Yilma Goshime (MSC) Target Group:-4th Year BSC Information System Students

Information System Project Managment(INSY4102)
Yilma Goshime(Msc)
Target Group:-4th Year Bsc Information System Students
Haramaya Universty,Ethiopia
Yilma Goshime(Msc.) (Haramaya

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Universty,Ethiopia
System Project
) managment 1 / 101
Brainstorming
Information System
Project Managment
Project vs research

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Universty,Ethiopia
System Project
) managment 2 / 101
Project Methods in Informatics

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Universty,Ethiopia
System Project
) managment 3 / 101
Introduction to Project...
A project is a temporary endeavor undertaken to create a unique product,

service, or result.
Temporary means that every project has a definite beginning and a definite
end.
The end is reached when the project objectives have been achieved, or it
becomes clear that the project objectives will not or cannot be met.
Temporary does not necessarily mean short in duration; many projects last
for several years. In every case, however, the duration of a project is finite.
Projects are not ongoing efforts.
What about Unique Products, Services, or Results ?

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System Project
) managment 4 / 101
Project can create:-

A product or artifact that produced is quantifiable, and can be either
an end item in itself or a component item.
it has a capability to perform a service, such as business functions
supporting production or distribution.
A result, such as outcomes or documents. For example, a research
project develops knowledge that can be used to determine whether or
not a trend is present or a new process will benefit society.
Uniqueness is an important characteristic of project deliverables.
Progressive Elaboration?

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System Project
) managment 5 / 101
Progressive elaboration means developing in steps, and continuing by

increments.
Progressive elaboration of a project specifications needs to be carefully
coordinated with proper project scope definition, particularly if the project is
performed under contract.
Diffrence between Project and operational work

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System Project
) managment 6 / 101
Project vs Operational work
Projects and operations differ primarily in that operations are ongoing and
repetitive, while projects are temporary and unique.
The purpose of a project is to attain its objective and then terminate.
Conversely, the objective of an ongoing operation is to sustain the business.
Is tere similarities?

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System Project
) managment 7 / 101
Similarity of project and operational work
Both are:-
Performed by people
Constrained by limited resources
Planned, executed, and controlled.
one more?

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System Project
) managment 8 / 101
Project Classification
Boehm [1981] Classified project into 3 different types.

Organic: the project type which deals with well understood
applications,size of development team is small, and team members are
experienced in developing similar types of projects.
Semidetached: the development consists of a mixture of experienced
and inexperienced staff. Team members may have limited experience
on related system development.
Embedded: A development project is considered to be of embedded
type, if the software being developed is strongly coupled to complex
hardware.
Who are the actors in the given project?

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System Project
) managment 9 / 101
Actors in the Project Work
The three main actors in the project are

You (the student),
The supervisor and
The examiner.
Of the three actors, you are the most important, since you are the one who
moves the project forward.

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System Project
) managment 10 / 101
Project Managment
Project management is the process of planning and controlling the

development of a system within a specified timeframe at a minimum cost
with the right functionality.
it is the application of knowledge, skills, tools and techniques to project
activities to meet project requirements.
Project management is accomplished through the application and
integration of the project management processes of initiating, planning,
executing, monitoring and controlling, and closing.
The project manager is the person responsible for accomplishing the project
objectives.

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System Project
Structure of Project Managment
Generally the structure categirised into three section,such as:-

The Project Management Framework:-provides a basic structure for
understanding project management.for example
1 Introduction, defines key terms and provides an overview.
2 Project Life Cycle and Organization, describes the environment in
which projects operate. Managing the day-to-day activities of the

project is necessary, but not sufficient, to ensure success.

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System Project
Structure of Project Managment...
The Standard for Project Management of a Project:-specifies all the

project management processes that are used by the project team to
manage a project.
1 Project Management Processes for a Project which describes the five
required Project Management Process Groups for any project such as
initiating, planning, executing, monitoring and controlling, and closing.

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System Project
The Project Management Knowledge Areas:-such as organizes the project

management processes from Management Process Groups into
Knowledge Areas.
1 Project Integration Management, describes the processes and activities
that integrate the various elements of project management, which are
identified, defined, combined, unified and coordinated within the
Project Management Process Groups.
2 It consists of the Develop Project Charter, Develop Preliminary Project
Scope Statement, Develop Project Management Plan, Direct and
Manage Project Execution, Monitor and Control Project Work,
Integrated Change Control, and Close Project management processes.

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System Project
The Project Management Knowledge Areas...

Project Scope Management, describes the processes involved in
ascertaining that the project.
It consists of the Scope Planning, Scope Definition, Scope Verification, and
Scope Control project management processes.

