CHAPTER 3: Managing the Information Systems Project 1.1 MSIS 5653 Advanced Systems Development Dursun Delen, Ph.D. Department of Management Oklahoma State

CHAPTER 3:CHAPTER 3:

Managing the Information Managing the Information Systems ProjectSystems Project

1.11.1

MSIS 5653MSIS 5653Advanced Systems DevelopmentAdvanced Systems Development

Dursun Delen, Ph.D.Dursun Delen, Ph.D.Department of ManagementDepartment of ManagementOklahoma State UniversityOklahoma State University

D. Delen MSIS 5653 – Advanced Systems Development

Learning ObjectivesLearning Objectives Explain the process of managing an

information systems project Discuss skills required to be an effective project

manager Describe skills and activities of a project

manager during project initiation, planning, execution and closedown

Explain Gantt and Pert charts Review commercial project management

software packages

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Pine Valley FurniturePine Valley FurnitureManufacturing Company

Established in early 1980s by Alex Schuster in the US Product: High-quality wood furniture Organized into functional areas

Manufacturing Sales Orders Accounting Purchasing

Moved from a manual IS to a computerized IS, and then converted to a database in 1990’s (three independent computer application systems were established)

>>>

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Figure 3-1Figure 3-1Three computer applications at Pine Valley Furniture: Three computer applications at Pine Valley Furniture:

Order Filling, Invoicing, and PayrollOrder Filling, Invoicing, and Payroll

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Focus of project management To ensure that information system projects meet

customer expectations Delivered in a timely manner Meet budget constraints and requirements

Project Manager Systems Analyst responsible for:

Project initiation Planning Execution Closing down

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Project Initiation Process at PVF Project Initiation Process at PVF


Project Managers Juggles Numerous ActivitiesProject Managers Juggles Numerous Activities



Project Manager Common Activities & Skills of a PM Include:


Project Management ProcessProject Management ProcessProject Planned undertaking of related activities to reach an

objective that has a beginning and an end

Four Phases Initiation Planning Execution Closing down

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1. Initiating the Project1. Initiating the ProjectEstablish project initiation team

Establish relationship with customer

Establish project initiation plan

Establish management procedures

Establish project management environment and workbook

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2. Planning the Project2. Planning the Project1. Describe project scope, alternatives and feasibility

Scope and Feasibility Understand the project What problem is addressed What results are to be achieved Measures of success Completion criteria

2. Divide the project into manageable tasks Work breakdown structure Gantt chart

3. Estimate resources and create a resource plan4. Develop a preliminary schedule

Utilize Gantt and PERT charts

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2. Planning the Project (cont.)2. Planning the Project (cont.)5. Develop a communication plan

Outline communication processes among customers, team members and management

6. Determine project standards and procedures Specify how deliverables are tested and produced

7. Identify and assess risk Identify sources of risk & Estimate the consequences of risk

8. Create a preliminary budget9. Develop a statement of work

Describe what the project will deliver and duration

10.Set a Baseline Project Plan Estimate of project’s tasks and resources

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3. Executing the Project3. Executing the ProjectExecute Baseline Project Plan

Acquire and assign resources Train new team members Keep project on schedule

Monitor project progress Adjust resources, budget and/or activities

Manage changes to Baseline Project Plan Slipped completion dates Changes in personnel New activities Bungled activities

Maintain project workbookCommunicate project status

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4. Closing Down the Project4. Closing Down the ProjectTermination

Types of termination Natural

Requirements have been met Unnatural

Project stopped Documentation Personnel Appraisal

Conduct post-project reviews Determine strengths and weaknesses of:

Project deliverables Project management process Development process

Close customer contract3.143.14


Representing and Scheduling Representing and Scheduling Project PlansProject Plans

Gantt Charts Useful for depicting simple projects or parts of large

projects Shows start and completion times/dates for

individual tasks

PERT Charts (a.k.a. Project Network Diagrams) Show order of activities (precedence relationships)

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Figure 3-16Figure 3-16Graphical diagrams that depict project plans Graphical diagrams that depict project plans

