Upload
stanley-patterson
View
221
Download
1
Tags:
Embed Size (px)
Citation preview
4-1© Prentice Hall, 2007
Chapter 4:Chapter 4:Selecting and Planning Selecting and Planning
ProjectsProjects
Object-Oriented Systems Analysis and Design
Joey F. George, Dinesh Batra,
Joseph S. Valacich, Jeffrey A. Hoffer
Chapter 4 4-2© Prentice Hall, 2007
Chapter ObjectivesChapter Objectives
– Describe the steps involved for identifying and selecting, initiating, planning, and executing projects.
– Describe several methods for feasibility assessment.
– Describe tangible vs. intangible benefits and costs, and one-time vs. recurring costs.
Chapter 4 4-3© Prentice Hall, 2007
Chapter Objectives Chapter Objectives (Continued)(Continued)
– Perform cost-benefit analysis by performing net present value (NPV), return on investment (ROI), and breakeven analysis.
– Explain Project Scope Statement and Baseline Project Plan (BPP).
– Describe the activities and roles in a structured walkthrough.
Chapter 4 4-4© Prentice Hall, 2007
Chapter 4 4-5© Prentice Hall, 2007
Identifying and Selecting Identifying and Selecting OOSAD ProjectsOOSAD Projects
Top-down approaches– Top management– Steering committees
Bottom-up approaches– User departments– Development group
Chapter 4 4-6© Prentice Hall, 2007
Chapter 4 4-7© Prentice Hall, 2007
Each stakeholder group brings their own perspective and motivation to the IS decision
Chapter 4 4-8© Prentice Hall, 2007
Chapter 4 4-9© Prentice Hall, 2007
Chapter 4 4-10© Prentice Hall, 2007
Chapter 4 4-11© Prentice Hall, 2007
The project charter is a short document that formally announces project and briefly describes its objectives, assumptions, and stakeholders
Chapter 4 4-12© Prentice Hall, 2007
Managing the Project:Managing the Project:Initiation TasksInitiation Tasks
1. Establishing the project initiation team2. Establishing a relationship with the
customer3. Establishing the project initiation plan4. Establishing management procedures5. Establishing the project management
environment and the project workbook6. Developing the project charter
Chapter 4 4-13© Prentice Hall, 2007
Managing the Project:Managing the Project:Planning TasksPlanning Tasks
1. Describing project scope, alternatives, and feasibility
2. Dividing the project into manageable tasks
3. Estimating resources and creating a resource plan
4. Developing a preliminary schedule
5. Developing a communication plan
Chapter 4 4-14© Prentice Hall, 2007
Managing the Project:Managing the Project:Planning Tasks (cont.)Planning Tasks (cont.)
6. Determining project standards and procedures
7. Identifying and assessing risk
8. Creating a preliminary budget
9. Developing a project scope statement
10. Setting a baseline project plan
Chapter 4 4-15© Prentice Hall, 2007
System Service Request (SSR) is a form requesting development or maintenance of an information system. It includes the contact person, a problem statement, a service request statement, and liaison contact information.
Chapter 4 4-16© Prentice Hall, 2007
Feasibility AssessmentFeasibility Assessment
Economic feasibilityTechnical feasibilityOperational feasibilitySchedule feasibilityLegal and contractual feasibilityPolitical feasibility
Chapter 4 4-17© Prentice Hall, 2007
Economic FeasibilityEconomic Feasibility
Cost-benefit analysis – identify all the financial benefits and costs associated with a project
Tangible vs. intangible benefitsTangible vs. intangible costsOne-time vs. recurring costs
Chapter 4 4-18© Prentice Hall, 2007
Three financial measures for cost-benefit analysis
Chapter 4 4-19© Prentice Hall, 2007
Net Present ValueNet Present Value
PVn = present value of Y dollars n years from now
based on a discount rate of i.
NPV = sum of PVs across years.
Calculates time value of money.
Chapter 4 4-20© Prentice Hall, 2007
BEA determines the time at which benefits begin to exceed costs
Chapter 4 4-21© Prentice Hall, 2007
Technical FeasibilityTechnical Feasibility
Assessing the organization’s ability to construct the proposed system
Takes into account various project risk factors
Chapter 4 4-22© Prentice Hall, 2007
Chapter 4 4-23© Prentice Hall, 2007
High technical familiarity mitigates risk due to project size and structure. Low familiarity increases risk.
Chapter 4 4-24© Prentice Hall, 2007
Other Feasibility ConcernsOther Feasibility Concerns Operational
– Will the system achieve the objectives of the project? Schedule
– Can the project be accomplished in a reasonable time frame?– Project management critical path scheduling can help answer this
concern. Legal/Contractual
– Are there regulations or legal obligations that affect the success of the project?
Political– Will the project have user and management support?– Will there be resistance?
Chapter 4 4-25© Prentice Hall, 2007
Baseline Project Plan (BPP) is a document intended primarily to guide the development team, containing an overview of the project, a detailed description of the system, a complete feasibility assessment, and a list of management issues.
Chapter 4 4-26© Prentice Hall, 2007
Project Scope statement is part of the BPP, and identifies the problem or opportunity, the project objectives, description, benefits, deliverables, and expected duration.
Chapter 4 4-27© Prentice Hall, 2007
What is a Structured Walkthrough?What is a Structured Walkthrough?
A peer-group review of any product created during the system development process
- Individuals attending can have the following roles: coordinator, presenter, user, secretary, standard-bearer, maintenance oracle
- Can be applied to BPP, system specifications, logical and physical designs, program code, test procedures, manuals and documentation
Chapter 4 4-28© Prentice Hall, 2007
Structured walkthrough form