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System Project

Project Time Management, describes the processes concerning the
timely completion of the project.
It consists of the Activity Definition, Activity Sequencing,Activity Resource
Estimating, Activity Duration Estimating,Schedule Development and
Schedule Control project management processes.

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System Project

Project Cost Management, describes the processes involved in
planning,estimating, budgeting, and controlling costs so that the
project is completed within the approved budget.
It consists of the Cost Estimating, Cost Budgeting, and Cost Control project
management processes.

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System Project

Project Quality Management,which is the processes involved in assuring
that the project will satisfy the objectives for which it was undertaken.
It consists of the Quality Planning, Perform Quality Assurance, and Perform
Quality Control project management processes.

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System Project

Project Human Resource Management, describes the processes that
organize and manage the project team.
It consists of the Human Resource Planning, Acquire Project Team, Develop
Project Team, and Manage Project Team project management processes.

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System Project

Project Communications Management, describes the processes
concerning the timely and appropriate generation,
collection,dissemination, storage and ultimate disposition of project
information.
It consists of the Communications Planning, Information Distribution,
Performance Reporting, and Manage Stakeholders project management
processes.

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System Project

Project Risk Management, the processes concerned with conducting risk
management on a project.
It consists of the Risk Management Planning, Risk Identification, Qualitative
Risk Analysis, Quantitative Risk Analysis, Risk Response Planning, and Risk
Monitoring and Control project management processes.

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System Project

Project Procurement Management, describes the processes that
purchase or acquire products, services or results, as well as contract
management processes.
It consists of the Plan Purchases and Acquisitions, Plan Contracting,
Request Seller Responses, Select Sellers, Contract Administration, and
Contract Closure project management processes.

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System Project
Project Management Process Groups vs Knowledge Areas

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System Project
Project Life Cycle Model and Paradigms
Project Life Cycle

defines the phases that connect the beginning of a project to its end.
The project life cycle definition can help the project manager clarify whether
to treat the feasibility study as the first project phase or as a separate,
stand-alone project.
feasibility studyis a way of analysis and evaluation of a proposed
project to determine if it is technically feasible, feasible within the
estimated cost, and if it will be profitable.
The phases of a project life cycle are not the same as the Project
Management Process Groups.
The transition from one phase to another within a project life cycle.

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System Project
Project Life Cycle Model and Paradigms
Project Life Cycle defines:-

What technical work to do in each phase
Who is involved in each phase
How to control and approve each phase.

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System Project
Typical Project Cost and Staffing Level Across the Project Life Cycle

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System Project
In the project life cycle:-
The level of uncertainty is highest and, hence, risk of failing to achieve the
objectives is greatest at the start of the project.
The certainty of completion generally gets progressively better as the project
continues.
Cost and staffing levels are low at the start, peak during the intermediate
phases, and drop rapidly as the project draws to a conclusion.
Is there differences between PDLC and SDLC?

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System Project
PDLC VS SDLC
PDLC
it is a process that is responsible for bringing to market a new product and
generally includes the business units.
It is, therefore, the process of developing a product.
SDLC
is used for developing particular software products.
is primarily aimed at solving a specific software problem that may arise.
That is, it points to specific steps within the PDLC.
We may also say that SDLC is a subset of PDLC. Such steps are the
responsibility of a technical department within an organization.
Note:-If the project that we develop is specific one we may follow just SDLC
phases. because designing a system also consider as a project.

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System Project
If all the previous sessions are clear we move to:-
Chapter Two

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System Project
Project Planning
used for managing the overall project activity.

in the planning process the planning groups identify, define, and mature the
project scope, project cost, and schedule the project activities that occur
within the project.
As new project information is discovered, additional dependencies,
requirements, risks, opportunities and constraints will be identified or
resolved.
While planning the project, the project team should involve all appropriate
stakeholders, depending upon their influence on the project and its
outcomes.

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System Project
Activities in the Project Planning
Introduction
Objectives
functions of the project
Performance Issues
Management and Technical Constraints
Project Estimates
We may use Historical Data
Estimation Techniques Used
Effort, Time, and Cost Estimates

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System Project
Schedule
Work Breakdown Structure
Gantt Chart Representation
Project Resources
People
Hardware and Software
Staff Organization
Team Structure
Management Reporting

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System Project
Risk Management Plan

Risk Analysis, Identification, Risk Estimation
Project Tracking and Control Plan
Miscellaneous Plans
Quality Assurance Plan:-which is performed based on the
standard.Standards are the key to effective quality management.
Configuration Management Plan:- encompasses the disciplines and
techniques of initiating, evaluating and controlling change to products
during and after the process.
System Testing Plan
Delivery, Installation, and Maintenance Plan

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System Project
Project Parameter Estimations

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System Project
Project estimations
To estimate various project parameters like project size, cost, effort, and
duration by using various estimation techniques.
It makes proper planning and scheduling of organizational resources.

