CHAPTER 1

INTRODUCTION TO SYSTEM
ANALYSIS AND DESIGN

DFC3043 SYSTEM ANALYSIS & DESIGN

SUMMARY TOPIC 1
This topic describes the introduction of information
systems, the systems analysis and design concepts
and various systems development methods.
This topic also covers how to prepare project plan
and project management.
TOPIC
1.1 Information System
1.2 System Development Approach
1.3 Project Management
TOPIC 1.1

DISCUSS INFORMATION SYSTEM

1.1.1 Define Information & Information System

Information
Information is data that has been transformed into output that is valuable to
users
Data that is (1) accurate and timely, (2) specific and organized for a
purpose, (3) presented within a context that gives it meaning and
relevance, and (4) can lead to an increase in understanding and decrease
in uncertainty.
Information is valuable because it can affect behavior, a decision, or an
outcome.
Eg: if a manager is told his/her company's net profit decreased in the past
month, he/she may use this information as a reason to cut financial
spending for the next month. A piece of information is considered valueless
if, after receiving it, things remain unchanged.
1.1.1 Define Information & Information System

Information System (IS)

An information system (IS) can be defined as a collection of
procedures, hardware, software, people and data, organized to
generate information to support an organizations objectives.
Information systems have five key components: hardware, software,
data, processes, and people
1.1.2 Describe Information System Components (ISC)

Components of Information Systems

Resources of people: (end users and IS
specialists, system analyst, programmers,
data administrators etc.).
Hardware: (Physical computer equipments
and associate device, machines and media).
Software: (programs and procedures).
Data: (data and knowledge bases), and
Networks: (communications media and
network support).
1.1.2 Describe Information System Components (ISC)

Components of Information Systems

People:
End users: (also called users or clients) are people who use an
information system or the information it produces. They can be
accountants, salespersons, engineers, clerks, customers, or managers.
Most of us are information system end users.
IS Specialists: people who actually develop and operate information
systems. They include systems analysts, programmers, testers,
computer operators, and other managerial, technical, and clerical IS
personnel. Briefly, systems analysts design information systems based
on the information requirements of end uses, programmers prepare
computer programs based on the specifications of systems analysts,
and computer operators operate large computer systems.
1.1.2 Describe Information System Components (ISC)

Components of Information Systems

Hardware:
Machines: as computers and other equipment
along with all data media, objects on which data is
recorded and saved.
Computer systems: consist of variety of
interconnected peripheral devices. Examples are
microcomputer systems, midrange computer
systems, and large computer systems.
1.1.2 Describe Information System Components (ISC)

Components of Information Systems

Software:
Software Resources includes all sets of information processing
instructions. This generic concept of software includes not only
the programs, which direct and control computers but also the
sets of information processing (procedures).
Software Resources includes:
System software, such as an operating system
Application software, which are programs that direct
processing for a particular use of computers by end users.
Procedures, which are operating instructions for the people,
who will use an information system. Examples are instructions
for filling out a paper form or using a particular software
package.
1.1.2 Describe Information System Components (ISC)

Components of Information Systems

Data:
Data resources include data (which is raw material of
information systems) and database.
Data can take many forms, including traditional alphanumeric
data, composed of numbers and alphabetical and other
characters that describe business transactions and other
events and entities.
Text data, consisting of sentences and paragraphs used in
written communications; image data, such as graphic shapes
and figures; and audio data, the human voice and other
sounds, are also important forms of data.
1.1.2 Describe Information System Components (ISC)

Components of Information Systems

Data:
Data resources must meet the following criteria:
Comprehensiveness: means that all the data about the subject are
actually present in the database.
Non-redundancy: means that each individual piece of data exists only
once in the database.
Appropriate structure: means that the data are stored in such a way
as to minimize the cost of expected processing and storage.
1.1.2 Describe Information System Components (ISC)

