4.1

Dr. Honghui DengDr. Honghui Deng

Assistant ProfessorAssistant Professor

MIS DepartmentMIS Department

UNLVUNLV

MIS 370 System Analysis Theory

4.2

Chapter 4Chapter 4

PROJECT MANAGEMENTPROJECT MANAGEMENT

MIS 370 System Analysis Theory

4.3

Projects — ConceptsProjects — Concepts

PM1Definition/Example Alton Bridge

4.4

Learning ObjectivesLearning Objectives

• Define the terms project and project management, and differentiate Define the terms project and project management, and differentiate between project and process management.between project and process management.

• Describe causes of failed information systems and technology projects.Describe causes of failed information systems and technology projects.• Describe basic competencies required of project managers.Describe basic competencies required of project managers.• Describe basic functions of project management.Describe basic functions of project management.• Differentiate between PERT and Gantt as project management tools.Differentiate between PERT and Gantt as project management tools.• Describe role of project management software.Describe role of project management software.• Describe eight activities in project management.Describe eight activities in project management.• Define joint project planning and its role 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.Define scope and a write a statement of work to document scope.• Use a work breakdown structure to decompose a project into tasks.Use a work breakdown structure to decompose a project into tasks.• Estimate tasks’ durations and specify intertask dependencies.Estimate tasks’ durations and specify intertask dependencies.• Assign resources and produce a project schedule with a Gantt chart.Assign resources and produce a project schedule with a Gantt chart.• Assign people to tasks and direct the team effort.Assign people to tasks and direct the team effort.• Use critical path analysis to adjust schedule and resource allocations in Use critical path analysis to adjust schedule and resource allocations in

response to schedule and budget deviations.response to schedule and budget deviations.• Manage user expectations of a project and adjust project scope.Manage user expectations of a project and adjust project scope.

4.5

Project and Process ManagementProject and Process Management

• ProjectProject – a [temporary] sequence of unique, complex, – a [temporary] sequence of unique, complex, and connected activities having one goal or purpose and connected activities having one goal or purpose and that must be completed by specific time, within and that must be completed by specific time, within budget, and according to specification.budget, and according to specification.

• Project managementProject management – the process of scoping, – the process of scoping, planning, staffing, organizing, directing, and planning, staffing, organizing, directing, and controlling the development of an acceptable system controlling the development of an acceptable system at a minimum cost within a specified time frame.at a minimum cost within a specified time frame.

• Process managementProcess management – the activity of documenting, – the activity of documenting, managing, and continually improving the processmanaging, and continually improving the process of of systems development.systems development.

4.6

What is project managementWhat is project management

• Project management isProject management is“the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project.”

Source: PMI, Project Management Body of Source: PMI, Project Management Body of Knowledge (PMBOK Guide), 1996, p. 6Knowledge (PMBOK Guide), 1996, p. 6

4.7

Unique, one-time operations designed to Unique, one-time operations designed to accomplish a specific set of objectives in a accomplish a specific set of objectives in a limited time frame.limited time frame.

Build A

A Done

Build B

B Done

Build C

C Done

Build D

Ship

JAN FEB MAR APR MAY JUN

On time!

ProjectsProjects

4.8

Constraints Constraints

• Triple constraintsTriple constraints– scope (requirements)– time – cost

• There is a trade off between these There is a trade off between these competing constraints for any competing constraints for any project. For example, it may cost project. For example, it may cost more to reduce time. more to reduce time.

• The project manager must think of a The project manager must think of a balance between these constraints balance between these constraints for each project. for each project.

4.9

The Triple Constraint of Project ManagementThe Triple Constraint of Project Management

Successful project management means meeting all three goals (scope, time, and cost) – and satisfying the project’s sponsor!

4.10

Measures of Project SuccessMeasures of Project Success

• The resulting information system is The resulting information system is acceptable to the customer.acceptable to the customer.

• The system was delivered “on time.”The system was delivered “on time.”

• The system was delivered “within The system was delivered “within budget.”budget.”

• The system development process had The system development process had a minimal impact on ongoing a minimal impact on ongoing business operations. business operations.

4.11

Causes of Project FailureCauses of Project Failure

• Failure to establish upper-management commitment to the projectFailure to establish upper-management commitment to the project• Lack of organization’s commitment to the system development Lack of organization’s commitment to the system development

methodologymethodology• Taking shortcuts through or around the system development methodologyTaking shortcuts through or around the system development methodology• Poor expectations managementPoor expectations management

– Feature creep – uncontrolled addition of technical features to a system.– Scope creep – unexpected and gradual growth of requirements during an information

systems project.