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System Project
Project Estimation Techniques
Empirical Estimation
Expert Judgment
Delphi cost estimation
Heuristic estimation Technique

COCOMO(Constructive cost estimation model)
Analytical estimation technique

Halstead software science

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System Project
Empirical Estimation
Expert Judgment
Here an expert guess about problem size after analyzing the problem.
Usually expert estimates the cost of modules of each subsystem to get the
overall estimation of system.
Problem:-There may be personal bias and interference.
Delphi cost estimation:-

Here estimation is carried out by an expert team with a coordinator.
The coordinator gives SRS document and a cost recording form to each
expert.
Each expert records cost in the form and submits to coordinator.
Coordinator compiles several times and prepare the final cost estimation
report.

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System Project
COCOMO(Constructive cost estimation model)

Effort=a1.(Size)power of a2 ProgrammerMonths
Tdev=b1.(Effort)power of b2 Months
Where size of project= KLOC(Kilo line of codes) and a1,a2, b1,b2 are the
constants for each category of project.
Effort= total effort required to develop a project.
Estimation Steps:-
1 Determine size of the product(KLOC).
2 From the size estimate, determine the effort needed.
3 From the effort estimate, determine project duration, and cost.

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System Project
Estimation of development effort

For the three classes of projects, the formulas for estimating the effort based
on the code size are :-
Organic:Effort=2.4(KLOC)power of 1.05 PM
Semidetached:Effort=3.0(KLOC)power of 1.12 PM
Embeded:Effort=3.6(KLOC)power of 1.20 PM
Estimation of development Time

Organic:Tdevt=2.5(Effort)power of 0.38 months
Semidetached:Tdev=2,5(Effort)power of 0.35 months
Embeded:Tdevt=2.5(Effort)power of 0.32 months

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System Project
Example:- Assume the size of a project= 32KLOC

Basic COCOMO estimation formula for organic type of project:
Effort=2.4(32Kloc)power of 1.5=91PM
development time = 2.5(91PM) power of 0.38 = 14 months
Assume if monthly cost of the project development is 15000 USD then total
Cost required to develop the project = 14 *15,000 USD = 210,000 USD

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System Project
Analytical estimation technique

Halstead software science:-a software metrics introduced by howard halstead
to estimate the project size based on over all program length
used a few primitive program parameters to estimate a given project
Most of the time this technique is not applied

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System Project
Project scheduling Steps
Project scheduling is an important project planning activity used to decide

which task should be taken first.
1 Identify all tasks needed to complete a project.
2 Break down large tasks into smaller activities.
3 Determine dependencies among them.
4 Establish time duration to complete activities.
5 Allocate resources to activities.
6 Monitor the timely progress of the activities .

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System Project
Step-1 and 2 :- after identifying tasks the project manager break down this
large task into smaller activities by using a work breakdown structure.

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System Project
Step-3 and 4:-The task dependencies define partial ordering of tasks.

The dependencies among the activities can be determined by using an
activity network.

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System Project
Step-5:- allocate resources to activities using a Gantt chart.

It is a special type of bar chart, where each bar represents an activity.

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System Project
Step-6:- Monitor the timely progress of the activities .

PERT(project evaluation and review technique)also identify the parallel
activities in a project.
3-estimates are made.:-
1 Pessimistic Time= 12 Months
2 Likely Time estimate= 15 months
3 Optimistic Time Estimate= 20 months

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System Project

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System Project
Project Scope Management
Includes the processes required to ensure that the project includes all the
work required to complete the project successfully.
primarily concerned with defining and controlling what is and is not included
in the project.
It has its own processes,such as:-
1 Scope Planning:-Creating a project scope management plan that
documents how the project scope will be defined, verified, controlled

and how the work breakdown structure (WBS) will be created and
defined.
2 Scope Definition:-Developing a detailed project scope statement as the
basis for future project decisions.

3 Create WBS:-dividing the major project deliverables and project work
into smaller and more manageable components.

4 Scope Verification:- Formalizing acceptance of the completed project
deliverables.
5 Scope Control:-controlling changes to the project scope.

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System Project
Project Scope Management...
Those processes interact with each other and with processes in the other
Knowledge Areas as well.
Each process can involve effort from one or more persons or groups of
persons, based on the needs of the project.
In the project context, the term scope can refer to:-
1 Product scope:-The features and functions that characterize a product,
service or result.(focus on How?)

