Introduction to Project

Management

 What is a project?  Getting a new, complex

activity done
 Project Characteristics  high levels of uncertainty
and risk
 difficult to estimate
resources required
 difficult to estimate time
required
 The Systems Approach  recognize that organizations
are made up of interrelated
units
 need coordinated goals

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Introduction to Project
Management

 So, what is a project?  PROJECTS are system of

interrelated tasks and work
units
 PROJECT MANAGEMENT
 What is Project
unifies planning and work
Mgmt?
efforts to accomplish multiple
goals
 Cost, Time, and
 Why Projects Fail Performance

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 Introduction to Project
Management
 Project Manager, Project Team,
 Project Entities and Project Management System
 coordination;
 Project Manager integration of planning
& controls; schedules,
assigns tasks
 Project Team  group of people doing
what needs to be done
 Project Management System
 organizational structure,
procedures permitting
integration of tasks and
those who accomplish
them
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Introduction to Project
Management

 How do we  identify what needs to be

manage accomplished
projects/informati  determine feasibility
on systems  get required resources
projects?  accurately estimate time
required
 balance time, cost, and
performance requirements
 control operation to make
efficient

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Project Selection and Approval

 Project manager ability

 Initial Risk  experience with project type,
Evaluation environment, language
 Estimation Pitfalls
 familiarity with modern
programming practice
 Criteria  availability of critical
equipment, software
 Screening  completeness of project
team
 Checklist  personnel turnover
 project team size
 relative control of project
manager over project team

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Requirement Analysis

 Elicitation from users

 Project risk
 Outsourcing

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 Requirement Analysis
Steeringcommittee

User 1 Information
technology
vendors

User 2

Systems Applications
analyst programmers

User N

Network
administrator

Management/ system Database Interface

owner administrator design expert

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 Requirement Analysis

 User Requirement  Meetings, Interviews,

Elicitation Brainstorming, Delphi
 brief statement of basic
 Overall goal project purpose &
outcome
 Project deliverables
 project plan to manager
 maintenance
specifications to field
service
 product to end user

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Requirement Analysis
 Risk identification -
 Risk Analysis identify, rank
 Risk Analysis-convert
data into understanding
 Risk control - measure,
implement control & risk
reporting

 Risk Identification Brainstorming

Methods  initial ideas recorded,

discuss, evaluate
 Delphi
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 Systems Analysis
Economic Organizational
Feasibility Feasibility
Can we afford it? Is it a good fit?

Technical Operational
Feasibility Feasibility
Does the Will it be accepted?
capability exist?

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Convert data into understanding

Monthly Sales Report

for West Region

an n Sales Rep: Charles Mann

100 rles M
00 ha oe s Emp No. 79154
12 t C Sh Item Qty Sold Price
s M
We 54 T TM Shoes 1200 $100
791

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Identifying Project Risks

 Delphi Study
 Advocates of project
management claim
that by identifying
and analyzing threats
to success (i.e., risks)
action can be taken
to reduce the chance
of failure of a project.

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Identifying Project Risks

 Project Risks  What are the typical risk

factors managers face?
 Which risk factors do
managers consider more
deserving of their
attention?
 Which countermeasures
are the most effective in
managing risk, given a
particular set of risk
factors?
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Identifying Project Risks

 Two-stage  Assessing the risk;

 Taking action to
process for control the risk
Project  Identification of risk
management risk factors;
 Three steps for
 Estimation of the
likelihood for each risk
assessing the risk factor to occur, along
with the potential
damage from the risk;
 An evaluation of total
risk exposure

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 Identifying Project Risks
 Examination of past situations
 Methods for  Brainstorming
Identifying Risk  Most of these methods
assume that managers have
Factors the requisite experience to be
aware of all pertinent risk
factors
 These methods can also be
time consuming and costly.
 One popular method for
identifying risk factors,
therefore, has been the use of
checklists.