Components of Information Systems

Network:
Telecommunications networks like the Internet, intranets, and
extranets have become essential to the successful operations of
all types of organizations and their computer-based information
systems.
Telecommunications networks consist of computers,
communications processors, and other devices interconnected by
communications media and controlled by communications
software.
The concept of Network Resources emphasizes that
communications networks are a fundamental resource
component of all information systems.
1.1.2 Describe Information System Components (ISC)

Components of Information Systems

Network:
Network resources include:
Communications media: such as twisted pair wire, coaxial
cable, fiber-optic cable, microwave systems, and
communication satellite systems.
Network support: This generic category includes all of the
people, hardware, software, and data resources that
directly support the operation and use of a
communications network. Examples include
communications control software such as network
operating systems and Internet packages.
1.1.3 Various Types Of Information System

EIS

DSS

MIS

TPS
1.1.3 Various Types Of Information System
Transaction Processing System (TPS)
Definition:
Transaction Processing System are operational-level systems at the bottom of the pyramid.
Usually operated directly by shop floor workers or front line staff, which provide the key data
required to support the management of operations. This data is usually obtained through the
automated or semi-automated tracking of low-level activities and basic transactions
Function: Simple data processing system
Input: Transaction Events
Processing: Validation /Sorting/Listing/Merging/Updating/Calculation
Output: List/ details Report/ Action report/ Summary report
Examples:
Payroll systems, Order processing systems, Reservation systems, Stock control systems, Systems for
payments and funds transfers
Role of TPS:
Produce information for other systems
Cross boundaries (internal and external)
Used by operational personnel + supervisory levels
Efficiency oriented
1.1.3 Various Types Of Information System
Management Information System (MIS)
Definition:
The management-level systems that are used by middle managers to help ensure the smooth
running of the organization in the short to medium term. The highly structured information
provided by these systems allows managers to evaluate an organization's performance by
comparing current with previous outputs
Function: built on the data provided by the TPS
Input: Internal Transaction / Internal Files/Structured Data
Processing: Sorting/Merging/Summarizing
Output: Details Report/ Action report/ Summary report
Examples:
Sales management systems, Inventory control systems, Budgeting systems, Management Reporting
Systems (MRS), Personnel (HRM) systems
Role of MIS:
Based on internal information flows Used by lower and middle managerial levels
Support relatively structured decisions Deals with the past and present rather than the future
Inflexible and have little analytical capacity Efficiency oriented?
1.1.3 Various Types Of Information System
Decision Support System (DSS)
Definition:
The knowledge based system, used by senior managers, which facilitates the creation of knowledge and allow its
integration into the organization. These systems are often used to analyze existing
structured information and allow managers to project the potential effects of their decisions into the future. Such
systems are usually interactive and are used to solve ill structured problems. It offer access to databases, analytical
tools, allow "what if" simulations, and may support the exchange of information within the organization.
Function: manipulate and build upon the information from a MIS and/or TPS to generate insights and new information
Input: Internal Transaction / Internal Files/ External Information
Processing: Modelling/Simulation/Analysis/Summarizing
Output: Summary report/ Forecast /Graph /plots
Examples:
Group Decision Support Systems (GDSS)M Computer Supported Co-operative work (CSCW), Logistics systems,
Financial Planning systems, Spreadsheet Models?
Role of DSS:
Support ill- structured or semi-structured decisions Used by more senior managerial levels
Have analytical and/or modelling capacity Are concerned with predicting the future
1.1.3 Various Types Of Information System
Executive Information System (EIS)
Definition:
Strategic-level information systems. Help executives and senior managers analyze the environment in which the organization
operates, to identify long-term trends, and to plan appropriate courses of action. The information in such systems is often
weakly structured and comes from both internal and external sources. Executive Information System are designed to be
operated directly by executives without the need for intermediaries and easily tailored to the preferences of the individual
using them.
Function: organizes and presents data and information from both external data sources and internal MIS or TPS in order to
support and extend the inherent capabilities of senior executives.
Input: External Data/Internal Files/ Pre-defined models
Processing: Summarizing/ Simulation / Narrow Down/Drilled Down
Output: Summary report/ Forecast /Graph /plots
Examples:
tend to be highly individualized and are often custom made for a particular client group.
Role of EIS:
Are concerned with ease of use Support unstructured decisions
Are concerned with predicting the future Use internal and external data sources
Used only at the most senior management levels
Are effectiveness oriented
Are highly flexible
1.1.4 Impact of Information Technology on
Business Strategy and Success

