Information System’s Project Planning & Managementwcw.cs.ui.ac.id/teaching/imgs/bahan/akps/2-is-project-planning... · Avis Europe PLC (UK) 2004 Enterprise resource planning (ERP)

Prof. Zainal A. Hasibuan Panca Hadi Putra

Farisya Setiadi

Information System’s Project Planning & Management

Mata Kuliah Program MTI, Fasilkom, Universitas Indonesia Analisis Kebutuhan dan Perancangan Sistem Informasi,

Semester Genap, September 2018

•  Understand the importance of linking the information systems to business needs.

•  Be able to create a system request. •  Understand how to assess technical, economic, and

organizational feasibility. •  Be able to perform a feasibility analysis. •  Understand how projects are selected in some

organizations. •  Become familiar with estimation. •  Be able to create a project workplan (WBS, Gantt Chart,

Pert chart). •  Understand why project teams use timeboxing. •  Become familiar with how to staff a project. •  Understand how computer-aided software engineering,

standards, and documentation improve the efficiency of a project.

Learning Outcomes

•  A project is a set of activities with a specified beginning and end points meant to create a system that brings value to the business.

•  Project management is the process of planning and controlling system development within a specified time at a minimum cost with the right functionality.

•  Inception phase: generate a system request (project charter) based on business need or opportunity.

•  Perform feasibility analysis; revise the system request.

•  Approve or decline the project.

Introduction

Successful Projects

Cost

Schedule Performance

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

Where is your project?

Cost

Schedule Performance Yourproject?

Why Should We Care?

Wouldyoubuyacarthatonlyhada28%chanceofdrivingoffthelotwithnoproblems?

Datasource:TheStandishGroupChaosReportasOutlinedinIEEESoftwareMagazine(2005)

Examples of Significant IS Project Failures

Company Year Outcome

HudsonBay(Canada) 2005 Inventorysystemproblemsleadto$33.3millionloss.

UKInlandRevenue 2004/5 $3.45billiontax-creditoverpaymentcausedbysoftwareerrors.

AvisEuropePLC(UK) 2004 Enterpriseresourceplanning(ERP)systemcancelledafter$54.5millionspent.

FordMotorCo. 2004 Purchasingsystemabandonedafterdeploymentcostingapproximately$400M

Hewlett-PackardCo. 2004 ERPsystemproblemscontributeto$160millionloss.

AT&TWireless 2004 Customerrelationsmanagementsystemupgradeproblemsleadto$100Mloss

Source:Charette,RobertN.,“WhySoftwareFails,”IEEESpectrumOnline,Sept.2005.

•  Projectsaredrivenbybusinessneeds–  Identifiedbybusinesspeople–  IdentifiedbyITpeople–  (betteryet)identifiedjointlybybusinessandIT

•  Theprojectsponsorbelievesinthesystemandwantstoseeitsucceed–  Normallythisisabusinessperson–  Shouldhavetheauthoritytomoveitforward

Project Identification and Initiation

Business Value •  TangibleValue

–  Canbequantifiedandmeasuredeasily–  Example:2percentreductioninoperatingcosts

•  IntangibleValue–  Resultsfromanintuitivebeliefthatthesystemprovidesimportant,buthard-to-measure,benefitstotheorganization

–  Example:improvedcustomerservice

Elements of a System Request •  Project sponsor

–  Primary point of contact for the project

•  Business need –  Reason prompting the project

•  Business requirements –  Business capabilities the system will need to have

•  Business value –  Benefits the organization can expect from the project

•  Special issues –  Anything else that should be considered

•  Guidestheorganizationindeterminingwhethertoproceedwithaproject

•  Is this project feasible? –  What are the risks?

•  Identifytheproject’srisksthatmustbeaddressediftheprojectisapproved

–  Can these risks be overcome? •  Major components:

–  Technical feasibility (Can we build it?) –  Economic feasibility (Should we build it?) –  Organizational feasibility (Will they use it?)

Feasibility Analysis

•  Familiaritywithtechnology–  Lessfamiliaritygeneratesmorerisk

•  Projectsize–  Largeprojectshavemorerisk

•  Compatibility–  Difficultintegrationincreasestherisk

Technical Feasibility

Canwebuildit?

•  Identify the costs and the benefits–  Developmentcosts–  Annualoperatingcosts

•  Annualbenefits(costsavingsandrevenues)•  Intangiblecostsandbenefits•  Determine the cash flow •  Determine the value using one or more methods:

–  Net present value (NPV) –  Return on investment (ROI) –  Break-even point

Economic Feasibility

Shouldwebuildit?

Break-Even Point Illustration

-

200.000

400.000

600.000

800.000

1.000.000

1.200.000

1.400.000

1.600.000

1 2 3 4 5 6

Benefits

Costs

Years

Rup

iah

(in th

ousa

nd)

Break-even point

Cost-Benefit Analysis

Source:Dennis,WixomandTegarden(2015).

