Week 2

Managing the Information

System Project

Indra Budi (indra@cs.ui.ac.id)

Most slides are adopted from the textbook

“Systems Analysis and Design 5th Edition”
Roberta M.Roth, Alan Dennis, and Barbara H.Wixom
© 2013 – Chapter 2

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Successful Projects
• Cost
At project completion, no more money has been
spent than was originally allocated
• Schedule
The project is delivered no later than the
original delivery date
• Performance
When delivered, the project has all features and
functionality that were originally required of it

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INTRODUCTION
 CIOs (chief information officers) are challenged to
select projects that will provide highest return on the
IT investments.
 Project portfolio management has become a critical
success factor for IT departments.
 A selected system development project must undergo
a thorough process of project management.
 A critical success factor for project management is to
start with a realistic assessment of the work and then
manage the project according to the plan.

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4 PROJECT SELECTION
 Systems projects today are evaluated in the context of an entire
portfolio of projects.
 Determination of a project’s contribution to an entire portfolio of a
project reinforces the need for a feasibility study.
 Portfolio management takes into consideration the different of
projects that exist in an organization.
 An approval committee must be selective about where to allocate
resources as most organizations have limited funds.
 If there are several potentially high-payoff projects, and they all
have the same risk, then maybe only one of the projects will be
selected.

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CREATING THE PROJECT PLAN
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 Project management phases consist of
i - initiation
g - planning
h
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- execution
2 - control, and
0 - enclosure.
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What Is a Methodology?
 A formalized approach or series of steps
 A methodology is a formalized approach to
implementing the SDLC.
 The methodology will vary depending on
whether the emphasis is on businesses
processes or on the data that supports the
business.

Writing code without a well-thought-out system

request may work for small programs, but rarely
works for large ones.
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IS Project Methodology Options
 Waterfall Development
 V-model (variation of the Waterfall
Development)
 Parallel Development
 Rapid Application Development (RAD)
 Iterative Development
 System prototyping
 Agile Development
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8 Waterfall Development

 With waterfall
development-
based
methodologies,
the analysts and
users proceed
sequentially from
one phase to the
next.

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Waterfall
 Advantages:
 The system requirements are identified long
before programming begins.
 Changes to the requirements are minimized as
the project proceeds.
 Disadvantages:
 The design must be completely specified before
programming begins  A long time elapses
between the completion of the system proposal
in the analysis phase and the delivery of the
system.
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0
• The development process
proceeds down the left-hand slope
of the V, defining requirements
and designing system
components.
• At the base of the V, the code is
written.
• On the upward-sloping right side
of the model, testing of
components, integration testing,
and, finally, acceptance testing are
performed.
• A key concept of this model is
that as requirements are specified
and components designed, testing
for those elements is also
• defined
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V-Model
 Advantages
 The V-model is simple and straightforward and improves
the overall quality of systems through its emphasis on early
development of test plans.
 Testing focus and expertise is involved in the project earlier
rather than later;
 The testers gain knowledge of the project early.
 Disadvantages
 It suffers from the rigidity of the waterfall development
process,
 It is not always appropriate for the dynamic nature of the
business environment.

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Parallel Development

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Parallel Development
 This methodology attempts to address
the long time interval between the
analysis phase and the delivery of the
system
 A general design for the entire system is
performed and then the project is
divided into a series of distinct
subprojects.

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1 Rapid Application Development:
4 Iterative Development

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Iterative Development
 This methodology breaks the overall system
into a series of versions that are developed
sequentially.
 The team categorizes the requirements into a
series of versions, then the most important
and fundamental requirements are bundled
into the first version of the system.
 The analysis phase then leads into design
and implementation; however, only with the
set of requirements identified for version 1.
 As each version is completed, the team
begins work on a new version.

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1 Rapid Application Development:
6 System Prototyping

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System Prototyping
 Prototyping-based methodologies
perform the analysis, design and
implementation phases concurrently.
 All three phases are performed
repeatedly in a cycle until the system is
completed.
 A prototype is a smaller version of the
system with a minimal amount of
features.
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Rapid Application Development:
Throwaway Prototyping

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Throwaway Prototyping
 Throwaway prototyping methodologies
are similar to prototyping based
methodologies.
 The main difference is that throwaway
prototyping IS completed during a
different point in the SDLC.
 Has relatively thorough analysis phase.

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Agile Development
 A group of programming-centric
methodologies that focus on streamlining
the SDLC.
 Includes face-to-face communication
 Extreme programming – emphasizes
customer satisfaction and teamwork.

