Ch03-Project Management and Planning- Part 1

8/3/2019 Ch03-Project Management and Planning- Part 1

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3-1 Prentice Hall, 2004

Chapter 3 (Part 1) :Chapter 3 (Part 1) :

Project Management andProject Management andPlanningPlanning


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Chapter 3

IntroductionIntroduction

- The Project Manager (PM) is the leader in project

management and is responsible for:

Initiating the project

Planning the project

Executing the project

Closing-down the project

- The main focus project management is

to assure that system development projects meetuser/customer expectations and are delivered

within budget and time frame

- Thus, project manager need certain skills

Prentice Hall, 20043-2


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Chapter 3 3-3 Prentice Hall, 2004

Activities and Skills of a ProjectActivities and Skills of a Project

ManagerManager

- Leadership

- Management - Customer relations

- Technical problem solving

-C

onflict management - Team management

- Risk and change management


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Chapter 3

Why system developmentWhy system development

projects are performed?projects are performed? - To take advantage of business opportunities

Providing an innovative services to customers

through creation of a new systems

- To solve business problem

Modifying the existing systems to be better;or

Building a new systems



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Chapter 3

Project Management PhasesProject Management Phases

Project Closedown

Project Execution

Project Planning

Project Initiation

Prentice Hall, 2004 3-5


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Chapter 3

ProjectInitiationProjectInitiation

- First phase of project management,

involves assessment of project scope, size,

and complexity and establishment of project

procedures to support subsequent activities

- It involves several steps



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Chapter 3

Six ProjectInitiation

ActivitiesSix Project

Initiation

Activities

1.1Establishingthe project

initiation team

1.2Establishing arelationship

withcustomer/user-

owner


initiation plan

1.4Establishingmanagementprocedure


managementenvironmentand projectworkbook

1.6Developingthe project

charter



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Chapter 3

Establishing project initiationEstablishing project initiation

teamteam

- It involves organizing an initial core of

team members to assist in accomplishing

the project initiation activities

- At least one use representative and one

member of IS development group



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Chapter 3

Establishing a relationship withEstablishing a relationship with

the customer/userthe customer/user--ownerowner

- Better relationship and stronger

understanding about the customer can foster

strong working-relationship between

customer (example purchasing department)

and IS development group.

- Usually, a specific individual will be

assigned as liaison between both groups



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Chapter 3

Establishing the project initiationEstablishing the project initiation

planplan

- It defines the activities required to organize the

initiation team while it is working to define the

real scope of the project

- For example, ask the customer about his business

requirement that need to be translated into written

project request

It involves collection, analysis, - organization, andtransformation of a lot of information

- This lead to the creation of Systems Service

Request



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Chapter 3

Establishing managementEstablishing management

proceduresprocedures - Management procedures such as:

Communication and reporting

Job assignments and roles Project change procedures

How project funding and billing

- Helping the IS development team to act

and communicate



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Chapter 3

Establishing the project managementEstablishing the project management

environment and project workbookenvironment and project workbook

y To identify the appropriate tools that will be usedin the project development and create projectworkbook.

y Example tools are diagrams, charts, systems

descriptiony Project workbook serves as a repository for allproject correspondence, input, output, deliverable,pr0cedure, and standard

y Project workbook is useful for reference in futureand project audit and trail

y Project workbook can be a hard-copy or anelectronic document



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The Project

Workbook

The Project

Workbook

An online orhardcopy repository of all

project correspondence, inputs, outputs,

deliverables, procedures, and standards

Used as a primary communications medium

for the project team


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Project workbook

grows and evolves

during project activities


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Chapter 3

Developing the project charterDeveloping the project charter

- It is a short (one page) high-level documentprepared by both parties to formally to

announce the establishment of the project and

to briefly describe its objectives, keyassumptions, and stakeholders

- It is useful communication tool and to

announce to the organization that a particular

project has been chosen for development



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Chapter 3

What next?

What next?

- Before moving to the next phase, the

initiation project need to be reviewed in

meeting attended by management, user-

owner/customer, and project members

- Any changes or modification? Satisfy?

Revisit the initiation project, if neededbefore moving to next phase



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Chapter 3

Project PlanningProject Planning

- Second phase of project management

- It involves defining clear, discrete activities,

and the work needed to complete each activitywithin a single project

- It involve assumption about availability suchas hardware, software and personnel

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Project initiation does not

include detailed plans for

entire project


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Chapter 3

Describing project scope, alternativesDescribing project scope, alternatives

and feasibilityand feasibilityy The purpose is to understand the content and

complexity of the project

y In order to determine scope, lets check the following:

y What problem or opportunity does the project address?y What are the quantifiable results to be achieved?

y What needs to be done?

y How will success be measured?

yHow will we know when we are finished?

y Identify and document general alternative solutions forthe current problem, assess the feasibility for eachsolution



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Chapter 3

Dividing the project into manageable tasksDividing the project into manageable tasks

- It is critical activities in th

is ph

ase - Work breakdown structure (WBS) is done to define

the needed tasks to be taken and their sequences in

the activities

- It may can be executed concurrently - Each task will produce a deliverable to another task

- A Gantt Chart is an example tool that can display

the breakdown tasks, using the MS Project

- It shows the duration of task and its predecessors

- Other tool such as Network diagram it shows the

tasks and its relationship with another task



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Chapter 3

How do you define the task?How do you define the task?

