2008 Pearson Prentice Hall

Project
Management
Systems Analysis and Design,
7e
Kendall & Kendall
3
Kendall &
Kendall
3-2
Learning Objectives
Understand how rojects are initiated and
selected
De!ne a b"siness roblem and determine the
#easibility o# a roosed roject
$lan a roject by identi#ying activities and
sched"ling them
Understand how an alternative aroach called
agile develoment balances objectives to manage
the analysis and design rocess
%anage team members and analysis and design
activities so the roject objectives are met while
the roject remains on sched"le
Kendall &
Kendall
3-3
$roject %anagement
&"ndamentals
$roject initiation
Determining roject #easibility
Activity lanning and control
$roject sched"ling
%anaging systems analysis team
members
Kendall &
Kendall
3-4
%ajor 'oics
$roject (nitiation
Determining #easibility
Determining reso"rces
Activity lanning and control
)antt charts
$*+' diagrams
%anaging analysis and design activities
'he Agile aroach
Kendall &
Kendall
3-5
$roject (nitiation
$roblems in the organi,ation
$roblems that lend themselves to
systems sol"tions
Oort"nities #or imrovement
-a"sed thro"gh "grading, altering,
or installing new systems
Kendall &
Kendall
3-6
Figure 3.1 -hec.ing o"t"t, observing emloyee
behavior, and listening to #eedbac. are all ways
to hel the analyst inoint systems roblems
and oort"nities
Kendall &
Kendall
3-7
$roblem De!nition
$roblem statement
$aragrah or two stating the roblem or oort"nity
(ss"es
(ndeendent ieces ertaining to the roblem or
oort"nity
Objectives
)oals that match the iss"es oint/by/oint
+e0"irements
'he things that m"st be accomlished along with the
ossible sol"tions, and constraints, that limit the
develoment o# the system
Kendall &
Kendall
3-8
$roblem De!nition Stes
&ind a n"mber o# oints that may
be incl"ded in one iss"e
State the objective
Determine the relative imortance
o# the iss"es or objectives
(denti#y which objectives are most
critical
Kendall &
Kendall
3-9
Selection O# $rojects
1ac.ing #rom management
Aroriate timing o# roject commitment
$ossibility o# imroving attainment o#
organi,ational goals
$ractical in terms o# reso"rces #or the
system analyst and organi,ation
2orthwhile roject comared with other
ways the organi,ation co"ld invest
reso"rces
Kendall &
Kendall
3-10
Determining &easibility
De!ning objectives
Determining reso"rces
Oerationally
'echnically
*conomically
Kendall &
Kendall
3-11
De!ning Objectives
%any ossible objectives e3ist incl"ding4
Seeding " a rocess
Streamlining a rocess
-ombining rocesses
+ed"cing errors in in"t
+ed"cing red"ndant storage
+ed"cing red"ndant o"t"t
(mroving system and s"bsystem integration
Kendall &
Kendall
3-12
&easibility (mact )rid
5&()6
A #easibility imact grid 5&()6 is
"sed to assess the imact o# any
imrovements to the e3isting
system
(t can increase awareness o# the
imacts made on the achievement
o# cororate objectives
Kendall &
Kendall
3-13
Figure 3.3 An analyst can "se a #easibility
imact grid to show how each system
