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PHASE 1: SYSTEMS PLANNING

Last Week: Project Initiation Project Initiation

Reasons for Systems Projects Sources of Systems Projects Systems Request

Preliminary Investigation Technical Feasibility Economic Feasibility Operational Feasibility

Feasibility Report

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PHASE 1: SYSTEMS PLANNING

This Week: Project Management Project Planning

Project Staffing

Project Monitoring and Control

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PROJECT MANAGEMENT

Introduction A process of planning and controlling the

development of a system within a specified time frame at a minimum cost with the right functionality.

The project manager creates a work plan, staffs the project, and puts techniques into place to help him or her control and direct the project through the entire SDLC.

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PROJECT MANAGEMENT

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PROJECT MANAGEMENT

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PROJECT MANAGEMENT

Introduction The deliverable for project management is a project plan that

describes the project team members’ roles, deliverable phases, cost of each deliverable, timeline for each deliverable, and so on.

Having a project plan at the beginning keeps the project under

control in terms of time and cost. It also helps to stop the project at any step if the project runs over budget or the business policy of the sponsor-company changes over time.

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STEPS OF PROJECT MANAGEMENT

Project Planning Identifying tasks and estimate time and cost required

Project Staffing Identify and arrange for project staff with required technical and

interpersonal skills.

Project Scheduling Creating a schedule that records and keeps track of all the tasks that

need to be accomplished over the life of the project.


Guiding, supervising, coordinating and monitoring and reporting

team’s work.

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PROJECT PLANNING

Two Steps in Planning Identification of tasks (or a list of activities) to create a Work

Breakdown Structure(WBS)

An activity or task is any work that requires the use of company resources including people, time, or money.

Examples are, conducting a set of interviews, designing a form or report, coding a program, and so on.

Estimation of time to complete the tasks

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Identification of Tasks to Create WBS

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Identification of Tasks

Two Ways to Identify tasks

Top-Down Approach

high-level tasks are defined first, and then these are broken down into smaller sub-tasks.

Use a standard list of tasks, or a methodology that are already

proven in the organization to build a project.

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Top Down Approach of WBS

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Task 1.1

Task 1

Sub System 1

Task 2

Task 3.1

Task 3 Task 4

Sub System 2

Task 5.1 Task 5.2

Task 5 Task 6

Sub System 3

System

An Example WBS

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Estimation of Time

Estimation of time is the most difficult part of the project planning.

Experience of the project manager is the most important tool to estimate times for various tasks.

In most cases, if one project is twice the size of another, the larger project requires more than twice as many resources to develop than the smaller one.

If it will take one person 20 days to perform a particular task, it might not be true that 10 people could complete the same task in 2 days.

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Estimation of Time: Project Complexity

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Estimation of Time

Three Methods of Time Estimation

Method-1: The time spent in the planning phase is used to

predict the time required for the entire project.

Method-2: Weighted Average Method-3: The second approach takes a three-step process,

and it is more reliable: Estimate system size Estimate efforts required Estimate time required

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Estimation of Time

Method-1: Use time spent for the planning phase and use industry standard

percentage (or organization standard percentage) to obtain estimates of the other SDLC phases.

A typical business system requires 15% for planning, 20% for analysis, 35% for design, and 30% for implementation.

This estimation does not take specific details into account, and it may not be the best way to estimate time.

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Estimation of Time

Method-2: Weighted Average Formula B + 4P + W Task Duration = __________________ 6

B = Best-case estimate (one time weight) P = Probable-case estimate (four times weight) W = Worst-case estimate (one time weight)

Example: B = 20, P = 24, W = 34 days, then Task Duration = 25 days

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Estimation of Time

Method-3:

A Complex Three Steps of Time Estimation

Estimate the size of the project in terms of complexity of the

project and the type of programming language used

Estimate effort required in person-month

Estimate the schedule time in months

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Estimation of Time: Method-3

Estimate Project Size

A method developed by Allen Albrecht of IBM in 1979

It applies a three-step process

Calculate Total Unadjusted Functional Points (TUFP)

Calculate Total Adjusted Functional Points (TAFP)

Convert TAFP into the Number of lines of codes

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Estimate Project Size Calculate Total Unadjusted Functional Points (TUFP):

Identify the system components (inputs,

outputs, queries,files, programs)

Identify the complexity factor of each

component (low, medium, high)

Multiply the number of each component

by the complexity factor

Add all numbers to calculate a total

unadjusted functional point (TUFP)

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Estimate Project Size Calculate Total Adjusted Functional Points (TAFP):

Identify the adjusted project complexity (PCA) of the project through

14 complexity factors, such as End-user efficiency Familiarity of technology to project team Complex processing High transaction rate On-line data entry Data communication

Calculate the total adjusted functional points (TAFP) by multiplying PCA and TUFP

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Est

imat

ion

of T

ime:

Met

hod-

3

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Estimate Project Size Convert TAFP into the Number of lines of codes

Needs to consider the programming language to be used for the project as the number of lines of code depends on the language

Use the code factor, the approximate number of lines of codes per functional point. Refer to page 80 of text.

For C language: 130 lines of codes/Function Point; For VB = 30; for HTML =15

Multiply the total functional points (TAFP) with the code factor to obtain an estimation of the total number of codes for the project.

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Estimate Effort COCOMO Model Can be Used to Determine Effort:

Effort depends on the

size of the project, and

the production rates of the project personnel (how much work one can do)

For small to moderate-size projects (i.e., 100,000 lines of code and 10

or fewer programmers), the effort can be estimated as:

Effort (in person-months) = 1.4 x thousands of lines of code

For example, a project with 10,000 lines of code will require 14 person-

months to complete.

