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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
C H A P T E R
4 Irwin/McGraw-Hill
PROJECT MANAGEMENT
Copyright © 2000 The McGraw-Hill Companies. All Rights reserv
SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Chapter Four • • • • • • • • • • • • • • •
Whitten Bentley Dittman
Project Management
Define the terms project and project management, and differentiate between project and process management. Describe the causes of failed information systems and technology projects. Describe the basic competencies required of project managers. Describe the basic functions of project management. Differentiate between PERT and Gantt charts as project management tools. Describe the role of project management software as it relates to project management tools. Describe eight activities in project management. Define joint project planning and its role in project management. Define scope and a write a statement of work to document scope. Use a work breakdown structure to decompose a project into tasks. Estimate tasks’ durations, and specify intertask dependencies on a PERT chart. Assign resources to a project and produce a project schedule with a Gantt chart. Assign people to tasks and direct the team effort. Use critical path analysis to adjust schedule and resource allocations in response to schedule and budget deviations. Manage user expectations of a project and adjust project scope.
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Chapter Map
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Project and Project Management
A project is a [temporary] sequence of unique, complex, and connected activities having one goal or purpose and that must be completed by specific time, within budget, and according to specification. Project management is the process of scoping, planning, staffing, organizing, directing, and controlling the development of an acceptable system at a minimum cost within a specified time frame.
Irwin/McGraw-Hill
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
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Project versus Process Management
Project management is the process of scoping, planning, staffing, organizing, directing, and controlling the development of an acceptable system at a minimum cost within a specified time frame. Process management is an ongoing activity that documents, manages the use of, and improves an organization’s chosen methodology (the “process”) for system development. Process management is concerned with the activities, deliverables, and quality standards to be applied to all projects.
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
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Measures of Project Success
– The resulting information system is acceptable to the customer. – The system was delivered “on time.” – The system was delivered “within budget.” – The system development process had a minimal impact on ongoing business operations.
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
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Causes of Project Failure • Failure to establish upper-management commitment to the project • Lack of organization’s commitment to the system development methodology • Taking shortcuts through or around the system development methodology • Poor expectations management • Premature commitment to a fixed budget and schedule • Poor estimating techniques • Overoptimism • The mythical man-month (Brooks, 1975) • Inadequate people management skills • Failure to adapt to business change • Insufficient resources • Failure to “manage to the plan” Irwin/McGraw-Hill
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Project Manager Competencies • • • • • • • • •
Business awareness Business partner orientation Commitment to quality Initiative Information gathering Analytical thinking Conceptual thinking Interpersonal awareness Organizational awareness
Irwin/McGraw-Hill
• • • • • • • • • •
Anticipation of impact Resourceful use of influence Motivating others Communication skills Developing others Monitoring and controlling Self-confidence Stress management Concern for credibility Flexibility
(Adapted from Wysocki, Beck, and Crane, Effective Project
Management: HowMcGraw-Hill to Plan, Manage, and DeliverAll Projects on reserv Time Copyright © 2000 The Companies. Rights
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Project Management Functions
– Scoping – Planning – Estimating – Scheduling – Organizing – Directing – Controlling – Closing Irwin/McGraw-Hill
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Project Management Tools & Techniques
A PERT chart is a graphical network model that depicts a project’s tasks and the relationships between those tasks. A Gantt chart is a simple horizontal bar chart that depicts project tasks against a calendar. Each bar represents a named project task. The tasks are listed vertically in the left-hand column. The horizontal axis is a calendar timeline.
