Systems Analysis and Design
5th Edition
Chapter 2. Project Selection and
Management
Presented by:
Dr. Abdo H Guroob
abduohassan@[Link]
© Copyright 2011 John Wiley & Sons, Inc. 2-0
Chapter 2 Outline
▪ Project selection.
▪ Creating the project plan.
▪ Managing and controlling
the project.
© Copyright 2011 John Wiley & Sons, Inc. 2-1
INTRODUCTION
▪ CIOs (chief information officers) are challenged to
select projects that will provide highest return on the
IT investments.
▪ Project portfolio management has become a critical
success factor for IT departments.
▪ A selected system development project must
undergo a thorough process of project management.
▪ A critical success factor for project management is to
start with a realistic assessment of the work and then
manage the project according to the plan.
© Copyright 2011 John Wiley & Sons, Inc. 2-2
PROJECT SELECTION
▪ Systems projects today are evaluated in the
context of an entire portfolio of projects.
▪ Determination of a project’s contribution to
an entire portfolio of a project reinforces the
need for a feasibility study.
▪ Portfolio management takes into
consideration the different of projects that
exist in an organization.
© Copyright 2011 John Wiley & Sons, Inc. 2-3
(cont’d)
▪An approval committee must be
selective about where to allocate
resources as most organizations have
limited funds.
▪If there are several potentially high-
payoff projects, and they all have the
same risk, then maybe only one of
the projects will be selected.
© Copyright 2011 John Wiley & Sons, Inc. 2-4
CREATING THE PROJECT PLAN
▪ Project management phases consist
of
- initiation
- planning
- execution
- control, and
- enclosure.
© Copyright 2011 John Wiley & Sons, Inc. 2-5
Project Methodology Options
▪ A methodology is a formalized approach to
implementing the SDLC.
- Waterfall Development
- Parallel Development
- V-model (variation of the Waterfall
Development)
- Rapid Application Development (RAD)
- Iterative Development
- System prototyping
- Agile Development
© Copyright 2011 John Wiley & Sons, Inc. 2-6
Waterfall Development
© Copyright 2011 John Wiley & Sons, Inc. 2-7
Parallel Development
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V-model
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Rapid Application Development:
Iterative Development
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Rapid Application Development:
System Prototyping
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(cont’d)
▪ Throwaway prototyping
© Copyright 2011 John Wiley & Sons, Inc. 2-12
Agile Development
▪A group of programming-centric
methodologies that focus on
streamlining the SDLC.
▪Includes face-to-face communication
▪Extreme programming – emphasizes
customer satisfaction and teamwork.
© Copyright 2011 John Wiley & Sons, Inc. 2-13
Extreme Programming
© Copyright 2011 John Wiley & Sons, Inc. 2-14
Selecting the Appropriate
Development Methodology
© Copyright 2011 John Wiley & Sons, Inc. 2-15
(cont’d)
▪Important factors to consider in selecting
the development methodology
- Clarity of User Requirements
- Familiarity with Technology
- System Complexity
- System Reliability
- Short Time Schedules
- Schedule Visibility
© Copyright 2011 John Wiley & Sons, Inc. 2-16
Estimating the Project Time
Frame
1. Estimating Project Time Using Industry Standards
2. Function point approach (Appendix 2A)
© Copyright 2011 John Wiley & Sons, Inc. 2-17
Developing the Work Plan
▪Identify Tasks
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(cont’d)
▪ Work Breakdown Structure
© Copyright 2011 John Wiley & Sons, Inc. 2-19
(cont’d)
▪ The project work plan
© Copyright 2011 John Wiley & Sons, Inc. 2-20
STAFFING THE PROJECT
▪ Staffing Plan
- Staffing levels will change over a
project’s lifetime
- Adding staff may add more overhead
than additional labor
- Using teams of 8-10 reporting in a
hierarchical structure can reduce
complexity
© Copyright 2011 John Wiley & Sons, Inc. 2-21
(cont’d)
Reporting structure
© Copyright 2011 John Wiley & Sons, Inc. 2-22
(cont’d)
▪ The staffing plan describes the kinds of
people working on the project
▪ The project charter describes the project’s
objectives and rules
▪ A functional lead manages a group of
analysts
▪ A technical lead oversees progress of
programmers and technical staff members
© Copyright 2011 John Wiley & Sons, Inc. 2-23
Motivation
▪Use monetary rewards cautiously
▪Use intrinsic rewards
– Recognition
– Achievement
– The work itself
– Responsibility
– Advancement
– Chance to learn new skills
© Copyright 2011 John Wiley & Sons, Inc. 2-24
Handling Conflict
▪Clearly define plans for the project.
▪Recognize project importance to
organization.
▪Project charter listing norms and ground
rules.
▪Develop schedule commitments ahead
of time.
▪Forecast other priorities and their
possible impact on the project.
© Copyright 2011 John Wiley & Sons, Inc. 2-25
Coordinating Project Activities
▪ CASE (computer-aided software
engineering) tools – A category of
software that automate all or part of
the development process.
- Upper CASE
- Lower CASE
- Integrated CASE
© Copyright 2011 John Wiley & Sons, Inc. 2-26
(cont’d)
▪ Standards
– Formal rules for naming files
– Forms indicating goals reached
– Programming guidelines
▪ Documentation
– Project binder
– Table of contents
– Continual updating
© Copyright 2011 John Wiley & Sons, Inc. 2-27
MANAGING AND CONTROLLING
THE PROJECT
▪ The science (or art) of project
management is in making trade-offs
among three important concepts:
- the size of the system,
- the time to complete the project,
and
- the cost of the project.
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(cont’d)
Tools for project management – Example of Gantt Chart
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Refining Estimates
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Managing Scope
▪ Scope creep – the most common
reason for schedule and cost
overruns occurs after the project is
underway.
▪ The project manager should allow
only absolutely necessary
requirements to be added after the
project begins.
© Copyright 2011 John Wiley & Sons, Inc. 2-31
Timeboxing
▪Set a fixed deadline for a project
▪Reduce functionality, if necessary
▪ Don’t get hung up on the final
“finishing touches”
© Copyright 2011 John Wiley & Sons, Inc. 2-32
Timeboxing steps
© Copyright 2011 John Wiley & Sons, Inc. 2-33
Managing Risk
▪Risk assessment
▪Actions to reduce risk
▪Revised assessment
© Copyright 2011 John Wiley & Sons, Inc. 2-34
SUMMARY
▪ The project selection process takes into account
all of the projects in the organization, using
project portfolio management.
▪ The project plan defines the tasks, task time
estimates, and other information.
▪ A project requires staffing and coordinating
project activities.
▪ Managing and controlling the project include
timeboxing and risk assessment.
© Copyright 2011 John Wiley & Sons, Inc. 2-35