Project Planning
Project Management
Week 3
CMIS570
Plan for Tonight




Pick up Homework #1 – Problem
statement
Project Planning
Feasibility Analyses
Project Management
SDLC
Project Planning
***
Analysis
Design
Implementation
Support
Why Project Planning?



Transforms a vague system request
document into a tangible project
description.
Set up communication plan –
SA&D requires effective
communication between the systems
analysts, users, and management.
Essential for successful projects
Project Initiation and Planning
– In a nutshell

This is the point where a systems
analyst begins to play a major role in
the systems development process.
Initiating the project




Establish the team
Initial plan/scope
Initial project scope
Initial feasibility
Project Planning steps

Define the problem
Graph

Include figure 3-8
Project Planning Steps
continued

Produce the project schedule
Project Planning Steps
continued

Confirm project feasibility





Economic
Organizational/Cultural
Technological
Schedule
Resource
Economic Feasibility



Identifying the financial benefits and
costs associated with the project (CBA)
At this point, probably do not know
enough to complete in detail.
What can be done: list tangible and
intangible costs and benefits.
Costs and Benefits



Tangible Benefits
Intangible Benefits
Tangible Costs



One-time
Recurring
Intangible Costs
Project Planning Steps
continued

Staff and launch the project
Project Management

Characteristics of a Project
Project success factors





Clear system requirement definitions
Substantial user involvement
Support from upper management
Thorough and detailed project plans
Realistic work schedules and milestones
Readings

More on Project Management

Five steps:





Define
Plan
Implement
Control
Close
Expect problems

“Sure, if everyone got along, showed
up, worked hard, had no accidents,
stayed on task, wasn’t interrupted,
didn’t have 10 other important
responsibilities, and our friend Murphy
never showed up, this project might be
a piece of cake.” (p. 27)
Triple Constraints


When problems arise, consider the
triple constraints carefully before acting.
Your new role: Detective! See page 32
for good questions.
Thinking of Everything


Deals with setting up the WBS and
Project Scheduling
Quality of WBS will depend on how well
you defined your project.
Project Tracking

Ambiguity is your friend

Escalating commitment is not

How much and what are you collecting?
PMBOK

Get slides from Appendix A
For Next Session…



Gantt chart due
Read chapter 4
Read chapter 5 pp. 152-169