Ch.3 - Managing Systems Projects

multiple successor tasks (task patterns)

- Tasks that can be initiated simultaneously are concurrent tasks - Often, two or more concurrent tasks depend on a predecessor task (A single prior task upon which two or more concurrent tasks depend) - WHEN Task 2 is finished, start two tasks: Task 3 and Task 4 - task 3 and 4 are the multiple successor tasks

primary factors that project managers consider when developing duration estimates:

- project size - human resources - experience with similar projects - constraints

calculating the critical path

- review task patterns - determine start/finish dates, which determine/define the critical path - slides 23 + 24 - pg. 84 (3.5.2)

steps in risk management

1. Develop a risk management plan 2. Identify the risks 3. Analyze the risks 4. Create a risk response plan 5. Monitor risks

Creating a PERT chart (network diagram)

1. Identify all the project tasks and estimate how much time each task will take to perform 2. determine the logical order in which the tasks must be performed 3. calculate the time that it will take to complete the project. The specific tasks that will be critical to the project's on-time completion can also be identified

what 3 time estimates are made by project managers?

1. best-case estimate (B) 2. probable-case estimate (P) 3. worst-case estimate (W) - After making estimates, the manager assigns a weight to each estimate and calculates the task duration

3 types of task patterns

1. dependent 2. multiple successor 3. multiple predecessor

4 primary activities of a project manager

1. project planning 2. project scheduling 3. project monitoring 4. project reporting

task name (task box)

A brief, descriptive name for a task, which does not have to be unique in the project

task box

A component of a PERT/CPM chart that contains important scheduling and duration information about a task. - Each task in a project is represented by its own task box in the PERT/CPM chart. - rectangular box that contains: - task name - start day/date - finish day/date - task ID - task duration

task pattern

A logical sequence of tasks in a work breakdown structure. - Can involve sequential (dependent) tasks, multiple successor tasks, and multiple predecessor tasks. - determine the order in which the tasks of a project are performed

bottom-up technique (PERT)

A method for analyzing a large, complex project as a series of individual tasks, called project tasks.

task ID (task box)

A number or code that uniquely identifies a task.

4. Create a risk response plan (risk management plan)

A proactive effort to anticipate a risk and describe an action plan to deal with it. - An effective risk response plan can reduce the overall impact by triggering a timely and appropriate action.

work breakdown structure (WBS)

A project broken down into a series of smaller tasks. - Breaking down a project into a series of smaller tasks - See also Gantt chart; PERT/CPM chart.

structured walk-through (Project Monitoring and Control)

A review of a project team member's work by other members of the team. - Generally, systems analysts review the work of other systems analysts, and programmers review the work of other programmers, as a form of peer review. - Should take place throughout the SDLC and are called requirements reviews, design reviews, code reviews, or testing reviews, depending on the phase in which they occur.

predecessor task

A single prior task upon which two or more concurrent tasks depend.

concurrent task

A task that can be completed at the same time as (in parallel with) another task. - When several tasks can start at the same time - often depend on a single prior task, which is called a predecessor task. - often two or more of these depend on a predecessor task

task group

A task that represents several activities. - sometimes used with Gantt charts

risk

An event that could affect the project negatively

weight

An important multiplier that managers factor into estimates so they can be analyzed. - can vary, but common approach is to use a ratio of: B = 1 P = 4 W = 1

task/activity

Any work that has a beginning and an end that requires use of company resources such as people, time, or money - are basic units of work that the project manager plans, schedules, and monitors - Should be small and manageable - Examples include conducting a series of interviews, designing a report, selecting software, waiting for the delivery of equipment, and training users.

human resources (factors affecting project duration)

Assemble and guide a development team that has the skill and experience to handle the project - Deal with factors that could affect the project's timeline (turnover, job vacancies, and escalating salaries, official holidays, family emergencies, and other events)

task duration rule (PERT/CPM chart)

Continuing from left to right, add the task duration for each task to its start time to determine and enter its finish time. - Again, be very careful not to add too many days. - For example, if a task starts on Day 10 and has duration of five days, then the finish would be Day 14—not Day 15.

constraints (factors affecting project duration)

Define system requirements that can be achieved realistically within the required constraints - Calculate resources needed in the absence of constraints - constraint = a condition, restriction, or requirement that the system must satisfy

experience with similar projects (factors affecting project duration)