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Requirement Analysis
 No loss to third parties
 Features Found in  Objectives agreed
Successful upon early
Projects  Needed skills available
 Objectives clear
throughout project
 No loss to platform
issues
 Technical approach
sound
 Software issues top
priority

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Requirement Analysis

 Outsourcing  Most popular means of

product development,
installation
 Use expertise developed
by specialists
 Lower cost (except for
long run), less control
 DON’T OUTSOURCE CORE
COMPETENCIES

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Systems Development &
Estimation

 Software  Code-and-Fix: laissez

Development faire
Alternative  Waterfall :
Approaches sequential
 Prototyping
 Spiral Model
 Rapid Prototyping

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 Joint Application Development
41' - 0"

Food & Refreshments

Flipchart

Blackboard
Overhead Projector

30' - 0"
IS Professionals Users Computer
JAD
& and Projection
Leader
Other Observers Managers Device

Scribe

Workstation Printer

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 Systems Development &
Estimation

 Managing Risk  Personnel

Types of Risks  Budget & schedule
and Responses
 Wrong functions
 User interface

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Systems Development &
Estimation
 User identifies need
 Specification  Systems analyst plans
solution
 Feasibility study: clear,
concise statement of the
problem
 Statement of work
(SOW): specification of
what is to be done
 Work Breakdown
Structure (WBS):
organization of project
into work packages
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 Work Breakdown Structure
0
The System

1 2
A Function Another
Function

1.1 1.2 2.1 2.2

Activity of the Another Activity Acivity of this Another Activity
Function of the Function Function of this Function

Task 1.1.1 Task 1.2.1 Task 2.1.1 Task 2.2.1

Task 1.2.2 Task 2.1.2 Task 2.2.2

Task 1.1.2

Task 2.1.3 Task 2.2.3

Task 1.1.3

Task 2.1.4

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Project Estimation

 Project Planning  What to do

 Project Control  Make sure it’s done right
 Project Estimation  What will take to do the
job

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 Project Estimation

 Planning Process  determine requirements

from objectives (SOW)
 specify work activities
(WBS)
 plan project organization
 develop schedule
 develop resource plan and
budget
 establish control
mechanisms

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What will take to do the job
Estimated Costs for Client-Server System Alternative

DEVELOPMENT COSTS:

Personnel:
2 System Analysts (400 hours/ea $35.00/hr) $28,000
4 Programmer/Analysts (250 hours/ea $25.00/hr) $25,000
1 GUI Designer (200 hours/ea $35.00/hr) $7,000
1 Telecommunications Specialist (50 hours/ea $45.00/hr) $2,250
1 System Architect (100 hours/ea $45.00/hr) $4,500
1 Database Specialist (15 hours/ea $40.00/hr) $600
1 System Librarian (250 hours/ea $10.00/hr) $2,500

Expenses:
4 Smalltalk training registration ($3500.00/student) $14,000

New Hardware & Software:

1 Development Server (Pentium Pro class) $18,700
1 Server Software (operating system, misc.) $1,500
1 DBMS server software $7,500
7 DBMS Client software ($950.00 per client) $6,650

Total Development Costs: $118,200

PROJECTED ANNUAL OPERATING COSTS

Personnel:
2 Programmer/Analysts (125 hours/ea $25.00/hr) $6,250
1 System Librarian (20 hours/ea $10.00/hr) $200

Expenses:
1 Maintenance Agreement for Pentium Pro Server $995
1 Maintenance Agreement for Server DBMS software $525
Preprinted forms (15,000/year @ .22/form) $3,300

Total Projected Annual Costs: $11,270 25

 Cross Cycle Activities
January February March April May
ID Task Name 12/31 1/7 1/14 1/21 1/28 2/4 2/11 2/18 2/25 3/3 3/10 3/17 3/24 3/31 4/7 4/14 4/21 4/28 5/5 5/12 5/19
1 Survey Phase
2 Study Phase
3 Definition Phase
4 Targeting Phase
5 Design Phase
6 Purchasing Phase
7 Construction Phase
8 Implementation Phase
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10 Fact Finding
11 Documentation
12 Presentation
13 Estimation
14 Measurement
15 Feasibility Analysis
16 Project management
17 Process management
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 Project Scheduling Practice

 Project  Critical path method

Scheduling (CPM)
Methods  Buffers
 Project evaluation and
review technique
(PERT)

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 Project Scheduling Practice

 Model Components  Activities-from WBS

of Project  Predecessors-what this
Scheduling activity waits on
 Durations-how long

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 Project Scheduling Practice

 Project Buffers  Project Buffers: after

final project task
 Feeding Buffers: where
non-critical activities
lead into critical
activities
 Resource Buffers: before
resources scheduled to
work on critical activities
 Strategic Resource
Buffers: assure key
resources available
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 Project Scheduling Practice

 Project  Gantt chart provides

Scheduling good visual
Methods  network shows
precedence well
 CPM identifies critical
activities
 PERT reflects probability

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A Sample Gantt Chart

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