Systems Analysis and Design Project Management

Alan Dennis, Barbara Haley Wixom, and Roberta Roth Chapter 3 John Wiley & Sons, Inc.

Slides by Candace S. Garrod Red Rocks Community College

Four Key Steps in Managing Key Definitions Projects Project management is the process of Identifying project size planning and controlling the development of a system within a Creating and managing the specified timeframe at a minimum cost workplan with the right functionality. Staffing the project A project manager has the primary responsibility for managing the hundreds Coordinating project activities of tasks and roles that need to be carefully coordinated.

Project Manager’s Balancing Act

Project Management involves IDENTIFYING PROJECT SIZE making trade-offs… Project Size

P r o j e c t e C m o i s T t t c je ro Modifying one element P requires adjusting the others

PowerPoint Presentation for Dennis, W ixom, & Roth Systems Analysis and Design, 3rd Edition PowerPoint Presentation for Dennis, W ixom, & Roth Systems Analysis and Design, 3rd Edition 3 - 5 Copyright 2006 © John W iley & Sons, Inc. All rights reserved. 3 - 6 Copyright 2006 © John W iley & Sons, Inc. All rights reserved. . Project Time Using the Project Estimation Planning Phase Approach The process of assigning projected values for time and effort Sources of estimates Methodology in use Actual previous projects Experienced developers Estimates begin as a range and become more specific as the project progresses

Function Point Estimation Project Estimation Using the Worksheet Step One – Estimate System Size Function Point Approach (System Components)

Complexity

Description Total Low Medium High Total Number Inputs 6 3 x 3 2 x 4 1 x 6 23

Outputs 19 4 x 4 10 x 5 5 x 7 101 Queries 15 0 x 7 15 x 10 0 x 15 39 Files 15 0 x 7 15 x 10 0 x 15 150

Program 3 1 x 5 0 x 7 2 x 10 25 Interfaces Total Unadjusted Function Points (TUFF): 338

Function Point Estimation Worksheet Function Point Estimation Step One – Estimate System Size (Overall System - Example) Adjusting the Function Points

Data Communications 3 Processing Complexity (PC): ______Heavy use configuration 0 (From Step 2) Transaction rate 0 End-user efficiency 0 Complex processing 0 Adjusted Processing Installation ease 0 Multiple sites 0 Complexity (PCA) = 0.65 + (0.01 * ____ ) Performance 0 Distributed functions 2 Online data entry 2 Total Adjusted Reusability 1 Function Points: 73 * 338 = Operational ease 0 247 Extensibility 0 (TUFP -- From Step 1)

Total Processing Complexity (PC): 8

Adjusted Project Complexity

= .065 + (0.01 * Project Complexity)

Total Adjusted Function Points

Adjusted Project Complexity * TUFP

Function Point Estimation Function Point Estimation Step Two – Estimate Effort Required Step Three - Schedule Time

Function of size and production rate Rule of thumb for estimation COCOMO model Schedule Time (months) = (Effort in = 1.4 * thousands-of-lines-of-code Person Months)

Example: 3.0 * person-months (1/3 is the exponent)

If LOC = 10000 Then... Effort = (1.4 * 10) = 14 Person Months

A Workplan Example

CREATING AND MANAGING Work Plan Information Example THE WORK PLAN Name of task Perform economic feasibility Start date Jan 05, 2005 Completion date Jan 19, 2005 Person assigned Project sponsor: Mary Smith Deliverable(s) Cost-benefit analysis Completion status Open Priority High Resources needed Spreadsheet Estimated time 16 hours Actual time 14.5 hours

Methodology List of all tasks in the work Using standard list of tasks breakdown structure, plus Top-down approach Duration of task Identify highest level tasks Current task status Break them into increasingly smaller Task dependencies units Milestone (dates) Organize into work breakdown structure

Tracking Project Tasks Tracking Tasks Using Gantt Chart

Task Week Gantt Chart 2 3 4 5 6 7 8 9 10 11 12 13

Bar chart format Go to Library

Useful to monitor project status at any Go to Bookstore

point in time Select and Purchase Book PERT Chart Skim Book Flowchart format Write Phase One Read Book Carefully Illustrate task dependencies and Write Phase Two critical path

Tracking Tasks Using PERT Chart Hurricane Model

PowerPoint Presentation for Dennis, W ixom, & Roth Systems Analysis and Design, 3rd Edition PowerPoint Presentation for Dennis, W ixom, & Roth Systems Analysis and Design, 3rd Edition 3 - 23 Copyright 2006 © John W iley & Sons, Inc. All rights reserved. 3 - 24 Copyright 2006 © John W iley & Sons, Inc. All rights reserved. Margins of Error in Cost and Time Estimates Managing Scope Scope creep JAD and prototyping Formal change approval Defer additional requirements as future system enhancements

Timeboxing Timeboxing Steps

Fixed deadline 1. Set delivery date Deadline should not be impossible Reduced functionality, if necessary Should be set by development group Fewer “finishing touches” 2. Prioritize features by importance 3. Build the system core 4. Postpone unfinished functionality 5. Deliver the system with core functionality 6. Repeat steps 3-5 to add refinements and enhancements

Staffing Attributes Staffing levels will change over a STAFFING THE PROJECT project’s lifetime Adding staff may add more overhead than additional labor Using teams of 8-10 reporting in a hierarchical structure can reduce complexity

How do you know what special skills will be needed for completion of the project?

Key Definitions Motivation The staffing plan describes the kinds Use monetary rewards cautiously of people working on the project The project charter describes the Use intrinsic rewards project’s objectives and rules Recognition A functional lead manages a group Achievement of analysts The work itself A technical lead oversees progress Responsibility of programmers and technical staff Advancement members Chance to learn new skills

Handling Conflict Clearly define project plans COORDINATING PROJECT Recognize project importance to ACTIVITIES organization Project charter listing norms and groundrules Develop schedule commitments ahead of time Forecast other priorities and their possible impact on the project

Diagrams Screen Designs Planning Analysis Design Implementation

CASE Repository Upper CASE Lower CASE

Integrated CASE (I-CASE) Procedural Metadata Logic

Standards Documentation

Examples Project binder Formal rules for naming files Table of contents Forms indicating goals reached Continual updating Programming guidelines

Managing Risk Classic Mistakes Risk assessment Overly optimistic schedule Actions to reduce risk Failing to monitor schedule Revised assessment Failing to update schedule Adding people to a late project

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