Develop time and cost estimates based on the resources used for similar, previously developed information systems - experience method works best for small- or medium-sized projects where the two systems are similar in size, basic content, and operating environment. - In large systems with more variables, the estimates are less reliable

Critical Path Method (CPM)

Developed by private industry - Useful for scheduling, monitoring, and controlling actual work - Displays complex task patterns and relationships - almost indistinguishable from PERT

Program Evaluation Review Technique (PERT)

Developed by the U.S. Navy to manage complex projects - Useful for scheduling, monitoring, and controlling actual work - Displays complex task patterns and relationships - can provide more information than Gantt chart, such as task duration, start date, finish date, and the names of resources assigned to the task. - utilizes bottom-up technique because it analyzes a large, complex project as a series of individual tasks - almost indistinguishable from CPM

probable-case estimate (P) (estimating task duration)

The most likely outcome - typically equals ratio of 4 with a weight

best-case estimate (B) (estimating task duration)

The most optimistic outcome. - typically equals ratio of 1 with a weight

worst-case estimate (W) (estimating task duration)

The most pessimistic outcome. - typically equals ratio of 1 with a weight

project manager

The person charged with managing a project from an administrative perspective. - usually is a senior systems analyst or an IT department manager if the project is large - An analyst or a programmer/analyst might manage smaller projects - also known as project leader

project coordinator

The person who handles administrative responsibilities for the development team and negotiates with users who might have conflicting requirements or want changes that would require additional time or expense. - works alongside project manager

risk management

The process of identifying, evaluating, tracking, and controlling risks to minimize their impact

What makes a successful project?

The project must: - be completed on time - fall within budget - meet requirements - satisfy users

project triangle

The three major components of a project: 1. cost 2. scope 3. time. - A project manager's challenge: trying to find the optimal balance among these factors. - Microsoft states that in most projects, at least one side of the triangle is fixed and unlikely to change. - Whichever side is fixed is probably critical to the project's success - Microsoft suggests that if the problem is in the fixed leg, work on the other two legs - if the problem is not related to the fixed leg, the adjustment might have to be in the remaining leg. - So, when faced with an inflexible budget (fixed leg) and the schedule is slipping (problem leg), the project's scope (remaining leg) might have to be adjusted

dependent tasks (task patterns)

When tasks must be completed one after another - tasks that have to be completed in a serial sequence - One task can be initiated only after the prior task has been completed - Do Task 1, THEN do Task 2

multiple predecessor tasks (task patterns)

When the initiation of a task depends on the completion of two or more prior tasks - Since the two tasks might not finish at the same time, the longest (latest) predecessor task becomes the controlling factor - WHEN Tasks 5 AND 6 are done, start Task 7 - task 7 is the multiple predecessor task

Brook's Law

adding more people to a late project makes the project later - coined by Frederick Brooks, IBM engineer

network diagram

also known as a PERT chart

a work breakdown structure (WBS) must:

identify each task and include estimated duration - list the tasks - estimate task duration - after estimates, manager assigns weight to each estimate and calculates the task duration

project management

includes the planning, scheduling, monitoring and controlling, and reporting on information system development for IT professionals

5. Monitor risks (risk management plan)

ongoing throughout the risk management process. - It is important to conduct a continuous tracking process that can identify new risks, notice changes in existing risks, and update any other areas of the risk management plan.

what measurement do you use to determine task duration?

person-day - amount of time it takes one person to complete one task

project status reports

report that is regularly communicated by project managers to supervisors, upper management, or users - Gantt charts often used to show project status - Managers must communicate potential problems to the management at the right time - If the consequences are unclear, the analyst should err on the side of caution and warn management about the possibility of a problem. - it is better to alert management sooner rather than later or a problem

once task sequence is defined, a project manager can:

schedule the tasks and calculate the critical path.

