Page 1
3 Chapter 3: The Analyst as a Project Manager Systems Analysis and Design in a Changing World, 3rd Edition www.goupee.com
Document content
Page 2
3 Learning Objectives Explain the elements of project management and the responsibilities of a project manager Explain project initiation and the activities in the project planning phase of the SDLC Describe how the scope of the new system is determined Systems Analysis and Design in a Changing World, 3rd Edition 2
Page 3
3 Learning Objectives (continued) Develop a project schedule using PERT and Gantt charts Develop a cost/benefit analysis and assess the feasibility of a proposed project Discuss how to staff and launch a project Systems Analysis and Design in a Changing World, 3rd Edition 3
Page 4
3 Overview Fundamental principles of project management Need both technical and management skills How information system projects initiated Part of overall strategic plan Respond to immediate business need Describe project planning phase of SDLC Define scope of project Compare estimated costs and benefits Develop project schedule Systems Analysis and Design in a Changing World, 3rd Edition 4
Page 5
3 Project Management People Organizing Directing Planned result Scheduling Budgeting Management: Getting things done through other people Systems Analysis and Design in a Changing World, 3rd Edition 5
Page 6
3 Project Success Factors Project management important for success of system development project 2000 Standish Group Study Only 28% of system development projects successful 72% of projects cancelled, completed late, over budget, and/or limited in functionality Thus, project requires careful planning, control, and execution Systems Analysis and Design in a Changing World, 3rd Edition 6
Page 7
3 Reasons for Project Failure Incomplete or changing requirements Limited user involvement Lack of executive support Lack of technical support Poor project planning Unclear objectives Lack of required resources Systems Analysis and Design in a Changing World, 3rd Edition 7
Page 8
3 Reasons for Project Success Clear system requirement definitions Substantial user involvement Support from upper management Thorough and detailed project plans Realistic work schedules and milestones Systems Analysis and Design in a Changing World, 3rd Edition 8
Page 9
3 Participants in a System Development Project Systems Analysis and Design in a Changing World, 3rd Edition 9
Page 10
3 Overlap of SDLC Phases with Ongoing Project Management Tasks www.goupee.com Systems Analysis and Design in a Changing World, 3rd Edition 10
Page 11
3 Project Management Tasks Corresponding to Phases of the SDLC Systems Analysis and Design in a Changing World, 3rd Edition 11
Page 12
3 Project Management Body of Knowledge Scope management Control functions included in system Control scope of work done by team Time management Build detailed schedule of all project tasks Monitor progress of project against milestones Cost management Calculate cost/benefit initial analysis Monitor expenses Systems Analysis and Design in a Changing World, 3rd Edition 12
Page 13
3 Project Management Body of Knowledge (continued) Quality management Establish quality plan and control activities for each project phase Human resource management Recruit and hire project team members Train, motivate, team build Communications management Identify stakeholders and their communications Establish team communications Systems Analysis and Design in a Changing World, 3rd Edition 13
Page 14
3 Project Management Body of Knowledge (continued) Risk management Identify and review risks for failure Develop plans to reduce these risks Procurement management Develop requests for proposals (RFPs) Evaluate bids, write contracts Monitor vendor performance Systems Analysis and Design in a Changing World, 3rd Edition 14
Page 15
3 Project Initiation and the Project Planning Phase Driving forces to start project Respond to opportunity Resolve problem Conform to directive Project Initiation comes from: Long-term IS strategic plan (top-down) prioritized by weighted scoring Department managers or process managers (bottom-up) Response to outside forces (HIPAA) Systems Analysis and Design in a Changing World, 3rd Edition 15
Page 16
3 Initiating Customer Support System RMO Strategic IS plan directs IS development’s project priorities Customer support system (CSS) selected John MacMurty - creates project charter Barbara Halifax - project manager Steven Deerfield - senior systems analyst Goal is to support multiple types of customer services (Ordering, returns, on-line catalogs) Project charter describes key participants Systems Analysis and Design in a Changing World, 3rd Edition 16
Page 18
3 Activities of the Project Planning Phase Systems Analysis and Design in a Changing World, 3rd Edition 18
Page 19
3 Activities of the Project Planning Phase and Their Key Questions Systems Analysis and Design in a Changing World, 3rd Edition 19
Page 20
3 Defining the Problem Review business needs Use strategic plan documents Consult key users Develop list of expected business benefits Identify expected system capabilities Define scope in terms of requirements Create system scope document Build proof of concept prototype Create context diagram Systems Analysis and Design in a Changing World, 3rd Edition 20
Showing the first 20 pages. Download the document to see it all.
Comments (0)
No comments yet. Be the first!