A Correspondence of Positions and Languages/Communications...

Topic # 4

CIS Project Management

A Correspondence of

Positions and Languages/Communications

in CIS Analysis, Design, Development and Implementation (Engineering) Industry

Language Programming Languages: Java, C++, PHP, XML, Perl, etc.

Outcomes: instructions for COMPUTER (programs, codes)

CIS PROGRAMMER (with Associate Diploma)

COMPUTER

Correspondence of Positions and Languages/Communications

in CIS Development Industry




Language Models and Diagrams

Outcomes: instructions for CIS PROGRAMMERs (Use Cases, Class D, DFD, ERD, Architectural Model, Hierarchical Design Model, GUI Design Model, etc.)

CIS ANALYST (with M.Sc. Diploma)

COMPUTER







Outcomes: instructions for CIS PROGRAMMERs (Use Cases, Activity D, Swimlane D, DOs, Class D, DFD, ERD,

STD, Architectural Model, Hierarchical design Model, GUI Design Model, etc.)


COMPUTER



Language Management PlansCIS PROJECT MANAGER (with M.Sc. Diploma)

Outcomes: instructions for CS SW ENGINEERS (Time M. Plan, Cost M. Plan, Human Resources M. Plan, Material M. Plan, Risk M. Plan, Comm. M. Plan, Change M. Plan, etc.)





Outcomes: instructions for CIS PROGRAMMERs (Use Cases, Activity D, Swimlane D, DOs, Class D, DFD, ERD,

STD, Architectural Model, Hierarchical design Model, GUI Design Model, etc.)


COMPUTER



Language Management PlansCIS PROJECT MANAGER (with M.Sc. Diploma)

Outcomes: instructions for CS SW ENGINEERS (Time M. Plan, Cost M. Plan, Human Resources M. Plan, Material M. Plan, Risk M. Plan, Comm. M. Plan, Change M. Plan, etc.)

Open Positions:

System Analysts

and

CIS Project Manager

System Analyst (15610 open positions)

System Project Manager(23745 open positions)

CIS Development Projects:

Success Rate

1995-2009:

CIS/IT Development Projects:

Success Rate

Why CIS/IT Development Projects Fail?

Project and Project Manager

Project:

A planned sequence of related activities (tasks) to reach project goal –

a top quality final product (information system) that meets all user’s requirements.

Project Management:

A process of initiating, planning, executing, controlling, and closing down a project.

Project Manager (PM) is a system analyst with

- analytical skills,

- management skills,

- technical skills,

- communication skills, and

- leadership skills.

Project manager is responsible for all 5 main project process groups:

1) project initiation, 2) project planning, 3) project execution,

4) project control, and 5) project closedown.

Project and Project Management

1. Leadership Influencing the activities of other members ofproject team.

2. Management Getting project completed using strong managerial skills and outstanding knowledge of CIS PM BOK

3. Customer Relations Working closely with customers to assureproject deliverables meet customer’s requirements

4. Conceptual/technical problem solvingDesigning and sequencing activities (tasks)to attain project goals

5. Conflict management Managing conflict within a project team

6. Team management Managing the project team for effectiveperformance (highest possible effectiveness)

7. Risk and change managementIdentifying, assessing, and managing the risks and day-to-day changes in project activities

Common Activities of Project Manager

A Project Manager Activities

1. Communications Skills - verbal and written

2. Leadership Skills

3. Organizational Skills - planning, time management

4. Interpersonal Skills

5. Negotiation Skills - diplomacy and mediating

6. Team Building Skills

7. Technical Skills

Top 7 Competencies of Project Manager

Source: “Positive Leadership In Project Management” by Rachael Miletkov

Main Groups of CIS PM Skills

Analytical Skills ability to see things as systems, identify, analyze, and solve problems in an optimal way for a specific organization. Technical Skills ability to understand how computers, data networks, software, operating systems, etc. work together, as well as their potentials and limitations. Management Skills include organization’s recourse management, project management (people and money), risk management, and change management. Communication Skills

include effective interpersonal communication (written, verbal, visual, electronic, face-to-face conversations, presentations in front of groups), listening, group facilitation skills.

