Download OOSAD Chapter 3

Chapter 3:
Managing the Object-Oriented
Information Systems Project
Object-Oriented Systems Analysis and
Design
Joey F. George, Dinesh Batra,
Joseph S. Valacich, Jeffrey A. Hoffer
© Prentice Hall, 2004
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Chapter Objectives

After studying this chapter you should
be able to:
– Describe the skills required to be an
effective project manager.
– Describe the unique characteristics of an
OOSAD project.
Chapter 3
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Chapter Objectives
(Continued)

After studying this chapter you should
be able to:
– List and describe the skills and activities
of a project manager through:
Initiation
 Planning
 Execution
 Close-down

Chapter 3
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Chapter Objectives
(Continued)

After studying this chapter you should be
able to:
– Explain critical path scheduling, Gantt charts,
Network diagrams.
– Explain how commercial software packages
can help with project management tasks.
Chapter 3
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Chapter 3
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Activities and Skills of a Project
Manager

Leadership
 Management
 Customer relations
 Technical problem solving
 Conflict management
 Team management
 Risk and change management
Chapter 3
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Project
management
is as much
an art as a
science
Chapter 3
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The OOSAD System
Development Process

In OOSAD, the entire SDC repeats itself
over several iterations. Each iteration
distributes the focus on its own set of SDC
phases, but in each iteration all SDC phases
are addressed to some extent.
Chapter 3
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Chapter 3
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Chapter 3
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Each iteration
involves a
workflow,
consisting of
SDC steps.
Chapter 3
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SDC
applied to
iteration 1
Chapter 3
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SDC
applied to
iteration 1
Mgt and
Planning
Chapter 3
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SDC
applied to
iteration 1
Analysis
Chapter 3
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SDC
applied to
iteration 1
Design
Chapter 3
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SDC
applied to
iteration 1
Implementation
Chapter 3
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SDC
applied to
iteration 2
Chapter 3
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SDC
applied to
iteration 3
Chapter 3
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SDC
applied to
iteration 4
Chapter 3
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SDC
applied to
iteration 5
Chapter 3
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Plans improve over the course of the project
Moral: don’t over-plan early in the project. Continue
planning activities throughout entire project.
Chapter 3
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SDC focus
changes from
iteration to
iteration
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Chapter 3
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Project Management Tasks and
Activities

Project Phases
– Project Initiation
– Project Planning
– Project Execution
– Project Closedown
Chapter 3
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Project Initiation

First phase of project management, involves
assessment of project scope, size, and
complexity and establishment of project
procedures
Chapter 3
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Six Project Initiation Activities
1.
2.
3.
4.
5.
6.
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 the project workbook
Developing the project charter
Chapter 3
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Project initiation does not include detailed plans for entire project
Chapter 3
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The Project Workbook

An online or hardcopy repository of all
project correspondence, inputs, outputs,
deliverables, procedures, and standards

Used as a primary communications medium
for the project team
Chapter 3
© Prentice Hall, 2004
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The Project Charter

A short, high-level document prepared for
internal and external stakeholders to
formally announce the establshment of the
project and to briefly describe its objectives,
key assumptions, and stakeholders
Chapter 3
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Project
workbook
grows and
evolves
during
project
activities
Chapter 3
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Project Planning

Second phase of project management,
focusing on defining clear, discrete
activities and the work needed to complete
each activity within a single project
Chapter 3
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Ten Project Planning Activities
1.
2.
3.
4.
5.
Describing project scope, alternatives, and
feasibility
Dividing the project into manageable tasks
Estimating resources and creating a
resource plan
Developing a preliminary schedule
Developing a communication plan
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Ten Project Planning Activities
(cont.)
6.
7.
8.
9.
10.
Determining project standards and
procedures
Identifying and assessing risk
Creating a preliminary budget
Developing a project scope statement
Setting a baseline project plan
Chapter 3
© Prentice Hall, 2004
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The Baseline Project Plan (BPP)

The major deliverable from the project
initiation and planning phases, this
document contains estimates of scope,
benefits, schedules, costs, risks, and
resource requirements

BPP is updated throughout project
execution and closedown
Chapter 3
© Prentice Hall, 2004
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Two Project Scheduling
Diagrams in Microsoft Project
These diagrams are
important
components of the
BPP.
Gantt:
Focus is on time.
Network:
Focus is on dependencies.
Chapter 3
© Prentice Hall, 2004
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Costbenefit
analysis is
a key
componen
t of the
BPP
Chapter 3
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Project Execution

Third phase of project management,
involving putting the plans created in the
previous phases into action, and monitoring
actual progress against the BPP
Chapter 3
© Prentice Hall, 2004
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Five Project Execution Activities
1.
2.
3.
4.
5.
Executing the baseline project plan
Monitoring project progress agains the
baseline project plan
Managing changes to the baseline project
plan
Maintaining the project workbook
Communicating the project status
Chapter 3
© Prentice Hall, 2004
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Project Closedown

Final phase of the project management
process, focusing on bringing the project to
an end
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Chapter 3
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Three Project Closedown
Activities
Closing down the project
2. Conducting post-project reviews
3. Closing the customer contract
1.
Chapter 3
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Project Management Tools

Critical path scheduling
 Network diagrams
 Gantt diagrams
 Work breakdown structures (WBS)
 Software tools
Chapter 3
© Prentice Hall, 2004
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Critical Path Scheduling

•
•
A scheduling technique whose order and
duration of a sequence of task activities
directly affects the completion date of a
project
Critical path – the shortest time in which a
project can be completed
Slack time – the amount of time an activity
can be delayed without delaying the project
Chapter 3
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Critical path example
Note the durations and precedents (dependencies)
Chapter 3
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Determining the Critical Path

Calculate the earliest possible completion time for each
activity by summing the activity times in the longest
path to the activity. This gives total expected project
time.

Calculate the latest possible completion time for each
activity by subtracting the activity times in the path
following the activity from the total expected time. This
gives slack time for activities.

Critical path – contains no activities with slack time
Chapter 3
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Network
diagram
shows
dependencies
.
Network diagram with early
and late times calculated and
critical path determined
Chapter 3
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Work Breakdown
Structure (WBS) is a
hierarchy of tasks and
subtasks.
Note: numbering in
WBS does not imply
chronological order. It
is not necessary for all
subtasks in 1 to
precede all subtasks in
2.
Chapter 3
© Prentice Hall, 2004
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Planning
detail
evolves over
time.
Chapter 3
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Recap

After studying this chapter we learned to:
– Describe effective project management skills
through all phases of the systems development
process.
– Describe OOSAD.
– Understand critical path scheduling, Gantt
charts, and Network diagrams.
– Work with commercial project management
software products.
Chapter 3
© Prentice Hall, 2004
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