A project schedule will not be accurate if:

the underlying task pattern is incorrect. - When several task patterns combine, the facts must be studied very carefully to understand the logic and sequence.

when it comes to monitoring and controlling a project, what do project managers spend most of their time doing?

tracking the tasks along the critical path - delays in those tasks have the greatest potential to delay or jeopardize the project - Other tasks cannot be ignored, however

3. Analyze the risks (risk management plan)

typically is a two-step process: Qualitative risk analysis and quantitative risk analysis. - Qualitative risk analysis evaluates each risk by estimating the probability that it will occur and the degree of impact - Quantitative risk analysis involves understanding the actual impact of risk in terms of dollars, time, project scope, or quality.

start day/date (task box)

The day or date when a task is scheduled to begin.

successor task

Each of the concurrent tasks of a predecessor task.

project monitoring (project manager activity)

Guiding, supervising, and coordinating the project team's workload. - must monitor the progress, evaluate the results, and take corrective action when necessary to control the project and stay on target.

project size (factors affecting project duration)

Identify all project tasks and the time required for each - Consider time taken for events affecting productivity (meetings, project reviews, training, etc.)

project planning (project manager activity)

Identifying project tasks and estimating completion time and costs of each task

predecessor task rule (PERT/CPM chart)

If a predecessor task has more than one successor task, use the predecessor task's finish time to determine the start time for all successor tasks.

successor task rule (PERT/CPM chart)

If a successor task has more than one predecessor task, use the latest finish time of the predecessor tasks to determine the start time for the successor task.

1. Develop a risk management plan (risk management plan)

Includes a review of the project's scope, stakeholders, budget, schedule, and any other internal or external factors that might affect the project. - The plan should define project roles and responsibilities, risk management methods and procedures, categories of risks, and contingency plans.

2. Identify the risks (risk identification) (risk management plan)

Listing each risk and assessing the likelihood that it could affect a project. - most lists would include a means of identification, and a brief description of the risk, what might cause it to occur, who would be responsible for responding, and the potential impact of the risk.

popular project management software used by project managers

Microsoft Project - offer features such as PERT/CPM, Gantt charts, resource scheduling, project calendars, and cost tracking

project status meetings

Project managers schedule regular meetings to share updates, discuss common problems, and explain new techniques - give team members an opportunity to share information, discuss common problems, and explain new techniques. - Help collect data from team members and conduct brainstorming sessions

project reporting (project manager activity)

Providing regular progress reports to management, users, and the project team itself. - requires strong communication skills and a sense of what others want and need to know about the project. - project manager collects, verifies, organizes, and evaluates the information he or she receives from the team. - Then the manager decides which information needs to be passed along to management and users

events/milestones

Recognizable reference points used to monitor progress - projects always have these

critical path

Series of tasks which, if delayed, will affect the completion date of the overall project - A series of events and activities with no slack time. - If any activity along the critical path falls behind schedule, the entire project schedule is similarly delayed. - includes all activities that are vital to the project schedule. - activities with no slack time

slack time

The amount of time by which an event can be late without delaying the project. - The difference between latest completion time (LCT) and earliest completion time (ECT).

task duration (task box)

The amount of time it will take to complete a task. - is not necessarily the same as the elapsed time - All tasks must use the same time units

person-day

The amount of work that one person can complete in one day. - Some tasks can be divided evenly so it is possible to use different combinations of time and people—up to a point—but not all. - used to measure/determine task duration

project scheduling (project manager activity)

The creation of a specific timetable to facilitate completion of a project. - Also involves selecting and staffing the project team and assigning specific tasks to team members. - timetable shows tasks, task dependencies, and critical tasks that might delay the project

finish day/date (task box)

The day or date when a task is scheduled to be finished. - to calculate, add the duration to the start day or date. When doing this, be very careful not to add too many days. - For example, if a task starts on Day 10 and has duration of 5 days, then the finish would be on Day 14—not Day 15.

Gantt chart

◦ A horizontal bar chart representing a set of tasks ◦ Shows planned and actual progress on a project ◦ Simplifies complex projects using a task group, which allows complex projects to be viewed as integrated set of modules - tasks are listen on vertical bar (y axis) - time is shown on horizontal bar (x axis) - The position of the bar shows the planned starting and ending time of each task, and the length of the bar indicates its duration. - On the horizontal axis, time can be shown as elapsed time from a fixed starting point, or as actual calendar dates. - can show task status by adding a contrasting color to the horizontal bars - present an overview of the project's status, but they do not provide enough detailed information

maintaining a schedule (Project Monitoring and Control)

◦Most projects run into some problems or delays - Projects managers monitor and control the work by: - Anticipating problems, avoiding them, and minimizing their impact - Identifying potential solutions and selecting the best way to solve the problem - The better the original plan, the easier it will be to control the project. - If clear, verifiable milestones exist, it will be simple to determine if and when those targets are achieved. - A project that is planned and scheduled with PERT/CPM or in a WBS with Gantt chart can be tracked and controlled using these same techniques.