2 Project scope:-The work that needs to be accomplished to deliver a
product, service or result with the specified features and

functions.(focus on What)

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Scope Planning/Input...
1 Enterprise Environmental Factors:- Such as the organization culture,
infrastructure, tools, human resources, personnel policies and marketplace
conditions that could affect how project scope is managed.
2 Organizational Process Assets:The formal and informal policies, procedures
and guidelines that could impact how the project scope is managed.(e.g
Historical information about previous projects)
3 Project Charter:-Formal document which authorizes a project or a project
phase.
4 Preliminary Project Scope Statement:-Intial project scope statement
document that provides a high level scope narrative.
5 Project Management Plan:-Formal document whch is necessary to define,
prepare, integrate, and coordinate all subsidiary plans.(by PMP teams)

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System Project
Scope Planning/Tools and Techniques

1 Expert Judgment:-Related to how equivalent projects have managed scope,
is used in developing the project scope management plan.
2 Templates, Forms,Standards:-Includes work breakdown structure templates,
scope management plan templates and project scope change control forms.

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System Project
Scope Planning/Out put

The project scope management plan:-Document which provides guidance on
how the project scope will be defined, documented, verified, managed and
controlled by the project management team.

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System Project
Scope Defination/Input
1 Organizational Process Assets
2 Project Charter
3 Preliminary Project Scope Statement
4 Project Scope Management Plan:-Which was the out put of scope planning
5 Approved Change Requests:-Can cause a change to project scope, project
quality, estimated costs or project schedule.

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System Project
Scope Defination/Tools and Techniques

1 Product Analysis:- Includes techniques such as product breakdown, system
analysis,functional analysis and the like.
2 Alternatives Identification:-Used to generate different approaches to execute
and perform the work of the project.(E.g Brainstorming)
3 Expert Judgment(related to this task)
4 Stakeholder Analysis:-Identifies the influence and interests of the various
stakeholders and documents their needs and expectations.

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System Project
Scope Defination/Out Put

Project Scope Statement(Detail description about Project
objectives,Product scope description,Project requirements etc.)
Requested Changes:-May exist to the project management plan and its
subsidiary plans may be developed during the Scope Definition process.
Project Scope Management Plan (Updates):- may be updated to include
approved change requests resulting from the project Scope Definition
process.

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System Project
Create WBS/Input
Organizational Process Assets
Project Scope Statement:-just out put of scope defination
Project Scope Management Plan:-out put of scope defination
Approved Change Requests

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Create WBS/Tools and Techniques

Work Breakdown Structure templates
Decomposition:-Is the subdivision of project deliverables into smaller and
more manageable components until the work and deliverables are defined to
the work package level.

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Create WBS/Out Put

Project Scope Statement (Updates):-If approved change requests result from
the Create WBS process
WBS Dictionary:- The document generated by the Created WBS process
that supports the WBS
Scope Baseline:- The approved detailed project scope statement associated
with WBS and WBS dictionary
Project Scope Management Plan (Updates):-If approved change requests
result from the Create WBS process
Requested Changes:-May processed for review and approval through the
integrated change control process for the next phase.

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Scope Verification/Input
Project Scope Statement:-out put of WBS
WBS Dictionary:-out put of WBS
Project Scope Management Plan:-out put of WBS
Deliverables:-Those that have been fully or partially completed Project
Execution process

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Scope Verification/Tools and Techniques

Inspections:-Includes activities such as measuring, examining and verifying to
determine whether the work and deliverables meet requirements and product
acceptance criteria.

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Scope Verification/Out Put

Accepted Deliverables:- The Scope Verification process document those
completed deliverables that have been accepted.
Requested Changes:-May be processed for review through the Integrated
Change Control process.
Recommended Corrective Actions:-May be done in the process

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Scope Control/Input
Project scope statement:-Associated with WBS and WBS dictionary which
defines the project scope baseline and product scope.
WBS Dictionary
Project Scope Management Plan
Performance Reports:- Provide information on project work performance,
such as interim deliverables that have been completed.
Work Performance Information:-Give us information about the performance
of the work

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Scope Control/Tools and Techniques

Change Control System:-Can be documentation or tracking
systems(Software) necessary for authorizing changes.
Variance Analysis:-A system used to assess the magnitude of variation.
Replanning :-If There is approved change requests on WBS,WBS
dictionary,scope statement and other components of the project
management plan
Configuration Management System:-A system that Assure requested
changes to the project scope and product scope are thoroughly considered
and documented before being processed through the Integrated Change
Control process.

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Scope Control/Out Put

Project Scope Statement (Updates):-If the approved change requests have
an effect upon the project scope
Work Breakdown Structure (Updates):-If the approved change requests have
an effect upon the project scope
WBS Dictionary (Updates)
Scope Baseline (Updates)
Requested Changes
Recommended Corrective Action
Organizational Process Assets (Updates)
Project Management Plan (Updates)

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Project Scope Management/Project Scope Management Process Flow Diagram

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What about Reading Assignment
project time managment

project cost managment
project risk managment

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Project Time Management
Includes the processes required to accomplish timely completion of the

project.
It includes the following:-
1 Activity Definition:-Identifying the specific schedule activities that need
to be performed to produce the various project deliverables.

