03 si(systems analysis and design )
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The document discusses project management for information systems projects. It covers the key elements of project planning including developing a work breakdown structure and schedule, conducting a cost/benefit analysis to assess feasibility, and obtaining necessary resources and stakeholder support. The project planning phase of the systems development life cycle is described, including defining the problem, scope, and producing deliverables to initiate a sample project to develop a new customer support system.
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03 si(systems analysis and design )
- 1. Systems Analysis and Design in a Changing World, Fourth Edition
- 2. Learning Objectives Explain the elements of project management and the responsibilities of a project manager Explain project initiation and the activities in the project planning phase of the SDLC Describe how the scope of the new system is determined Systems Analysis and Design in a Changing World, 4th Edition
- 3. Learning Objectives ( continued ) Develop a project schedule using PERT and Gantt charts Develop a cost/benefit analysis and assess the feasibility of a proposed project Discuss how to staff and launch a project Systems Analysis and Design in a Changing World, 4th Edition
- 4. Overview Fundamental principles of project management Project success factors Role of project manager Project management knowledge areas How information system projects initiated Part of overall strategic plan Respond to immediate business need The project planning phase of SDLC Project planning examples for RMO Systems Analysis and Design in a Changing World, 4th Edition
- 5. Project Success Factors Project management important for success of system development project 2000 Standish Group Study Only 28% of system development projects successful 72% of projects canceled, completed late, completed over budget, and/or limited in functionality Thus, project requires careful planning, control, and execution Systems Analysis and Design in a Changing World, 4th Edition
- 6. Reasons for Project Failure Incomplete or changing requirements Limited user involvement Lack of executive support Lack of technical support Poor project planning Unclear objectives Lack of required resources Systems Analysis and Design in a Changing World, 4th Edition
- 7. Reasons for Project Success Clear system requirement definitions Substantial user involvement Support from upper management Thorough and detailed project plans Realistic work schedules and milestones Systems Analysis and Design in a Changing World, 4th Edition
- 8. Role of the Project Manager Project management – organizing and directing people to achieve a planned result within budget and on schedule Success or failure of project depends on skills of the project manager Beginning of project – plan and organize During project – monitor and control Responsibilities are both internal and external Systems Analysis and Design in a Changing World, 4th Edition
- 9. Internal Responsibilities Identify project tasks and build a work breakdown structure Develop the project schedule Recruit and train team members Assign team members to tasks Coordinate activities of team members and subteams Assess project risks Monitor and control project deliverables and milestones Verify the quality of project deliverables Systems Analysis and Design in a Changing World, 4th Edition
- 10. External Responsibilities Report the project’s status and progress Establish good working relationships with those who identify the needed system requirements The people who will use the system Work directly with the client (the project’s sponsor) and other stakeholders Identify resource needs and obtain resources Systems Analysis and Design in a Changing World, 4th Edition
- 11. Various Titles/Roles of Project Managers (Figure 3-1) Systems Analysis and Design in a Changing World, 4th Edition
- 12. Participants in a System Development Project (Figure 3-2) Systems Analysis and Design in a Changing World, 4th Edition
- 13. Project Management Tasks Beginning of project Overall project planning During project Project execution management Project control management Project closeout Project management approach differs for Predictive SDLC Adaptive SDLC Systems Analysis and Design in a Changing World, 4th Edition
- 14. Project Management and SDLC Tasks for a Predictive Project (Figure 3-3) Systems Analysis and Design in a Changing World, 4th Edition
- 15. Project Management and SDLC Tasks for an Adaptive Project (Figure 3-4) Systems Analysis and Design in a Changing World, 4th Edition
- 16. Project Management Body of Knowledge (PMBOK) 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 initial cost/benefit analysis Monitor expenses Systems Analysis and Design in a Changing World, 4th Edition
- 17. Project Management Body of Knowledge ( continued ) Quality management Establish quality plan and control activities for each project phase Human resource management Recruit and hire project team members Train, motivate, team build Communications management Identify stakeholders and their communications Establish team communications Systems Analysis and Design in a Changing World, 4th Edition
- 18. Project Management Body of Knowledge ( continued ) Risk management Identify and review risks for failure Develop plans to reduce these risks Procurement management Develop requests for proposals (RFPs) Evaluate bids, write contracts, monitor performance Integration management Systems Analysis and Design in a Changing World, 4th Edition
- 19. Project Initiation and the Project Planning Phase Driving forces to start project Respond to opportunity Resolve problem Conform to directive Project initiation comes from Long-term IS strategic plan (top-down) prioritized by weighted scoring Department managers or process managers (bottom-up) Response to outside forces (HIPAA) Systems Analysis and Design in a Changing World, 4th Edition
- 20. Initiating Customer Support System RMO Strategic IS plan directs IS development’s project priorities Customer support system (CSS) selected John MacMurty – creates project charter Barbara Halifax – project manager Steven Deerfield – senior systems analyst Goal is to support multiple types of customer services (ordering, returns, online catalogs) Project charter describes key participants Systems Analysis and Design in a Changing World, 4th Edition
- 21. RMO Project Charter (Figure 3-5) Systems Analysis and Design in a Changing World, 4th Edition
- 22. Activities of the Project Planning Phase Systems Analysis and Design in a Changing World, 4th Edition