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PERT Chart Project Initiation 5-3-2001
N/A
5-3-2001
N/A
Legend Task Scheduled Scheduled Start Finish Actual Actual Start Finish
Preliminary Investigation 5-3-2001
5-12-2001
5-3-2001
5-11-2001
Problem Analysis
Task
Requirements Analysis
intertask dependency
Scheduled Scheduled Start Finish Actual Actual Start Finish
Decision Analysis
5-12-2001 6-12-2001
5-28-2001
7-15-2001
6-13-2001
7-30-2001
5-12-2001 6-14-2001
5-30-2001
7-18-2001
6-13-2001
8-3-2001
Design
Construction
7-3-2001
9-25-2001
7-19-2001
11-13-2001
7-5-2001
10-9-2001
7-20-2001
In Progress
Implementation
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9-10-2001
12-14-2001
TBD
TBD
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Gantt Chart
ID
Task Name
1
Preliminary investigation
2
Problem analysis
3
Requirements analysis
4
Decision analysis
5
Design
6
Construction
7
Implementation
2001 May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Today
Legend
Complete Task Incomplete Task
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Microsoft Project Gantt Chart
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Microsoft Project PERT Chart
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Project Management Life Cycle
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Joint Project Planning Strategy
Joint project planning (JPP) is a strategy wherein all stakeholders in a project (meaning system owners, users, analysts, designers, and builders) participate in a one-to-three day project management workshop, the result of which is consensus agreement on project scope, schedule, resources, and budget. (Of course, subsequent workshops or meetings may be required to adjust scope, budget, and schedule.)
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Activity 1: Negotiate Scope
Scope defines the boundaries of a project—What part of the business is to be studied, analyzed, designed, constructed, implemented, and ultimately improved? – – – – –
Product Quality Time Cost Resources
A statement of work is a narrative description of the work to be performed as part of a project. Common synonyms include scope statement, project definition, project overview, and document of understanding.
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Statement of Work I. Purpose II. Background A. Problem, opportunity, or directive statement B. History leading to project request C. Project goal and objectives D. Product description III.Scope
(notice the use of your information system building blocks)
A. Stakeholders B. Data C. Processes D. Locations IV. Project Approach A. Route B. Deliverables V. Managerial Approach A. Team building considerations B. Manager and experience C. Training requirements D. Meeting schedules E. Reporting methods and frequency F. Conflict management G. Scope management (continued) Irwin/McGraw-Hill
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Statement of Work (concluded) VI.
VII. VIII.
IX.
Constraints A. Start date B. Deadlines C. Budget D. Technology Ballpark Estimates A. Schedule B. Budget Conditions of Satisfaction A. Success criteria B. Assumptions C. Risks Appendices
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Activity 2: Identify Tasks
A work breakdown structure (WBS) is a hierarchical decomposition of the project into phases, activities, and tasks. Milestones are events that signify the accomplishment or completion of major deliverables during a project.
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Work Breakdown Structures 0
1 Phase 1 of the project … 2 Phase 2 of the project … 2.1 Activity 1 of Phase 2 2.2 Activity 2 of Phase 2 2.2.1 Task 1 of Activity hase 2 2.2.2 Task 2 of Activity hase 2 2.2.3 Task 3 of Activity hase 2 2.3 Activity 3 of Phase 2 3 Phase 3 of the project …
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PROJECT GOAL
… 2.2 in
=
1
2
3
PHASE
PHASE
PHASE
2.1
2.2
2.3
ACTIVITY
ACTIVITY
ACTIVITY
2.2.1
2.2.2
2.2.3
TASK
TASK
TASK
2.2 in 2.2 in …
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Activity 3: Estimate Task Durations
1. Estimate the minimum amount of time it would take to perform the task. We'll call this the optimistic duration (OD). 2. Estimate the maximum amount of time it would take to perform the task. We'll call this the pessimistic duration (PD). 3. Estimate the expected duration (ED) that will be needed to perform the task. 4. Calculate the most likely duration (D) as follows: D = (1 x OD) + (4 x ED) + (1 x PD) 6 Irwin/McGraw-Hill
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Activity 4: Specify Intertask Dependencies
• Finish-to-start (FS)—The finish of one task triggers the start of another task. • Start-to-start (SS)—The start of one task triggers the start of another task. • Finish-to-finish (FF)—Two tasks must finish at the same time. • Start-to-finish (SF)—The start of one task signifies the finish of another task.