Companies use information as a weapon in the battle to increase productivity,

deliver quality products and services, maintain customer loyalty, and make
decisions
Information technology can mean the difference between success and failure
Combination of hardware and software products and services that companies use
to manage, access, communicate, and share information
A vital asset that must be used effectively, updated constantly, and safeguarded
carefully
1.1.4 Impact of Information Technology on
Business Strategy and Success

Who develops Information Systems?

In-house applications
Software packages
Internet-based application services
Outsourcing
Custom solutions
Enterprise-wide software strategies
1.1.5 Who Uses Is

Top managers
Middle Managers and Knowledge Workers
Supervisors and Team Leaders
Operational Employees
TOPIC 1.2

SYSTEM DEVELOPMENT APPROACH

1.2.1 System Development Method

Structured Analysis
Object Oriented Analysis
Agile / Adaptive Method
1.2.1 System Development Methods

Structured Analysis
Systems development life cycle (SDLC)
Predictive approach
Uses a set of process models to describe a system graphically
Process-centered technique
Example : Waterfall model
Deliverable or end product
Disadvantage in the built-in structure of the SDLC, because the waterfall model
does not emphasize interactivity among the phases
This criticism can be valid if the SDLC phases are followed too rigidly
Adjacent phases usually interact
1.2.1 System Development Methods

Object Oriented Analysis

Combines data & processes that act on the data into
things called objects
Object is a member of a class
Objects possess properties
Methods change an objects properties
A message requests specific behavior or information
from another object
Usually follow a series of analysis and design phases
that are similar to the SDLC
Interactive model
1.2.1 System Development Methods

Agile/Adaptive Method
Are the newest development
Emphasizes continuous feedback
Iterative development
Agile community has published the Agile Manifesto
Example : Spiral model
Agile process determines the end result
Other adaptive variations and related methods exist
Two examples are Scrum and Extreme Programming (XP)
Analysts should understand the pros and cons of any approach before selecting
a development method
1.2.2 System Development Life Cycle Activities
a. Planning

g. Maintenance

f. Implementation

b. Analysis

e. Testing

c. Design

d. Development
1.2.2 System Development Life Cycle Activities

Planning
This phase is most important. Describes desired features and
operations in detail, including screen layouts, process diagrams,
business rules, and other documentation.
By outlining in advance the project and the phases in the life
cycle, the project takes shape in this phase..
The company may bring in a systems analyst to do this
As this phase develops, the outline of a proposed system and
feasibility analysis are put into action.
1.2.2 System Development Life Cycle Activities

Analyze
This is the process in which the analyst finds the problem in the
company and submits a solution and puts the project goals into
defined functions and operation of the intended application.
Tools that are used in this phase include requirements
gathering, structured analysis, and (CASE) A computer-aided
systems (software) engineering.
Planning may have to be considered and possible changes in
feasibility may affect the budget or schedule.
1.2.2 System Development Life Cycle Activities

Design
In this phase, the team submits in detail the specific functions
and parts it will contain and what it will take to build it, and
describes desired features including screen layouts, business
rules, process diagrams, and other documentation.
The two main areas of system designs, logical system design,
which shows (such as blue prints) of system and a physical
systems design, which shows in detail the cost and materials of
system.
1.2.2 System Development Life Cycle Activities

Development
This phase is where the company hires a programmer, data
base developer and a network engineer; a programmer may
use a flow chart for the process of system.
This is final stage of the initial development, and the system is
put into production.
The occurrence of change is taking place.
Installation is a part of this phase.
Training would benefit the company during the development
phase.
1.2.2 System Development Life Cycle Activities

