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Week 2

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Managing the Information Systems Project

Managing information systems project

Phases in project management

Representing and scheduling project plans

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Introduction
• Project management (PM) is arguably the most important aspect of
an information systems development project
• Effective PM helps to ensure that systems development projects:
• Meet customer expectations
• Are completed on time and within budget
• Focus has changed to implementation of packaged software or ERP
solutions
Managing the Information Systems Project
• Project manager – 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.
• Project – planned undertaking of related activities to reach an
objective that has a beginning and an end
• Deliverable – end product of an S D L C phase
• A deliverable is a tangible or intangible good or service produced as a result of a
project that is intended to be delivered. A deliverable could be a report, a
document, a software product, a server upgrade or any other building block of a
project. It can also be called as something definite or specific created by the work
performed during the project.
Managing the Information Systems Project
Deciding on Systems Projects
• System Service Request (SSR) – standard form for requesting or
proposing systems development work within an organization
• Next slide is an example
• Feasibility study – study that determines whether a requested system
makes economic and operational sense for an organization
Figure 3-2: System Service Request for the 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
SSR = System Service Request
A standard form used for
requesting systems development
work
The request will be evaluated by
Systems Priority Board.
Not all requests can be approved
due to limited resources.
If approved, then feasibility study
will be done by PM to determine if
the required system development
makes sense for the organization
from economic and operational
standpoint
Managing the Information Systems Project
Reasons
Systems development projects are undertaken for 2 primary reasons
1. To take advantage of business opportunity
• Providing an innovative service to customers through the creation of a new
system
2. To solve business problems
• Modifying the way existing system processes data so that more accurate or
timely information is provided to users

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Managing the Information Systems Project
Roles of Project Manager
• A project manager must have
interpersonal, leadership and technical
skills
• A project manager also perform several
activities during each of the 4 phases of
project management, i.e. a project
manager juggles numerous activities

Figure 3-4: A Project Manager

Juggles Numerous Activities 8
Table 3-1: Common Activities and Skills of a Project
Manager
Activity Description Skill
Leadership Influencing the activities of others toward the Communications; liaison between management, users, and developers; assigning
attainment of a common goal through the use activities; monitoring progress
of intelligence, personality, and abilities
Management Getting projects completed through the Defining and sequencing activities; communicating expectations; assigning
effective utilization of resources resources to activities; monitoring outcomes
Customer relations Working closely with customers to ensure that Interpreting system requests and specifications; site preparation and user
project deliverables meet expectations training; contact point for customers
Technical problem Designing and sequencing activities to attain Interpreting system requests and specifications; defining activities and their
solving project goals sequence; making trade-offs between alternative solutions; designing solutions
to problems
Conflict management Managing conflict within a project team to Problem solving; smoothing out personality differences; compromising; goal
assure that conflict is not too high or too low setting
Team management Managing the project team for effective team Communication within and between teams; peer evaluations; conflict resolution;
performance team building; self-management
Risk and change Identifying, assessing, and managing the risks Environmental scanning; risk and opportunity identification and assessment;
management and day-to-day changes that occur during a forecasting; resource redeployment
project
Project Management
• Project Management – controlled process of initiating, planning,
executing, and closing down a project
• 4 Phases of project management:
• Initiating
• Planning
• Executing
• Closing down
1. Initiating the Project
• Project initiation – first phase of the project management process in
which activities are performed to assess the size, scope, and
complexity of the project and to establish procedures to support later
project activities
• The next slide will show the activities associated with project
initiation
Figure 3-5: Six Project Initiation Activities
1. Initiating the Project
Project Workbook – online repository for all project-related documents
that is used for performing project audits, orienting new team
members, communicating with management and customers,
identifying future projects, and performing post-project review
• Next slide shows the online project workbook for the Purchasing
Fulfillment System
 Figure 3-6: The Project Workbook for the Purchasing Fulfillment
System Project Contains Nine Key Elements

(Source: A-R-T/Shutterstock)
1. Initiating the Project
Project Charter – document prepared for the customer during project
invitation that describes what the project will deliver and outlines
generally at a high level all work required to complete the project
• The project charter usually contains:
• Project title and date of authorization
• Project manager name and contact information
• Customer name and contact information
• Projected start and completion dates
• Key stakeholders, project role, and responsibilities
• Project objectives and description
• Key assumptions or approach
• Signature section for key stakeholders
Figure 3-7: Project Charter for a Proposed Information
Systems Project
2. Planning the Project
• Project planning – second phase of the project management process
that focuses on defining clear, discrete activities and the work needed
to complete each activity within a single project
• Work breakdown structure – process of dividing the project into
manageable tasks and logically ordering them to ensure a smooth
evolution between tasks
• Gantt chart – graphical representation of a project that shows each
task as a horizontal bar whose length is proportional to its time for
completion
Figure 3-8: Level of Project Planning Detail Should Be High in the
Short Term, with Less Detail as Time Goes On
Figure 3-9: Ten Project Planning Activities
Figure 3-10: Gantt Chart Showing Project Tasks, Duration
Times for Those Tasks, and Predecessors

(Source: Microsoft Corporation)

2. Planning the Project
• Constructive cost model (C O C O M O) – automated software
estimation model that uses historical project data and current as well
as future project characteristics to estimate project costs
• COCOMO uses parameters that were derived from prior projects of
differing complexity and uses these different parameters to predict
human resource requirements for basic, intermediate and very complex
systems.
• Network diagram – diagram that depicts project tasks and their
relationships
Figure 3-12: A Network Diagram Illustrates Tasks with Rectangles
(or Ovals) and the Relationships and Sequences of Those Activities
with Arrows

(Source: Microsoft Corporation)