2 Activity Sequencing:-Used for identifying and documenting
dependencies among schedule activities.

3 Activity Resource Estimating:- estimating the type and quantities of
resources required to perform each schedule activity.

4 Activity Duration Estimating:- Estimating the number of work periods
that will be needed to complete individual schedule activities.

5 Schedule Development:-Analyzing activity sequences, durations,
resource requirements and schedule constraints to create the project

schedule.
6 Schedule Control:-Controlling changes to the project schedule.

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Project Time Management...
Like Project scope managment those processes interact with each other and
with processes in the other Knowledge Areas as well.
The process can involve effort from one or more persons or groups of
persons based on the needs of the project.

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Activity Defination/Input
Enterprise Environmental Factors:-Can be availability of project management
information systems and scheduling software tools.
Organizational Process Assets:-Contain the existing formal and informal
activity planning-related policies and procedures that are considered in
developing the activity definitions.
Project Scope Statement:-B/c deliverables, constraints, and assumptions
necessary for activity defination.
Work Breakdown Structure:-Also primary input for activity defination
WBS Dictionary
Project Management Plan:-Contains the schedule management plan so,it
gives guidance about development of activity defination.

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Activity Defination/Tools and Techniques

Decomposition
Templates
Rolling wave planning:- Is a form of progressive elaboration of planning until
the work package level.
Expert Judgment:-Who have experience about related activity defination
Planning Component:- When insufficient definition of the project scope is
available to decompose a branch of the WBS down to the work package
level the last component in that branch of the WBS can be used to develop
a high level project schedule for that component.

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Activity Defination/Out put

Activity List:- All scheduled activities that are planned to be performed on
the project.
Activity Attributes:-Property of each scheduled activity(activity codes,
activity description, predecessor activities etc)
Milestone List:-The list of schedule milestones which identifies all activity
and indicates whether the milestone is mandatory or optional.
Requested Changes:-Which can be generated by Activity Definition process

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Activity Sequencing/Input
Project Scope Statement:-Includes product characteristics that often can
affect activity sequencing
Activity List
Activity Attributes
Milestone List

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Project time managment...
Activity Sequencing/Tools and Techniques

Precedence Diagramming Method (PDM):- Is a method of constructing a
project schedule network diagram that uses nodes to represent activities and
connects them with arrows that show the dependencies.
PDM includes four types of dependencies or precedence relationships:-
1 Finish-to-Start:-The initiation of the successor activity depends upon
the completion of the predecessor activity.

2 Finish-to-Finish:-The completion of the successor activity depends
upon the completion of the predecessor activity.

3 Start-to-Start:-The initiation of the successor activity depends upon
the initiation of the predecessor activity.

4 Start-to-Finish:-The completion of the successor activity depends upon
the initiation of the predecessor activity.

Note:-In PDM, finish-to-start is the most commonly used type of precedence
relationship. Start-to-finish relationships are rarely used.

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Precedence Diagram Method

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Activity Sequencing/Tools and Techniques...

Arrow Diagramming Method (ADM):- Is a method of constructing a project
schedule network diagram that uses arrows to represent activities and
connects them at nodes to show their dependencies(relationships).
ADM uses only finish-to-start dependencies and can require the use of
’dummy’ relationships called dummy activities, which are shown as dashed
lines to define all logical relationships correctly.

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Activity Sequencing/Tools and Techniques...(ADM)

In this Arrow diagram method schedule activity ’F’ is dependent upon the
completion of schedule activities ’A’

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Activity Sequencing/Tools and Techniques...

Schedule Network Templates:- A network template which is used to speed
up the preparation of networks of project schedule activities.
Dependency Determination:-Way of Determining the relationships durinng
activity sequencing.
Applying Leads and Lags:- Dependencies that may require a lead or a lag .
A lead allows an acceleration of the successor activity and A lag directs a
delay in the successor activity.E.g abebe can begin writing the second draft
of a large document (the successor activity) fifteen days before he finish
writing the entire first draft (the predecessor activity). This could be
accomplished by a finish-to-start relationship with a fifteen-day lead time.

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Activity Sequencing/Out put

Project Schedule Network Diagram:Is a schematic display of the project
schedule activities and the logical relationships among them, e.g ADM
Activity List (Updates):-If there is approved change requests
Activity Attributes (Updates):-Due to activity list updation
Requested Changes

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Activity Resource Estimating/colorredInput

Enterprise Environmental Factors:-Can be about infrastructure resource
availability information
Organizational Process Assets:-If available historical information regarding
what types of resources were required for similar work on previous projects
are reviewed.
Activity List:-Identifies the schedule activities for resources that are
estimated.
Activity Attributes:- Which is real, about their property
Resource Availability:- Information on which resources (i.e people,
equipment and materiel) are used for estimating the resource types.
Project Management Plan:-The schedule management plan is a component
part of the project management plan that is used in Activity Resource
Estimating.