Cost-Benefit Analysis


Organizational Feasibility •  Conductstakeholderanalysis

–  Projectchampion(s)–  Seniormanagement–  Users–  Others

•  Istheprojectstrategicallyalignedwiththebusiness?•  Willtheusersacceptthesystem?

Ifwebuildit,willtheyuseit?

Project Selection •  Projects are approved, declined or delayed based on

value added vs. risks •  Project portfolio management

–  Goals: •  Maximize cost/benefit ratio •  Maintain an optimal mix of projects based on:

–  Risk –  Size, cost & length of time to complete –  Purpose, scope & business value

–  Limited resources require trade-offs •  Selected projects enter the project management

process

Project Selection/Portfolio Matrix

EconomicFeasibility(ROI–CommercialReturn)

TechnicalFeasibility

Howeasyisitto

build?

High

Low

HighLow

WhiteElephant

PearlBreadandButter

Oyster

AdaptedfromGrayandLarson(2010)

How Not to Select a Project •  Firstin,firstout•  Politicalcloutofprojectinventor•  Squeakywheelgettingthegrease•  Anyothermethodthatdoesnotinvolveadeliberatecourseofactionanalysis

Arecentanalysisfoundthatbetween2%and15%ofprojectstakenonbyITdepartmentsarenotstrategictothebusiness.

Waktu

TahapanPlan Analysis Design Implementation

ANAPERANCIS PROPENSI

AKPSI

SarjanaSistemInformasi:duakelasAnaperancisdanPropensiMasterTeknologiInformasi:satukelasAKPSI

IS Development: Effort Allocation

Time/

ProblemIdentification

Analysis Design Implementation&Evaluation

ProjectInitiation

ProjectPlan

ProjectExecution

ProjectPresentation

Cost

IS Development: Effort Allocation

Methods, Techniques and Instruments in Project Identification

Methods Techniques Instruments

Observation Directlocationvisit Checklist

Interview Face-to-face,telephone,email,etc.

Listofquestions

Questionnaires Personaladministration,email,etc.

Questionnaire

Documentsearch Directlocationvisit Listofdocuments

Sampling Random,purposive,etc.

Randomization

For technical issues, please consider: •  Pastikan tempat studi kasus accessible, dan friendly

enough untuk menerima tim analyst/developer. –  Ada “letter of acceptance”

•  Identifikasi contact person, yang cukup representative untuk studi kasus. –  Ada no HP, e-mail contact person.

•  Diskusikan the dos and the don'ts (apa yang boleh dan apa yang tidak boleh) di studi kasus tersebut.

•  dll.

•  Gali strong reasons why the organization needs to develop information systems. Tidak cukup mengatakan, organisasi tersebut masih manual, organisasi tersebut perlu website, dst. –  Sumber informasi: dari pimpinan, manajer, dan karyawan. –  Kita membuat sistem informasi, BUKAN membuat software (misalnya, cara

menghitung zakat, pajak, premi, dll), BUKAN membuat Website. •  Usahakan mendapatkan dokumen strategic plan atau organization

vision, mission, and objectives, seawal mungkin. Kita ingin memastikan ada tujuan organisasi yang hendak dicapai. In case you cannot find it, anda bisa mendiskusikan dengan santun kepada klien(pimpinan).

•  Kembalikan ke definisi sistem informasi: interaksi berbagai elemen utk mencapai tujuan organisasi. Pastikan anda mendapatkan informasi seoptimal mungkin mengenai elemen-elemen tersebut (teknik, metode, proses, prosedur, tools, orang, dll).

•  Identifikasi, tertulis maupun tidak tertulis, business processes, data, values, dll yang mungkin ada di organisasi tersebut (observasi, interview, kuesioner, dll).

•  …

Regarding substance, please consider:

•  Top Management –  Masalah dream, vision, business plan –  Masalah competitor, new entrance, supplier, customer,

substitute product –  Masalah innovasi produk, layanan, dll.

•  Middle Management –  Masalah manajerial –  Masalah line of businesses dan internal value chain –  Masalah business processes –  Masalah data, dll.

•  Employee –  Kemudahan bekerja –  Produktivitas, dll

Questions/issues in problem identification

Why Projects Fail

ImageCredit:UniversityofLondonComputerCenterNewsletter

•  Aids in creating workplans •  Identify all tasks, their sequence and estimate the

time to complete each one •  Work breakdown structures (WBS): a hierarchy of

tasks to identify: –  Duration of each task –  Current status of each task –  Task dependencies (shows which tasks must be completed

before others can begin) •  Gantt charts: horizontal bar chart that shows the

WBS graphically •  Network diagrams: PERT and CPM

Project Management Tools

Project Effort Estimation •  Estimation involves trade-offs between functionality,

time and cost •  It is the process of assigning projected values for time

and effort •  Most accurate estimates come from experience •  Use-case point method; based on:

–  Technical complexity factors (13) –  Environmental factors (8)

•  Function point approach: –  Function points à person-months à months

Use Case Point Estimation: Actors and Use Cases

Note:UsecasepointestimationmethodisbasedonKarner(1993).SeetheoriginalpaperonSCELE.