• Premature commitment to a fixed budget and schedulePremature commitment to a fixed budget and schedule• Poor estimating techniquesPoor estimating techniques• OveroptimismOveroptimism• The mythical man-month (Brooks, 1975)The mythical man-month (Brooks, 1975)• Inadequate people management skillsInadequate people management skills• Failure to adapt to business changeFailure to adapt to business change• Insufficient resourcesInsufficient resources• Failure to “manage to the plan”Failure to “manage to the plan”

4.12

Project Manager CompetenciesProject Manager Competencies

• Business awarenessBusiness awareness• Business partner orientationBusiness partner orientation• Commitment to qualityCommitment to quality• InitiativeInitiative• Information gatheringInformation gathering• Analytical thinkingAnalytical thinking• Conceptual thinkingConceptual thinking• Interpersonal awarenessInterpersonal awareness• Organizational awarenessOrganizational awareness

• Anticipation of impactAnticipation of impact• Resourceful use of Resourceful use of

influenceinfluence• Motivating othersMotivating others• Communication skillsCommunication skills• Developing othersDeveloping others• Monitoring and controllingMonitoring and controlling• Self-confidenceSelf-confidence• Stress managementStress management• Concern for credibilityConcern for credibility• FlexibilityFlexibility

4.13

Project Management FunctionsProject Management Functions

• ScopingScoping – setting the boundaries of the project – setting the boundaries of the project• PlanningPlanning – identifying the tasks required to – identifying the tasks required to

complete the projectcomplete the project• EstimatingEstimating – identifying the resources required to – identifying the resources required to

complete the projectcomplete the project• SchedulingScheduling – developing the plan to complete the – developing the plan to complete the

projectproject• OrganizingOrganizing – making sure members understand – making sure members understand

their roles and responsibilitiestheir roles and responsibilities• DirectingDirecting – coordinating the project – coordinating the project• ControllingControlling – monitoring progress – monitoring progress• ClosingClosing – assessing success and failure – assessing success and failure

4.14

Project Management ToolsProject Management Tools

• PERT chartPERT chart – a graphical network – a graphical network model used to depict the model used to depict the interdependencies between a interdependencies between a project’s tasks.project’s tasks.

• Gantt chartGantt chart – a bar chart used to – a bar chart used to depict project tasks against a depict project tasks against a calendar.calendar.

4.15

PERT ChartPERT Chart

4.16

Gantt ChartGantt Chart

4.17

Establish Phases and ActivitiesEstablish Phases and Activities

Overlap of System Development Phases

4.18

Joint Project PlanningJoint Project Planning

• Joint project planningJoint project planning (JPP) – a (JPP) – a strategy in which all stakeholders strategy in which all stakeholders attend an intensive workshop aimed attend an intensive workshop aimed at reaching consensus on project at reaching consensus on project decisions.decisions.

4.19

Negotiate ScopeNegotiate Scope

• ScopeScope – the boundaries of a project – the areas of a – the boundaries of a project – the areas of a business that a project may (or may not) address. business that a project may (or may not) address. Includes answers to five basic questions:Includes answers to five basic questions:– Product – Quality – Time – Cost – Resources

• Statement of workStatement of work – a narrative description of the – a narrative description of the work to be performed as part of a project. Common work to be performed as part of a project. Common synonyms include synonyms include scope statementscope statement, , project project definitiondefinition, , project overviewproject overview, and , and document of document of understandingunderstanding..

4.20

Statement of WorkStatement of Work

I.I. PurposePurpose

II.II. BackgroundBackground

III.III. ScopeScope

IV. IV. Project ApproachProject Approach

V. V. Managerial ApproachManagerial Approach

VI.VI. ConstraintsConstraints

VII.VII. Ballpark EstimatesBallpark Estimates

VIII.VIII. Conditions of SatisfactionConditions of Satisfaction

IX.IX. AppendicesAppendices

4.21

Identify TasksIdentify Tasks

• Work breakdown structureWork breakdown structure (WBS) – a graphical tool (WBS) – a graphical tool used to depict the used to depict the hierarchical hierarchical decomposition of the decomposition of the project into phases, project into phases, activities, and tasks. activities, and tasks.

• MilestoneMilestone – an event – an event signifying the signifying the completion of a major completion of a major project deliverable.project deliverable.

4.22

Estimate Task DurationsEstimate Task Durations

1. Estimate the minimum amount of time it would take 1. Estimate the minimum amount of time it would take to perform the task – the optimistic duration (OD). to perform the task – the optimistic duration (OD).

2. Estimate the maximum amount of time it would take 2. Estimate the maximum amount of time it would take to perform the task – the pessimistic duration (PD). to perform the task – the pessimistic duration (PD).

3. Estimate the expected duration (ED) that will be 3. Estimate the expected duration (ED) that will be needed to perform the task. needed to perform the task.

4. Calculate a weighted average of the most likely 4. Calculate a weighted average of the most likely duration (D) as follows:duration (D) as follows:

D = (1 x OD) + (4 x ED) + (1 x PD) 6

3.33 days = (1 x 2 days) + (4 x 3 days) + (1 x 6 days) 6

PDEDOD

4.23

Specify Intertask DependenciesSpecify Intertask Dependencies

• Finish-to-start (FS) - The finish of one task triggers Finish-to-start (FS) - The finish of one task triggers the start of another task. the start of another task.

• Start-to-start (SS) - The start of one task triggers the Start-to-start (SS) - The start of one task triggers the start of another task.start of another task.

• Finish-to-finish (FF) - Two tasks must finish at the Finish-to-finish (FF) - Two tasks must finish at the same time.same time.

