PowerPoint Presentation for Dennis & Haley Wixom, Systems Analysis and Design, 2 nd Edition...

PowerPoint Presentation for Dennis & Haley Wixom, Systems Analysis and Design, 2nd Edition

Copyright 2003 © John Wiley & Sons, Inc. All rights reserved.3 - 1

Systems Analysis Systems Analysis and Design, and Design, 22ndnd Edition Edition

Alan Dennis and Barbara Haley WixomJohn Wiley & Sons, Inc.

Slides by Roberta M. Roth University of Northern Iowa



Project ManagementProject ManagementChapter 3



Key DefinitionsProject management is the process of planning and controlling the development of a system within a specified timeframe at a minimum cost with the right functionality.A project manager has the primary responsibility for managing the hundreds of tasks and roles that need to be carefully coordinated.



Four Key Steps in Managing Projects

Identifying project sizeCreating and managing the workplanStaffing the projectCoordinating project activities



IDENTIFYING PROJECT IDENTIFYING PROJECT SIZESIZE



Project Manager’s Balancing Act

Project Management involvesmaking trade-offs…

Project Size

Project Cost

Proj

ect T

ime

Modifying one elementrequires adjusting the others



Project Estimation

The process of assigning projected values for time and effortSources of estimates

Methodology in useActual previous projectsExperienced developers

Estimates begin as a range and become more specific as the project progresses



Project Estimates Based on Industry Standard Percentages

Planning Analysis Design Implementation

IndustryStandardFor Web 15% 20% 35% 30%Applications

TimeRequired 4 5.33 9.33 8in PersonMonths



Project Estimation Using a More Complex Approach – Function Points



Function Point EstimationStep One – System Size

System Elements and their Complexity

Description Low Medium High Total

Inputs __x 3 __x 4 __x 6 ____

Outputs __x 4 __x 5 __x 7 ____

Queries __x 3 __x 4 __x 6 ____

Files __x 7 __x 10 __x 15 ____

Program __x 5 __x 7 __x 10 ____Interfaces

TOTAL UNADJUSTED FUNCTION POINTS ____



Function Point Estimation Adjustments for Overall System Complexity

Scale of 1 to 5

Data Communications _____Heavy Use Configuration _____Transaction Rate _____End-User efficiency _____Complex Processing _____Installation Ease _____Multiple sites _____Performance _____Distributed functions _____On-line data entry _____On-line update _____Reusability _____Operational Ease _____Extensibility _____

Project Complexity (PC) _____



Function Point Estimation Adjusting the Function Points

Processing Complexity (PC): ________(From Step 2)

Adjusted Processing Complexity (PCA) = 0.65 + (0.001 * ____ )

Total Adjusted Function Points: _____ * ____ = (TUFP -- From Step 1)



Function Points Estimation

Review of Adjustments

Adjusted Project Complexity

= .065 + (0.01 * Project Complexity)

Total Adjusted Function Points

=

Adjusted Project Complexity * TUFP



Converting Function Points to Lines of Code

Source: Capers Jones, Software Productivity Research

Language LOC/Function Code PointCCOBOLJAVAC++

Turbo PascalVisual BasicPowerBuilderHTMLPackages (e.g., Access, Excel)

130110 55 50 50 30 15 1510-40



Function Point Estimation Step Two - Effort

Function of size and production rateCOCOMO modelEffort = 1.4 * thousands-of-

(in Person- lines-of-codeMonths)Example:

If LOC = 10000 Then...Effort = (1.4 * 10) = 14 Person

Months



Function Point Estimation Step Three - Schedule Time

Rule of thumb for estimation

Schedule Time (months)

=

3.0 * person-months1/3



CREATING THE WORK CREATING THE WORK PLANPLAN



A Workplan ExampleWork Plan Information Example

Name of task Perform economic feasibilityStart date ` Jan 05, 2003Completion date Jan 19, 2003Person assigned Mary Smith, sponsorDeliverable(s) Cost-benefit analysisCompletion status OpenPriority HighResources needed SpreadsheetEstimated time 16 hoursActual time 14.5 hours



