1、3Systems Analysis and Design in a Changing World, Fourth Edition3Systems Analysis and Design in a Changing World, 4th Edition2Learning ObjectivesuExplain the elements of project management and the responsibilities of a project manageruExplain project initiation and the activities in the project plan

2、ning phase of the SDLCuDescribe how the scope of the new system is determined3Systems Analysis and Design in a Changing World, 4th Edition3Learning Objectives (continued)uDevelop a project schedule using PERT and Gantt chartsuDevelop a cost/benefit analysis and assess the feasibility of a proposed p

3、rojectuDiscuss how to staff and launch a project3Systems Analysis and Design in a Changing World, 4th Edition4OverviewuFundamental principles of project managementlProject success factorslRole of project managerlProject management knowledge areasuHow information system projects initiatedlPart of ove

4、rall strategic planlRespond to immediate business needuThe project planning phase of SDLCuProject planning examples for RMO3Systems Analysis and Design in a Changing World, 4th Edition5Project Success FactorsuProject management important for success of system development projectu2000 Standish Group

5、StudylOnly 28% of system development projects successfull72% of projects canceled, completed late, completed over budget, and/or limited in functionalityuThus, project requires careful planning, control, and execution 3Systems Analysis and Design in a Changing World, 4th Edition6Reasons for Project

6、FailureuIncomplete or changing requirementsuLimited user involvementuLack of executive supportuLack of technical supportuPoor project planninguUnclear objectivesuLack of required resources3Systems Analysis and Design in a Changing World, 4th Edition7Reasons for Project SuccessuClear system requireme

7、nt definitionsuSubstantial user involvementuSupport from upper managementuThorough and detailed project plansuRealistic work schedules and milestones3Systems Analysis and Design in a Changing World, 4th Edition8Role of the Project ManageruProject management organizing and directing people to achieve

8、 a planned result within budget and on scheduleuSuccess or failure of project depends on skills of the project managerlBeginning of project plan and organizelDuring project monitor and controluResponsibilities are both internal and external3Systems Analysis and Design in a Changing World, 4th Editio

9、n9Internal ResponsibilitiesuIdentify project tasks and build a work breakdown structureuDevelop the project scheduleuRecruit and train team membersuAssign team members to tasksuCoordinate activities of team members and subteamsuAssess project risksuMonitor and control project deliverables and milest

10、onesuVerify the quality of project deliverables3Systems Analysis and Design in a Changing World, 4th Edition10External ResponsibilitiesuReport the projects status and progressuEstablish good working relationships with those who identify the needed system requirementslThe people who will use the syst

11、emuWork directly with the client (the projects sponsor) and other stakeholdersuIdentify resource needs and obtain resources3Systems Analysis and Design in a Changing World, 4th Edition11Various Titles/Roles of Project Managers (Figure 3-1)3Systems Analysis and Design in a Changing World, 4th Edition

12、12Participants in a System Development Project (Figure 3-2)3Systems Analysis and Design in a Changing World, 4th Edition13Project Management TasksuBeginning of projectlOverall project planninguDuring projectlProject execution managementlProject control managementlProject closeoutuProject management

13、approach differs forlPredictive SDLClAdaptive SDLC3Systems Analysis and Design in a Changing World, 4th Edition14Project Management and SDLC Tasks for a Predictive Project (Figure 3-3)3Systems Analysis and Design in a Changing World, 4th Edition15Project Management and SDLC Tasks for an Adaptive Pro

14、ject (Figure 3-4)3Systems Analysis and Design in a Changing World, 4th Edition16Project Management Body of Knowledge (PMBOK)uScope managementlControl functions included in systemlControl scope of work done by teamuTime managementlBuild detailed schedule of all project taskslMonitor progress of proje

15、ct against milestonesuCost managementlCalculate initial cost/benefit analysis lMonitor expenses3Systems Analysis and Design in a Changing World, 4th Edition17Project Management Body of Knowledge (continued)uQuality managementlEstablish quality plan and control activities for each project phaseuHuman

16、 resource managementlRecruit and hire project team memberslTrain, motivate, team builduCommunications managementlIdentify stakeholders and their communications lEstablish team communications3Systems Analysis and Design in a Changing World, 4th Edition18Project Management Body of Knowledge (continued

17、)uRisk managementlIdentify and review risks for failurelDevelop plans to reduce these risksuProcurement managementlDevelop requests for proposals (RFPs)lEvaluate bids, write contracts, monitor performanceuIntegration management3Systems Analysis and Design in a Changing World, 4th Edition19Project In

18、itiation and the Project Planning PhaseuDriving forces to start projectlRespond to opportunitylResolve problemlConform to directiveuProject initiation comes fromlLong-term IS strategic plan (top-down) prioritized by weighted scoringlDepartment managers or process managers (bottom-up)lResponse to out

19、side forces (HIPAA)3Systems Analysis and Design in a Changing World, 4th Edition20Initiating Customer Support System RMOuStrategic IS plan directs IS developments project prioritiesuCustomer support system (CSS) selectedlJohn MacMurty creates project charterlBarbara Halifax project managerlSteven De

20、erfield senior systems analystlGoal is to support multiple types of customer services (ordering, returns, online catalogs)uProject charter describes key participants3Systems Analysis and Design in a Changing World, 4th Edition21RMO Project Charter (Figure 3-5)3Systems Analysis and Design in a Changi