Before 2000-2001: the only requirement: 100% technical skills

After 2001: the compound requirement: 25% - analytical skills

25% - technical skills

25% - management skills

25% - communication skills

Conclusion: CS/CIS degree with Mngt skills vs a degree in Management

CIS Project Management Body of Knowledge(CIS PM BOK)

CIS PM BOK: Knowledge Areas

9 CIS PMBOK Knowledge Areas:

• Integration Management

• Scope Management

• Time Management

• Cost Management

• Quality Management

• Human Resources Management

• Communications Management

• Risk Management

• Procurement Management

CIS PM Process Machine

CIS PM Process Groups and Knowledge Areas

The CIS Project Management Body of Knowledgeframework used for the text is structured around:

• 5 process groupswhich are made up of

• component processes consisting of tools, techniques, and outcomes organized within

• 9 knowledge areas

CIS PM: Process Groups

• Initiating processes – authorizing the beginning or ending of a project or phase

• Planning processes – ensuring that the objectives of the project are achieved in the most appropriate way

• Executing processes – coordinating all resources (people and material) during the implementation of the project plan

• Controlling processes – monitoring of project variances from what was planned to actual progress

• Closing processes – formal acceptance of the project or a phase and updating of the project information base with lessons learned

CIS PM Process Groups Overlap in Time

Project Planning

Major Activities during Project Planning:

1) describing project scope, alternatives, and feasibility; 2) dividing the project into manageable tasks; 3) estimating resources and creating a resource plan; 4) developing a preliminary schedule (timetable of activities); 5) developing team communications and a communication plan; 6) determining project standards and procedures; 7) identifying and assessing risk; 8) creating a preliminary budget; 9) developing a statement of work; and 10) setting a baseline project plan. Almost all these items will be included into Course Project.

CIS Project Management:Time Management

ProjectBreakdown

Project

Work Breakdown Structure (WBS)

• A work breakdown structure (WBS)is a method used to define group of project's discrete work elements (or, tasks) in a way that helps organize and define the total work scope of the project.

• WBS element may be a

process,

product,

data,

a component,

a service, or

any combination.

• 100% rule: The WBS represents 100 percent of the work required to produce the final products, and, therefore, all tasks must add up to 100% of the total scope and should not go over 100%.

WBS Example: Tabular Form

Precedence Diagramming Method (PDM)

Rules:

• Use boxes to represent activities (nodes) and lines with arrows to represent the dependencies see example next slide

• The task names are for this example shortened to just letters.

• The lines with arrows are not labeled

• Notice that some of the activities (C, F, G, and H) have more than one predecessor; some only have a successor (Begin) and some only have a predecessor (End)

Microsoft Project Sample PD

A task (activity)

Arrow Diagramming Method (ADM) or Activity-on-Arrow (AOA) Network Diagram

Rules:• Lines with arrows represent tasks• Circles with words or numbers represent the begin or end of a task

Processes:1. You draw the first Begin circle or node and then proceed with the tasks that do not have a

predecessor, usually the first tasks to be done on the project. These are shown in the diagram as lines A, K, and F

2. Then you move to the next tasks listed in the WBS in order of precedence. Activity B has a predecessor of A and Activity C has a predecessor of B and so on. Tasks M, G, and L have no successors so we draw their arrows to the End node

3. You add circles at the end of each arrow as an end point. At the end of the process you then number each circle

4. Be prepared as you draw this diagram to draw and then erase and redraw as you work your way down the task list

5. You may need to add dummy activities to complete the diagram

A task (activity)

Basics of Time Scheduling:Diagramming Technique

Activities (tasks, steps) – they are characterized by TE, TL, TT, ST.

TE - early completion time (the earliest time when a given activity

or step could be completed

TL – latest completion time

TT – time (duration) of a task

ST - slack time. It refers to the amount of time an activity

(a step, a task) can be delayed without affecting the start time

of any successor tasks.

The critical path represents the shortest time in which a project

can be completed. In other words, any activity on the critical path

that is delayed in completion will result in delaying the entire project.

Basics of Project Scheduling

Slack Time and Critical Path (examples)

Slack Time (for step # 2) is 8 days. Critical Path: Steps ## 1, 3, 4

Several diagramming tools are used in project scheduling, including

- the Program Evaluation and Review Technique (PERT),

- Gantt charts,

- Critical Path Method (CPM), and

- AOA (Activity on Arrow) charts.

A PERT Diagram is a graphical depiction of project task activities

and their interrelationships.

The great feature of a PERT chart is that the ordering of

activities is shown by connecting an activity with its

predecessor and successor activities.

Once all tasks are defined, sequenced, and have durations,

a project schedule may be constructed.

