Project Management

Chapter 4
 Chapter Preview and Objective

Define Define the term project and project management and differentiate between project and process management

Describe Describe the causes of failed information system and technology project

Describe Describe the basic competencies required of project managers

Describe Describe the basic function of project management

Differentiate Differentiate between PERT and Gantt charts as project management tools

Describe Describe the role of project management software as it relates to project management tools
 Describe eight activities in project management

Define joint project planning and its role in

Chapter project management

Preview Define scope and write a statement of work to

document scope
and
Objective Use a work breakdown structure to decompose a
project into tasks

Estimate tasks' durations and specify intertask

dependencies on a PERT chart
 Assign resources to a project and produce a
project schedule with a Gantt chart.

Chapter Assign people to tasks and direct the team

effort
Preview
and Use critical path analysis to adjust schedule
and resource allocations in response to
Objective schedule and budget deviations

Manage user expectations of a project and

adjust project scope
 Projects and Project Managers ?
a project is a (temporary) sequence of unique, complex, and connected activities that have one goal or
purpose and that must be completed by a specific time, within budget and according to specification

Project manager the person responsible for supervising a systems project from initiation to conclusion.
successful project managers possess a wide range o technical, management, leadership and
communication skills
 Project Management
and Process Management
Project management – the process of scoping, planning, staffing,
organizing, directing, and controlling the development of an acceptable
system at a minimum cost within a specified time frame.

Process management – the activity of documenting, managing, and

continually improving the process of systems development.
 Measures of Project Success
• The resulting information system is acceptable to the
customer.
• The system was delivered “on time.”
• The system was delivered “within budget.”
• The system development process had a minimal impact on
ongoing business operations.
 Causes of Project Failure
• Failure to establish upper-management commitment to the project
• Lack of organization’s commitment to the methodology
• Taking shortcuts through or around the methodology
• Poor expectations management
• Feature creep– uncontrolled addition of technical features to a system.
• Scope creep – unexpected and gradual growth of requirements during an
information systems project.
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 Causes of Project Failure (cont.)
• Premature commitment to a fixed budget and schedule
• Poor estimating techniques
• Overoptimism
• The mythical man-month (Brooks, 1975)
• Inadequate people management skills
• Failure to adapt to business change
• Insufficient resources
• Failure to “manage to the plan”

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 Project Manager Competencies
• Business awareness • Anticipation of impact
• Business partner orientation • Resourceful use of influence
• Commitment to quality • Motivating others
• Initiative • Communication skills
• Information gathering • Developing others
• Analytical thinking • Monitoring and controlling
• Conceptual thinking • Self-confidence
• Interpersonal awareness • Stress management
• Organizational awareness • Concern for credibility
• Flexibility
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 Project Management Functions
• Scoping – setting the boundaries of the project
• Planning – identifying the tasks required to complete the project
• Estimating – identifying the resources required to complete the project
• Scheduling – developing the plan to complete the project
• Organizing – making sure members understand their roles and responsibilities
• Directing – coordinating the project
• Controlling – monitoring progress
• Closing – assessing success and failure

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 Project Management Tools
& Techniques
PERT chart – a graphical network model used to depict the
interdependencies between a project’s tasks.

Gantt chart – a bar chart used to depict project tasks against a calendar.

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PERT Chart

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Gantt
Chart

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 Microsoft
Project
Gantt Chart

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 Microsoft
Project
PERT Chart

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 Project
Management
Life Cycle

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 Joint project planning (JPP) – a strategy in
Joint Project which all stakeholders attend an intensive
Planning workshop aimed at reaching consensus on
project decisions.
Strategy

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 Scope – the boundaries of a project – the areas of a business
that a project may (or may not) address. Includes answers to
five basic questions:
• Product
• Quality
Activity 1 – • Time
•
Negotiate •
Cost
Resources
Scope
Statement of work – a narrative description of the work to be
performed as part of a project. Common synonyms include
scope statement, project definition, project overview, and document of
understanding.

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 I. Purpose
II. Background
A. Problem, opportunity, or directive statement
B. History leading to project request
C. Project goal and objectives
D. Product description
Notice the use of
III. Scope
information system
A. Stakeholders building blocks
B. Data

Statement of C. Processes
D. Locations

Work IV. Project Approach

A. Route
B. Deliverables
V. Managerial Approach
A. Team building considerations
B. Manager and experience
C. Training requirements

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 V. Managerial Approach (continued)
D. Meeting schedules
E. Reporting methods and frequency
F. Conflict management
G. Scope management
VI. Constraints
A. Start date

Statement of B. Deadlines
C. Budget
Work D. Technology
VII. Ballpark Estimates
(concluded) A. Schedule
B. Budget
VIII. Conditions of Satisfaction
A. Success criteria
B. Assumptions
C. Risks
IX. Appendices
Activity 2 – Identify Tasks
•Work breakdown structure (WBS)
– a graphical tool used to depict the
hierarchical decomposition of the
project into phases, activities, and
tasks.

•Milestone – an event signifying the

completion of a major project
deliverable.