(a) A Gantt Chart (a) A Gantt Chart (b) A PERT chart(b) A PERT chart

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Comparison of Gantt and PERT Comparison of Gantt and PERT ChartsCharts

Gantt Visually shows duration

of tasks Visually shows time

overlap between tasks Visually shows slack time

PERT Visually shows dependencies

between tasks Visually shows which tasks

can be done in parallel Shows slack time by data in

rectangles

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Gantt and PERT Charts for Pine Gantt and PERT Charts for Pine Valley FurnitureValley Furniture

Project: Sales Promotion Tracking System

Steps Step 1: Identify the activities

Requirements Collection Screen Design Report Design Database Design User Documentation Software Programming Installation and Testing

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Steps … Step 2: Determine the time estimates and expected

completion times for each activity

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Steps … Step 3: Determine the sequence of activities

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Gantt Chart

PERT Chart



Step 4: Determine critical path The shortest time in which a project can be completed.

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Example: CPM CalculationsExample: CPM Calculations

TASK

Time Required

(in weeks)

Immediate

Predecessors

A. Perform market survey 3 -

B. Design graphic icons 4 A

C. Develop process and logic flow 2 A

D. Design input/output screens 6 B, C

E. Module 1 coding 5 C

F. Module 2 coding 3 C

G. Module 3 coding 7 E

H. Module 4 coding 5 E, F

I. Merge modules and graphics 8 D, G, H

Software development process


Example: CPM CalculationsExample: CPM Calculations Activity-on-Arrow Representation


Example 9.4 – Case (Cont.) Example 9.4 – Case (Cont.) Activity-on-Node Representation


Finding the Critical PathFinding the Critical PathFirst, we need to compute four values:ESi = Earliest starting time for activity i

EFi = Earliest finishing time for activity i

LSi = Latest starting time for activity i (without delaying the project)

LFi = Latest finishing time for activity i (without delaying the project)

ti = time required to complete activity i

EFi = ESi + ti and LSi = LFi – ti

Step 1: Compute the earliest times for each activity (by a forward pass through the network)

Step 2: Compute the latest times for each activity (by a backward pass through the network)


Finding the Critical Path (Cont.)Finding the Critical Path (Cont.)

TASK TimeImmediate

PredecessorsES EF

A 3 - 0 3

B 4 A 3 7

C 2 A 3 5

D 6 B, C 7 13

E 5 C 5 10

F 3 C 5 8

G 7 E 10 17

H 5 E, F 10 15

I 8 D, G, H 17 25

ESD = max(EFB, EFC) = max(7, 5) = 7

General rule: The earliest starting time of an activity is the maximum of the earliest finishing times of its immediate predecessors. Project completion

time

Step 1: Forward pass to calculate the Earliest Times



TASK TimeImmediate

PredecessorsES EF LS LF Slack

A 3 - 0 3 0 3 0

B 4 A 3 7 7 11 4

C 2 A 3 5 3 5 0

D 6 B, C 7 13 11 17 4

E 5 C 5 10 5 10 0

F 3 C 5 8 9 12 4

G 7 E 10 17 10 17 0

H 5 E, F 10 15 12 17 2

I 8 D, G, H 17 25 17 25 0

LFE = min(LSG, LSH) = min(10, 12) = 10

General rule: The latest finishing time of an activity is the minimum of the latest start times of its immediate successors.

Slack = LS – ES = LF – EF

Critical activities = A, C, E, G, ICritical path = A-C-E-G-I

Step 2: Backward pass to calculate the Latest Times



A. Perform market survey

B. Design graphic icons

C. Develop process flow

D. Design input/output screens

E. Module 1 coding

F. Module 2 coding

G. Module 3 coding

H. Module 4 coding

I. Merge modules and graphics

Gantt Chart allow us to answer questions like…

1. On what date should the merging of graphics and the programming modules begin in order to complete project on time?

2. Suppose that the completion of Module 2 is to be delayed by two weeks. Will this delay the completion of the project?

3. How about module 3?


Project Management SoftwareProject Management SoftwareMany systems are available

Three activities required to use: Establish project start or end date Enter tasks and assign task relationships Select scheduling method to review project reports