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Activity Resource Estimating/colorredTools and Techniques

Expert Judgment:-Required to assess the resource-related inputs to this
process.
Alternatives Analysis
Published Estimating Data
Project management software :-Has the capability to plan, organize and
manage resource pools and develop resource estimates.
Bottom-up Estimating:-Estimating each component from bottom and then
aggregated into a total quantity for each of the schedule activity resources.

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Activity Resource Estimating/colorredOut put

Activity Resource Requirements:- The output of the Activity Resource
Estimating process is an indentification and description of the types and
quantities of resources required for each schedule activity in a work package.
Activity Attributes (Updates)
Resource Breakdown Structure:-Is a hierarchical structure of the
identified resources by resource category and resource type.
Resource Calendar (Updates):- Identifies the quantity of each resource
available during each availability period.
Requested Changes

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Activity Duration Estimating/colorredIn put

Enterprise Environmental Factors:-May organizations involved in the project
may maintain duration estimating databases and other historical reference
data.
Organizational Process Assets:-Historical information on the likely durations
of many categories of activities is often available.
Project Scope Statement:-The constraints and assumptions from the project
scope statement are considered when estimating the schedule activity
durations.
Activity List
Activity Attributes
Activity Resource Requirements:-The estimated activity resource
requirements will have an effect on the duration of the schedule activity,
since the resources assigned to the schedule activity and the availability of
those resources will significantly influence the duration of most activities.
Information
Universty,Ethiopia
System Project
Activity Duration Estimating/colorredIn put

Resource Calendar:-The availability, capabilities and skills of human
resources has effect on duration estimation.
Project Management Plan:-Contains the risk register and project cost
estimates

Information
Universty,Ethiopia
System Project
Activity Duration Estimating/Tools and Techniques

Expert Judgment:-Expert judgment guided by historical information is
essentioal for duration estimation.
Analogous Estimating:-Means using the actual duration of a previous similar
schedule activity as the basis for estimating the duration of a future schedule
activity.
Parametric Estimating:- Estimating an activity by multiplying the quantity of
work to be performed by the productivity rate.(For productivity rates can be
number of drawings times labor hours per drawing
Three-Point Estimates/PERT:- The accuracy of the activity duration
estimate can be improved by considering the amount of risk in the original
estimate.(Pessimistic(worst case),Most likely and Optimistic(best case)
Reserve Analysis:- Project teams can need reserve time for additional
analysis.

Information
Universty,Ethiopia
System Project
Activity Duration Estimating/Out put

Activity Duration Estimates:- Are quantitative assessments of the likely
number of work periods that will be required to complete a schedule activity.
Activity Attributes (Updates):-Can be updated to include the durations for
each schedule activity and the assumptions made in developing the activity
duration estimates.

Information
Universty,Ethiopia
System Project
Schedule Development: /In put

Organizational Process Assets:-The performing organization may have some
asset items that can be used in Schedule Development( project
calendar(working and non working days) .
Project Scope Statement:-Contains assumptions and constraints that can
impact the development of the project schedule.
Activity List
Activity Attributes Project Schedule Network Diagrams
Activity Resource Requirements
Resource Calendars
Activity Duration Estimates
Project Management Plan:-Contains the schedule management plan,cost
management plan, project scope management plan and risk management
plan.

Information
Universty,Ethiopia
System Project
Schedule Development: /Tools and Techniques

Schedule Network Analysis:- Is a technique that generates the project
schedule model. It employs various analytical techniques, such as critical
path method, critical chain method, what-if analysis, and resource leveling
to calculate the early and late start and finish dates and scheduled start and
finish dates for the uncompleted portions of project schedule activities.
Critical Path Method:-The longest duration path througn a network diagram
which represents the shortest time to complete.
Schedule Compression:- Shortens the project schedule without changing the
project scope to meet schedule constraints or other schedule objectives.
What-If Scenario Analysis:- This is an analysis of the question ’What if the
situation represented by scenario ’X’ happens?’.
Resource Leveling:-Is a way of resource optimazation technique which is
used to address schedule activities due to demand and supply of resources.

Information
Universty,Ethiopia
System Project
Schedule Development: /Tools and Techniques

Critical Chain Method:-Is another schedule network analysis technique that
rescheduling/modifies the project schedule to account for limited resources.
Project Management Software:-A software which is used to assist with
schedule development.
Applying Calendars:- Project calendars and resource calendars are used to
identify periods when work is allowed.
Adjusting Leads and Lags:-Since the improper use of leads or lags can
distort the project schedule.
Schedule Model:- Compiled schedule data and information.The schedule
model tool and the supporting schedule model data are used in conjunction
with manual methods or project management software to perform schedule
network analysis to generate the project schedule.

