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System Analysis and Design
Course Code IT223
Faculty of Computing and Information Technology

Dr. Mohammed Shobail

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Introduction
Project management (PM) may be the most important aspect of
systems development.
 Effective PM helps to ensure
 The meeting of customer expectations.
 The satisfying of budget and time constraints.
The nature of projects has changed from custom development to
implementing packaged software and data warehousing.
 PM skills are difficult and important to learn.
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Pine Valley Application Project

FIGURE 3-1: Three computer applications at Pine Valley Furniture: order filling, invoicing, and payroll
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Managing the Information Systems Project

 Project
 A planned undertaking of related activities to reach an objective

that has a beginning and an end.

Project management
 A controlled process of initiating, planning, executing, and closing

down a project

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Managing the Information Systems Project (Cont.)

Project manager
A systems analyst with a diverse set of skills—management,
leadership, technical, conflict management, and customer
relationship—who is responsible for initiating, planning, executing,
and closing down a project
Deliverable
 The end product of an SDLC phase

Deciding on Systems Projects

System Service Request (SSR)

A standard form for requesting or proposing systems
development work within an organization

Feasibility study
A study that determines whether a requested system makes
economic and operational sense for an organization

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FIGURE 3-2: System Service Request for Purchasing Fulfillment System with name and contact information of the person requesting the system,
a statement of the problem, and the name and contact information of the liaison and sponsor 7

Project Management Activities

FIGURE 3-3: A project manager juggles numerous activities 8

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‫أنشطة إدارة المشروع‬

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‫ يتنقل مدير المشروع بين العديد من األنشطة‬:3-3 ‫الشكل‬

Phases of Project Management Process

Phase 1: Initiation
 Phase 2: Planning
 Phase 3: Execution
 Phase 4: Closedown

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PM Phase 1: Project Initiation

Assess size, scope and complexity, and establish procedures.
Establish:
Initiation team
 Relationship with customer
 Project initiation plan

 Management procedures
 Project management environment and workbook

 Project charter 11

Packaged Software

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FIGURE 3-4 :The project workbook for the Purchase Fulfillment System project contains nine key documents in both hard-copy and electronic form.

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Project Charter
A short document prepared for the customer describing project deliverables and
outlining the work required to complete the project
Elements:
Title and authorization date

Project manager name and contact information

Customer name and contact information
Project start and completion dates

Key stakeholders, roles, responsibilities

Project objectives and description

Key assumptions
Signatures of stakeholders 13

PM Phase 2: Project Planning

Define clear, discrete activities and the work needed to complete each
activity. Tasks include:
1. Describing Project Scope, 6. Determining Project Standards
Alternatives, and Feasibility and Procedures
2. Dividing the Project into 7. Identifying and Assessing Risk
Manageable Tasks
8. Creating a Preliminary Budget
3. Estimating Resources and Creating
9. Developing a Project Scope
a Resource Plan
Statement
4. Developing a Preliminary Schedule
10. Setting a Baseline Project Plan
5. Developing a Communication Plan
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Dividing Project into Manageable Tasks

Scheduling Diagrams
Gantt chart: horizontal bars represent
task durations
Network diagram: boxes and links represent
task dependencies

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Developing a Preliminary Schedule

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FIGURE 3-5: Gantt chart showing project tasks, duration times for those tasks, and predecessors

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Scheduling Diagrams Network Diagram

FIGURE 3-6 :A network diagram illustrating tasks with rectangles (or ovals) and the relationships and
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sequences of those activities with arrows

Developing a Preliminary Budget

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FIGURE 3-7: A financial cost and benefit analysis for a systems development project

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PM Phase 3: Project Execution

Plans created in prior phases are put into action.
Actions
Execute baseline project plan.
Monitor progress against baseline plan.
Manage changes in baseline plan.
Maintain project workbook.
Communicate project status.

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Monitoring Progress with a Gantt Chart

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FIGURE 3-8: Gantt chart with tasks 3 and 7 completed and task 8 partially

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PM Phase 4: Project Closedown

Bring the project to an end.

Actions
Close down the project.
Conduct post-project reviews.
Close the customer contract.

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Representing and Scheduling Project Plans

Gantt Charts
Network Diagrams
PERT Calculations
Critical Path Scheduling
Project Management Software

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Gantt Charts vs. Network Diagrams

Gantt charts
Show task durations.
Show time overlap.
Show slack time in duration.

Network diagrams
Show task dependencies.
Do not show time overlap, but show parallelism.
Show slack time in boxes.

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Gantt Charts vs. Network Diagrams (Cont.)

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Figure 3-9: Graphical diagrams that depict project plans (a) A Gantt chart (b) A network diagram

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Gantt Charts vs. Network Diagrams (Cont.)

Figure 3-10 A network diagram showing activities (represented by circles) and sequence
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of those activities (represented by arrows)

Estimating Task Duration

PERT: Program Evaluation Review Technique

Technique that uses optimistic (o), pessimistic (p), and realistic
(r) time estimates to determine expected task duration
Formula for Estimated Time:
ET = (o + 4r + p)/6

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Example PERT Analysis

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FIGURE 3-11: Estimated time calculations for the SPTS project

Critical Path Scheduling

A scheduling technique whose order and duration of a sequence

of task activities directly affect the completion
Critical path: the longest time in which a project can be completed
Slack time: the time an activity can be delayed without delaying
the project

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Critical Path Example(dependencies between tasks)

PRECEDING ACTIVITIES indicate the activities that must be completed before the specified activity can begin.
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FIGURE 3-12 Sequence of Activities within the SPTS project

Critical Path Example (Cont.)

Network diagram shows dependencies

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FIGURE 3-13: A network diagram that illustrates the activities (circles) and the sequence (arrows) of those activities

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Determining the Critical Path

Calculate the earliest possible completion time for each activity by

summing the activity times in the longest path to the activity. This
gives total expected project time.

Calculate the latest possible completion time for each activity by

subtracting the activity times in the path following the activity from
the total expected time. This gives slack time for activities.

Critical path contains no activities with slack time.

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Critical Path Calculation

Early and late time calculations are determined and critical path established.
(Note: Activity #5 can begin late without affecting project completion time.)

FIGURE 3-14: A network diagram for the SPTS project showing estimated times for each activity and the earliest and
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latest expected completion time for each activity

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Critical Path Calculation (cont.)

Note the slack time in Activity #5.

FIGURE 3-15: Activity slack time calculations for the SPTS project; all activities except number 5 are on
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the critical path

Using Project Management Software

Many powerful software tools exist for assisting with

project management.
Example: Microsoft Project can help with
Entering project start or end date.
Establishing tasks and task dependencies.

Viewing project information as Gantt or Network diagrams.

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Assignment

‫إشرح كيفية تمثيل وجدولة خطط المشاريع ؟‬

Explain how to Representing and

Scheduling Project Plans ?

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