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SummarySummarySkills of an effective project manager

Activities of project manager Initiation Planning Execution Closedown

Gantt and PERT Charts

Commercial Project Management Software

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CHAPTER 4:CHAPTER 4:

Automated Tools for Automated Tools for Systems DevelopmentSystems Development

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Learning ObjectivesLearning Objectives Identify the trade-offs in using CASE tools Describe organizational forces for and against

adoption of CASE tools Describe the role of CASE tools and how they are

used to support the SDLC List and describe the typical components of a

comprehensive CASE environment Describe the general functions of upper CASE tools,

lower CASE tools, cross life-cycle CASE tools and the CASE repository

Describe visual and emerging development tools and how they are being used

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Introduction Introduction Computer-aided Software Engineering (CASE) Automated software tool used by systems analysts to

develop information systems Used to support and/or automate activities throughout

the systems development life cycle (SDLC) Increase productivity Improve overall quality of systems

Purpose of CASE is to facilitate a single design philosophy within and throughout the organization

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The Use of CASE in The Use of CASE in OrganizationsOrganizations

CASE Tools may Support all SDLC Phases

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The Use of CASE in The Use of CASE in OrganizationsOrganizations

Objectives of CASE Improve quality of systems developed Increase speed of development and design Ease and improve testing process through automated

checking Improve integration of development activities via common

methodologies Improve quality and completeness of documentation Help standardize the development process Improve project management Simplify program maintenance Promote reusability Improve software portability

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CASE and System QualityCASE and System QualityWidespread deployment has been slower than expectedSeveral factors that inhibit widespread deployment Cost

Between $5,000 and $15,000 per year to provide CASE tools to one systems analyst

Return on Investment Biggest benefits of CASE come in late stages of SDLC

Productivity Bottlenecks Inability of some tools to share information Difficulty in providing tools for all stages of SDLC

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The Outlook for CASEThe Outlook for CASEFunctionality is increasing

Cost is decreasing

Reverse Engineering Tools Automated tools that read program source code as input and

create graphical and textual representations of program design-level information

Reengineering Tools Automated software that reads program source code,

analyzes it and automatically or interactively alters an existing system to improve quality and/or performance

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Driving and Resisting Forces for CASEDriving and Resisting Forces for CASE

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Driving Forces (Table 4-3) Shorter development time Improved productivity Improved quality Improved worker skills Improved portability Improved management of

the development process

Resisting Forces (Table 4-4) High cost of CASE tools High cost of training Low organizational

confidence in IS dept. Lack of standard

methodologies within the organization

Viewing CASE as threat Lack of confidence in

CASE tools


Components of CASEComponents of CASEUpper CASE

CASE tools designed to support the information planning and the project identification and selection, project initiation and planning, analysis and design phases of the systems development life cycle

Lower CASE CASE tools designed to support the implementation and

maintenance phases of the systems development life cycle

Cross life-cycle CASE CASE tools designed to support activities that occur across

multiple phases of the systems development life cycle

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Components of CASEComponents of CASE

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Components of CASEComponents of CASETypes of CASE tools

Diagramming tools Computer display and report generators Analysis tools used to check for incomplete, inconsistent or

incorrect specifications A central repository Documentation generators Code generators

Security FeaturesVersion ControlImport/ExportBackup and Recovery

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CASE versus Traditional CASE versus Traditional Systems DevelopmentSystems Development

Traditional approach does not offer support for integration of specification documentsOften, documentation is done after coding is completed in traditional systems developmentTraditional approach often leads to out- of-date documentation

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CASE Diagramming ToolsCASE Diagramming ToolsEnable representation of a system and components visually

Effective for representing process flows, data structures and program structures

Several types of diagrams Data Flow Diagrams (DFD) Functional Hierarchy Diagrams Entity-Relationship Diagrams

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CASE Diagramming ToolsCASE Diagramming Tools

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CASE Form and Report CASE Form and Report Generator ToolsGenerator Tools