Information
Universty,Ethiopia
System Project
Schedule Development: /Out put

Project Schedule:-Includes at least a planned start date and planned finish
date for each schedule activity.(project schedule network diagram,bar
chart,milestone chart)
Schedule Model Data:- Supporting data for the project schedule includes at
least the schedule milestones, schedule activities, activity attributes and
documentation of all identified assumptions and constraints.
Schedule Baseline:-Is an accepted and approved specific version of the
project schedule developed from the schedule network analysis of the
schedule model.

Information
Universty,Ethiopia
System Project
Schedule Development: /Out put

Resource Requirements (Updates):-Resource leveling can have a significant
effect on preliminary estimates of the types and quantities of resources
required
Activity Attributes (Updates):-
Project Calendar (Updates):-Is a calendar of working days or shifts that
establishes those dates on which schedule activities are worked.
Requested Changes
Project Management Plan (Updates)

Information
Universty,Ethiopia
System Project
Schedule Control: /In put

Schedule Management Plan:-Contains the schedule management plan that
establishes how the project schedule will be managed and controlled.
Schedule Baseline
Performance Reports:-Provide information on schedule performance, such as
which planned dates have been met and which have not.
Approved Change Requests:-From previous phase

Information
Universty,Ethiopia
System Project
Schedule Control: /Tools and Techniques

Progress Reporting:-Contains information such as actual start and finish
dates and the remaining durations for unfinished schedule activities.
Schedule Change Control System:Defines the procedures by which the
project schedule can be changed.(paperwork, tracking systems) are necessary
for authorizing changes.
Performance Measurement:-Produce the Schedule Variance
Project Management Software:- Has the ability to track planned dates
versus actual dates
Variance Analysis:- Performing the schedule variance analysis during the
schedule monitoring process is a key function of schedule control.
Schedule Comparison Bar Charts:- To facilitate analysis of schedule
progress,One bar shows the current actual status and the other shows the
status of the approved project schedule baseline.

Information
Universty,Ethiopia
System Project
Schedule Control: /Out put

Schedule Model Data (Updates):-B/c of A project schedule updation
Schedule Baseline (Updates):-A schedule Revisions are changes to the
schedule start and finish dates in the approved schedule baseline.
Performance Measurements
Requested Changes
Recommended Corrective Actions
Organizational Process Assets (Updates):-They become part of the historical
database for both the project and other projects of the performing
organization.
Activity List (Updates)
Activity Attributes (Updates)
Project Management Plan (Updates):-Schedule management plan which is
component of the project management plan is updated to reflect any
approved changes
Information
Universty,Ethiopia
System Project
Project time managment/Project Time Management Process Flow Diagram

Information
Universty,Ethiopia
System Project
Project Cost managment
Includes the processes involved in planning, estimating, budgeting and

controlling costs so that the project can be completed within the approved
budget.
It containes the process such as:-
1 Cost Estimating:Developing an approximation of the costs of the
resources needed to complete project activities.

2 Cost Budgeting:Aggregating the estimated costs of individual activities
or work packages to establish a cost baseline.

3 Cost Control :Influencing the factors that create cost variances and
controlling changes to the project budget.

These processes interact with each other and with processes in the other
Knowledge Areas as well.
Each process can involve effort from one or more persons or groups of
persons based upon the needs of the project.

Information
Universty,Ethiopia
System Project
Project Cost managment...
Cost estimating/Input
Enterprise Environmental Factors:-Cost Estimating process
considers:Marketplace conditions(What products, services)and Commercial
databases(Resource cost rate information
Organizational Process Assets:-Existing formal and informal cost
estimating-related policies and procedures are considered in developing the
cost management plan
Project Scope Statement:-Describes the business need, justification,
requirements and current boundaries for the project.
Work Breakdown Structure:- Provides the relationship among all the
components of the project and the project deliverables
WBS Dictionary:- Also give information about deliverables
Project Management Plan:-Provides the overall plan for executing,
monitoring and controlling the project and that provide direction for cost
management planning and control.
Information
Universty,Ethiopia
System Project
Cost estimating/Tools and techniques

Analogous Estimating:-Using the actual cost of previous similar projects as
the basis for estimating the cost of the current project.
Determine Resource Cost Rates:- determining the rates unit cost rates for
each resource to estimate schedule activity costs.
Bottom-up Estimating:-A way of estiimationg individual work package then
summarize them
Parametric Estimating:-A technique used statistical relationship between
historical data and other variables (lines of code in software development)

Information
Universty,Ethiopia
System Project
Cost estimating/Tools and techniques...