• Start-to-finish (SF) - The start of one task signifies Start-to-finish (SF) - The start of one task signifies the finish of another task.the finish of another task.

• Forward schedulingForward scheduling - - a project scheduling approach a project scheduling approach that establishes a project start date and then that establishes a project start date and then schedules forward from that date.schedules forward from that date.

• Reverse schedulingReverse scheduling - - a project scheduling strategy a project scheduling strategy that establishes a project deadline and then that establishes a project deadline and then schedules backward from that date.schedules backward from that date.

4.24

Assign ResourcesAssign Resources

• PeoplePeople – includes all the system owners, users, analysts, – includes all the system owners, users, analysts, designers, builders, external agents, and clerical help that designers, builders, external agents, and clerical help that will be involved in the project in any way.will be involved in the project in any way.

• ServicesServices – includes services such as a quality review that – includes services such as a quality review that may be charged on a per use basis.may be charged on a per use basis.

• Facilities and equipmentFacilities and equipment – includes all rooms and technology – includes all rooms and technology that will be needed to complete the project.that will be needed to complete the project.

• Supplies and materialsSupplies and materials – includes everything from pencils, – includes everything from pencils, paper, notebooks to toner cartridges, and so on.paper, notebooks to toner cartridges, and so on.

• MoneyMoney – includes a translation of all of the above into – includes a translation of all of the above into budgeted dollars!budgeted dollars!

• Resource levelingResource leveling – a strategy for correcting resource – a strategy for correcting resource overallocations. overallocations.

– task delaying– task splitting

4.25

Task Splitting and DelayingTask Splitting and Delaying

• Critical pathCritical path – the sequence of dependent tasks – the sequence of dependent tasks that determines the earliest possible completion that determines the earliest possible completion date of the project.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.

• Slack timeSlack time – the amount of delay that can be – the amount of delay that can be tolerated between the starting time and tolerated between the starting time and completion time of a task without causing a delay completion time of a task without causing a delay in the completion date of the entire project.in the completion date of the entire project.

– Tasks that have slack time can be delayed to achieve resource leveling

4.26

Direct the Team EffortDirect the Team Effort

• Supervision resourcesSupervision resources– The Deadline: A Novel

about Project Management

– The People Side of Systems

– The One Minute Manager– The One Minute Manager

Meets the Monkey

• Stages of Team Maturity Stages of Team Maturity

(see figure to the right)(see figure to the right)

4.27

Project LeadershipProject Leadership

• Be Consistent.Be Consistent.

• Provide Support.Provide Support.

• Don’t Make Promises You Can’t Keep.Don’t Make Promises You Can’t Keep.

• Praise in Public; Criticize in Private.Praise in Public; Criticize in Private.

• Be Aware of Morale Danger Points.Be Aware of Morale Danger Points.

• Set Realistic Deadlines.Set Realistic Deadlines.

• Set Perceivable Targets.Set Perceivable Targets.

• Explain and Show, Rather Than Do.Explain and Show, Rather Than Do.

• Don’t Rely Just on [Status Reports].Don’t Rely Just on [Status Reports].

• Encourage a Good Team Spirit.Encourage a Good Team Spirit.

4.28

Monitor and Control ProgressMonitor and Control Progress

• Progress reporting Progress reporting

• Change managementChange management

• Expectations managementExpectations management

• Schedule adjustmentsSchedule adjustments - critical path - critical path analysis (CPA)analysis (CPA)

4.29

Change ManagementChange Management

• Change managementChange management – a formal strategy in which a – a formal strategy in which a process is established to facilitate changes that occur process is established to facilitate changes that occur during a project. during a project.

• Changes can be the result of various events and Changes can be the result of various events and factors including:factors including:– An omission in defining initial scope– A misunderstanding of the initial scope– An external event such as government regulations that create new

requirements– Organizational changes– Availability of better technology– Shifts in planned technology that force unexpected and significant

changes to the business organization, culture, and/or processes– Management’s desire to have the system do more than was

originally requested or agreed to– Reduced funding for the project or imposition of an earlier deadline.

4.30

Expectations ManagementExpectations Management

Expectations management matrixExpectations management matrix – a tool used to understand the – a tool used to understand the dynamics and impact of changing the parameters of a project.dynamics and impact of changing the parameters of a project.

The most importantThe second most important

The least important

Can have only one X in each row and each

column

4.31

Changing PrioritiesChanging Priorities

4.32

Critical Path AnalysisCritical Path Analysis

1.1. Using intertask dependencies, determine every Using intertask dependencies, determine every possible path through the project.possible path through the project.

2.2. For each path, sum the durations of all tasks in For each path, sum the durations of all tasks in the path.the path.

3.3. The path with the longest total duration is the The path with the longest total duration is the critical pathcritical path..

– 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 completion date of the project.

– The slack time available for any non-critical 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.

4.33

Critical Path AnalysisCritical Path Analysis

4.34

Assess Results and ExperiencesAssess Results and Experiences

• Did the final product meet or exceed user Did the final product meet or exceed user expectations?expectations?– Why or why not?

• Did the project come in on schedule?Did the project come in on schedule?– Why or why not?

• Did the project come in under budget? Did the project come in under budget? – Why or why not?