3-1
Modern Systems Analysis and Design
Third Edition
Jeffrey A. Hoffer
Joey F. George
Joseph S. Valacich
Chapter 3
Managing the Information
Systems Project
Copyright 2002 Prentice-Hall, Inc.

Learning Objectives
3.2

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

3.3
Managing the Information
Systems Project
Focus of project management

To ensure that information system projects meet customer expectations
 Delivered in a timely manner
 Meet time constraints and requirements

3.4
3-4
Technological
Change
Customer and
Management
Expectations
Documentation
And
Communication
Systems
Development
Life cycle
The Art
Of
Project
Management
Organizational
Change and
Complexity
Contractors
And Vendors
Managing
People
Time and
Resource constraints
Methodologies
And Tools

3.5

3.6
3-5

3.7
Figure 3-1
Three computer applications at Pine Valley Furniture: Order
Filling, Invoicing, and Payroll
(Source: Hoffer, Prescott, and McFadden, 2002)

3.8
Managing the Information
Systems Project
Project Manager

Systems Analyst responsible for:
 Project initiation
 Planning
 Execution
 Closing down

Managing the Information
Systems Project
Project Manager

Activities include:
 Management
 Leadership
 Technical
 Problem solving
 Conflict management
 Customer relations
 Team management
 Risk and change management

3.10
Project Management Process
Project

Planned undertaking of related activities to reach an objective that has a beginning and an end
Four Phases

Initiation

Planning

Execution

Closing down

3.11
3-6

3.12
Initiating the Project
Establish project initiation team
Establish relationship with customer
Establish project initiation plan
Establish management procedures
Establish project management environment and workbook

TABLE 3-2
Elements of Project Initiation
•
Establishing the project Initiation Team
•
Establishing a Relationship with the customer
•
Establishing the project Initiation Plan
•
Establishing Management Procedures
•
Establishing the Project Management
Environment and Project Workbook
3.13

3.14
Planning the Project
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

3.15
Planning the Project
Divide the project into manageable tasks
 Work breakdown structure
 Gantt chart
Estimate resources and create a resource plan
Develop a preliminary schedule
 Utilize Gantt and PERT charts

3.16
3-7

3.17
Planning the Project
Develop a communication plan

Outline communication processes among customers, team members and management
Determine project standards and procedures

Specify how deliverables are tested and produced

3.18
Planning the Project
Identify and assess risk

Identify sources of risk

Estimate consequences of risk
Create a preliminary budget
Develop a statement of work

Describe what the project will deliver and duration
Set a Baseline Project Plan

Estimate of project’s tasks and resources

3.19

3-9
3.20

3.21
Executing the Project
Execute Baseline Project Plan

Acquire and assign resources

Train new team members

Keep project on schedule
Monitor project progress

Adjust resources, budget and/or activities

3.22

3.23
Executing the Project
Manage changes to Baseline Project
Plan

Slipped completion dates

Changes in personnel

New activities

Bungled activities
Maintain project workbook
Communicate project status

3.24

3.25
Closing Down the Project
Termination

Types of termination
 Natural
 Requirements have been met
 Unnatural
 Project stopped

Documentation

Personnel Appraisal

3.26
Closing Down the Project
Conduct post-project reviews

Determine strengths and weaknesses of:
 Project deliverables
 Project management process
 Development process
Close customer contract

3.27

3.28
Representing and Scheduling
Project Plans
Gantt Charts

Useful for depicting simple projects or parts of large projects

Show start and completion dates for individual tasks
PERT Charts

Show order of activities

Figure 3-16
Graphical diagrams that depict project plans
(a) A Gantt Chart
(b) A PERT chart
3-10a
3.29
3-10b

3.30
Comparison of Gantt and
PERT Charts
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

3.31
3-11

3.32
3-12

3.33
3-13

3.34
3-14

3.35
3-15

3.36
3-17

3.37
3-18

3.38
Gantt and PERT Charts for
Pine Valley Furniture
Steps

Identify each activity
 Requirements Collection
 Screen Design
 Report Design
 Database Design
 User Documentation
 Software Programming
 Installation and Testing

3.39
Gantt and PERT Charts for
Pine Valley Furniture

Determine time estimates and expected completion times for each activity

Determine sequence of activities

Determine critical path
 Sequence of events that will affect the final project delivery date

3.40
Project Management Software
Many 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

3.41
Summary
Skills of an effective project manager
Activities of project manager

Initiation

Planning

Execution

Closedown
Gantt and PERT Charts
Commercial Project Management Software