management 企业管理类英文版课件 15

Chapter3ManagingtheInformationSystemsProject,ModernSystemsAnalysisandDesign,LearningObjectives,Explaintheprocessofmanaginganinformationsystemsproject.Describetheskillsrequiredtobeaneffectiveprojectmanager.Listanddescribetheskillsandactivitiesofaprojectmanagerduringprojectinitiation,projectplanning,projectexecution,andprojectclosedown.ExplainwhatismeantbycriticalpathschedulinganddescribetheprocessofcreatingGanttchartsandnetworkdiagrams.Explainhowcommercialprojectmanagementsoftwarepackagescanbeusedtoassistinrepresentingandmanagingprojectschedules.,2,ImportanceofProjectManagement,Projectmanagementmaybethemostimportantaspectofsystemsdevelopment.EffectivePMhelpstoensureThemeetingofcustomerexpectations.Thesatisfyingofbudgetandtimeconstraints.PMskillsaredifficultandimportanttolearn.,3,PineValleyApplicationProject,4,FIGURE3-1ThreecomputerapplicationsatPineValleyFurniture:Orderfilling,invoicing,andpayrollSource:Hoffer,Prescott,andTopi,2009.,DecidingonSystemsProjects,SystemServiceRequest(SSR)AstandardformforrequestingorproposingsystemsdevelopmentworkwithinanorganizationFeasibilitystudyAstudythatdetermineswhetherarequestedsystemmakeseconomicandoperationalsenseforanorganization,5,6,FIGURE3-2SystemServiceRequestforpurchasingafulfillmentsystemwithnameandcontactinformationofthepersonrequestingthesystem,astatementoftheproblem,andthenameandcontactinformationoftheliaisonandsponsor.,ManagingtheInformationSystemsProject,ProjectAplannedundertakingofrelatedactivitiestoreachanobjectivethathasabeginningandanendProjectmanagementAcontrolledprocessofinitiating,planning,executing,andclosingdownaproject,7,ManagingtheInformationSystemsProject(cont.),ProjectmanagerSystemsanalystwithmanagementandleadershipskillsresponsibleforleadingprojectinitiation,planning,execution,andclosedownSkills:ManagementTechnicalLeadershipConflictManagementCustomerrelationshipDeliverableTheendproductofanSDLCphase,8,ProjectManagementActivities,9,FIGURE3-4Aprojectmanagerjugglesnumerousactivities,PhasesofProjectManagementProcess,Phase1:InitiationPhase2:PlanningPhase3:ExecutionPhase4:Closedown,10,PMPhase1:ProjectInitiation,Assesssize,scopeandcomplexity,andestablishprocedures.Establish:InitiationteamRelationshipwithcustomerProjectinitiationplanManagementproceduresProjectmanagementenvironmentProjectworkbook,11,12,FIGURE3-6TheprojectworkbookforthePurchaseFulfillmentSystemprojectcontainsninekeydocumentsinbothhard-copyandelectronicform.,PMPhase2:ProjectPlanning,Defineclear,discreteactivitiesandtheworkneededtocompleteeachactivityTasksDefineprojectscope,alternatives,feasibilityDivideprojectintotasksEstimateresourcerequirementsDeveloppreliminaryscheduleDevelopcommunicationplanDeterminestandardsandproceduresIdentifyandassessriskCreatepreliminarybudgetDevelopastatementofworkSetbaselineprojectplan,13,PlanningDetail,14,FIGURE3-8Levelofprojectplanningdetailshouldbehighintheshortterm,withlessdetailastimegoeson.,SomeComponentsofProjectPlanning,StatementofWork(SOW)“Contract”betweentheISstaffandthecustomerregardingdeliverablesandtimeestimatesforasystemdevelopmentprojectTheBaselineProjectPlan(BPP)Containsestimatesofscope,benefits,schedules,costs,risks,andresourcerequirementsPreliminaryBudgetCost-benefitanalysisoutliningplannedexpensesandrevenues,15,SomeComponentsofProjectPlanning(cont.),WorkBreakdownStructure(WBS)DivisionofprojectintomanageableandlogicallyorderedtasksandsubtasksSchedulingDiagramsGanttchart:horizontalbarsrepresenttaskdurationsNetworkdiagram:boxesandlinksrepresenttaskdependencies,16,SchedulingDiagramsGanttChart,Special-purposeprojectmanagementsoftwareisavailableforthis.,17,FIGURE3-10Ganttchartshowingprojecttasks,durationtimesforthosetasks,andpredecessors,SchedulingDiagramsNetworkDiagram,Special-purposeprojectmanagementsoftwareisavailableforthis.,18,FIGURE3-13Anetworkdiagramillustratingtaskswithrectangles(orovals)andtherelationshipsandsequencesofthoseactivitieswitharrows,PreliminaryBudget,Spreadsheetsoftwareisgoodforthis.,19,FIGURE3-15Afinancialcostandbenefitanalysisforasystemsdevelopmentproject,PMPhase3:ProjectExecution,Planscreatedinpriorphasesareputintoaction.ActionsExecutebaselineprojectplanMonitorprogressagainstbaselineplanManagechangesinbaselineplanMaintainprojectworkbookCommunicateprojectstatus,20,MonitoringProgresswithaGanttChart,Redbarsindicatecriticalpath;linesthroughbarsindicatepercentcomplete.,21,FIGURE3-17Ganttchartwithtasks3and7completed,CommunicationMethods,HighFormalityProjectworkbookNewslettersStatusreportsSpecificationdocumentsMeetingminutesMediumFormalityMeetingsSeminarsandworkshopsMemosLowFormalityBulletinboardsBrownbaglunchesHallwaydiscussions,22,PMPhase4:ProjectClosedown,BringtheprojecttoanendActionsClosedowntheproject.Conductpost-projectreviews.Closethecustomercontract.,23,RepresentingandSchedulingProjectPlans,GanttChartsNetworkDiagramsPERTCalculationsCriticalPathSchedulingProjectManagementSoftware,24,GanttChartsvs.NetworkDiagrams,GanttchartsShowtaskdurations.Showtimeoverlap.Showslacktimeinduration.NetworkdiagramsShowtaskdependencies.Donotshowtimeoverlap,butshowparallelism.Showslacktimeinboxes.,25,EstimatingTaskDuration,PERT:ProgramEvaluationReviewTechniqueTechniquethatusesoptimistic(o),pessimistic(p),andrealistic(r)timeestimatestodetermineexpectedtaskdurationFormulaforEstimatedTime:ET=(o+4r+p)/6,26,ExamplePERTAnalysis,FIGURE3-22EstimatedtimecalculationsfortheSPTSproject,27,CriticalPathScheduling,AschedulingtechniquewhoseorderanddurationofasequenceoftaskactivitiesdirectlyaffectthecompletionCriticalpath:theshortesttimeinwhichaprojectcanbecompletedSlacktime:thetimeanactivitycanbedelayedwithoutdelayingtheproject,28,CriticalPathExample(dependenciesbetweentasks),PRECEDINGACTIVITIESindicatetheactivitiesthatmustbecompletedbeforethespecifiedactivitycanbegin.,FIGURE3-23SequenceofActivitieswithintheSPTSproject,29,FIGURE3-25Anetworkdiagramthatillustratestheactivities(circles)andthesequence(arrows)ofthoseactivities,CriticalPathExample,Networkdiagramshowsdependencies,30,DeterminingtheCriticalPath,Calculatetheearliestpossiblecompletiontimeforeachactivitybysummingtheactivitytimesinthelongestpathtotheactivity.Thisgivestotalexpectedprojecttime.Calculatethelatestpossiblecompletiontimeforeachactivitybysubtractingtheactivitytimesinthepathfollowingtheactivityfromthetotalexpectedtime.Thisgivesslacktimeforactivities.Criticalpathcontainsnoactivitieswithslacktime.,31,CriticalPathCalculation,Earlyandlatetimecalculationsaredeterminedandcriticalpathestablished.(Note:Activity#5canbeginlatewithoutaffectingprojectcompletiontime).,32,FIGURE3-26AnetworkdiagramfortheSPTSprojectshowingestimatedtimesforeachactivityandtheearliestandlatestexpectedcompletiontimeforeachactivity,CriticalPathCalculation(cont.),NotetheslacktimeinActivity#5.,33,FIGURE3-27ActivityslacktimecalculationsfortheSPTSproject;allactivitiesexceptnumber5areonthecriticalpath,UsingProjectManagementSoftware,Manypowerfulsoftwaretoolsexistforassistingwithprojectmanagement.Example:MicrosoftProjectcanhelpwithEnteringprojectstartdate.Establishingtasksandtaskdependencies.ViewingprojectinformationasGanttorNetworkdiagrams.,34,ProjectStartDate,35,FIGURE3-28EstablishingaprojectstartingdateinMicrosoftProjectforWindows,EnteringTasks,36,FIGURE3-29EnteringtasksandassigningtaskrelationshipsinMicrosoftprojectforWindows,ViewingNetworkDiagram,Hexagonshapeindicatesamilestone.Redboxesandarrowsindicatec