
summary
reports
Produce
transaction
summary
reports
Order
Fulfillment
Subsystem
Look up
order
status
Record order
fulfillment
Record
back order
Create
order return
Product fulfillment
summary report
Customer
Maintenance
Subsystem
Product
catalog info
Produce
prospective
customer activity
reports
Update
customer
account
Distribute
promotional
package
Create customer
charge adjustment
Product customer
adjustment report
Catalog
Management
Subsystem
Update
catalog
Create special
product
promotion
Create new
catalog
Product catalog
activity reports
System being
analyzed
Subsystem
layer
Functions
- 38. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Project Effort Estimation
Estimation involves trade-offs between functionality, time
and cost
It is the process of assigning projected values for time and
effort
Most accurate estimates come from experience
Use-case point method; based on:
Technical complexity factors (13)
Environmental factors (8)
- 39. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Use-case Estimation Example
Actors & Use-cases:
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Use-case Estimation Example
Technical complexity factors:
- 41. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Use-case Estimation Example
Environmental factors & final estimate:
- 42. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Creating & Managing the
Workplan
Workplan: a dynamic and sequential list of all tasks needed
to complete a project
Approaches:
Modify existing or completed projects
Derive the tasks from the methodology being used
Unified Process:
Iterative & incremental
Workplan is also iterative & incremental
Tasks and time intervals follow the phases
Different tasks executed for each workflow
- 43. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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MS Project Tasks Using Different
Methodologies
Waterfall
Use MS Project Software Development Plan Template
Agile Unified Process
Use “Unified Process MS Project Template” on Canvas
Agile Scrum
Use “Scrum MS Project Template” on Canvas
- 44. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Create
Work
Breakdown
Structure
(WBS)
First Iteration of
CSMS Project
Systems Analysis and Design in a Changing World, 7th Edition - Online Chapter C
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- 45. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Project Schedule
Microsoft Project
First cut Gantt Chart
Systems Analysis and Design in a Changing World, 7th Edition - Online Chapter C
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- 46. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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PERT/CPM Charts
PERT/CPM chart is a network diagram with boxes that
represent the tasks or activities of the project and with
connecting arrows that represent the sequence and dependencies
between tasks
PERT, which stands for Project Evaluation and Review
Technique developed by the U.S. Department of Defense to
organize, monitor, and control very large, complex defense
projects
CPM, which stands for Critical Path Method, was developed
independently
In practice, the two techniques are combined
Systems Analysis and Design in a Changing World, 7th Edition - Online Chapter C
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- 47. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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PERT/CPM chart
After identifying task dependencies
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- 48. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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PERT/CPM chart
Critical Path
Early start time – the earliest time that a task can begin due to
predecessor durations
Late start time – the latest time that a task can start to maintain
the schedule
Slack time – the amount of time a task or leg of sequential tasks
can be delayed without impacting the project schedule
Systems Analysis and Design in a Changing World, 7th Edition - Online Chapter C
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On Critical Path Not On Critical Path
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Project Schedule
Microsoft Project
Resource Information for Project (People)
Systems Analysis and Design in a Changing World, 7th Edition - Online Chapter C
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Project Schedule Using Microsoft Project
Information about tasks
Systems Analysis and Design in a Changing World, 7th Edition - Online Chapter C
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- 51. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Project Schedule
Microsoft Project
Assign resources to tasks
Systems Analysis and Design in a Changing World, 7th Edition - Online Chapter C
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Resource Usage Chart
Systems Analysis and Design in a Changing World, 7th Edition - Online Chapter C
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Project Schedule Using Microsoft Project
- 53. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Schedule the Work
Gantt Chart for first iteration
Shows task, duration, start date, predecessors, and resources
Generates chart graphically showing dates, predecessors, tasks, and
critical path
Systems Analysis and Design in a Changing World, 7th Edition - Chapter 11
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Project Schedule
Microsoft Project
Tracking Gantt Chart
Systems Analysis and Design in a Changing World, 7th Edition - Online Chapter C
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Network Diagram (The PERT/CPM Chart)
Systems Analysis and Design in a Changing World, 7th Edition - Online Chapter C
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Project Schedule Using Microsoft Project
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Schedule
the Work:
Work Breakdown
Structure (WBS)
with Time
Estimates and
Notes
Systems Analysis and Design in a Changing World, 7th Edition - Chapter 11
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Project Schedule
Microsoft Project
Final Gantt Chart with Critical Path and Slack
Systems Analysis and Design in a Changing World, 7th Edition - Online Chapter C
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Evolutionary
Work Breakdown Structures
Organized in a standard manner across all projects
Created in an incremental & iterative manner
Generality supports learning from past mistakes and
successes
Unified Process:
Workflows are the major divisions
Workflows are decomposed along the phases
Phases are decomposed along the required tasks
Tasks are added as each iteration is completed
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Scope Management
Scope “creep”
Occurs after the project is underway
Results from adding new requirements to the project
Can have a deleterious effect on the schedule
Techniques to manage the project scope:
Identify all requirements at the outset
Allow only those changes deemed absolutely necessary
Carefully examine the impact of suggested changes
Delay some changes for “future enhancements”
Time boxing
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Staffing the Project
Goals:
Determine how many people are required
Match skill sets to required activities
Motivate the team to meet the objectives
Minimize conflicts
Deliverable—The staffing plan, which includes:
Number & kind of people assigned
Overall reporting structure
The project charter (describes the project’s objectives and rules)
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Creating a “Jelled” Team
A team of people so strongly knit that the whole is greater
than the sum of its parts
Characteristics of a jelled team:
Very low turnover rate
Strong sense of identity
A feeling of eliteness
Team vs. individual ownership of the project
Team members enjoy their work
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The Staffing Plan
Calculate the number of people needed:
Lines of communication increase exponentially as people are
added to a project
Create a reporting structure for projects with large numbers
of people assigned
Form sub-teams as necessary
Assign the Project Manager, Functional lead & Technical
lead
Pay attention to technical and interpersonal skills
- 63. PowerPoint Presentation for Dennis, Wixom, & Tegarden Systems Analysis and Design with UML, 5th Edition
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Motivating People
Motivation is the greatest influence on performance
Monetary rewards usually do not motivate
Suggested motivating techniques:
20% time rule
Peer-to-peer recognition awards
Team ownership (refer to the team as “we”)
Allow members to focus on what interests them
Utilize equitable compensation
Encourage group ownership
Provide for autonomy, but trust the team to deliver
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Handling Conflict
Preventing or mitigating conflict:
Cohesiveness has the greatest effect
Clearly defining roles and holding team members accountable
Establish work & communications rules in the project charter
Additional techniques:
Clearly define plans for the project
Make sure the team understands the importance of the project
Develop detailed operating procedures
Develop a project charter
Develop a schedule of commitments in advance
Forecast other priorities and their impact on the project
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Environment & Infrastructure
Management
Environment—Choose the right set of tools
Use appropriate CASE tools to:
Increase productivity and centralize information (repository)
Utilize diagrams—more easily understood
Establish standards to reduce complexity
Infrastructure—Document the project appropriately
Store deliverables & communications in a project binder
Use Unified Process standard documents
Don’t put off documentation to the last minute
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Summary
Project Initiation
Feasibility Analysis
Project Selection
Traditional Project Management Tools
Estimating Project Effort
Create and manage the workplan
Staff the project
Manage the environment and infrastructure
work flows of the project