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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 3-1 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 © Prentice Hall, 2004 3-2 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 © Prentice Hall, 2004 3-3 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 © Prentice Hall, 2004 3-4 Chapter 3 © Prentice Hall, 2004 3-5 Activities and Skills of a Project Manager Leadership Management Customer relations Technical problem solving Conflict management Team management Risk and change management Chapter 3 © Prentice Hall, 2004 3-6 Project management is as much an art as a science Chapter 3 © Prentice Hall, 2004 3-7 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 © Prentice Hall, 2004 3-8 Chapter 3 © Prentice Hall, 2004 3-9 Chapter 3 © Prentice Hall, 2004 3-10 Each iteration involves a workflow, consisting of SDC steps. Chapter 3 © Prentice Hall, 2004 3-11 SDC applied to iteration 1 Chapter 3 © Prentice Hall, 2004 3-12 SDC applied to iteration 1 Mgt and Planning Chapter 3 © Prentice Hall, 2004 3-13 SDC applied to iteration 1 Analysis Chapter 3 © Prentice Hall, 2004 3-14 SDC applied to iteration 1 Design Chapter 3 © Prentice Hall, 2004 3-15 SDC applied to iteration 1 Implementation Chapter 3 © Prentice Hall, 2004 3-16 SDC applied to iteration 2 Chapter 3 © Prentice Hall, 2004 3-17 SDC applied to iteration 3 Chapter 3 © Prentice Hall, 2004 3-18 SDC applied to iteration 4 Chapter 3 © Prentice Hall, 2004 3-19 SDC applied to iteration 5 Chapter 3 © Prentice Hall, 2004 3-20 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 © Prentice Hall, 2004 3-21 SDC focus changes from iteration to iteration Chapter 3 © Prentice Hall, 2004 3-22 Chapter 3 © Prentice Hall, 2004 3-23 Project Management Tasks and Activities Project Phases – Project Initiation – Project Planning – Project Execution – Project Closedown Chapter 3 © Prentice Hall, 2004 3-24 Project Initiation First phase of project management, involves assessment of project scope, size, and complexity and establishment of project procedures Chapter 3 © Prentice Hall, 2004 3-25 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 © Prentice Hall, 2004 3-26 Project initiation does not include detailed plans for entire project Chapter 3 © Prentice Hall, 2004 3-27 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 3-28 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 © Prentice Hall, 2004 3-29 Project workbook grows and evolves during project activities Chapter 3 © Prentice Hall, 2004 3-30 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 © Prentice Hall, 2004 3-31 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 Chapter 3 © Prentice Hall, 2004 3-32 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 3-33 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 3-34 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 3-35 Costbenefit analysis is a key componen t of the BPP Chapter 3 © Prentice Hall, 2004 3-36 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 3-37 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 3-38 Project Closedown Final phase of the project management process, focusing on bringing the project to an end Chapter 3 © Prentice Hall, 2004 3-39 Chapter 3 © Prentice Hall, 2004 3-40 Three Project Closedown Activities Closing down the project 2. Conducting post-project reviews 3. Closing the customer contract 1. Chapter 3 © Prentice Hall, 2004 3-41 Project Management Tools Critical path scheduling Network diagrams Gantt diagrams Work breakdown structures (WBS) Software tools Chapter 3 © Prentice Hall, 2004 3-42 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 © Prentice Hall, 2004 3-43 Critical path example Note the durations and precedents (dependencies) Chapter 3 © Prentice Hall, 2004 3-44 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 © Prentice Hall, 2004 3-45 Network diagram shows dependencies . Network diagram with early and late times calculated and critical path determined Chapter 3 © Prentice Hall, 2004 3-46 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 3-47 Planning detail evolves over time. Chapter 3 © Prentice Hall, 2004 3-48 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 3-49