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 Activity 3 – Estimate Task Durations
• Elapsed time takes into consideration:
• Efficiency - no worker performs at 100% efficiency
• Coffee breaks, lunch, e-mail, etc.
• Estimate of 75% is common
• Interruptions
• Phone calls, visitors, etc.
• 10-50%

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 Activity 3 – Estimate Task Durations
1. Estimate the minimum amount of time it would take to perform the task – the
optimistic duration (OD).
2. Estimate the maximum amount of time it would take to perform the task – the
pessimistic duration (PD).
3. Estimate the expected duration (ED) that will be needed to perform the task.
4. Calculate a weighted average of the most likely duration (D) as follows:
D = (1 x OD) + (4 x ED) + (1 x PD)
6
OD ED PD

3.33 days = (1 x 2 days) + (4 x 3 days) + (1 x 6 days)

6
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Activity 4 – Specify Intertask Dependencies

• Finish-to-start (FS)—The finish of one task triggers the start of

another task.
• Start-to-start (SS)—The start of one task triggers the start of
another task.
• Finish-to-finish (FF)—Two tasks must finish at the same time.
• Start-to-finish (SF)—The start of one task signifies the finish of
another task.
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 Entering
Intertask
Dependencies

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 Scheduling Strategies
Forward scheduling – a project scheduling approach that
establishes a project start date and then schedules forward from
that date.

Reverse scheduling – a project scheduling strategy that

establishes a project deadline and then schedules backward
from that date.

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 A Project
Schedule in
Calendar View

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 Activity 5 – Assign Resources
• People – includes all system owners, users, analysts, designers, builders, external
agents, and clerical help involved in the project in any way.
• Services – includes services such as a quality review that may be charged on a per use
basis.
• Facilities and equipment – includes all rooms and technology that will be needed
to complete the project.
• Supplies and materials – everything from pencils, paper, notebooks to toner
cartridges, and so on.
• Money – includes a translation of all of the above into budgeted dollars!
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Defining
Project
Resources

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Assigning
Project
Resources

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 Assigning People to Tasks
• Recruit talented, highly motivated people
• Select the best task for each person
• Promote team harmony
• Plan for the future
• Keep the team size small

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 Resource Leveling
Resource leveling – a strategy for correcting resource over-
allocations.

Two techniques for resource leveling:

• task delaying
• task splitting

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 Task Splitting and Task Delaying
• Critical path – the sequence of dependent tasks that determines the
earliest possible completion date of the project.
• Tasks on the critical path cannot be delayed without delaying the entire project.
Critical tasks can only be split.

• Slack time – the amount of delay that can be tolerated between the
starting time and completion time of a task without causing a delay in the
completion date of the entire project.
• Tasks that have slack time can be delayed to achieve resource leveling
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Activity 6 – Direct
the Team Effort
• Supervision resources
• The Deadline: A Novel about
Project Management
• The People Side of Systems
• The One Minute Manager
• The One Minute Manager Meets
the Monkey

• Stages of Team Maturity

(see figure to the right)

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 1. Be Consistent.
2. Provide Support.
3. Don’t Make Promises You Can’t Keep.
4. Praise in Public; Criticize in Private.
10 Hints for 5. Be Aware of Morale Danger Points.
Project 6. Set Realistic Deadlines.
Leadership 7. Set Perceivable Targets.
8. Explain and Show, Rather Than Do.
9. Don’t Rely on Just Status Reports.
10. Encourage a Good Team Spirit.
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 • Progress reporting
Activity 7 – • Change management
Monitor and • Expectations management
Control • Schedule adjustments—critical path analysis
(CPA)
Progress

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 I. Cover Page
A. Project name or identification
B. Project manager
C. Date or report
II. Summary of progress
A. Schedule analysis
Sample B. Budget analysis
C. Scope analysis
Outline for (changes that may have an impact on future progress)
D. Process analysis
Progress (problems encountered with strategy or methodology)
E. Gantt progress chart(s)
Report III. Activity analysis
A. Tasks completed since last report
B. Current tasks and deliverables
C. Short term future tasks and deliverables
(continued)

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 IV. Previous problems and issues
A. Action item and status
B. New or revised action items
1. Recommendation
2. Assignment of responsibility
3. Deadline
Sample V. New problems and issues

Outline for a A. Problems

(actual or anticipated)
Progress B. Issues
(actual or anticipated)
Report C. Possible solutions
1. Recommendation
(concluded) 2. Assignment of responsibility
3. Deadline

VI. Attachments
(include relevant printouts from project management software)

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 Progress
Reporting on
a Gantt Chart

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 • Change management – a formal strategy in which a process
is established to facilitate changes that occur during a project.

• Changes can be the result of various events and factors

including:
• An omission in defining initial scope
• A misunderstanding of the initial scope
• An external event such as government regulations that create
Change new requirements

Management • Organizational changes

• Availability of better technology
• Shifts in planned technology that force changes to the
business organization, culture, and/or processes
• Management’s desire to have the system do more
• Reduced funding for project or imposition of an earlier
deadline.
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 Expectations Management
Expectations The most important The second most important
management
matrix – a tool
used to The least
understand the important
dynamics and
impact of
changing the
parameters of a Can have only one
project. X in each row and
each column

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Lunar Project
Expectations
Management

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Typical, Initial
Expectations
for a Project

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 Adjusting
Expectations

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Changing
Priorities

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 1. Using intertask dependencies, determine
every possible path through the project.
2. For each path, sum the durations of all tasks
in the path.

Schedule 3. The path with the longest total duration is

the critical path.
Adjustments - • The critical path is the sequence of tasks with
Critical Path the largest sum of most likely durations. The critical
path determines the earliest completion date of
Analysis the project.
• The slack time for any non-critical task is the
amount of delay that can be tolerated between
starting and completion time of a task without
causing a delay in the entire project.
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Critical
Path
Analysis

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 • Did the final product meet or exceed user
expectations?
Activity 8 – • Why or why not?
Assess Project • Did the project come in on schedule?
• Why or why not?
Results and
• Did the project come in under budget?
Experiences
• Why or why not?

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