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Entering Intertask Dependencies
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Scheduling Strategies
Forward scheduling establishes a project start date and then schedules forward from that date. Based on the planned duration of required tasks, their interdependencies, and the allocation of resources to complete those tasks, a projected project completion date is calculated. Reverse scheduling establishes a project deadline and then schedules backward from that date. Essentially, tasks, their duration, interdependencies, and resources must be considered to ensure that the project can be completed by the deadline. Irwin/McGraw-Hill
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A Project Calendar
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Activity 5: Assign Resources
• People—inclusive of all the system owners, users, analysts, designers, builders, external agents, and clerical help that will be involved in the project in any way, shape, or form. • Services—a service such as a quality review that may be charged on a per use basis. • Facilities and equipment—including all rooms and technology that will be needed to complete the project. • Supplies and materials—everything from pencils, paper, notebooks, toner cartridges, etc. • Money—A translation of all of the above into the language of accounting—budgeted dollars! Irwin/McGraw-Hill
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Defining Project Resources
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Assigning Project Resources
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Resource Leveling
Resource leveling is a strategy used to correct resource overallocations by some combination of delaying or splitting tasks. There are two techniques for resource leveling: • •
task delaying task splitting
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Task Splitting and Delaying • The critical path for a project is that sequence of dependent tasks that have the largest sum of most likely durations. The critical path determines the earliest possible completion date of the project. – Tasks that are on the critical path cannot be delayed without delaying the entire project schedule. To achieve resource leveling, critical tasks can only be split.
• The slack time available for any noncritical task is the amount of delay that can be tolerated between the starting time and completion time of a task without causing a delay in the completion date of the entire project. – Tasks that have slack time can be delayed to achieve resource leveling Irwin/McGraw-Hill
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Activity 6: Direct the Team Effort • Supervision resources – The DEADLINE – A Novel About Project Management – The One Minute Manager – The Care and Feeding of Monkeys
ORIENTATION STAGE Ÿ Ÿ Ÿ Ÿ
Establish structure and rules Clarify team member relationships Identify responsibilities Develop a plan to achieve goals
FORMING
INTERNAL PROBLEM-SOLVING STAGE Ÿ Ÿ Ÿ
Resolve interpersonal conflict Further clarify rules and goals Develop a participative climate
STORMING
• Stages of Team Maturity (see figure to the right)
GROWTH AND PRODUCTIVITY STAGE Ÿ Direct team activity toward goals Ÿ Provide and get feedback Ÿ Share ideas–growing cohesion Ÿ Individuals feel good about each other
NORMING
EVALUATION AND CONTROL STAGE Ÿ Ÿ Ÿ Ÿ
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More feedback and evaluation Adherence to team norms Roles of team strengthened Strong team motivation to share goals
PERFORMING
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Activity 7: Monitor and Control Progress
• • • •
Progress reporting Change management Expectations management Schedule adjustments—critical path analysis (CPA)
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Sample Outline for a Progress Report I. Cover Page A. Project name or identification B. Project manager C. Date or report II. Summary of progress A. Schedule analysis B. Budget analysis C. Scope analysis (describe any changes that may have an impact on future progress)
D. Process analysis
(describe any problems encountered with strategy or methodology)
E. Gantt progress chart(s) III.Activity analysis A. Tasks completed since last report B. Current tasks and deliverables C. Short term future tasks and deliverables IV. Previous problems and issues A. Action item and status B. New or revised action items 1. Recommendation 2. Assignment of responsibility 3. Deadline Irwin/McGraw-Hill
(continued)
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Sample Outline for a Progress Report (concluded) V.
New problems and issues A. Problems (actual or anticipated)
B. Issues (actual or anticipated)
VI.
C. Possible solutions 1. Recommendation 2. Assignment of responsibility 3. Deadline Attachments (include relevant printouts from project management software)
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Progress on a Gantt Chart
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Expectations Management
An expectations management matrix is a ruledriven tool for helping management understand the dynamics and impact of changing project parameters such as cost, schedule, scope, and quality.
