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PowerPoint Presentation for Dennis, Wixom & Tegardem Systems Analysis and Design

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Systems Analysis and Systems Analysis and Design with UML Version Design with UML Version 2.02.0Chapter 4 Project ManagementChapter 4 Project Management

Alan Dennis, Barbara Wixom, and David Tegarden

John Wiley & Sons, Inc.



Copyright © 2005 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.



Project Management

Chapter 4



Key Definitions

Project 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.



IDENTIFYING PROJECT SIZE



Estimation Trade-offs

Size(what it does)Function pointsLines of code

Time (when the project will be finished)

Months

Cost



Trade-offs

In the beginning of the project, the manager needs to estimate the factors.The estimates developed at the start of a project are based on a range of possible value, and gradually become more specific.



Two Basic Ways to Estimate the Time

The amount of time spent in the planning phase to predict the time required for the entire project.

We take the time spent in the planning phase and use industry standard percentage to calculate estimates for the other SDLC phaseFrom the past experiences

Function Point Approach



Estimating a Project Based on Industry Information

Planning Analysis Design Implementation

IndustryStandardFor Business 15% 20% 35% 30%Applications

Actual Estimated Estimated EstimatedTimeRequired 4 5.33 9.33 8in PersonMonths



Function Point Approach

It is more complex and has three steps: The project manager estimates the size of the

project - - the number of lines of code the new system required

The size estimate is then converted into the amount of effort required to develop - – the number of person-month

The estimated effort is then converted into an estimated schedule time - – the number of months



Time Estimation Using a More Complex Approach



Step 1. Estimate System Size

A function point is a measure of program size based on the system’s number and complexity of inputs, outputs, queries, files, and programs interfaces.



Function Point Estimation-- Step One

Complexity

Description Low Medium High Total

Inputs __x 3 __x 4 __x 6 ____

Outputs 19 4 x 4 10 x 5 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 __338__



Function Points Estimation-- Step Two

Scale of 1 to 5

Data Communications __3___Heavy Use Configuration __0___Transaction Rate __0___End-User efficiency __0___Complex Processing __0___Installation Ease __0___Multiple sites __0___Performance __0___Distributed functions __2___On-line data entry __2___On-line update __0___Reusability __0___Operational Ease __0___Extensibility __0___

Project Complexity (PC) __7___



Function Points Estimation

Adjusted Project Complexity =.65 + (0.01 * Project Complexity)

Note: .65= very simple system; 1.00 = normal

Total Adjusted Function Points =

Adjusted Project Complexity * TUFP



Function Point Estimation -- Step 3

Processing Complexity (PC): ____7____(From Step 2)

Adjusted Processing Complexity (APC) = 0.65 + (0.01 * __7__ )

= 0.72Total Adjusted Function Points: __0.72___ * _338___ = 243 (TUFP -- From Step 1)



Converting Function Points to Lines of Code: Step 4

Source: Capers Jones, Software Productivity Research

Language LOC/Function Code Point

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

130110 55 50 50 30 15 1510-40

LOC = TAFP * LOC/FCP



Step 2. Estimate Effort

Effort is a function of size and production rate (how much work someone can complete in a given time).COCOMO model

It is used to convert a lines-of-code estimate to a person-month estimate.



COCOMO Estimation Calculation

Effort = 1.4 * thousands-of-(in Person- lines-of-codeMonths)

Example:

If LOC = 2000 Then...Effort = (1.4 * 2000) = 28

Person Months



Step 3. Estimate Time Required

Rule of thumb for estimation

Schedule Time (months)

=

3.0 * person-months1/3



Average staffing = Effort/Schedule time.

Average Staffing = 37.42 person-months/10 months = 4 persons.



CREATING AND MANAGING THE WORKPLAN



Workplan is a dynamic schedule that records and keeps track of all of the tasks that need to be accomplished over the course of the project.It lists each task, along with important information



A Workplan Example

Work Plan Information Example

Name of task Perform economic feasibilityStart date ` Jan 05, 2001Completion date Jan 19, 2001Person 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

SDLC Select the steps and deliverables

Consultants or booksTop-down approach

Identify highest level tasksBreak them into increasingly smaller units

Work Breakdown Structure (WBS) By SDLC or by product



Top Down Task Identification

PhasesPhases with

high level steps

Work Plan Deliverables Estimated Actual Assignedhours hours To

****



Tools

The Project PlanIt is a table that lists all of tasks in the work breakdown structure along with important task information

Duration of the task, the current status (open or complete), and the task dependencies.

Gantt ChartPERT Chart



Gantt Chart

Go to Library

Go to Bookstore

Select and Purchase Book

Skim Book

Write Phase One

Read Book Carefully

Write Phase Two

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



Refining Estimates

Estimating an IS development project - - cost, time and what the final system will actually do follows a hurricane model.

The predictions of when and where become more and more accurate as the storms approach a cost, until they finally arrive.



As the system moves closer to completion, the accuracy and precision increase until the final system is delivered.



The Hurricane Model

Project StageTime



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 Scope

Scope creep -- a major cause of development problems (schedule and cost overruns)It happens when new requirement are added to the project after the original project scope was defined.

JAD and prototypingFormal change approvalCharging for changes



Timeboxing

Another approach to scope managementFixed deadlineReduced functionality, if necessaryFewer “finishing touches”



Timeboxing Steps

1. Set delivery dateDeadline 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 enhancement



STAFFING THE PROJECT



Staffing The Project

Determining how many people should be assignedMatching people’s skills with the needsMotivating them to meet the objectiveMinimizing the conflict.



Key Definitions

The 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



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

If more people are needed, create subteams.In this way, the project manager can keep the communication effective



Increasing Complexity with Larger Teams



MotivationAssigning people isn’t enough, the project managers need to motivate the peopleUse monetary rewards cautiouslyUse intrinsic rewards

RecognitionAchievementThe work itselfResponsibilityAdvancementChance to learn new skills



Conflict Avoidance Strategies Clearly define roles and project plans Hold individuals accountable Project charter listing norms and

groundrules Develop schedule commitments ahead of

time Forecast other priorities and their

possible impact on the project



CONTROLLING AND DIRECTING THE PROJECT



CASE Tools

Initiation Analysis Design Implementation

Upper CASE Lower CASE

Integrated CASE (I-CASE)



Procedural MetadataLogic

Diagrams ScreenDesigns

CASE Repository

CASE Components



Standards

The team needs to work together, and things can get confusing.

Examples Formal rules for naming files Forms indicating goals reached Programming guidelines

Can you think of more examples?



Documentation

Project binder Table of contents Continual updating



Managing Risk

Risk assessmentThe process of assessing and addressing the risks that are associated with developing a project.

Actions to reduce riskProviding training to the team

Revised assessment



Classic Mistakes

Very optimistic schedule Failing to monitor schedule Failing to update schedule Adding people to a late project



Summary

Project management is critical to successful development of new systems

Project management involves planning, controlling and reporting on time, labor, and costs.



Expanding the Domain

For more detail on project management, visit the project management institute and its special interest group on information systems:

www.pmi.orgwww.pmi-issig.org

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