2. Planning the Project
Developing a Communication Plan
• Who are the stakeholders for this project?
• What information does each stakeholder need?
• When does the information need to be produced?
• What sources will be used to gather this information?
• Who will collect, store, and verify the accuracy of the info?
• Who will organize and package this info into a document?
• Who is the contact person for each stakeholder?
• What format will be used to package this information?
• What communication medium should be used?
Figure 3-13: The Project Communication Matrix Provides a
High-Level Summary of the Communication Plan
2. Planning the Project
Creating a preliminary budget
• Outlines the planned expenses and
revenues associated with the project
• Project justification will demonstrate
that the benefits are worth these
costs
• Cost benefit analysis

Figure 3-14: Economic Feasibility Analysis

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2. Planning the Project
Project Scope Statement – document that outlines work that will be
done and clearly describes what the project will deliver. This is to
make sure that project manager, project team and customer
members have a clear understanding of the intended project size,
duration and coutcomes
Baseline project plan – document that provides estimation of the
project’s tasks and resource requirements and is used to guide the
next project phase, i.e. Execution. When new information is acquired
during project execution, the baseline plan will continue to be
updated.

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3. Executing the Project
Project execution – third phase of the project management process, in
which the plans created in the prior phase (project initiation and
planning) are put into action
Within the context of SDLC, project execution occurs primarily during
the A-D-I phases (analysis-design-implementation)

Managing changes to baseline project plan

•Internal change request
•External factors  for events outside the PM control
Figure 3-15: Five Project Execution Activities
Figure 3-16: Gantt Chart with Tasks 3 and 7 Completed, and
Task 8 Partially Completed

(Source: Microsoft Corporation)

Table 3-2: Project Team Communication Methods
Procedure Formality Use
Project workbook High Inform
Permanent record
Meetings Medium to high Resolve issues

Seminars and workshops Low to medium Inform

Project newsletters Medium to high Inform

Status reports High Inform

Specification documents High Inform

Permanent record
Minutes of meetings High Inform
Permanent record
Bulletin boards Low Inform

Memos Medium to high Inform

Brown bag lunches Low Inform

Hallway discussions Low Inform

Resolve issues
4. Closing Down the Project
Project closedown – final phase of the project management process,
which focuses on bringing a project to an end
Natural termination occurs when the requirements of the project have
been met – the project has been completed and is a success
Unnatural termination occurs when the project is stopped before
completion. Reasons: false assumption, irrelevant requirement to
business environment, running out of time or money
Figure 3-17: Three Project Closedown Activities
Representing and Scheduling Project Plans
• Project managers have a variety of techniques for depicting and
documenting project plans
• Graphical or text-based
• Examples: Gantt charts, network diagrams
Representing and Scheduling Project Plans
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
Slack time is the amount of time a task can be delayed without causing another task to be
delayed or impacting the completion date of the project
Figure 3-18(a): Graphical Diagrams That Depict Project
Plans—Gantt Chart

(Source: Microsoft Corporation)

Figure 3-18(b): Graphical Diagrams That Depict Project
Plans— Network diagram

(Source: Microsoft Corporation)

Representing and Scheduling Project Plans
Representing Project Plans
• Resources – any person, group of people, piece of equipment, or
material used in accomplishing an activity
• Critical path scheduling – scheduling technique whose order and
duration of a sequence of task activities directly affect the completion
date of a project
• PERT (Program Evaluation Review Technique) – technique that uses
optimistic, pessimistic, and realistic time estimates to calculate the
expected time for a particular task
Figure 3-23: Gantt Chart That Illustrates the Sequence and
Duration of Each Activity of the S PTS Project

(Source: Microsoft Corporation)

Figure 3-27: Establishing a Project Starting Date in
Microsoft Project

(Source: Microsoft Corporation)

Figure 3-28: Entering Tasks and Assigning Task Relationships
in Microsoft Project

(Source: Microsoft Corporation)

Figure 3-29: Viewing Project Information as a Network
Diagram in Microsoft Project

(Source: Microsoft Corporation)

Figure 3-30: Gantt Chart Showing Progress of Activities
(Right Frame) Versus Planned Activities (Left Frame)

(Source: Microsoft Corporation)

Summary
In this chapter you learned to:
• Explain the process of managing an information systems project,
including initiation, project planning, project execution, and
project closedown
• Describe how to represent and schedule project plans using Gantt
charts and network diagrams
• Explain how commercial project management software packages
can be used to assist in representing and managing project
schedules
 Project Work
charter breakdown
structure

SSR 6 activities
Project 10
COCOMO
workbook activities

Reasons Deliverable 1. Initiating the 2. Planning the

project project

Managing the
Project Phases 3. Executing
information the project
systems project management I-P-E-C

Baseline
Project Feasibility 5 activities
project plan
manager study 4. Closing
Representing down the
and scheduling project
Project project plans
3 activities
Gantt chart Network
diagram

PERT Critical path

scheduling
Project
management
software 45
1. Initiating the 2. Planning the
project project

3. Executing the 4. Closing down

project the project

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Collaborative group work
• Each group needs to collaborate to complete the following slides
• Link to slides:
https://docs.google.com/presentation/d/1hYkY6-OU1FsBI7xB9rdS0Gzr0OiM26tpTfWv_fny2ck/ed
it?usp=sharing

• Tasks division:
• Group 1: Initiating the project - challenges
• Group 2: Planning the project - challenges
• Group 1: Executing the project - challenges
• Group 2: Closing down the project - challenges
• Max 1 slide for each topic
• The answers will be discussed during lecture session

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Sources
Valacich, J.S, and George, J.F. (2020). Modern Systems Analysis and Design (9 th Edition). Pearson
(VAL)

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