- Can be done by one person or well-

defined group

- Has a single and identifiable deliverable

- Has a known method or technique

- Has well-accepted predecessor and

successor steps

- Is measureable so that percentage can be

determined



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Chapter 3

Estimating resources and creating aEstimating resources and creating a

resource planresource plan

- To estimate resources requirement for each

project activity and use this information to

create resource project plan

- Constructive cost model (COCOMO) iswidely used to estimate the project cost and

size

- Other tools? - Assigned staff cost is considered significant

to the project management



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Chapter 3

Developing a preliminaryDeveloping a preliminary

scheduleschedule - Based on the information on WBS (time

and detail task), and the cost estimation, the

project manager can prepare the preliminaryschedule for the whole project (when to

start and when to end)



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Chapter 3

Developing a communicationDeveloping a communication

planplan - To outline the communication procedures

among the management, project team

member, and the customer

- When to meet? What the outcome of the

meeting? Who will take the action? What isthe deliverable? How useful the

deliverable?



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Chapter 3

Determining the projectDetermining the project

standard and proceduresstandard and procedures - To ensure the project development

documentation at high-quality and also to

ensure the quality of work performed at thecertain standard

- To help to train a new member who join

the project later

- Sharing or interchanging personnel for

other project is feasible and easy



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Chapter 3

Identifying and assessing risksIdentifying and assessing risks

- To identify the associate risk and toestimate the likelihood risk

- To estimate the consequences of those

risks - Source of risks:

use of new technology

Resistance to ch

ange Resources availability

Inexperience of new member



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Chapter 3

Creating the preliminaryCreating the preliminary

budgetbudget - A preliminary budget will be prepared to

justify the benefits

- Simple cost-benefit analysis will be

performed

- ROI and cash flow analysis



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Chapter 3

Developing a project scopeDeveloping a project scope

statementstatement - This documents outlines work will be

performed and clearly describes what the

project will deliver

- It is useful to ensure everybody have a

clear understanding of the intended projectsize, duration and outcomes



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Chapter 3

Setting a baseline project planSetting a baseline project plan

- It provides an estimate of entire projects

tasks and resources requirement, including

risks analysis, scheduling etc

- It is used to guide the next project phase-

the execution of project development



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T

he Baseline Project Plan (BPP)T

he Baseline Project Plan (BPP) The major deliverable from the project

initiation and planning phases, this

document contains estimates of scope,benefits, schedules, costs, risks, andresource requirements

BPP is updated throughout projectexecution and closedown


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Gantt:

Focus is on time.

Network:

Focus is on dependencies.

Two Project SchedulingTwo Project Scheduling

Diagrams in Microsoft ProjectDiagrams in Microsoft Project

These diagrams are important

components of the BPP.


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Cost-benefit analysis

is a key component

of the BPP


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ProjectE

xecutionProjectE

xecution - Third phase of project management,

involving putting the plans (BPP) created in

the previous phases into action, andmonitoring actual progress against the BPP


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Chapter 3

Executing the baseline project planExecuting the baseline project plan

- Project manager is responsible to oversee the

execution of the baseline project plan

- He is

Initiating the execution of the project activities,

acquiring and assigning the resources, orientating

and training new team members, keeping on theschedule, and assuring the quality of project

deliverable



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Chapter 3

Monitoring project progress againstMonitoring project progress against

the BPPthe BPP

- Monitoring involves

Adjusting the budget and time if necessary

Evaluating and appraising team members,

Providing feedback to employees supervisor



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Chapter 3

Managing changes to the BPPManaging changes to the BPP

- Project manager should manage the changes

properly

- Changes occurred due to unpredictable event

or beyond the project manager control

- Rescheduling the Gantt chart



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Chapter 3

- Maintain the project workbook

- Communicate the project status about

Work result: what had been doneProject plan: what next to be done



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Project ClosedownProject Closedown - Final phase of the project management

process, focusing on bringing the project to

an end

- Two way to terminate the project:

Natural: when all requirements are met

Unnatural: project is stopped before completion


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Documents

Ch03-Project Management and Planning- Part 1