Identifying Tasks

MethodologyUsing standard list of tasks

Top-down approachIdentify highest level tasksBreak them into increasingly smaller unitsOrganize into work breakdown structure



Project Workplan

List of all tasks in the work breakdown structure, plus

Duration of taskCurrent task statusTask dependenciesKey milestone dates



Tracking Project Tasks

Gantt ChartBar chart formatUseful to monitor project status at any point in time

PERT ChartFlowchart formatIllustrate task dependencies and critical path



Tracking Tasks Using Gantt Chart

Go to Library

Go to Bookstore

Select and Purchase Book

Skim Book

Write Phase One

Read Book Carefully

Write Phase Two

Task Week 2 3 4 5 6 7 8 9 10 11 12 13



Tracking Tasks Using PERT Chart

Go to Library4 weeks

Select and purchase book

1 weekGo to Bookstore4 weeks

Skim book3 weeks

Write Phase One2 weeks

Read book carefully3 weeks

Write Phase Two3 weeks



The Hurricane Model

Project StageTime

Plan

ning Anal

ysis

Desig

n

Impl

emen

tatio

n



Margins of Error in Cost and Time Estimates

Typical margins of Error for

Well-done Estimates

Phase Deliverable Cost (%)time (%)

Planning System Request 400 60Project Plan 100 25

Analysis System Proposal 5015

Design System Specification 25 10

Source: Boehm et al. (1995)



Managing ScopeScope creepJAD and prototypingFormal change approvalDefer additional requirements as future system enhancements



Timeboxing

Fixed deadlineReduced functionality, if necessaryFewer “finishing touches”



Timeboxing Steps1. Set delivery date

Deadline should not be impossibleShould be set by development group

2. Prioritize features by importance3. Build the system core4. Postpone unfinished functionality5. Deliver the system with core

functionality6. Repeat steps 3-5 to add refinements and

enhancements



STAFFING THE PROJECTSTAFFING THE PROJECT



Staffing AttributesStaffing levels will change over a project’s lifetimeAdding staff may add more overhead than additional laborUsing teams of 8-10 reporting in a hierarchical structure can reduce complexity



Increasing Complexity with Larger Teams



Your TurnHow do you know how many people to assign to a project?

How do you know what special skills will be needed for completion of the project?



Key DefinitionsThe staffing plan describes the kinds of people working on the projectThe project charter describes the project’s objectives and rulesA functional lead manages a group of analystsA technical lead oversees progress of programmers and technical staff members



MotivationUse monetary rewards cautiouslyUse intrinsic rewards

RecognitionAchievementThe work itselfResponsibilityAdvancementChance to learn new skills



Conflict Avoidance Strategies

Clearly define project plansRecognize project importance to organizationProject charter listing norms and groundrulesDevelop schedule commitments ahead of timeForecast other priorities and their possible impact on the project



CONTROLLING PROJECT CONTROLLING PROJECT ACTIVITIESACTIVITIES



CASE Tools

Planning Analysis Design Implementation

Upper CASE Lower CASE

Integrated CASE (I-CASE)



Procedural MetadataLogic

Diagrams ScreenDesigns

CASE Repository

CASE Components



Standards

ExamplesFormal rules for naming filesForms indicating goals reachedProgramming guidelines



Documentation

Project binderTable of contentsContinual updating



Managing Risk

Risk assessmentActions to reduce riskRevised assessment



Classic MistakesOverly optimistic scheduleFailing to monitor scheduleFailing to update scheduleAdding people to a late project



SummaryProject management is critical to successful development of new systemsProject management involves planning, controlling and reporting on time, labor, and costs.



Copyright © 2003 John Wiley & Sons, Inc.

All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express written permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for redistribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.

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