CASE tools that support the creation of software system forms and reports in order to prototype how the systems will look and feel to end users once it is completedTwo Purposes Create, modify and test prototypes of computer

display forms and reports Identify which data items to display or collect for

each form or report

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CASE Form and Report CASE Form and Report Generator ToolsGenerator Tools

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CASE Analysis ToolsCASE Analysis ToolsEnable automatic checking for incomplete, inconsistent or incorrect specifications in diagrams, forms and reportsTypes of analyses vary depending on the organization’s development methodology

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Out of balance data flow …


I-CASE & RepositoryI-CASE & RepositoryIntegrated CASE (I-CASE)

Automated systems development environment that provides numerous tools to create diagrams, forms and reports

Provides analysis, reporting and code generation facilities Seamlessly shares and integrates data across and between

tools

Case Repository Repository is the central place to store information to be shared

between tools Holds complete information needed to create, modify and

evolve a software system from project initiation and planning to code generation and maintenance

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CASE RepositoryCASE Repository

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CASE RepositoryCASE Repository

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CASE RepositoryCASE RepositoryTwo Primary Segments 1. Information Repository 2. Data Dictionary

1. Information Repository Combines information about an organization’s

business information and its application portfolio Provides automated tools to manage and control

access to repository Business Information

Data stored in corporate databases Application Portfolio

Application programs used to manage business

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CASE RepositoryCASE Repository2. Data Dictionary

Contains all data definitions for all organizational applications Cross referencing

Enables one description of a data item to be stored and accessed by all individuals

Single definition for a data item is established and used Entries have a standard definition

Element name and alias Textual description of the element List of related elements Element type and format Range of acceptable values Other information unique to the proper processing of this element

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CASE RepositoryCASE RepositoryCASE Repository and the SDLC During project initiation and planning phase, all

information related to the problem being solved is stored in the repository Problem domain, project resources, history and

organizational context During analysis and design phases, all graphical

diagrams and prototype forms and reports are stored Data structures and diagrams stored in repository

can be used to generate code and documentation

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CASE RepositoryCASE RepositoryAdditional Advantages Assistance with project management tasks Facilitates in software reusability

The ability to design software modules in a manner so that they can be used again and again in different systems without significant modification

Types of reusability in IS? Source code Binary code

Functions Objects

Application4.554.55


CASE Documentation Generator ToolsCASE Documentation Generator Tools

Enable the easy production of both technical and user documentation

Allow creation of master templates used to verify that documentation conforms to all stages of SDLC

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Impact of Documentation Quality on System Maintenance


CASE Code Generation ToolsCASE Code Generation Tools

Enable the automatic generation of program and database definition code directly from the design documents, diagrams, forms and reports stored in the repository

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Visual and Emerging Visual and Emerging Development ToolsDevelopment Tools

Object-Oriented Development Tools Object

A chunk of program and data that is built to perform common functions within a system

Easily reused Encapsulation

Process of grouping data and instructions together

Development environment includes pre-defined objects and facilitates reuse of code

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Visual and Emerging Visual and Emerging Development ToolsDevelopment Tools

Visual Development Tools Enable developers to quickly create user interfaces Popular tools include:

Microsoft Visual Studio Delphi Powerbuilder ColdFusion

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SummarySummaryUse of CASE in OrganizationsCategories of CASE ToolsComponents of CASE

Upper CASE Diagramming tools Form and report generators Analysis tools

Lower CASE Code generators

Cross Life-cycle CASE Project management tools

Repository and Data DictionaryVisual and Emerging Development Tools

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Assignment #3Assignment #3Individual Assignment

Solve the problems 14 and 15 from Chapter 3: In problem 14:

Draw a network diagram Calculate the Earliest and Latest times Determine the Critical Activities and the Critical Path

Team Assignment Discuss the BEC Case questions at the end of Chapter 4

within your project team. Write a report (as a team) summarizing the answers of each question (resulted from your group discussions).

Assignments should be typed, professionally organized, and Assignments should be typed, professionally organized, and should have a cover page.should have a cover page.

Documents

CHAPTER 3: Managing the Information Systems Project 1.1 MSIS 5653 Advanced Systems Development Dursun Delen, Ph.D. Department of Management Oklahoma State