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Lunar Project Expectations Management
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Typical, Initial Expectations for a Project
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Adjusting Expectations
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Changing Priorities
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Critical Path Analysis (and Slack Time)
1. Using intertask dependencies, determine every possible path through the project. 2. For each path, sum the durations of all tasks in the path. 3. The path with the longest total duration is the critical path. – The critical path for a project is that sequence of dependent tasks that have the largest sum of most likely durations. the project. – The slack time availabThe critical path determines the earliest completion date of le for any noncritical task is the amount of delay that can be tolerated between the starting time and completion time of a task without causing a delay in the completion date of the entire project. Irwin/McGraw-Hill
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
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Critical Path TASK D
Duration
Tue 2/20/01 7 days Tue 2/20/01 0 days
TASK A
TASK B
TASK C
TASK E
TASK I
Mon 2/5/01
3 days
Wed 2/7/01
2 days
Fri 2/9/01
2 days
Mon 2/19/01 6 days
Tue 2/27/01 5 days
Mon 2/5/01
0 days
Wed 2/7/01
0 days
Fri 2/9/01
0 days
Tue 2/20/01 1 day
Tue 2/27/01 0 days
TASK F
The critical path is highlighte d in red Irwin/McGraw-Hill
TASK G
Wed 2/14/01 3 days
Fri 2/16/01
Fri 2/16/01
Tue 2/20/01 2 days
2 days
2 days
Slack Time TASK H
Thu 2/15/01 1 day Tue 2/20/01 3 days
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C H A P T E R
4 Irwin/McGraw-Hill
PROJECT MANAGEMENT
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Chapter Four • • • • • • • • • • • • • • •
Whitten Bentley Dittman
Project Management
Define the terms project and project management, and differentiate between project and process management. Describe the causes of failed information systems and technology projects. Describe the basic competencies required of project managers. Describe the basic functions of project management. Differentiate between PERT and Gantt charts as project management tools. Describe the role of project management software as it relates to project management tools. Describe eight activities in project management. Define joint project planning and its role in project management. Define scope and a write a statement of work to document scope. Use a work breakdown structure to decompose a project into tasks. Estimate tasks’ durations, and specify intertask dependencies on a PERT chart. Assign resources to a project and produce a project schedule with a Gantt chart. Assign people to tasks and direct the team effort. Use critical path analysis to adjust schedule and resource allocations in response to schedule and budget deviations. Manage user expectations of a project and adjust project scope.
Irwin/McGraw-Hill
Copyright © 2000 The McGraw-Hill Companies. All Rights reserv
SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Chapter Map
Irwin/McGraw-Hill
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Project and Project Management
A project is a [temporary] sequence of unique, complex, and connected activities having one goal or purpose and that must be completed by specific time, within budget, and according to specification. Project management is the process of scoping, planning, staffing, organizing, directing, and controlling the development of an acceptable system at a minimum cost within a specified time frame.
Irwin/McGraw-Hill
Copyright © 2000 The McGraw-Hill Companies. All Rights reserv
SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Project versus Process Management
Project management is the process of scoping, planning, staffing, organizing, directing, and controlling the development of an acceptable system at a minimum cost within a specified time frame. Process management is an ongoing activity that documents, manages the use of, and improves an organization’s chosen methodology (the “process”) for system development. Process management is concerned with the activities, deliverables, and quality standards to be applied to all projects.
Irwin/McGraw-Hill
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
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Measures of Project Success
– The resulting information system is acceptable to the customer. – The system was delivered “on time.” – The system was delivered “within budget.” – The system development process had a minimal impact on ongoing business operations.
