Lecture Chapter 3: The analyst as a project manager

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Lecture "Chapter 3: The analyst as a project manager" provides students with the knowledge: Learning objectives, participants in a syste development project, reasons for project failure, reasons for project success, participants in a system development project,...Invite you to consult.

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Nội dung Text: Lecture Chapter 3: The analyst as a project manager

3 3 Learning Objectives Chapter 3:  Explain the elements of project management and The Analyst as a the responsibilities of a project manager Project Manager  Explain project initiation and the activities in the Systems Analysis and Design in a Changing project planning phase of the SDLC World, 3rd Edition  Describe how the scope of the new system is determined Systems Analysis and Design in a Changing World, 3rd Edition 2 3 3 Learning Objectives (continued) Overview  Fundamental principles of project management  Develop a project schedule using PERT and  Need both technical and management skills Gantt charts  How information system projects initiated  Part of overall strategic plan  Develop a cost/benefit analysis and assess the  Respond to immediate business need feasibility of a proposed project  Describe project planning phase of SDLC  Define scope of project  Discuss how to staff and launch a project  Compare estimated costs and benefits  Develop project schedule Systems Analysis and Design in a Changing World, 3rd Edition 3 Systems Analysis and Design in a Changing World, 3rd Edition 4 3 3 Project Management Project Success Factors  People  Project management important for success of system development project  Organizing  Directing  2000 Standish Group Study  Only 28% of system development projects  Planned result successful  Scheduling  72% of projects cancelled, completed late, over  Budgeting budget, and/or limited in functionality  Management: Getting things done through other  Thus, project requires careful planning, control, people and execution Systems Analysis and Design in a Changing World, 3rd Edition 5 Systems Analysis and Design in a Changing World, 3rd Edition 6
3 3 Reasons for Project Failure Reasons for Project Success  Incomplete or changing requirements  Clear system requirement definitions  Limited user involvement  Substantial user involvement  Lack of executive support  Lack of technical support  Support from upper management  Poor project planning  Thorough and detailed project plans  Unclear objectives  Lack of required resources  Realistic work schedules and milestones Systems Analysis and Design in a Changing World, 3rd Edition 7 Systems Analysis and Design in a Changing World, 3rd Edition 8 3 3 Participants in a System Overlap of SDLC Phases with Ongoing Development Project Project Management Tasks Systems Analysis and Design in a Changing World, 3rd Edition 9 Systems Analysis and Design in a Changing World, 3rd Edition 10 3 3 Project Management Tasks Corresponding Project Management Body of Knowledge to Phases of the SDLC  Scope management  Control functions included in system  Control scope of work done by team  Time management  Build detailed schedule of all project tasks  Monitor progress of project against milestones  Cost management  Calculate cost/benefit initial analysis  Monitor expenses Systems Analysis and Design in a Changing World, 3rd Edition 11 Systems Analysis and Design in a Changing World, 3rd Edition 12
3 3 Project Management Body of Knowledge Project Management Body of Knowledge (continued) (continued)  Quality management  Risk management  Establish quality plan and control activities for each project phase  Identify and review risks for failure  Human resource management  Develop plans to reduce these risks  Recruit and hire project team members  Procurement management  Train, motivate, team build  Develop requests for proposals (RFPs)  Communications management  Evaluate bids, write contracts  Identify stakeholders and their communications  Establish team communications  Monitor vendor performance Systems Analysis and Design in a Changing World, 3rd Edition 13 Systems Analysis and Design in a Changing World, 3rd Edition 14 3 3 Project Initiation and the Project Planning Phase Initiating Customer Support System RMO  Driving forces to start project  Strategic IS plan directs IS development’s project  Respond to opportunity priorities  Resolve problem  Customer support system (CSS) selected  Conform to directive  John MacMurty - creates project charter  Project Initiation comes from:  Barbara Halifax - project manager  Long-term IS strategic plan (top-down) prioritized by weighted scoring  Steven Deerfield - senior systems analyst  Department managers or process managers  Goal is to support multiple types of customer (bottom-up) services (Ordering, returns, on-line catalogs)  Response to outside forces (HIPAA)  Project charter describes key participants Systems Analysis and Design in a Changing World, 3rd Edition 15 Systems Analysis and Design in a Changing World, 3rd Edition 16 3 3 RMO Project Charter Activities of the Project Planning Phase Systems Analysis and Design in a Changing World, 3rd Edition 17 Systems Analysis and Design in a Changing World, 3rd Edition 18