Testing
Once the system is built, testing of the system must take place
to ensure workability and brings all the pieces together into a
special testing environment, then checks for errors, bugs and
interoperability.
Any problem that exists will be found and addressed.
In this phase, verification and validation are used.
1.2.2 System Development Life Cycle Activities

Implementation
The real code is written here. Now the system is ready for an
actual working environment.
Installation of systems components and old data is moved to
new system, a direct cutover is used in this process, but it could
be risky and difficult.
This direct cutover usually takes place during off-peak hours.
1.2.2 System Development Life Cycle Activities

Maintenance
In this phase changes, correction, additions, and moves are
made.
This, the least and perhaps most important step of all, may go
on forever.
1.2.4 Types of Life Cycle Models

Waterfall model
Spiral Model
Iterative and incremental development
Agile Model
Prototyping model
Rapid Application Development (RAD)
Joint Application Development (JAD)
Extreme Programming (XP)
 1.2.4 Types of Life Cycle Models

Waterfall Model

The Waterfall Model was first Process Model

to be introduced for software development
It is also referred to as a linear-sequential life
cycle model.
It is very simple to understand and use. In a
waterfall model, each phase must be
completed before the next phase can begin
and there is no overlapping in the phases.
1.2.4 Types of Life Cycle Models
Waterfall Model
Advantages
Simple and easy to understand and use.
Easy to manage due to the rigidity of the
model each phase has specific
deliverables and a review process.
Phases are processed and completed one
at a time.
Works well for smaller projects where
requirements are very well understood.
Disadvantages
Once an application is in the testing stage, it is
very difficult to go back and change something
that was not well-thought out in the concept
stage.
No working software is produced until late
during the life cycle.
High amounts of risk and uncertainty.
Not a good model for complex and object-
oriented projects.
Poor model for long and ongoing projects.
Not suitable for the projects where
requirements are at a moderate to high risk of
changing.
 1.2.4 Types of Life Cycle Models

Spiral Model
The spiral model emphasizes the need to go
back and reiterate earlier stages a number of
times as the project progresses.
It's actually a series of short waterfall cycles,
each producing an early prototype representing
a part of the entire project.
This approach helps demonstrate a proof of
concept early in the cycle, and it more
accurately reflects the disorderly, even chaotic
evolution of technology.
 1.2.4 Types of Life Cycle Models

Iterative and incremental development

In Iterative model, iterative process starts with a
simple implementation of a small set of the
software requirements and iteratively enhances
the evolving versions until the complete system is
implemented and ready to be deployed.
An iterative life cycle model does not attempt to
start with a full specification of requirements.
Instead, development begins by specifying and
implementing just part of the software, which is
then reviewed in order to identify further
requirements.
This process is then repeated, producing a new
version of the software at the end of each
iteration of the model.
 1.2.4 Types of Life Cycle Models

Agile Model
Agile SDLC model is a combination of iterative
and incremental process models with focus
on process adaptability and customer
satisfaction by rapid delivery of working
software product.
Agile Methods break the product into small
incremental builds.
These builds are provided in iterations. Each
iteration typically lasts from about one to
three weeks.
 1.2.4 Types of Life Cycle Models

Agile Model
Every iteration involves cross functional teams
working simultaneously on various areas like
planning, requirements analysis, design,
coding, unit testing, and acceptance testing.
At the end of the iteration a working product
is displayed to the customer and important
stakeholders.
1.2.4 Types of Life Cycle Models

Prototyping model
The Software Prototyping refers to building software application prototypes which
display the functionality of the product under development but may not actually hold
the exact logic of the original software.
Software prototyping is becoming very popular as a software development model, as
it enables to understand customer requirements at an early stage of development.
1.2.4 Types of Life Cycle Models

Prototyping model
It helps get valuable feedback from the customer and helps software designers and
developers understand about what exactly is expected from the product under
development.
 1.2.4 Types of Life Cycle Models