Use Case Point Estimation: Technical Complexity

Use Case Point Estimation: Environmental Factors

Use Case Point Estimation: Final estimate

Note:WehavemadetheaboveUCPcalculatoravailableforpublicuse.YoumaydownloaditonSCELE.

•  Workplan: a dynamic and sequential list of all tasks needed to complete a project

•  Created after a project manager has a general idea of the project’s size and rough schedule

•  The work plan is usually the main item in a project management software application

•  Approaches: –  Modify existing or completed projects –  Derive the tasks from the methodology being used

Creating & Managing the Workplan

Sample Task

Taskname: Performeconomicfeasibility

Startdate: Jan5,2010

Completiondate: Jan19,2010

Personassignedtothetask: MarySmith

Deliverable(s): Cost-benefitanalysis

Completionstatus: Complete

Priority: High

Resourcesneeded: Spreadsheetsoftware

Estimatedtime: 16hours

Actualtime: 14.5hours

Work Breakdown Structure


Gantt Chart


Pert Chart •  Usedtocommunicatetaskdependencies•  Allowseasiervisualizationoftasksonacriticalpath


•  Scope “creep” –  Occurs after the project is underway –  Results from adding new requirements to the project –  Can have a deleterious effect on the schedule

•  Techniques to manage the project scope: –  Identify all requirements at the outset –  Allow only those changes deemed absolutely necessary –  Carefully examine the impact of suggested changes –  Delay some changes for “future enhancements” –  Time boxing

Scope Management

Timeboxing Steps 1.  Set the date for system delivery 2.  Prioritize the functionality that needs to be included

in the system 3.  Build the core of the system (the functionality

ranked as most important) 4.  Postpone functionality that cannot be provided

within the time frame 5.  Deliver the system with core functionality 6.  Repeat steps 3 through 5 to add refinements and

enhancements

•  Goals: –  Determine how many people are required –  Match skill sets to required activities –  Motivate the team to meet the objectives –  Minimize conflicts

•  Deliverable—The staffing plan, which includes: –  Number & kind of people assigned –  Overall reporting structure

Staffing the Project

The Staffing Plan

•  Calculate the number of people needed:

•  Lines of communication increase exponentially as people are added to a project

•  Create a reporting structure for projects with large numbers of people assigned

•  Form sub-teams as necessary •  Assign the Project Manager, Functional lead &

Technical lead •  Pay attention to technical and interpersonal skills

Reporting Structures

ProjectManager

FunctionalLead

Analyst Analyst

TechnicalLead

Programmer Programmer

Avoid the this classic mistake:

Brook’s Law: “Adding manpower to a late software project makes it later”

•  Motivation is the greatest influence on performance •  Monetary rewards usually do not motivate •  Suggested motivating techniques:

–  20% time rule –  Peer-to-peer recognition awards –  Team ownership (refer to the team as “we”) –  Allow members to focus on what interests them –  Utilize equitable compensation –  Encourage group ownership –  Provide for autonomy, but trust the team to deliver

Motivating People

•  Preventing or mitigating conflict: –  Cohesiveness has the greatest effect –  Clearly defining roles and holding team members accountable –  Establish work & communications rules in the project charter

•  Additional techniques: –  Clearly define plans for the project –  Make sure the team understands the importance of the project –  Develop detailed operating procedures –  Develop a project charter –  Develop a schedule of commitments in advance –  Forecast other priorities and their impact on the project

Handling Conflict

•  Environment—Choose the right set of tools –  Use appropriate CASE tools to:

•  Increase productivity and centralize information (repository) •  Utilize diagrams—more easily understood

–  Establish standards to reduce complexity •  Infrastructure—Document the project appropriately

–  Store deliverables & communications in a project binder –  Use Unified Process standard documents –  Don’t put off documentation to the last minute

Environment & Infrastructure Management

Choice of CASE Tools that Support UML

See:https://en.wikipedia.org/wiki/List_of_Unified_Modeling_Language_tools

TypesofStandards Example

Documentationstandards

Thedateandprojectnameshouldappearasaheaderonalldocumentation.

Codingstandards Allmodulesofcodeshouldincludeaheaderthatliststheprogrammer,lastdateofupdate,andashortdescriptionofthepurposeofthecode.

Proceduralstandards ReporttoprojectupdatemeetingonFridaysat3:30PM.Allchangestoarequirementsdocumentmustbeapprovedbytheprojectmanager.

Specificationrequirementstandards

NameofprogramtobecreatedDescriptionoftheprogram’spurpose

Userinterfacedesignstandards

Thetaborderofthescreenwillmovefromtoplefttobottomright.Acceleratorkeyswillbeprovidedforallupdatablefields.

Standards

•  Good documentation happens up front –  Documentation that occurs only at the tail end of a project/

phase is not very useful

•  Project binder(s) are best practices containing –  All internal communications (e.g. minutes from status

meetings) –  Written standards –  Letters to and from the business users –  Deliverables from each task

Documentation

Any questions?