Diagrams for Project Scheduling

Project: Design and development of a new Web site

Basics of PERT Diagramming

-4, 54Implementation (on department’s server)6

623Documentation (online HELP system)5

634Testing of Web site (links, functions)4

427Development (coding) of Web site3

3, 518Create a Design Model

(using Prototype approach)

2

2-5Analyze of existing Web sites1

SuccessorPredecessorDuration (days)Name of an Activity (project step)Step #

1

2 3

65

4

TE=13

TL=13

Example of the PERT Diagram(with a slack time and critical path)

TE=5

TL=5

TE=20

TL=20

TE=24

TL=24

TE=16

TL=24

TE=28

TL=28

TT=5

TT=8TT=7

TT=3

TT=4

TT=4

ST=8

ST(5) = TT(3) + TT(4) – TT(5) = 7 + 4 – 3 = 8

Critical Path Non Critical Path

1

2

3 7

8

6

5

4

Critical Path Non Critical Path

TE=5

TL=5

ET=5

TE=11

TL=11

TE=11

TL=11

TE=13

TL=13

TE=18.5

TL=21

TE=18

TL=18

TE=22

TL=22

TE=21

TL=21

ET=6

ET=6

ET=2

ET=5

ET=5.5

ET=1

ET=3

Example of the PERT Diagram(with 2 possible critical paths)

Two critical paths: 1-2-4-6-7-8 and 1-3-4-6-7-8

Example of the PERT Diagram (in Microsoft Project Tool)

Human Resource Management (HRM)

Time management:- tasks,- task sequences,- all times (eraly start, late start, etc.)- projects schedule (diagrams)

FROM Time Management KATO Human Resources Management KA

Human Resource Management consists of 3 main components:

1. Roles and Responsibilities Matrix (RRM)

2. Project organization chart (POC)

3. Project staffing plan

HR Management Planning: Components

Main components:

• Workforce (human resources - HR) planning

• Hiring/Recruitment (sometimes separated into attraction and selection)

• Skills testing and skills management

• Orientation and On-boarding

• Work time management

• Compensation (in wage or salary) + various benefits (medical, retirement, etc.)

• Performance appraisal

• Professional training and development

• Personnel administration

• Payroll (sometimes assigned to accounting rather than HRM)

• Employee benefits administration

• Personnel cost planning

• Labor relations

Staffing (Human Resources) Per Task

Cost Management

Objectives:

• Define and understand key cost management terms

• Understand all the components of a project budget

Cost Management consists of 2 main components:

- estimate costs- determine budget

Cost Management Planning: main parts

Importance of Cost Management Planning

• Cost is a resource sacrificed or fore-gone to achieve a specific objective or something given up in exchange

• Costs are usually measured in monetary units like dollars

• Project cost management is concerned with the

1) planning,

2) estimating,

3) budgeting, and

4) control

of the cost of project resources needed to complete 100% of the activities of the project

• Cost estimating: developing an estimate of the costs and resources needed to complete an entire project

• Cost budgeting: allocating the overall cost estimate to individual work items to establish a baseline for measuring performance

Tools for CIS Project Management

Project Scheduling (74 systems)

Project Management Software (212 systems)

Project Portfolio Management (18 systems)

Project Estimating ( 45 systems)

Resource Planning and Scheduling (27 systems)

Project Accounting (24 systems)

Requirements Management (26 systems)

Bug and Defect Tracking (78 systems)

Document Management (54 systems)

Tools for Project Management

Project Scheduling Toola comprehensive enterprise project scheduling and resource

planning software tool that usually generates job plan definitions

including tasks, durations, resources and scheduling logic.

Examples: Microsoft Project, AdHoc Charts, eTaskMaker, etc.

Web site:

http://www.infogoal.com/category.php?n=117&page=1&sort=&direction

Project Scheduling Tools

Project Management Software

a comprehensive enterprise project management system

that includes 1) project planning, 2) task management,

3) resource management, 4) project costing, and 5) document

management.

Examples: AbacusPM. @Task, ActiveProject®, Artemis, Bizwall,

CommonOffice.com, EasyProjects.net, ePM, etc.

Web sites:

http://www.web-based-software.com/


Project Management Software

Project Portfolio Management Tools

Tools of this type usually support multiple, configurable

hierarchies of measurements, graphical drilldown,

auditable calculations and reporting.

Examples: Alacrity Results Management (ARM), Project InVision

Suite, Prosight Project Manegement, etc.

Web site:


Project Portfolio Management Tools

Every PM and System Analyst must know project scheduling basicsand tools (about 74 systems are available); hyperlinked examplesof tools include but are not limited to:

Scitor PS Suite™

Microsoft Project

SuperProject 5.0

SureTrak Project Manager 2.0

TurboProject Professional 2.0

CAN-PLAN (FREE) Project Management Software

Rational Concepts

Plan & Progress Tracker

FastTrack Scheduler 5.02

Milestones, Etc. 5.0

Project Kickstart

TodoManager 1.0

Visio Standard 5.0

ConceptDraw

Tools for Project Scheduling

Source: http://www.startwright.com/project1.htm

A PERT Diagram does not provide a feel of total length of the

the project or critical path (as well as slack times, etc.).

A Gantt Chart is a graphical representation of a project that

shows each task as a horizontal bar whose length is

proportional to its time for completion.