Rapid Application Development

(RAD)
RAD is attempts to create an application more
through strategies that include fewer formal
methodologies and reusing software
components.
Is a team-based technique that speeds up
information systems development and produces
a functioning information system
Relies heavily on prototyping and user
involvement
Interactive process continues until the system is
completely developed and users are satisfied
1.2.4 Types of Life Cycle Models
Rapid Application Development (RAD)
Advantages
Reduced development time.
Increases reusability of components
Quick initial reviews occur
Encourages customer feedback
Integration from very beginning
solves a lot of integration issues.
Disadvantages
Depends on strong team and
individual performances for
identifying business requirements.
Only systems that can be modularized
can be built using RAD
Requires highly skilled
developers/designers.
High dependency on modeling skills
1.2.4 Types of Life Cycle Models

Joint Application Development (JAD)

The Joint Application Development (JAD) methodology aims to involve the client
in the design and development of an application.
This is accomplished through a series of collaborative workshops called JAD
sessions.
A structured group process focused on determining requirements
1.2.4 Types of Life Cycle Models

JAD Participants
Facilitator
Trained in JAD techniques
Sets agenda and guides group processes
Scribe(s)
Record content of JAD sessions
Users and managers from business area with broad and detailed knowledge

JAD Advantages and Disadvantages

More expensive and can be cumbersome if the group is too large relative to the size of
the project
Allows key users to participate effectively
When properly used, JAD can result in a more accurate statement of system
requirements, a better understanding of common goals, and a stronger commitment
to the success of the new system
 1.2.4 Types of Life Cycle Models

Extreme Programming (XP)

Improve software quality and responsiveness to

changing customer requirements
A type of agile software development
Frequent "releases" in short development cycles
Introduce checkpoints where new customer
requirements can be adopted.
Short, incremental development cycles.
Automated tests.
Two-person programming teams.
 1.2.4 Types of Life Cycle Models

Extreme Programming (XP)

Pros:
Communication between developers
High level of productivity.
High-quality code.

Cons:
Requires lots of communication with
developer who are not necessarily
good at communicating with individual
who are not technical
1.2.5 Compare the Traditional Waterfall Model
with Agile Methods and Model
1.2.5 Waterfall VS Agile
 1.2.5 Waterfall VS Agile
Criteria Waterfall
Advantages 1. Stresses on meticulous record keeping. Having such records
allows for the ability to improve upon the existing program in the
future.
2. The client knows what to expect. Client have an idea of the
size, cost, and timeline for the project
(start and end)
3. Allows for minimal project impact / recovery (unexpected
incident) due to strong documentations
Disadvantages 1. No reversing allowed. Once a step has been completed,
developers cant go back to a previous stage and make changes.
2. Relies heavily on initial requirements. However, if these
requirements are faulty in any manner, the project is impacted
(hot soup)
3. Not very time friendly. If a requirement error is found, or a
change needs to be made, the project has to start from the
beginning with all new code.
4. The whole product is only tested at the end. If bugs are written
early, but discovered late, their existence may have affected how
other code was written
When the best 1. When there is a clear picture of what the final product should
time to use? be.
2. When clients wont have the ability to change the scope of the
project once it has begun.
3. When definition is key to success and not based on speed.
Agile
1. Allows for changes to be made after the initial planning. Re-writes to the
program, as the client decides to make changes.
2. Its easier to add features that will keep developer up to date with the
latest developments in industry.
3. Early evaluation. At the end of each sprint, project priorities are
evaluated. This allows clients to add their feedback.
4. Early error detection and problem solved in early stage.
5. Promising and high potential to meet dateline.
1. Project Manager leadership is the success key. With a less successful
project manager, the project can become a series of code sprints. If this
happens, the project is likely to come in late and over budget.
2. Too many changes may change whole product as initial plan. As the
initial project doesnt have a definitive plan, the final product can be grossly
different than what was initially intended
1. When rapid production is more important than the quality
2. When clients will be able to chance the scope of the project.
3. When there isnt a clear picture of what the final product should look like
4. When skilled developers who are adaptable and able to think
independently are available for the team.
 1.2.7 Apply five basic guidelines for systems
development
1. Develop a Plan
Prepare overall project plan and stick to it.
Complete the tasks in a logical sequence.
Develop a clear set of ground rules and ensure all in team clearly understand.
2. Involve Users and Listen Carefully to user
Ensure user involve in development process esp. in identifying and modeling system
requirement.
Need to understand user requirement and translate them in software design.
3. Use Project Management Tools and Techniques.
Keep project on track and avoid surprises.
Create reasonable checkpoints for review session ( too many will be burdensome)
Tool eg: Mic project
4. Develop Accurate Cost and Benefits Information
Managers need to and update them as necessary ( MUST always up to date information)
Know the cost of developing and operating a system.
Know the values and the benefits the system will provide
Provide accurate, realistic cost and benefit estimate
5. Remain Flexible
Be flexible within the framework of the plan. Ability to react quickly is the key for a project
success.
TOPIC 1.3

