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The Systems Analysis
Toolkit
Project Management Tools
Systems Analyst’s Toolkit
Part 3 Project Management Tools
Systems Analysis and Design Fourth Edition
Objectives
Describe project management tools
and how they are used
Describe the steps used in project
planning
Explain the project estimating process
Describe the different scheduling
tools, including Gantt charts and
PERT/CPM charts
Systems Analysis and Design Fourth Edition
Objectives
Calculate completion times, start
dates, and end dates for a project
Explain the tasks of project
monitoring, control, and reporting
Explain the steps involved in software
change control
Understand the reasons why projects
sometimes fail
Systems Analysis and Design Fourth Edition
Introduction
The Systems Analyst’s Toolkit
explains
Project management tools and
techniques including planning,
estimating, scheduling, monitoring,
control, reporting, and the use of project
management software
Gantt charts and PERT/CPM that can be
used to schedule and monitor projects
and changes
Systems Analysis and Design Fourth Edition
Project Management
Project management is the process of
defining, planning, organizing, leading,
and controlling the development of an
information system
Project management is important
throughout the SDLC, and especially
during the systems implementation
phase
Systems Analysis and Design Fourth Edition
Project Management
Project management overview
Goal is to deliver a system that is
acceptable to users, on time, and within
budget
Every project must have a project
manager, or project leader
Most large projects also have a project
coordinator who handles administrative
matters and relationships with users
Systems Analysis and Design Fourth Edition
Project Management
Management functions
Planning: identifying and planning project
tasks and estimating completion times
and costs
Organizing: staffing, including selecting
the project team and assigning
responsibilities to team members
Leading or directing: guiding,
supervising, and coordinating the team’s
workload
Controlling: monitoring progress,
evaluating results, and taking necessary
corrective action
Systems Analysis and Design Fourth Edition
Project Management
Project planning
A project plan is an overall framework for
managing costs and schedules
The planning process involves
Activities (tasks)
Events (milestones)
Systems Analysis and Design Fourth Edition
Click to see Figure 3-1
Project Estimating
Factors that project managers must
consider
Size of the project
A project that is twice as large as another will
require considerably more than twice the
resources
As the size of the project grows, the number
of interfaces grows even faster
Capabilities of team members
Click to see Figure 3-2
Systems Analysis and Design Fourth Edition
Click to see Figure 3-3
Project Estimating
Developing time and cost estimates
Project size and scope
IT resources
Prior experience
Constraints
Systems Analysis and Design Fourth Edition
Project Scheduling
The project manager must know
The duration of each task
The order in which the tasks will be
performed
The start and end times for each activity
Who will be assigned to each task
Assignments should not overload or
under-utilize team members
A level workload is desirable
Systems Analysis and Design Fourth Edition
Scheduling Tools
A project manager can use several
graphical planning tools
Gantt charts
PERT/CPM charts
Systems Analysis and Design Fourth Edition
Scheduling Tools
Gantt charts
A Gantt chart is a horizontal bar chart
that illustrates a schedule
Time is shown on the horizontal axis and
activities are arranged vertically
The position of a bar shows the start and
end of a task, and the length of the bar
shows the task’s duration
Systems Analysis and Design Fourth Edition
Click to see Figure 3-5
Scheduling Tools
Gantt charts
Tasks can be combined into activity
groups to simplify the chart
Various methods exist for tracking
progress
Shade the completed portion of a bar
Use a triangle or arrowhead as an indicator
Use a second bar to show the completed
work
Systems Analysis and Design Fourth Edition
Click to see Figure 3-6
Scheduling Tools
PERT/CPM
The Program Evaluation Review
Technique (PERT) and the Critical Path
Method (CPM) were developed
separately but now are referred to as
PERT/CPM
A PERT/CPM chart displays a project as
a network diagram, with activities shown
as vectors, and events represented by
nodes
Systems Analysis and Design Fourth Edition
Scheduling Tools
PERT/CPM
The vectors representing tasks connect
the nodes, which indicate milestones
The activity’s estimated duration is
shown below the vector
Click to see Figure 3-7a
Systems Analysis and Design Fourth Edition
Click to see Figure 3-7b
Scheduling Tools
PERT/CPM
The vectors representing tasks connect
the nodes, which indicate milestones
The activity’s estimated duration is
shown below the vector
Tasks that must be completed in a
specific sequence are called dependent,
or serial, tasks
Systems Analysis and Design Fourth Edition
Click to see Figure 3-8
Scheduling Tools
PERT/CPM
The vectors representing tasks connect
the nodes, which indicate milestones
The activity’s estimated duration is
shown below the vector
Tasks that must be completed in a
specific sequence are called dependent,
or serial, tasks
Dummy activities can be used to show
task dependencies
Systems Analysis and Design Fourth Edition
Click to see Figure 3-9
Scheduling Tools
PERT/CPM
A project can be represented with a
Gantt chart and a PERT/CPM chart
Significant differences exist between the
two methods, and each method has
strengths and weaknesses
Systems Analysis and Design Fourth Edition
Click to see Figure 3-10
Scheduling Tools
PERT/CPM
Activity duration
A weighted formula can be used to estimate
activity duration