21、ng World, 4th Edition22Activities of the Project Planning Phase3Systems Analysis and Design in a Changing World, 4th Edition23Activities of the Project Planning Phase and Their Key Questions (Figure 3-7)3Systems Analysis and Design in a Changing World, 4th Edition24Defining the ProblemuReview busine

22、ss needslUse strategic plan documents lConsult key users lDevelop list of expected business benefitsuIdentify expected system capabilitieslDefine scope in terms of requirementsuCreate system scope documentuBuild proof of concept prototypeuCreate context diagram3Systems Analysis and Design in a Chang

23、ing World, 4th Edition25Context Diagram for Customer Support3Systems Analysis and Design in a Changing World, 4th Edition26Defining the Problem at RMOuBarbara Completed problem definition statementuSteve Conducted preliminary research on alternative solutionsuBarbara, Steve, and William McDougal Pro

24、ceeded with analysis before making solution decisionsuBarbara and Steve Began schedule, budget, feasibility statement for new system3Systems Analysis and Design in a Changing World, 4th Edition27Producing the Project ScheduleuDevelop work breakdown structure (WBS)lList of tasks and duration required

25、 for projectlSimilar to outline for research paperlWBS is foundation for project scheduleuBuild a PERT/CPM chartlAssists in assigning taskslCritical path methodlGantt chart and tracking GANTT chart3Systems Analysis and Design in a Changing World, 4th Edition28Partial PERT/CPM Chart3Systems Analysis

26、and Design in a Changing World, 4th Edition29Gantt Chart for Entire Project (with overlapping phases)3Systems Analysis and Design in a Changing World, 4th Edition30Gantt Chart for Iterative Project (Figure 3-14)3Systems Analysis and Design in a Changing World, 4th Edition31Confirming Project Feasibi

27、lity uRisk managementuEconomic feasibilitylCost/benefit analysislSources of funds (cash flow, long-term capital)uOrganizational and cultural feasibilityuTechnological feasibilityuSchedule feasibilityuResource feasibility3Systems Analysis and Design in a Changing World, 4th Edition32Risk Management3S

28、ystems Analysis and Design in a Changing World, 4th Edition33Economic FeasibilityuCost/benefit analysis lEstimate project development costslEstimate operational costs after projectlEstimate financial benefits based on annual savings and increased revenueslCalculate using table of costs and benefitsu

29、Uses net present value (NPV), payback period, return on investment (ROI) techniques3Systems Analysis and Design in a Changing World, 4th Edition34Supporting Detail for Salaries and Wages for RMO (Figure 3-16)3Systems Analysis and Design in a Changing World, 4th Edition35Summary of Development Costs

30、for RMO (Figure 3-17)3Systems Analysis and Design in a Changing World, 4th Edition36Summary of Annual Operating Costsfor RMO (Figure 3-18)3Systems Analysis and Design in a Changing World, 4th Edition37Sample Benefits for RMO (Figure 3-19)3Systems Analysis and Design in a Changing World, 4th Edition3

31、8RMO Cost Benefit Analysis (Figure 3-20)3Systems Analysis and Design in a Changing World, 4th Edition39Intangibles in Economic FeasibilityuIntangible benefits cannot be measured in dollarslIncreased levels of servicelCustomer satisfactionlSurvivallNeed to develop in-house expertiseuIntangible costs

32、cannot be measured in dollarslReduced employee moralelLost productivitylLost customers or sales3Systems Analysis and Design in a Changing World, 4th Edition40Organizational and Cultural FeasibilityuEach company has own culturelNew system must fit into cultureuEvaluate related issues for potential ri

33、skslLow level of computer competencylComputer phobialPerceived loss of controllShift in powerlFear of job change or employment losslReversal of established work procedures3Systems Analysis and Design in a Changing World, 4th Edition41Technological FeasibilityuDoes system stretch state-of-the-art tec

34、hnology?uDoes in-house expertise presently exist for development?uDoes an outside vendor need to be involved?uSolutions include lTraining or hiring more experienced employeeslHiring consultantslChanging scope and project approach3Systems Analysis and Design in a Changing World, 4th Edition42Schedule

35、 FeasibilityuEstimates needed without complete informationuManagement deadlines may not be realisticuProject managerslDrive realistic assumptions and estimateslRecommend completion date flexibilitylAssign interim milestones to periodically reassess completion dates lInvolve experienced personnellMan

36、age proper allocation of resources3Systems Analysis and Design in a Changing World, 4th Edition43Resource FeasibilityuTeam member availabilityuTeam skill levelsuComputers, equipment, and suppliesuSupport staff time and availabilityuPhysical facilities3Systems Analysis and Design in a Changing World,

37、 4th Edition44Staffing and Launching the ProjectuDevelop resource plan for the projectuIdentify and request specific technical staffuIdentify and request specific user staffuOrganize the project team into workgroupsuConduct preliminary training and team building exercisesuKey staffing question: “Are

38、 the resources available, trained, and ready to start?”3Systems Analysis and Design in a Changing World, 4th Edition45Launching ProjectuScope defined, risks identified, project is feasible, schedule developed, team members identified and readyuOversight committee finalized, meet to give go-ahead, and release fundsuFormal announcem