Irwin/McGraw-Hill
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
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Causes of Project Failure • Failure to establish upper-management commitment to the project • Lack of organization’s commitment to the system development methodology • Taking shortcuts through or around the system development methodology • Poor expectations management • Premature commitment to a fixed budget and schedule • Poor estimating techniques • Overoptimism • The mythical man-month (Brooks, 1975) • Inadequate people management skills • Failure to adapt to business change • Insufficient resources • Failure to “manage to the plan” Irwin/McGraw-Hill
Copyright © 2000 The McGraw-Hill Companies. All Rights reserv
SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
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Project Manager Competencies • • • • • • • • •
Business awareness Business partner orientation Commitment to quality Initiative Information gathering Analytical thinking Conceptual thinking Interpersonal awareness Organizational awareness
Irwin/McGraw-Hill
• • • • • • • • • •
Anticipation of impact Resourceful use of influence Motivating others Communication skills Developing others Monitoring and controlling Self-confidence Stress management Concern for credibility Flexibility
(Adapted from Wysocki, Beck, and Crane, Effective Project
Management: HowMcGraw-Hill to Plan, Manage, and DeliverAll Projects on reserv Time Copyright © 2000 The Companies. Rights
SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Project Management Functions
– Scoping – Planning – Estimating – Scheduling – Organizing – Directing – Controlling – Closing Irwin/McGraw-Hill
Copyright © 2000 The McGraw-Hill Companies. All Rights reserv
SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
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Project Management Tools & Techniques
A PERT chart is a graphical network model that depicts a project’s tasks and the relationships between those tasks. A Gantt chart is a simple horizontal bar chart that depicts project tasks against a calendar. Each bar represents a named project task. The tasks are listed vertically in the left-hand column. The horizontal axis is a calendar timeline.
Irwin/McGraw-Hill
Copyright © 2000 The McGraw-Hill Companies. All Rights reserv
SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
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PERT Chart Project Initiation 5-3-2001
N/A
5-3-2001
N/A
Legend Task Scheduled Scheduled Start Finish Actual Actual Start Finish
Preliminary Investigation 5-3-2001
5-12-2001
5-3-2001
5-11-2001
Problem Analysis
Task
Requirements Analysis
intertask dependency
Scheduled Scheduled Start Finish Actual Actual Start Finish
Decision Analysis
5-12-2001 6-12-2001
5-28-2001
7-15-2001
6-13-2001
7-30-2001
5-12-2001 6-14-2001
5-30-2001
7-18-2001
6-13-2001
8-3-2001
Design
Construction
7-3-2001
9-25-2001
7-19-2001
11-13-2001
7-5-2001
10-9-2001
7-20-2001
In Progress
Implementation
Irwin/McGraw-Hill
9-10-2001
12-14-2001
TBD
TBD
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Gantt Chart
ID
Task Name
1
Preliminary investigation
2
Problem analysis
3
Requirements analysis
4
Decision analysis
5
Design
6
Construction
7
Implementation
2001 May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Today
Legend
Complete Task Incomplete Task
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
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Microsoft Project Gantt Chart
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Microsoft Project PERT Chart
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Project Management Life Cycle
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Joint Project Planning Strategy
Joint project planning (JPP) is a strategy wherein all stakeholders in a project (meaning system owners, users, analysts, designers, and builders) participate in a one-to-three day project management workshop, the result of which is consensus agreement on project scope, schedule, resources, and budget. (Of course, subsequent workshops or meetings may be required to adjust scope, budget, and schedule.)
Irwin/McGraw-Hill
Copyright © 2000 The McGraw-Hill Companies. All Rights reserv
SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Activity 1: Negotiate Scope
Scope defines the boundaries of a project—What part of the business is to be studied, analyzed, designed, constructed, implemented, and ultimately improved? – – – – –
Product Quality Time Cost Resources
A statement of work is a narrative description of the work to be performed as part of a project. Common synonyms include scope statement, project definition, project overview, and document of understanding.
Irwin/McGraw-Hill
Copyright © 2000 The McGraw-Hill Companies. All Rights reserv
SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Statement of Work I. Purpose II. Background A. Problem, opportunity, or directive statement B. History leading to project request C. Project goal and objectives D. Product description III.Scope
(notice the use of your information system building blocks)
A. Stakeholders B. Data C. Processes D. Locations IV. Project Approach A. Route B. Deliverables V. Managerial Approach A. Team building considerations B. Manager and experience C. Training requirements D. Meeting schedules E. Reporting methods and frequency F. Conflict management G. Scope management (continued) Irwin/McGraw-Hill
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Statement of Work (concluded) VI.
