Transcript Systems Analysis and Design Allen Dennis and Barbara Haley

Project
Management
A Review…
5 Basic Functions of
Managing
Plan
Staff
Organize
Direct
Control
What do these terms mean to
you relative to your project?
Key Definitions
Project management is the process
of planning and controlling the
development of a system within a
specified timeframe at a minimum
cost with the right functionality.
A project manager has the primary
responsibility for managing the
hundreds of tasks and roles that
need to be carefully coordinated.
Without a project manager, how will
you make sure the tasks and roles
in your teams will be managed &
coordinated?
CREATING THE WORK
PLAN
A Workplan Example
Work Plan Information
Example
Name of task
Start date
Completion date
Person assigned
Deliverable(s)
Completion status
Priority
Resources needed
Estimated time
Actual time
Perform economic feasibility
Jan 05, 2001
Jan 19, 2001
Mary Smith, sponsor
Cost-benefit analysis
Open
High
Spreadsheet
16 hours
14.5 hours
`
Note, you would have one of these
for each TASK.
Identifying Tasks
Top-down approach
Identify highest level tasks
Break them into increasingly
smaller units
Top Down Task
Identification
Phases with
high level steps
Phases
Work Plan
*
*
*
*
Deliverables
Estimated
hours
Actual
hours
Assigned
To
Getting the Right
Numbers for Estimation
Prior projects
Past experience
Detailed analysis
Increasing Complexity
with Larger Teams
Timeboxing
Fixed deadline
Reduced functionality, if
necessary
Fewer “finishing touches”
There will come a point in time
when you will have to say,
“ENOUGH! We have to move on
with what we’ve got.”
You will not attain perfection.
Timeboxing Steps
Set delivery date
Prioritize features by importance (A)
Build the core (B)
Postpone unfinished functionality (C)
Deliver the system with core
functionality
Repeat steps A-C to add refinements
and enhancement as time allows
STAFFING THE
PROJECT
Subtitle: Managing the
People Element
Teams are Susceptible to
Risky Shifts
Groups tend to gamble more than
individual members would if each were
making the decision alone
For example: when groups try to do
more with a project than they have
time available.
Underlying cause: a diffusion of
responsibility
E.g., It is not clear who is in charge
of the outcome, so no one is
Remedy: Specific roles &
responsibilities for members
Roles & Responsibilities
Recorder: takes notes on major
points that are raised and
summarizes as needed
Timekeeper: monitors the time
allocated to discussion and
reminds the group of how much
time is left
Discussion Leader: provides
overall guidance and direction to
the group's activities.
Essential to facilitate smooth, efficient
functioning of a group.
Spokesperson: reports on the
group's activities
Logical Thinker: insures that the
positions developed are
supported by evidence
Devil's Advocate: challenges what
others say
Process Observer: comments on
how the group worked together
after completion of a group
meeting
We will revisit these momentarily...
3 Typical Issues for Teams
Output Quality
High
Low
Team Acceptance
High
Low
Time Required
High
Low
3 Typical Issues for Teams
Scenario 1
Output Quality
High
Low
Team Acceptance
High
Low
Time Required
High
Low
What happens to Decision Quality
& Team Acceptance?
3 Typical Issues for Teams
Scenario 1
Output Quality
High
Low
Team Acceptance
High
Low
Time Required
High
Low
What happens to Decision Quality
& Team Acceptance?
3 Typical Issues for Teams
Scenario 2
I refuse to settle for any
grade lower than an A!
Output Quality
High
Low
Team Acceptance
High
Low
Time Required
High
Low
What happens Time Required?
3 Typical Issues for Teams
Scenario 2
I refuse to settle for any
grade lower than an A!
Output Quality
High
Low
Team Acceptance
High
Low
Time Required
High
Low
What happens Time Required?
Conflict Avoidance
Strategies
Clearly define roles and project
plans
Hold individuals accountable
Create project charter listing
norms and groundrules
Develop schedule commitments
ahead of time
Forecast other priorities and their
possible impact on the project
Beware! Teams Can Fall
Victim to Groupthink ...
Essentially groups come to
believe:
"There is only one way to do
things -- our way."
"We can do no wrong here."
Indicators of Groupthink
push all team members to think alike
ignore or discount alternative points
of view
believe that the group is incapable of
making a bad decision
put down or chastise those who
criticize the "will of the majority"
to ignore or discount criticism of the
group's work or the product it
produces
Groupthink ...
affects groups working on
almost any task where there is
pressure to finish a task in a
relatively short amount of time.
Remedy: members assume the
roles of
devil's advocate
logical thinker
process observer
CONTROLLING AND
DIRECTING THE
PROJECT
Hurricane Model
The rest of the team swirls
around one dominant person
Tornado Model
Destructive whirlwind of activity
Team Model
Planned activity where each team
member creates a piece that fits
into and completes the whole
Tracking Tasks Using
Gantt Chart
Action
Week
2
3
Go to Library
Go to Bookstore
Select and Purchase Book
Skim Book
Write Phase One
Read Book Caref ully
Write Phase Two
4
5
6
7
8
9
10
11
12
13
Documentation
Project binder
Table of contents
Continual updating
Managing Scope
Scope creep -- a major cause of
problems
Formal change approval
We’ve already been through this
… 30 minutes -> 3 hour
presentations
Classic Mistakes
Overly optimistic schedule
Failing to monitor schedule
Failing to update schedule
Summary
Project management is critical
to successful development of
new systems
Project management involves
planning, organizing, directing,
controlling and reporting on
time and labor.
Resources:
PowerPoint Presentation for Chapter
4, Project Management, in Dennis,
Wixom & Tegardem, Systems
Analysis and Design, 2001, John
Wiley & Sons, Inc.
Anthony Grasha, Teaching with Style,
1996, Alliance Publishers