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Estimate Schedule Time

One rule of thumb to determine schedule is: Schedule time (months) = 3.0 x (person-months)1/3

A project that has an effort of 40 person-months should be

scheduled to take a little more than 10 months.

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Estimation of Number of Staff

The average number of staff needed for the project, can be estimated as:

Number of staff = Effort/Schedule time

Thus, to complete a 40 person-month project in 10 months, a team should have an average of four full-time staff members.

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Project Planning: Work Breakdown Structure (WBS) with Time

Once the WBS is

created and Time is

estimated for each

task a new WBS is

created with Time

assigned for each

task.

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Project Scheduling, Monitoring and Control

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Planning Analysis

Design Implementation SDLC Phases

Project Scheduling

Scheduling tasks is important in predicting deadlines, calculating costs, making staffing decisions, and understanding the progress of the project.

In most cases, tasks are interrelated, i.e., one task must be completed before starting another one.

In some cases, more than one task can be performed in parallel.

There are two well-developed techniques for scheduling and tracking project tasks: PERT (Project Estimation and Review Technique) Gantt charts.

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PERT Diagram

PERT uses a graph to show the relationships between the

various project tasks. It uses circles (or nodes) and arrows to draw a network of the

project tasks. Each arrow represents a project task and each circle represents

an event (begin or end of a task).

Each task is identified by a short description of the task (or a letter code from a task table) above the arrow, and the estimated duration of the task.

The direction of the arrow represents the task flow.

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PERT Diagram

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PERT Diagram

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PERT Diagram PERT is useful when activities can be done in parallel rather

than in sequence.

When a set of project tasks must follow another set of tasks, but without any elapsed time, a dummy arrow is used to represent the task sequence.

Critical Path: A project development can follow several paths. The path that takes the longest time to complete a project is referred to as the critical path.

Slack Time: Non critical paths may take shorter time than that of critical paths. Thus, the tasks following a non-critical path may fall behind without affecting the overall project time. This leeway to fall behind on a non-critical path is termed as slack time.

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PERT Diagram

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Gantt Chart

Gantt chart is a horizontal bar chart that illustrates a schedule.

The horizontal axis shows time, and the activities or tasks are displayed vertically, from top to bottom, in the order of their start dates.

The horizontal position of the bar also shows the start and end of a task and the length of the bar indicates its duration.

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Gantt Chart

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Use Microsoft Project or Open Workbench software to create an example Gantt chart and PERT/Network diagram.

Comparing Gantt Charts and PERT Diagrams

The PERT charts, unlike Gantt charts, show all individual activities and dependencies, but that a PERT chart, even for a small project, can be quite complicated.

The picture presented by a PERT chart is not as clear as a Gantt chart, which graphically displays the timing and duration of the activities.

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PROJECT PLANNING: STAFFING

A project will contain a project manager, functional lead,

technical lead, one or more analysts and programmers

Once the staffing needs are determined, the project manager staffs the project

The project manager is responsible for: Matching people’s skills with the project needs Motivating them to meet the project’s objectives Minimizing conflicts between the staff members

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PROJECT PLANNING: STAFFING Assigning more staff to a project may not necessarily shorten the

project time, as it becomes harder to coordinate work from many staff members.

The more a team grows, the more difficult it becomes to manage.

A good rule of thumb is to keep team sizes under 8 to 10 people.

If more people are needed, create sub-teams, so the project manager can communicate with sub-team leaders.

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Project Monitoring and Control It is virtually impossible to develop an exact

assessment of the project’s schedule before the analysis and design phases are conducted.

The time estimated during this stage will need to be redefined as the project progresses.

In many respects, the project cost and project time follows a hurricane model.

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Project Scheduling and Control

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Project Monitoring and Control Project management continues throughout the entire SDLC, until

the project is completed.

There are several activities in project monitoring and control: Refining estimates Tracking Tasks Keep All Documents Have a Standard Manage Project Scope Managing Risk Reporting Progress

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Refining Estimates

When a system is first requested, there is little knowledge. After the feasibility analysis, more information is gathered and the estimation of time, cost, and functionality becomes more accurate and precise.

The accuracy and precision increases as the system moves closer to completion.

According to experts, a well-done project plan has a 100% margin of error for project cost and a 25% margin of error for schedule time.

A project with an estimated cost of $100,000 and estimated time of 20 weeks will actually cost between $0 and $200,000 and it will take between 15 and 25 weeks.

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Methods of Adjustment of Estimates

If the project team finishes a project step ahead of schedule, the project manager shifts the deadline sooner by the same amount but do not adjust the promised completion date.

If the team is late in meeting a scheduled deadline, do not expect to make up for the lost time, but adjust the future deadlines to include an increase similar to that experienced.

For example, if the first phase was completed 10 % over schedule, increase the rest of your schedule by 10%.

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Project Reporting An accurate reporting is essential throughout the

SDLC. Team members regularly report to the project manager, who in turn reports to management and users.

The project manager collects, verifies, organizes, and evaluates the information that he or she receives from the team.

Then the manager decides which information needs to be passed along, prepares a summary, and submits it to management and users.

The management ultimately submits the report to the sponsoring agency of the project.

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Project Status Meetings

A meeting can give team members an opportunity to share information, discuss common problems, explain new techniques, and offer comments that can be extremely valuable to others.

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Project Status Reports In addition to project reporting, the project manager

must handle and report on potential problems.

An overly cautious project manager may alerts management to every potential snag and every slight delay. This person might lose credibility over time in the organization.

At the other extreme is a project manager who does not alert management until a problem is serious.

Thus a project manager should play his or her role very carefully.

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Project Management - Summary

Create the Work Plan Identify tasks Estimate time Estimate the Number of Staff Members

Staff the Project

Schedule the Project

Monitor and Control the Project

Refining estimates Tracking Tasks Manage Scope

Manage people

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