comonent a7ects rocess objectives
Kendall &
Kendall
3-14
Figure 3.4 An analyst can "se a #easibility
imact grid to show how each system
comonent a7ects cororate objectives
Kendall &
Kendall
3-15
Figure 3.5 'he three .ey elements o#
#easibility incl"de technical, economic, and
oerational #easibility
Kendall &
Kendall
3-16
'echnical &easibility
-an c"rrent technical reso"rces be
"graded or added to in a manner
that #"l!lls the re0"est "nder
consideration
(# not, is there technology in
e3istence that meets the
seci!cations
Kendall &
Kendall
3-17
*conomic &easibility
*conomic #easibility determines whether
val"e o# the investment e3ceeds the
time and cost
(ncl"des4
Analyst and analyst team time
1"siness emloyee time
8ardware
So#tware
So#tware develoment
Kendall &
Kendall
3-18
Oerational &easibility
Oerational #easibility determines
i# the h"man reso"rces are
available to oerate the system
once it has been installed
Users that do not want a new
system may revent it #rom
becoming oerationally #easible
Kendall &
Kendall
3-19
Activity $lanning And
-ontrol
$lanning incl"des4
Selecting a systems analysis team
*stimating time re0"ired to comlete each tas.
Sched"ling the roject
-ontrol incl"des4
-omaring the lan #or the roject with its
act"al evol"tion
'a.ing aroriate action to e3edite or
resched"le activities
Kendall &
Kendall
3-20
*stimating 'ime
$roject is bro.en down into hases
&"rther roject is bro.en down into tas.s
or activities
&inally roject is bro.en down into stes
or even smaller "nits
'ime is estimated #or each tas. or activity
%ost li.ely, essimistic, and otimistic
estimates #or time may be "sed
Kendall &
Kendall
3-21
Figure 3.6 1eginning to lan a
roject by brea.ing it into three
major activities
Kendall &
Kendall
3-22
Figure 3.7 +e!ning the lanning and sched"ling
o# analysis activities by adding detailed tas.s and
establishing the time re0"ired to comlete the
tas.s
Kendall &
Kendall
3-23
$roject Sched"ling
)antt -harts
Simle
Lends itsel# to end "ser
comm"nication
Drawn to scale
$*+' diagrams
Use#"l when activities can be done in
arallel
Kendall &
Kendall
3-24
Figure 3.8 Using a two/dimensional )antt
chart #or lanning activities that can be
accomlished in arallel
Kendall &
Kendall
3-25
Figure 3.12 A comleted $*+'
diagram #or the analysis hase o# a
systems roject
Kendall &
Kendall
3-26
$*+' Diagram Advantages
*asy identi!cation o# the order o#
recedence
*asy identi!cation o# the critical
ath and th"s critical activities
*asy determination o# slac. time
Kendall &
Kendall
3-27
'imebo3ing
'imebo3ing sets an absol"te d"e
date #or roject delivery
'he most critical #eat"res are
develoed !rst and imlemented
by the d"e date
Other #eat"res are added later
Kendall &
Kendall
3-28
$roject D"e Dates
*stimating models
-ostar
-onstr"3
&"nction oint analysis
8els the analyst 0"antitatively
estimate the overall length o#
so#tware develoment e7orts
Kendall &
Kendall
3-29
&"nction $oint Analysis
-o"nt comonents
+ate each comonent9s
comle3ity