VII. VIII.
IX.
Constraints A. Start date B. Deadlines C. Budget D. Technology Ballpark Estimates A. Schedule B. Budget Conditions of Satisfaction A. Success criteria B. Assumptions C. Risks Appendices
Irwin/McGraw-Hill
Copyright © 2000 The McGraw-Hill Companies. All Rights reserv
SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Activity 2: Identify Tasks
A work breakdown structure (WBS) is a hierarchical decomposition of the project into phases, activities, and tasks. Milestones are events that signify the accomplishment or completion of major deliverables during a project.
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Work Breakdown Structures 0
1 Phase 1 of the project … 2 Phase 2 of the project … 2.1 Activity 1 of Phase 2 2.2 Activity 2 of Phase 2 2.2.1 Task 1 of Activity hase 2 2.2.2 Task 2 of Activity hase 2 2.2.3 Task 3 of Activity hase 2 2.3 Activity 3 of Phase 2 3 Phase 3 of the project …
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PROJECT GOAL
… 2.2 in
=
1
2
3
PHASE
PHASE
PHASE
2.1
2.2
2.3
ACTIVITY
ACTIVITY
ACTIVITY
2.2.1
2.2.2
2.2.3
TASK
TASK
TASK
2.2 in 2.2 in …
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Activity 3: Estimate Task Durations
1. Estimate the minimum amount of time it would take to perform the task. We'll call this the optimistic duration (OD). 2. Estimate the maximum amount of time it would take to perform the task. We'll call this the pessimistic duration (PD). 3. Estimate the expected duration (ED) that will be needed to perform the task. 4. Calculate the most likely duration (D) as follows: D = (1 x OD) + (4 x ED) + (1 x PD) 6 Irwin/McGraw-Hill
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Activity 4: Specify Intertask Dependencies
• Finish-to-start (FS)—The finish of one task triggers the start of another task. • Start-to-start (SS)—The start of one task triggers the start of another task. • Finish-to-finish (FF)—Two tasks must finish at the same time. • Start-to-finish (SF)—The start of one task signifies the finish of another task.
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Entering Intertask Dependencies
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Scheduling Strategies
Forward scheduling establishes a project start date and then schedules forward from that date. Based on the planned duration of required tasks, their interdependencies, and the allocation of resources to complete those tasks, a projected project completion date is calculated. Reverse scheduling establishes a project deadline and then schedules backward from that date. Essentially, tasks, their duration, interdependencies, and resources must be considered to ensure that the project can be completed by the deadline. Irwin/McGraw-Hill
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
A Project Calendar
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Activity 5: Assign Resources
• People—inclusive of all the system owners, users, analysts, designers, builders, external agents, and clerical help that will be involved in the project in any way, shape, or form. • Services—a service such as a quality review that may be charged on a per use basis. • Facilities and equipment—including all rooms and technology that will be needed to complete the project. • Supplies and materials—everything from pencils, paper, notebooks, toner cartridges, etc. • Money—A translation of all of the above into the language of accounting—budgeted dollars! Irwin/McGraw-Hill
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Defining Project Resources
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Assigning Project Resources
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Resource Leveling
Resource leveling is a strategy used to correct resource overallocations by some combination of delaying or splitting tasks. There are two techniques for resource leveling: • •
task delaying task splitting
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Task Splitting and Delaying • The critical path for a project is that sequence of dependent tasks that have the largest sum of most likely durations. The critical path determines the earliest possible completion date of the project. – Tasks that are on the critical path cannot be delayed without delaying the entire project schedule. To achieve resource leveling, critical tasks can only be split.