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Extreme Programming
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Extreme Programming (XP)
 Extreme Programming (XP) was founded on
four core values:
 Communication
 Simplicity
 Feedback
 Courage
 Key principles of XP include:
 Continuous testing
 Simple coding
 Close interaction with the end users to build
systems very quickly

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2 Selecting the Appropriate
3 Development Methodology

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2 Selecting the Appropriate
4 Development Methodology
 Important factors to consider in selecting the
development methodology
- Clarity of User Requirements
- Familiarity with Technology
- System Complexity
- System Reliability
- Short Time Schedules
- Schedule Visibility
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Clarity of User Requirements
 RAD methodologies of prototyping and
throwaway prototyping are usually more
appropriate when user requirements are
unclear as they provide prototypes for users
to interact with early in the SDLC.

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Familiarity with Technology
 If the system is designed without some
familiarity with the base technology, risks
increase because the tools may not be
capable of doing what is needed.

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System Complexity
 Complex systems require careful and detailed
analysis and design.
 Project teams who follow phased
development-based methodologies tend to
devote less attention to the analysis of the
complete problem domain than they might if
they were using other methodologies.

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System Reliability
 System reliability is usually an important
factor in system development.
 Throwaway prototyping-based methodologies
are most appropriate when system reliability
is a high priority.
 Prototyping-based methodologies are
generally not a good choice as they lack
careful analysis and design phases.

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Short Time Schedules
 RAD-based methodologies are well suited for
projects with short time schedules as they
increase speed.
 Waterfall-based methodologies are the worst
choice when time is essential as they do not
allow for easy schedule changes.

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Schedule Visibility
 RAD-based methodologies move many of the
critical design decisions earlier in the project;
consequently, this helps project managers
recognize and address risk factors and keep
expectations high.

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Estimating the Project Time Frame
1. Estimating Project Time Using Industry Standards

2. Function point approach (Appendix 2A)

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Developing the Work Plan
 Identify Tasks

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Developing the Work Plan
 Work Breakdown Structure

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Developing the Work Plan
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 The project work plan
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STAFFING THE PROJECT
 Staffing Plan
- Staffing levels will change over a
project’s lifetime
- Adding staff may add more
overhead than additional labor
- Using teams of 8-10 reporting in a
hierarchical structure can reduce
complexity
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Reporting structure
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Staffing
 The staffing plan describes the kinds of
people working on the project
 The project charter describes the project’s
objectives and rules
 A functional lead manages a group of
analysts
 A technical lead oversees progress of
programmers and technical staff members
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Motivation
 Use monetary rewards cautiously
 Use intrinsic rewards
 Recognition

 Achievement

 The work itself

 Responsibility

 Advancement

 Chance to learn new skills

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Handling Conflict
 Clearly define plans for the project.
 Recognize project importance to
organization.
 Project charter listing norms and ground
rules.
 Develop schedule commitments ahead of
time.
 Forecast other priorities and their possible
impact on the project.

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Coordinating Project Activities
 CASE (computer-aided software
engineering) tools – A category of software
that automate all or part of the development
process.
- Upper CASE
- Lower CASE
- Integrated CASE

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Coordinating Project Activities
 Standards
 Formal rules for naming files
 Forms indicating goals reached

 Programming guidelines
 Documentation
 Projectbinder
 Table of contents

 Continual updating

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o MANAGING AND CONTROLLING THE
3
p PROJECT
y
r  The science (or art) of project management is in
i making trade-offs among three important
g
concepts:
h
t - the size of the system,
2 - the time to complete the project, and
0
- the cost of the project.
1
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(cont’d)
Tools for project management – Example of Gantt Chart

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Refining Estimates

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Managing Scope
 Scope creep – the most common reason for
schedule and cost overruns occurs after the
project is underway.
 The project manager should allow only
absolutely necessary requirements to be
added after the project begins.

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Timeboxing
y
r Set a fixed deadline for a
i
g project
h
t Reduce functionality, if
2
0
necessary
1  Don’t get hung up on the final
1
J “finishing touches”
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Timeboxing steps

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Managing Risk
 Risk assessment
 Actions to reduce risk
 Revised assessment

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SUMMARY
 The project selection process takes into account all
of the projects in the organization, using project
portfolio management.
 The project plan defines the tasks, task time
estimates, and other information.
 A project requires staffing and coordinating
project activities.
 Managing and controlling the project include
timeboxing and risk assessment.

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