The formula calculates a weighted result
based on three separate estimates (optimistic
(O), pessimistic (P), and most likely (M))
Systems Analysis and Design Fourth Edition
Scheduling Tools
PERT/CPM
Earliest completion times
The earliest completion time for an activity is
called the ECT
The ECT is the minimum amount of time
needed to complete all the activities that
precede the event
Systems Analysis and Design Fourth Edition
Click to see Figure 3-10
Scheduling Tools
PERT/CPM
Earliest completion times
Working from left to right on the chart, the
ECT is calculated by taking the ECT of the
preceding event and adding the duration of
the immediately preceding task
If the event has more than one preceding
task, use the largest ECT of the preceding
tasks, including any dummy tasks
The ECT is shown as a number in the upperright section of the event node symbol
Systems Analysis and Design Fourth Edition
Scheduling Tools
PERT/CPM
Latest completion times
The latest completion time for an activity is
called the LCT
The LCT is the latest time at which the event
can occur without delaying the overall project
Systems Analysis and Design Fourth Edition
Scheduling Tools
PERT/CPM
Latest completion times
To determine an LCT, you reverse the
procedure for an ECT
Work from right to left, and subtract the LCT
of the following task
If the event has more than one following task,
use the smallest LCT of the following tasks,
including any dummy tasks
The LCT is shown as a number in the lowerright section of the event node symbol
Systems Analysis and Design Fourth Edition
Scheduling Tools
PERT/CPM
Latest completion times
The slack time for an event is the amount of
time by which an event can be late without
delaying the project
The slack time is the difference between the
LCT and the ECT, if any
Systems Analysis and Design Fourth Edition
Scheduling Tools
PERT/CPM
Critical path
A critical path is a series of events and
activities with no slack time
At least one complete path will exist where
every node has equal ECTs and LCTs
If any task on the critical path is delayed
beyond its LCT, the entire project falls behind
by that amount of time
Project managers focus on the critical path in
order to keep the project on track
Systems Analysis and Design Fourth Edition
Project Monitoring, Controlling,
and Reporting
Project monitoring and control
Project managers
Set standards
Ensure that they are followed
Keep track of the progress of team members
Compare actual progress to the plan
Verify the completion of project milestones
Systems Analysis and Design Fourth Edition
Project Monitoring, Controlling,
and Reporting
Project scheduling
Spend adequate time planning up front
Anticipate problems, identify potential
solutions, and select best way to solve
problem
Systems Analysis and Design Fourth Edition
Project Reporting
The project manager must
Collect the information
Verify the information
Organize the information
Evaluate the information
Prepare a summary
Submit a report to management
Systems Analysis and Design Fourth Edition
Project Reporting
Project status meetings
Project managers schedule regular
status meetings with the systems
development team
Share information
Update the group
Identify problems or delays
Explain new techniques
Offer comments to team members
Conduct brainstorming sessions
Systems Analysis and Design Fourth Edition
Project Reporting
Project status reports
A project manager must report regularly
to a supervisor, upper managers, and
users
When to inform others of potential
problems
Too soon, and the manager might lose
credibility by reporting on minor problems
Too late, and there might not be time for a
solution to a serious problem
Best course of action is somewhere between
the two extremes
Systems Analysis and Design Fourth Edition
Project Management Software
A software package, such as Microsoft
Project, offers many features
PERT/CPM and Gantt charts
Resource scheduling
Project calendars
Cost tracking and cost-benefit analysis
Printed reports and screen displays
Computer-generated screens show
activities as nodes, with vectors
connecting the tasks and indicating task
dependencies
Systems Analysis and Design Fourth Edition
Click to see Figure 3-12
Software Change Control
Software change control is the
process of managing and controlling
changes requested after the system
requirements document has been
approved
Changes are inevitable
A typical control procedure has four
steps
1. Complete a change request form
2. Take initial action on the request
3. Analyze the impact of the requested change
4. Determine the disposition of the requested
change
Systems Analysis and Design Fourth Edition
Click to see Figure 3-13
Keys to Project Success
Successful systems must satisfy
business requirements, meet users’
needs, stay within budget, and be
completed on time
The essential objective is to provide a
solution to a business problem
Systems Analysis and Design Fourth Edition
Keys to Project Success
Some reasons for failure
Unclear requirements, targets, or scope
Shortcuts or sloppy work
Poor design choices
Insufficient testing or test procedures
Lack of software change control
Changes in culture, funding, or objectives
Unrealistic cost estimates
Poor monitoring and control of progress
Inadequate reaction to early signs of problems
Failure to recognize activity dependencies
Personality conflicts and employee turnover
Systems Analysis and Design Fourth Edition
Keys to Project Success
When the project manager recognizes
a problem, what options are
available?
Trim the project requirements
Add to the project resources
Delay the project deadline
Improve the quality of project
management
Whatever the reason, the project
manager must try to get the project
back under control and keep it under
control
Systems Analysis and Design Fourth Edition
End
Tookit Part 3