Assign comle3ity n"mbers

Arrive at a s"btotal

%"ltily by adj"stment #actor

Kendall &
Kendall
3-30
1ased on &ive %ain
-omonents o# -om"ter
Systems
*3ternal in"ts
*3ternal o"t"ts
*3ternal 0"eries
(nternal logical !les
*3ternal inter#ace !les
Kendall &
Kendall
3-31
Figure 3.15 &"nction oint
co"nts can be accomlished in
!ve stes
Kendall &
Kendall
3-32
Sta:ng +e0"irements
-hoice o# so#tware can in;"ence
the amo"nt o# e7ort that goes into
system develoment
(t is not tr"e that the more eole
assigned to a tas., the #aster it will
get done
Kendall &
Kendall
3-33
%anaging +is.
<= ercent o# all rojects s"cceed
>= ercent #ail
?= ercent !nish, b"t are either
late, over b"dget, or o7er #ewer
#eat"res than originally romised
Kendall &
Kendall
3-34
Figure 3.16 -alc"lating the e3tra time
re0"ired to ens"re that a roject is
comleted on time
Kendall &
Kendall
3-35
%anaging Analysis and
Design Activities
'eam management
Assembling a team
'eam comm"nication strategies
$roject rod"ctivity goals
'eam member motivation
Kendall &
Kendall
3-36
Assembling a 'eam
Shared val"e o# team wor.
)ood wor. ethic
8onesty
-ometency
+eadiness to ta.e on leadershi based
on e3ertise
%otivation
*nth"siasm #or the roject
'r"st o# teammates
Kendall &
Kendall
3-37
-omm"nication Strategies
'eams o#ten have two leaders4
One who leads members to accomlish
tas.s
One concerned with social relationshis
'he systems analyst m"st manage4
'eam members
'heir activities
'heir time and reso"rces
Kendall &
Kendall
3-38
$roject $rod"ctivity )oals and
%otivation
S"ccess#"l rojects re0"ire that
reasonable rod"ctivity goals #or
tangible o"t"ts and rocess
activities be set
)oal/setting hels to motivate
team members
Kendall &
Kendall
3-39
*commerce $roject
%anagement
*commerce and traditional so#tware
roject management di7erences4
'he data "sed by ecommerce systems is
scattered across the organi,ation
*commerce systems need a sta7 with a
wide variety o# s.ills
$artnershis m"st be b"ilt e3ternally and
internally well ahead o# imlementation
Sec"rity is o# "tmost imortance
Kendall &
Kendall
3-40
$roject &ail"res
$roject #ail"res may be revented by4
'raining
*3erience
Learning why other rojects have #ailed
$roject charter
Describes in a written doc"ment what the
e3ected res"lts o# the systems roject
are and the time #rame #or delivery
Kendall &
Kendall
3-41
Agile Develoment
An innovative hilosohy and
methodology comrised o#
systems develoment ractices,
techni0"es, val"es, and rinciles
intended #or "se in develoing
systems in a dynamic way
Kendall &
Kendall
3-42
Figure 3.17 'he analyst can control the
time, cost, 0"ality, and scoe o# the
roject to balance the activities
Kendall &
Kendall
3-43
Agile -ore $ractices and +oles
o# the Agile Aroach
'here are #o"r Agile ractices4
A short release time
2or.ing a @=/ho"r wee.
8aving an onsite c"stomer
$air rogramming
Kendall &
Kendall
3-44
Figure 3.19 +oles in the Agile Develoment
rocess incl"de members #rom inside o# the
develoment team as well as at least one onsite
c"stomer
Kendall &
Kendall
3-45
'he $lanning )ame
'he lanning game de!nes r"les to
hel #orm"late the develoment
team and c"stomer relationshi
Limits "ncertainty
'wo layers4 the develoment team
and the b"siness c"stomer
-"stomers decide what to tac.le
!rst
Kendall &
Kendall
3-46
Develoment $rocess #or an
Agile $roject
Agile rojects are interactive and
incremental
'he !ve Stages o# Agile develoment
are4
*3loration
$lanning
(terations to the !rst release
$rod"ctioni,ing
%aintenance
Kendall &
Kendall
3-47
Figure 3.21 'he !ve stages o# the agile
modeling develoment rocess show that
#re0"ent iterations are essential to s"ccess#"l
system develoment
Kendall &
Kendall
3-48
S"mmary
$roject management #"ndamentals
$roject initiation
Determining roject #easibility
Activity lanning and control
$roject sched"ling
%anaging systems analysis team members
$roblem de!nition
(ss"es o# the resent system
'he objective #or each iss"e
'he re0"irements that m"st be incl"ded in all
roosed systems
Kendall &
Kendall
3-49
S"mmary 5-ontin"ed6
$roject selection
1ac.ed by management
-ommitment o# reso"rces
Attains goals
$ractical
(mortant
&easibility
Oerational
'echnical
*conomic
Kendall &
Kendall
3-50
S"mmary 5-ontin"ed6
$roject lanning
)antt charts
$*+'
&"nction oint analysis
'eam management
*commerce rojects
'he Agile aroach