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Modern Systems Analysis
and Design
Third Edition
Jeffrey A. Hoffer
Joey F. George
Joseph S. Valacich
Chapter 3
Managing the Information
Systems Project
3-1
Copyright 2002 Prentice-Hall, Inc.
Learning Objectives
 Explain the process of managing an
information systems project
 Discuss skills required to be an effective
project manager
 Describe skills and activities of a project
manager during project initiation, planning,
execution and closedown
 Explain Gantt and Pert charts
 Review commercial project management
software packages
3.2
Managing the Information
Systems Project
Focus of project management

To ensure that information system projects
meet customer expectations
 Delivered in a timely manner
 Meet time constraints and requirements
3.3
3-4
Customer and
Management
Expectations
Technological
Change
Systems
Development
Life cycle
Documentation
And
Communication
The Art
Of
Project
Management
Organizational
Change and
Complexity
Methodologies
And Tools
Contractors
And Vendors
3.4
Time and
Resource
constraints
Managing
People
3.5
3-5
3.6
Figure 3-1
Three computer applications at Pine Valley Furniture: Order
Filling, Invoicing, and Payroll
(Source: Hoffer, Prescott, and McFadden, 2002)
3.7
Managing the Information
Systems Project
Project Manager

Systems Analyst responsible for:
 Project initiation
 Planning
 Execution
 Closing down
3.8
Managing the Information
Systems Project
Project Manager

Activities include:
 Management
 Leadership
 Technical
 Problem solving
 Conflict management
 Customer relations
 Team management
 Risk and change management
Project Management Process
Project

Planned undertaking of related activities to reach
an objective that has a beginning and an end
Four Phases




3.10
Initiation
Planning
Execution
Closing down
3-6
3.11
Initiating the Project
Establish project initiation team
Establish relationship with customer
Establish project initiation plan
Establish management procedures
Establish project management environment
and workbook
3.12
TABLE 3-2 Elements of Project Initiation
• Establishing the project Initiation Team
• Establishing a Relationship with the customer
• Establishing the project Initiation Plan
• Establishing Management
Procedures
• Establishing the Project Management Environment and
Project Workbook
3.13
Planning the Project
Describe project scope, alternatives and
feasibility

Scope and Feasibility
 Understand the project
 What problem is addressed
 What results are to be achieved
 Measures of success
 Completion criteria
3.14
Planning the Project
Divide the project into manageable
tasks
 Work breakdown structure
 Gantt chart
Estimate resources and create a
resource plan
Develop a preliminary schedule
 Utilize Gantt and PERT charts
3.15
3-7
3.16
Planning the Project
Develop a communication plan

Outline communication processes among
customers, team members and
management
Determine project standards and
procedures

3.17
Specify how deliverables are tested and
produced
Planning the Project
Identify and assess risk


Identify sources of risk
Estimate consequences of risk
Create a preliminary budget
Develop a statement of work

Describe what the project will deliver and duration
Set a Baseline Project Plan

3.18
Estimate of project’s tasks and resources
3.19
3-9
3.20
Executing the Project
Execute Baseline Project Plan



Acquire and assign resources
Train new team members
Keep project on schedule
Monitor project progress

3.21
Adjust resources, budget and/or activities
3.22
Executing the Project
Manage changes to Baseline Project
Plan




Slipped completion dates
Changes in personnel
New activities
Bungled activities
Maintain project workbook
Communicate project status
3.23
3.24
Closing Down the Project
Termination

Types of termination
 Natural

Requirements have been met
 Unnatural



3.25
Project stopped
Documentation
Personnel Appraisal
Closing Down the Project
Conduct post-project reviews

Determine strengths and weaknesses of:
 Project deliverables
 Project management process
 Development process
Close customer contract
3.26
3.27
Representing and Scheduling
Project Plans
Gantt Charts


Useful for depicting simple projects or parts
of large projects
Show start and completion dates for
individual tasks
PERT Charts

3.28
Show order of activities
Figure 3-16
Graphical diagrams that depict project plans
(a) A Gantt Chart
(b) A PERT chart
3-10a
3-10b
3.29
Comparison of Gantt and
PERT Charts
Gantt



3.30
Visually shows
duration of tasks
Visually shows time
overlap between
tasks
Visually shows slack
time
PERT



Visually shows
dependencies
between tasks
Visually shows which
tasks can be done in
parallel
Shows slack time by
data in rectangles
3-11
3.31
3-12
3.32
3-13
3.33
3-14
3.34
3-15
3.35
3-17
3.36
3-18
3.37
Gantt and PERT Charts for
Pine Valley Furniture
Steps

Identify each activity
 Requirements Collection
 Screen Design
 Report Design
 Database Design
 User Documentation
 Software Programming
 Installation and Testing
3.38
Gantt and PERT Charts for
Pine Valley Furniture



Determine time estimates and expected
completion times for each activity
Determine sequence of activities
Determine critical path
 Sequence of events that will affect the final
project delivery date
3.39
Project Management Software
Many systems are available
Three activities required to use:



3.40
Establish project start or end date
Enter tasks and assign task relationships
Select scheduling method to review project
reports
Summary
Skills of an effective project manager
Activities of project manager




Initiation
Planning
Execution
Closedown
Gantt and PERT Charts
Commercial Project Management Software
3.41