0% found this document useful (0 votes)
124 views40 pages

Managing Systems Project (Chapter-3)

This document discusses project management techniques for information technology professionals. It covers topics such as work breakdown structures, task patterns, critical path analysis, scheduling tools like Gantt charts and PERT/CPM charts, estimating task durations and costs, monitoring and reporting on projects, and risk management. The objectives are to explain how to plan, schedule, monitor and report on IT projects in order to deliver quality products on time and within budget.

Uploaded by

Ayisha Manzoor
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
0% found this document useful (0 votes)
124 views40 pages

Managing Systems Project (Chapter-3)

This document discusses project management techniques for information technology professionals. It covers topics such as work breakdown structures, task patterns, critical path analysis, scheduling tools like Gantt charts and PERT/CPM charts, estimating task durations and costs, monitoring and reporting on projects, and risk management. The objectives are to explain how to plan, schedule, monitor and report on IT projects in order to deliver quality products on time and within budget.

Uploaded by

Ayisha Manzoor
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 40

ITCO 603: System Analysis Modeling and Design

Managing Systems Projects

College of Information Technology (CIT)


United Arab Emirates University
Chapter Objectives
 Explain project planning, scheduling, monitoring, and reporting
 Describe work breakdown structures, task patterns, and critical
path analysis
 Explain techniques for estimating task completion times and
costs
 Describe various scheduling tools, including Gantt charts and
PERT(Program Evaluation Review Technique)/CPM (Critical Path
Method)charts
 Analyze task dependencies, durations, start dates, and end dates
 Describe project management software and how it can assist you
in project planning, estimating, scheduling, monitoring, and
reporting
 Discuss the importance of project risk management
 Understand why projects sometimes fail
2
OVERVIEW OF PROJECT MANAGEMENT
What is Project management?
What is the relationship between PM and Successful
projects?

3
OVERVIEW OF PROJECT MANAGEMENT
Project management for IT professionals includes
planning, scheduling, monitoring and controlling, and
reporting on information system development.
A successful project must be completed on
time, within budget, and deliver a quality product
Sometimes we need to compromise one for the other two

CPM (Critical Path


Method) and PERT
(Program Evaluation
Review Technique)

4
Project Activities and Planning Steps
Each activity is part of a
larger framework, which
includes three key steps in
project planning:
 Create a work breakdown
structure.
 Identify task patterns.
 Calculate the critical path.

6
STEP 1: CREATE A WORK
BREAKDOWN STRUCTURE (WBS)

7
Background
What is Work Breakdown Structure (WBS)?
Any tools you know?

8
Background
Breaking a project down into a series of smaller tasks.
two primary chart types: Gantt charts and PERT/CPM
charts.
Gantt Chart
developed almost 100 years ago by Henry L. Gantt, a
mechanical engineer and management consultant
horizontal bar chart that represents a set of tasks
position of the bar shows the planned starting and
ending time of each task,
and the length of the bar indicates its duration

9
Gantt Chart
Example of a Gantt chart.
Each task group may be composed of several sub-tasks

10
PERT/CPM Chart
Gantt charts can present an overview of the project’s
status,
but they do not provide enough detailed information,
which is necessary when managing a complex project.
Most project managers find that PERT/CPM charts,
are better tools for managing large projects.

11
PERT/CPM Chart
Program Evaluation Review Technique (PERT)
Developed by US Navy
Critical Path Method (CPM)
Developed by private industry
PERT is a bottom-up technique,
because it analyzes a large, complex project as a series of
individual tasks.
To create a PERT chart,
you first identify all the project tasks and estimate how much
time each task will take to perform.
Next, you must determine the logical order in which the tasks
must be performed.
12
PERT/CPM Chart

B E F G

C H
A L M

D I J K

13
Which Chart is Better?
Gantt chart
Snapshot view
PERT/CPM
More useful for scheduling, monitoring and controlling
Displays complex task patterns and relationships
Valuable for managers to manage priority
However, these two
are not exclusive, rather complements each other

14
Task Identification
Whether use Gantt or PERT/CPM
We need to identify the tasks.
Identification involves
Recognizing the task
Estimating the duration
Tasks are tied with
Events or milestones

15
Task Identification (2)

16
Listing the Tasks
Can be challenging
because might be embedded in a document

17
Estimating Task Duration
Can be hours, days, weeks, months etc.
If days, then we use person-days
A person can do in one day
Is 100 person-day
= 2 persons 50 days = 4 persons 25 days?
Doesn’t always hold
Formula for estimating duration (B: Best case, P: Most
likely Case, W: Worst case)