3 3 Activities of the Project Planning Phase Defining the Problem and Their Key Questions  Review business needs  Use strategic plan documents  Consult key users  Develop list of expected business benefits  Identify expected system capabilities  Define scope in terms of requirements  Create system scope document  Build proof of concept prototype  Create context diagram Systems Analysis and Design in a Changing World, 3rd Edition 19 Systems Analysis and Design in a Changing World, 3rd Edition 20 3 3 Context Diagram for Customer Support Defining the Problem at RMO  Barbara: Completed problem definition statement  Steve: Conducted preliminary research on alternative solutions  Barbara, Steve and William McDougal: Proceed with analysis before making solution decisions  Barbara, Steve: Began schedule, budget, feasibility statement for new system Systems Analysis and Design in a Changing World, 3rd Edition 21 Systems Analysis and Design in a Changing World, 3rd Edition 22 3 3 Producing the Project Schedule Confirming Project Feasibility  Developing Work Breakdown Structure (WBS)  Economic  List of tasks and duration required for project  Cost/benefit analysis  Similar to outline for research paper  Sources of funds (cash flow, long-term capital)  WBS is foundation for project schedule  Organizational and Cultural  Building a PERT/CPM Chart  Technological  Assists in assigning tasks  Schedule  Critical path method  Resource  Gantt chart and tracking GANTT chart  Feasibility Analysis – identify risks early to implement corrective measures Systems Analysis and Design in a Changing World, 3rd Edition 23 Systems Analysis and Design in a Changing World, 3rd Edition 24
3 3 Supporting Detail for Salaries Economic Feasibility and Wages for RMO  Cost/benefit analysis (CBA)  Estimate project development costs  Estimate operational costs after project  Estimate financial benefits based on annual savings and increased revenues  Calculate CBA using complete list of costs and benefits  CBA uses net present value (NPV), payback period, return on investment (ROI) techniques Systems Analysis and Design in a Changing World, 3rd Edition 25 Systems Analysis and Design in a Changing World, 3rd Edition 26 3 3 Summary of Annual Operating Costs Summary of Development Costs for RMO for RMO Systems Analysis and Design in a Changing World, 3rd Edition 27 Systems Analysis and Design in a Changing World, 3rd Edition 28 3 3 Sample Benefits for RMO RMO Cost Benefit Analysis Systems Analysis and Design in a Changing World, 3rd Edition 29 Systems Analysis and Design in a Changing World, 3rd Edition 30
3 3 Intangibles in Economic Feasibility Organizational and Cultural Feasibility  Intangible benefits cannot be measured in dollars  Each company has own culture  Increased levels of service  New system must fit into culture  Customer satisfaction  Evaluate related issues for potential risks  Survival  Low level of computer competency  Need to develop in-house expertise  Computer phobia  Intangible costs cannot be measured in dollars  Perceived loss of control  Reduced employee morale  Shift in power  Lost productivity  Fear of job change or employment loss  Lost customers or sales  Reversal of established work procedures Systems Analysis and Design in a Changing World, 3rd Edition 31 Systems Analysis and Design in a Changing World, 3rd Edition 32 3 3 Technological Feasibility Schedule Feasibility  Does system stretch state-of-the-art technology?  Estimates needed without complete information  Does in-house expertise presently exist for  Management deadlines may not be realistic development?  Project managers:  Does an outside vendor need to be involved?  Drive to realistic assumptions and estimates  Solutions include:  Recommend completion date flexibility  Training or hiring more experienced employees  Assign interim milestones to periodically reassess completion dates  Hiring consultants  Involve experienced personnel  Changing scope and project approach  Manage proper allocation of resources Systems Analysis and Design in a Changing World, 3rd Edition 33 Systems Analysis and Design in a Changing World, 3rd Edition 34 3 3 Resource Feasibility Staffing and Launching the Project  Team member availability  Develop resource plan for the project  Identify and request specific technical staff  Team skill levels  Identify and request specific user staff  Computers, equipment, and supplies  Organize the project team into workgroups  Conduct preliminary training and team building  Support staff time and availability exercises  Key staffing question: “Are the resources  Physical facilities available, trained, and ready to start?” Systems Analysis and Design in a Changing World, 3rd Edition 35 Systems Analysis and Design in a Changing World, 3rd Edition 36
3 3 Launching Project Recap of Project Planning for RMO  Scope defined, risks identified, project is feasible,  Created schedule and plans for CSS schedule developed, team members identified  Addressed all aspects of project management and ready (project planning and scope)  Oversight committee finalized, meet to give go-  Included project communication and quality ahead, and release funds  Identified desired team members  Formal announcement made to all involved  Refine internal working procedures parties within organization  Taught tools and techniques used on project  Key launch question: “Are we ready to start?”  Planned kickoff meeting to officially launch Systems Analysis and Design in a Changing World, 3rd Edition 37 Systems Analysis and Design in a Changing World, 3rd Edition 38 3 3 Summary Summary (continued)  Project management tasks  Project initiation  Start at SDLC project planning phase  Information system needs are identified and  Continue throughout each SDLC phase prioritized in strategic plans  Organizing and directing other people  Project planning phase  Achieve planned result  Define problem (investigation and scope)  Use predetermined schedule and budget  Produce project schedule (WBS)  Knowledge areas needed  Confirm project feasibility (evaluate risks)  Scope, time, cost, quality, human resources,  Staff project (know people’s skills) communications, risk, procurement  Launch project (executive formal approval) Systems Analysis and Design in a Changing World, 3rd Edition 39 Systems Analysis and Design in a Changing World, 3rd Edition 40