UNDERSTAND PROJECT MANAGEMENT

Overview Of Project Management

A successful project must be completed on time, within budget, and

deliver a quality product that satisfies users and meets requirements.
Project manager or project leader
o usually a senior system analyst or an IT department manager (if large
project) Analyst, programmer/analyst-manage small project
Project coordinator
o handles administrative responsibilities for the team and negotiates with
users who might have conflicting requirements or want changes that would
require additional time or expense.
1.3.1 Explain Project Planning, Scheduling,
Monitoring, And Reporting.

i. You will learn about project planning, estimating, scheduling, monitoring,

reporting, and the use of project management software
ii. You also will learn how to control and manage project changes as they occur
iii. If one factor changes, adjustment must be made to keep things in balance 4
Budget Time Quality Project Success
1.3.1 Explain Project Planning, Scheduling,
Monitoring, And Reporting.

Project managers typically perform four main tasks :

o Project planning
Identifying all project tasks and estimating the completion time and cost of
each
o Project scheduling
Involves the creation of a specific timetable, usually in the form of charts.
Selecting and assigning staff to specific tasks
o Project monitoring and controlling
Guiding, supervising and coordinating the project teams workload
o Project reporting
Regular progress reports to management, users and the project team itself.
1.3.2 Explain Steps In Project Planning
1.3.2 Explain Steps In Project Planning

3 Key Steps in Project Planning

1. Create a work breakdown structure.
2. Identify task patterns
3. Calculate the critical path
1.3.3 Describe work breakdown structures, task
patterns, and critical path analysis.

Step 1: Create a Work Breakdown

Structure (WBS)
Should understand 2 chart types:
i. Gantt chart
ii.PERT/CPM chart
A chart or outline of your projects deliverables.
Large or complex deliverables are broken down into
smaller components.
The lowest level components for each deliverable
are known as Work Packages.
This WBS not limited to System Project
Management. It can be useful for any type of
project management
This also covering 1.3.3 Describe work
breakdown structures, task patterns, and
critical path analysis.
i. Gantt Chart
1.3.3 Describe work breakdown structures, task patterns, and
critical path analysis.

Step 1: Create a Work Breakdown

Structure (WBS)
ii. PERT/CPM chart
The Program Evaluation Review
Technique (PERT) Critical Path
Method (CPM)
It analyzes a large, complex
project as a series of individual
task.
More useful for scheduling,
monitoring and controlling the
actual work.
1.3.3 Describe work breakdown structures, task
patterns, and critical path analysis.

Step 1: Create a Work

Breakdown Structure (WBS)
Identifying Tasks in a Work
Breakdown Structure
A work breakdown structure must
clearly identify each task and include
an estimated duration
o Task or activity : any work that has a
beginning and end and requires the
use of company resources ( people,
time, money)
o Event or milestone: recognizable E.g.: Task and events that might be involved in the creation, distribution and tabulation
of questionnaire .
reference point that you can use to
monitor progress.
1.3.3 Describe work breakdown structures, task
patterns, and critical path analysis.