18
Factors Affecting Duration
Project size
Human resources: Skills, turnover, training, etc.
Experience with similar projects
Small/Medium Estimates may not work for large
projects
Constraints
May need to adjust resources or change scope of
project

19
STEP 2: IDENTIFY TASK PATTERNS

20
What are Task Patterns?
Tasks depend on each other
Must be performed in order
Different patterns:
Independent
Dependent
Multiple successor
Multiple predecessor

21
Task Box
Each task in a box
Task name
Task ID
Task duration
Start day/date
End day/date

22
Illustration of Different Types

23
Can You Identify the Task Pattern?
Do Task 1, then do Task 2
Pattern ……………………………………………..
When Task 2 is finished, start two tasks: Task 3 and
Task 4
Pattern ………………………………………………
When Tasks 5 and 6 are done, start Task 7
Pattern ………………………………………………

24
Can You Draw the Task Patterns?
(1)
 Perform Task 1.
 When Task 1 is complete, perform Task 2.
 When Task 2 is finished, start two tasks: Task 3 and Task 4.
 When Task 3 is complete, start two more tasks: Task 5 and Task 6.

(2)
 Perform Task 1. When Task 1 is complete, perform Task 2.
 When Task 2 is finished, start two Tasks: Task 3 and Task 4.
 When Task 3 is complete, start two more tasks: Task 5 and Task 6.
 When Tasks 5 and 6 are done, start Task 7. Then, when Tasks 4 and 7
are finished, perform Task 8.

25
STEP 3: IDENTIFY THE CRITICAL PATH

26
What is a Critical Path
A critical path is a series of tasks which
if delayed, would affect the completion date of the
overall project.
If any task on the critical path falls behind schedule, the
entire project will be delayed.

27
How to Calculate a Critical Path

28
How to Calculate a Critical Path (2)

29
Project Monitoring and Control
Project manager keeps track of
the tasks and progress of team members,
compare actual progress with the project plan,
verify the completion of project milestones,
and set standards and ensure that they are followed
Technique: structured walk-through
review of a project team member’s work by other members
of the team (peer review).
systems analysts review the work of other systems analysts
and programmers review the work of other programmers
Design review, code review, and test review (in different
phases of SDLC)
30
Maintaining a Schedule
Challenging task
Monitoring and controlling
Anticipate problems
Avoid or minimize their impacts
Identify solutions
Clear milestones
Makes easier detection and solution of problems
Times are revised based on actual completion time
Manager
Spends most of the time tracking tasks in the critical path
But also should often check other tasks

31
Reporting
Project status meeting
Project status report

32
Project Management Example
Step 1: Create a Work Breakdown Structure

33
Project Management Example (2)
Step 2: Enter start and finish times

Step 3: Calculate the critical path

34
Risk Management
Every IT project involves risks
systems analysts and project managers must address
Risk management is
the process of identifying, analyzing, anticipating, and
monitoring risks
to minimize their impact on the project.

35
Risk Management Steps
1. Develop a risk management plan
Review of the project’s scope, stakeholder, budge,
schedule, etc.
Define project role, risk management methods etc.
2. Identify the risks
List each risk and assess the likelihood of it affecting the
project
3. Analyze the risks
This is a two-step process: Qualitative and quantitative
analysis

36
Risk Management Steps (2)
Qualitative risk analysis
 Estimates the probability
that a risk will occur and
its impact
 Example: risk displayed on
a XY chart
 Help management focus
on most critical areas

37
Risk Management Steps (3)
The purpose of quantitative risk analysis is to
understand the actual impact in terms of dirhams, time,
project scope, or quality.
can involve a modeling process called what-if analysis
4. Create a risk response plan
A risk response plan is a proactive effort
 to anticipate a risk and describe an action plan to deal with it.
 can reduce the overall impact by triggering timely

38
Risk Management Steps (4)
5. Monitor risks
Continuous tracking process that
can identify new risks, notice changes in existing risks,
and update any other areas of the risk management
plan.

39
Project Management Software
Microsoft Project
Has many features
The enterprise edition has more features (e.g. risk
management)
Not free !
Open Workbench
Free
Cost effective alternative for small and medium projects
Can export/import to/from MSP

40
Concluding Remarks
Project management is challenging
Project manager must be alert, technically competent
and resourceful
When problem occurs, the manager’s ability to handle
the situation becomes critical
What can be done if the project is in trouble?
Brook’s Law

41

You might also like