Project Management Software:-Such as cost estimating software
applications, computerized spreadsheets, and simulation and statistical tools
are widely used
Vendor Bid Analysis:-Is analysis of what the project should cost.
Reserve Analysis:- Many cost estimators include reserves also called
contingency allowances for cost estimates.
Cost of Quality:-can also be used to prepare the schedule activity cost
estimate.

Information
Universty,Ethiopia
System Project
Cost estimating/Out put...

Activity Cost Estimates:-Is a quantitative assessment of the likely costs of
the resources required to complete schedule activities.
Activity Cost Estimate Supporting Detail:- The amount and type of
additional details supporting the schedule activity cost estimate
Requested Changes:- The Cost Estimating process may generate requested
changes that may affect the cost management plan
Cost Management Plan (Updates):- If there is approved change requests
result from the Cost Estimating process

Information
Universty,Ethiopia
System Project
Cost Budgeting/In put

Project Scope Statement:- Formal periodic limitations of the expenditure of
project funds can be given in the project charter
Work Breakdown Structure:- Provides the relationship among all the
components of the project and the project deliverables
WBS Dictionary:-Provide identification of the deliverables
Activity Cost Estimates:-Which is the result of cost estimating
Activity Cost Estimate Supporting Detail:-Also essential for budgeting

Information
Universty,Ethiopia
System Project
Cost Budgeting/In put...

Project Schedule:-Includes planned start and finish dates for the project
schedule activities, schedule milestones, work packages, planning packages
and control accounts. item Resource Calendars:-Containes different
resource(human resource etc)
Contract:- information related to what products, services or results have
been purchased and their costs are used in developing the budget.
Cost Management Plan:- Which is also consider during cost budgeting.

Information
Universty,Ethiopia
System Project

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Information System Project Managment(INSY4102)

Yilma Goshime(Msc.) (Haramaya

Yilma Goshime(Msc.) (Haramaya

Yilma Goshime(Msc.) (Haramaya

A project is a temporary endeavor undertaken to create a unique product,

Yilma Goshime(Msc.) (Haramaya

Project can create:-

Yilma Goshime(Msc.) (Haramaya

Progressive elaboration means developing in steps, and continuing by

Yilma Goshime(Msc.) (Haramaya

Yilma Goshime(Msc.) (Haramaya

Yilma Goshime(Msc.) (Haramaya

Boehm [1981] Classified project into 3 different types.

Yilma Goshime(Msc.) (Haramaya

The three main actors in the project are

Yilma Goshime(Msc.) (Haramaya

Project management is the process of planning and controlling the

Yilma Goshime(Msc.) (Haramaya

Generally the structure categirised into three section,such as:-

which projects operate. Managing the day-to-day activities of the

Yilma Goshime(Msc.) (Haramaya

The Standard for Project Management of a Project:-specifies all the

Yilma Goshime(Msc.) (Haramaya

The Project Management Knowledge Areas:-such as organizes the project

Yilma Goshime(Msc.) (Haramaya

The Project Management Knowledge Areas...

Yilma Goshime(Msc.) (Haramaya

The Project Management Knowledge Areas...

Yilma Goshime(Msc.) (Haramaya

The Project Management Knowledge Areas...

Yilma Goshime(Msc.) (Haramaya

The Project Management Knowledge Areas...

Yilma Goshime(Msc.) (Haramaya

The Project Management Knowledge Areas...

Yilma Goshime(Msc.) (Haramaya

The Project Management Knowledge Areas...

Yilma Goshime(Msc.) (Haramaya

The Project Management Knowledge Areas...

Yilma Goshime(Msc.) (Haramaya

The Project Management Knowledge Areas...

Yilma Goshime(Msc.) (Haramaya

Yilma Goshime(Msc.) (Haramaya

Project Life Cycle

Yilma Goshime(Msc.) (Haramaya

Project Life Cycle defines:-

Yilma Goshime(Msc.) (Haramaya

Yilma Goshime(Msc.) (Haramaya

Yilma Goshime(Msc.) (Haramaya

Yilma Goshime(Msc.) (Haramaya

Yilma Goshime(Msc.) (Haramaya

used for managing the overall project activity.

Yilma Goshime(Msc.) (Haramaya

Yilma Goshime(Msc.) (Haramaya

Yilma Goshime(Msc.) (Haramaya

Risk Management Plan

Project Tracking and Control Plan

Yilma Goshime(Msc.) (Haramaya

Yilma Goshime(Msc.) (Haramaya

Yilma Goshime(Msc.) (Haramaya

Heuristic estimation Technique

Analytical estimation technique

Yilma Goshime(Msc.) (Haramaya

Delphi cost estimation:-