Step 1: Create a Work

Breakdown Structure (WBS)
Identifying Tasks in a Work
Breakdown Structure
o Listing the tasks
Can be challenging, because the
tasks might be embedded in a
document
Highlighting the individual task
Create a table with columns for
task number, description,
duration, and predecessor tasks
1.3.3 Describe work breakdown structures, task
patterns, and critical path analysis.

Identifying Tasks in a Work Breakdown Structure

o Estimating Task Duration
Person-days
Represents the work that one person can complete in one day
Best-case estimate (B)
Probable-case estimate (P) FORMULA (B+4P+W)
Worst-case estimate (W) 6
Weight
B=best-case estimate
P=probable -case estimate
W=pessimistic/worst case estimate
1.3.3 Describe work breakdown structures, task
patterns, and critical path analysis.

Identifying Tasks in a Work Breakdown Structure

o Estimating Task Duration
Example: a project manager estimate that a file conversion task
could be completed in as few as 20 days or could take as many as
34 days,but most likely will require 24 days. Calculate the
expected task duration.

SOLUTION
(20+(4*24)+34) = 25
6
1.3.3 Describe work breakdown structures, task
patterns, and critical path analysis.

Identifying Tasks in a Work Breakdown Structure

o Factors Affecting Duration
Project size and scope
Human resources
Experience with similar project
constraints
1.3.3 Describe work breakdown structures, task
patterns, and critical path analysis.

Step 2: Identify Tasks Pattern

Task in a work breakdown structure that arranged in
a logical sequence.
Main type of Task Patterns
o Dependent Tasks- when task must be completed
one after another
o Multiple successor tasks- when several tasks can
start at the same time
i. Concurrent task
ii. Predecessor task
iii. Successor task
o Multiple Predecessor Tasks- a task requires two
or more prior tasks to be completed before it
can start
1.3.3 Describe work breakdown structures, task
patterns, and critical path analysis.

Step 2: Identify Tasks Pattern

PERT/CPM Charts PERT/CPM Tasks
Task box
Task ID
Task name
Task Duration
Start Day/Date
Finish Day/Date
Gather Prelim Investigation Report

Mon / Dec 28 2015 1.3 1.3

Mon / Jan 4 2016 1 week

1.3.3 Describe work breakdown structures, task
patterns, and critical path analysis.
1.3.3 Describe work breakdown structures, task
patterns, and critical path analysis.

Step 3: Calculate the Critical Path

A series of task if delayed, would affect the
completion date of the overall project
o If any task along the critical path falls behind
schedule, the entire project is delayed
o A critical path includes all tasks that are vital
to the project schedule
o If necessary, a project manager can reassign
resources to keep the project on schedule
o Slack time amount of time that the task
A PERT/CPM Example with Five Tasks
could be late without pushing back the
completion date of the entire project.
 1.3.4 Create a work breakdown structure.

WBS Benefit :
o Reduce the complexity
o Scheduling and handling
facilities
o Cost Estimation
o Cost Budgeting
o Risk management planning
o Identification of activities
(Activity Definition).
1.3.5 Explain techniques for estimating task
completion times and costs.

The project manager must keep track of

tasks and progress of team members, Maintaining a Schedule
compare actual progress with the project
o Maintaining a project schedule can be
plan, verify the completion of project
a challenging task
milestones, and set standards and ensure
that they are followed o The better the original plan, the easier
it will be to control the project
Monitoring and Control Techniques
o If enough milestones and frequent
o Structured walkthrough - review the
checkpoints exist, problems will be
work of other systems analyst,
detected rapidly
programmers review the work of other
programmers as a form of peer review o Project managers often spend most of
their time tracking the tasks along the
o Called design reviews, code reviews, or
critical path
testing reviews
1.3.6 Describe various scheduling tools, including
Gantt charts and PERT/CPM charts.