• The slack time available for any noncritical task is the amount of delay that can be tolerated between the starting time and completion time of a task without causing a delay in the completion date of the entire project. – Tasks that have slack time can be delayed to achieve resource leveling Irwin/McGraw-Hill
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Activity 6: Direct the Team Effort • Supervision resources – The DEADLINE – A Novel About Project Management – The One Minute Manager – The Care and Feeding of Monkeys
ORIENTATION STAGE Ÿ Ÿ Ÿ Ÿ
Establish structure and rules Clarify team member relationships Identify responsibilities Develop a plan to achieve goals
FORMING
INTERNAL PROBLEM-SOLVING STAGE Ÿ Ÿ Ÿ
Resolve interpersonal conflict Further clarify rules and goals Develop a participative climate
STORMING
• Stages of Team Maturity (see figure to the right)
GROWTH AND PRODUCTIVITY STAGE Ÿ Direct team activity toward goals Ÿ Provide and get feedback Ÿ Share ideas–growing cohesion Ÿ Individuals feel good about each other
NORMING
EVALUATION AND CONTROL STAGE Ÿ Ÿ Ÿ Ÿ
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More feedback and evaluation Adherence to team norms Roles of team strengthened Strong team motivation to share goals
PERFORMING
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Activity 7: Monitor and Control Progress
• • • •
Progress reporting Change management Expectations management Schedule adjustments—critical path analysis (CPA)
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Sample Outline for a Progress Report I. Cover Page A. Project name or identification B. Project manager C. Date or report II. Summary of progress A. Schedule analysis B. Budget analysis C. Scope analysis (describe any changes that may have an impact on future progress)
D. Process analysis
(describe any problems encountered with strategy or methodology)
E. Gantt progress chart(s) III.Activity analysis A. Tasks completed since last report B. Current tasks and deliverables C. Short term future tasks and deliverables IV. Previous problems and issues A. Action item and status B. New or revised action items 1. Recommendation 2. Assignment of responsibility 3. Deadline Irwin/McGraw-Hill
(continued)
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Sample Outline for a Progress Report (concluded) V.
New problems and issues A. Problems (actual or anticipated)
B. Issues (actual or anticipated)
VI.
C. Possible solutions 1. Recommendation 2. Assignment of responsibility 3. Deadline Attachments (include relevant printouts from project management software)
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Progress on a Gantt Chart
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Expectations Management
An expectations management matrix is a ruledriven tool for helping management understand the dynamics and impact of changing project parameters such as cost, schedule, scope, and quality.
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Lunar Project Expectations Management
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Typical, Initial Expectations for a Project
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Adjusting Expectations
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Changing Priorities
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SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Critical Path Analysis (and Slack Time)
1. Using intertask dependencies, determine every possible path through the project. 2. For each path, sum the durations of all tasks in the path. 3. The path with the longest total duration is the critical path. – The critical path for a project is that sequence of dependent tasks that have the largest sum of most likely durations. the project. – The slack time availabThe critical path determines the earliest completion date of le for any noncritical task is the amount of delay that can be tolerated between the starting time and completion time of a task without causing a delay in the completion date of the entire project. Irwin/McGraw-Hill
Copyright © 2000 The McGraw-Hill Companies. All Rights reserv
SYSTEMS ANALYSIS AND DESIGN METHODS 5th Edition
Whitten Bentley Dittman
Critical Path TASK D
Duration
Tue 2/20/01 7 days Tue 2/20/01 0 days
TASK A
TASK B
TASK C
TASK E
TASK I
Mon 2/5/01
3 days
Wed 2/7/01
2 days
Fri 2/9/01
2 days
Mon 2/19/01 6 days
Tue 2/27/01 5 days
Mon 2/5/01
0 days
Wed 2/7/01
0 days
Fri 2/9/01
0 days
Tue 2/20/01 1 day
Tue 2/27/01 0 days
TASK F
The critical path is highlighte d in red Irwin/McGraw-Hill
TASK G
Wed 2/14/01 3 days
Fri 2/16/01
Fri 2/16/01
Tue 2/20/01 2 days
2 days
2 days
Slack Time TASK H
Thu 2/15/01 1 day Tue 2/20/01 3 days
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