Gantt charts do not show how tasks must be ordered

(precedence), but simply show when an activity should

begin and when it should end.

Gantt Charts for Project Scheduling

An Example of Gantt Chart (for project scheduling)

Source: http://www.smartdraw.com/tutorials/gantt/tips.htm

Gantt Diagram: An Example


Gantt Diagram: An Example


Example of Gantt Chart (in Microsoft Project Tool)

Additional information is available on those web sites:


http://www.web-based-software.com/

http://www.4pm.com/repository.htm

http://www.smartdraw.com/tutorials/gantt/tips.htm

http://dev44692-01.sp03.fsu.edu/05_unit/05_note.html#fslack

Examples of Useful Web Links

Homework Assignment



Additional Information

1. Great communication skillsDon't give orders; discuss things that are going to happen. Measure your success in terms of project getting done and the degree to which instructions are followed. Good communications fosters good morale; however, poor communications can bring mumbling and dissent.

2. Knowing and Using the Resources of the TeamCorrect planning and utilization of 1) team’s analytical, technical, communication and management skills, and 2) available project’s technical, financial and human resources.

CIS Project Manager: Leadership Skills (1)

3. Understanding Characteristics and Needs of the TeamEach team member has certain strengths and weaknesses. Project manager must know advantages and disadvantages of each member of his/her team, and their analytical, technical, management, communication skills. When project manager understands individual needs of team member then everyone benefits – it is a “win-win” situation.

4. Representing the TeamAt meetings of any level.

5. Setting the ExampleWhat you are speaks louder than what you say. PM will lose valuable influence if he/she does not follow established project rules, norms and standards

6. Thorough Planning of Project and Team Activities


7. Controlling Project and Team Performance

8. Evaluating of project activities During and after each team activity, at the end of every day, every week and every project milestone

9. Sharing of Leadership (sharing of responsibilities)The secret is to share the leadership allowing everyone to join and share in the responsibility without giving up the role as a leader

10. CounselingBe careful not to give advice, instead ask questions to help theindividual to arrive at his/her own solution to the problem. Feel free to give factual information, but cautious about giving advice.


Influence Ability to influence without having authority

and obtaining win-win situations.

Hope To hope for the best but prepare for the worst

Motivation To manage, motivate and organize people

Generosity Share the glory, share knowledge, and don't

blame others

Vision Understanding what needs to be done and how to

get it done

Flexibility Ability of changing to fit the situation for the

good of the project

Humor Seeing humor in events, laughing and going on

CIS Project Manager: Personality

Additional information is available on those web sites:

http://www.projectsmart.co.uk/skills.html

http://www.woodbadge.org/BoyScout/wblsskill.htm

http://www.mariosalexandrou.com/glossary/team_roles_list.asp

http://www.maxwideman.com/guests/servant/skills.htm

http://www.mindtools.com/

http://www.hq.nasa.gov/office/hqlibrary/ppm/ppm2.htm

http://www.allpm.com/article.php?sid=1088&mode=thread&order=0

Examples of Useful Web Links

Instead of using one estimate for activity duration, PERT Diagram also addressesuncertainty in the duration by using three time estimates.

The optimistic time (OT) is the minimum time an activity could take undernormal conditions. The most likely time (LT) is the normal time to completethe job. The pessimistic time (PT) is the maximum time an activity couldtake; it is the situation where bad luck is encountered at every step.

Based on the Beta distribution, the mean or expected time (ET) and the variance (V) of each task can be computed. The mean is given by the formula (optimistic time + 4 x most likely time + pessimistic time) divided by 6, or: ET = (OT + 4LT + PT) / 6

The variance V is given by the formula ((optimistic time - pessimistic time) squared) divided by 36, or: V = ((OT – PT)**2)/36

The expected time TE represents the point on the distribution where there is a 50-50 chance that the task will be completed earlier or later than it.

Variants of the PERT Diagrams

PERT assumes that a project can be completely defined as a sequence of

identifiable, independent tasks with known precedence relationships. It is

often difficult to separate one task from the next, and the point of separation is

more or less arbitrary.

Precedence relationships are not always fixed. The start of one task may be

contingent upon the outcome of an earlier one, which may need to be repeated.

However, these criticisms are problems with any planning scheme, not just PERT.

PERT also assumes that task times are independent and can be accurately

estimated. This problem is compounded when the people planning the project and

making the estimates are not the same as those who implement the plans. The

assumption of independence is questionable -- tasks are not independent because

one's gain is another's loss.

Still empiric approach. Unless there is good historical data, the three time

estimates are really three guesses; there is not much improvement over a single

"best" guess in this case.

Weaknesses of PERT Diagrams(Source: http://dev44692-01.sp03.fsu.edu/05_unit/05_note.html#fslack)

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