- 23. Activities of the Project Planning Phase and Their Key Questions (Figure 3-7) Systems Analysis and Design in a Changing World, 4th Edition
- 24. Defining the Problem 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, 4th Edition
- 25. Context Diagram for Customer Support Systems Analysis and Design in a Changing World, 4th Edition
- 26. Defining the Problem at RMO Barbara – Completed problem definition statement Steve – Conducted preliminary research on alternative solutions Barbara, Steve, and William McDougal – Proceeded with analysis before making solution decisions Barbara and Steve – Began schedule, budget, feasibility statement for new system Systems Analysis and Design in a Changing World, 4th Edition
- 27. Producing the Project Schedule Develop work breakdown structure (WBS) List of tasks and duration required for project Similar to outline for research paper WBS is foundation for project schedule Build a PERT/CPM chart Assists in assigning tasks Critical path method Gantt chart and tracking GANTT chart Systems Analysis and Design in a Changing World, 4th Edition
- 28. Partial PERT/CPM Chart Systems Analysis and Design in a Changing World, 4th Edition
- 29. Gantt Chart for Entire Project (with overlapping phases) Systems Analysis and Design in a Changing World, 4th Edition
- 30. Gantt Chart for Iterative Project (Figure 3-14) Systems Analysis and Design in a Changing World, 4th Edition
- 31. Confirming Project Feasibility Risk management Economic feasibility Cost/benefit analysis Sources of funds (cash flow, long-term capital) Organizational and cultural feasibility Technological feasibility Schedule feasibility Resource feasibility Systems Analysis and Design in a Changing World, 4th Edition
- 32. Risk Management Systems Analysis and Design in a Changing World, 4th Edition
- 33. Economic Feasibility Cost/benefit analysis Estimate project development costs Estimate operational costs after project Estimate financial benefits based on annual savings and increased revenues Calculate using table of costs and benefits Uses net present value (NPV), payback period , return on investment (ROI) techniques Systems Analysis and Design in a Changing World, 4th Edition
- 34. Supporting Detail for Salaries and Wages for RMO (Figure 3-16) Systems Analysis and Design in a Changing World, 4th Edition
- 35. Summary of Development Costs for RMO (Figure 3-17) Systems Analysis and Design in a Changing World, 4th Edition
- 36. Summary of Annual Operating Costs for RMO (Figure 3-18) Systems Analysis and Design in a Changing World, 4th Edition
- 37. Sample Benefits for RMO (Figure 3-19) Systems Analysis and Design in a Changing World, 4th Edition
- 38. RMO Cost Benefit Analysis (Figure 3-20) Systems Analysis and Design in a Changing World, 4th Edition
- 39. Intangibles in Economic Feasibility Intangible benefits cannot be measured in dollars Increased levels of service Customer satisfaction Survival Need to develop in-house expertise Intangible costs cannot be measured in dollars Reduced employee morale Lost productivity Lost customers or sales Systems Analysis and Design in a Changing World, 4th Edition
- 40. Organizational and Cultural Feasibility Each company has own culture New system must fit into culture Evaluate related issues for potential risks Low level of computer competency Computer phobia Perceived loss of control Shift in power Fear of job change or employment loss Reversal of established work procedures Systems Analysis and Design in a Changing World, 4th Edition
- 41. Technological Feasibility Does system stretch state-of-the-art technology? Does in-house expertise presently exist for development? Does an outside vendor need to be involved? Solutions include Training or hiring more experienced employees Hiring consultants Changing scope and project approach Systems Analysis and Design in a Changing World, 4th Edition
- 42. Schedule Feasibility Estimates needed without complete information Management deadlines may not be realistic Project managers Drive realistic assumptions and estimates Recommend completion date flexibility Assign interim milestones to periodically reassess completion dates Involve experienced personnel Manage proper allocation of resources Systems Analysis and Design in a Changing World, 4th Edition
- 43. Resource Feasibility Team member availability Team skill levels Computers, equipment, and supplies Support staff time and availability Physical facilities Systems Analysis and Design in a Changing World, 4th Edition
- 44. Staffing and Launching the Project Develop resource plan for the project Identify and request specific technical staff Identify and request specific user staff Organize the project team into workgroups Conduct preliminary training and team building exercises Key staffing question: “Are the resources available, trained, and ready to start?” Systems Analysis and Design in a Changing World, 4th Edition
- 45. Launching Project Scope defined, risks identified, project is feasible, schedule developed, team members identified and ready Oversight committee finalized, meet to give go-ahead, and release funds Formal announcement made to all involved parties within organization Key launch question: “Are we ready to start?” Systems Analysis and Design in a Changing World, 4th Edition
- 46. Recap of Project Planning for RMO Created schedule and plans for CSS Addressed all aspects of project management (project planning and scope) Included project communication and quality Identified desired team members Refined internal working procedures Taught tools and techniques used on project Planned kickoff meeting to officially launch Systems Analysis and Design in a Changing World, 4th Edition
- 47. Summary Project management tasks Start at SDLC project planning phase Continue throughout each SDLC phase Organizing and directing other people Achieve planned result Use predetermined schedule and budget Knowledge areas needed Scope, time, cost, quality, human resources, communications, risk, procurement Systems Analysis and Design in a Changing World, 4th Edition
- 48. Summary ( continued ) Project initiation Information system needs are identified and prioritized in strategic plans Project planning phase Define problem (investigation and scope) Produce project schedule (WBS) Confirm project feasibility (evaluate risks) Staff project (know people’s skills) Launch project (executive formal approval) Systems Analysis and Design in a Changing World, 4th Edition
- 49. Systems Analysis and Design in a Changing World, 4th Edition Thank You Nurdin Al-Azies http://www.azies-site.co.cc [email_address]