4-1 © Prentice Hall, 2004 Chapter 4: Project Management and Planning Object-Oriented Systems...
-
Upload
jared-hunt -
Category
Documents
-
view
222 -
download
1
Transcript of 4-1 © Prentice Hall, 2004 Chapter 4: Project Management and Planning Object-Oriented Systems...
4-1 © Prentice Hall, 2004
Chapter 4:Chapter 4:Project Management and Project Management and
PlanningPlanning
Object-Oriented Systems Analysis and Design
Joey F. George, Dinesh Batra,
Joseph S. Valacich, Jeffrey A. Hoffer
4-2Chapter 4 © Prentice Hall, 2004
Chapter ObjectivesChapter Objectives
After studying this chapter you should be able to:– Describe the steps involved for
identifying and selecting, initiating, planning, and executing projects.
– Explain Statement of Work (SOW) and Baseline Project Plan (BPP).
4-3Chapter 4 © Prentice Hall, 2004
Chapter Objectives Chapter Objectives (Continued)(Continued)
After studying this chapter you should be able to:– Describe several methods for feasibility
assessment.– Describe tangible vs. intangible benefits
and costs, and one-time vs. recurring costs.
4-4Chapter 4 © Prentice Hall, 2004
Chapter Objectives Chapter Objectives (Continued)(Continued)
After studying this chapter you should be able to:– Perform cost-benefit analysis by
performing net present value (NPV), return on investment (ROI), and breakeven analysis.
– Describe the activities and roles in a structured walkthrough.
4-5Chapter 4 © Prentice Hall, 2004
4-6Chapter 4 © Prentice Hall, 2004
Identifying and Selecting Identifying and Selecting OOSAD ProjectsOOSAD Projects
Top-down approaches– Top management– Steering committees
Bottom-up approaches– User departments– Development group
4-7Chapter 4 © Prentice Hall, 2004
4-8Chapter 4 © Prentice Hall, 2004
Each stakeholder group brings their own perspective and motivation to the IS decision
4-9Chapter 4 © Prentice Hall, 2004
4-10Chapter 4 © Prentice Hall, 2004
4-11Chapter 4 © Prentice Hall, 2004
Managing the Project:Managing the Project:Initiation TasksInitiation Tasks
4-12Chapter 4 © Prentice Hall, 2004
Managing the Project:Managing the Project:Planning TasksPlanning Tasks
4-13Chapter 4 © Prentice Hall, 2004
4-14Chapter 4 © Prentice Hall, 2004
Statement of Work (SOW) is a “contract” between the IS staff and the customer regarding deliverables and time estimates for a system development project
4-15Chapter 4 © Prentice Hall, 2004
System Service Request (SSR) is a form requesting development or maintenance of an information system. It includes the contact person, a problem statement, a service request statement, and liaison contact information.
4-16Chapter 4 © Prentice Hall, 2004
Feasibility AssessmentFeasibility Assessment
Economic feasibilityTechnical feasibilityOperational feasibilitySchedule feasibilityLegal and contractual feasibilityPolitical feasibility
4-17Chapter 4 © Prentice Hall, 2004
Economic FeasibilityEconomic Feasibility
Cost-benefit analysis – identify all the financial benefits and costs associated with a project
Tangible vs. intangible benefitsTangible vs. intangible costsOne-time vs. recurring costs
4-18Chapter 4 © Prentice Hall, 2004
Tangible benefits:
4-19Chapter 4 © Prentice Hall, 2004
One-time tangible costs
Recurring tangible costs
4-20Chapter 4 © Prentice Hall, 2004
Three financial measures for cost-benefit analysis
4-21Chapter 4 © Prentice Hall, 2004
Net Present ValueNet Present Value
PVn = present value of Y dollars n years from now
based on a discount rate of i.
NPV = sum of PVs across years.
Calculates time value of money.
4-22Chapter 4 © Prentice Hall, 2004
4-23Chapter 4 © Prentice Hall, 2004
Technical FeasibilityTechnical Feasibility
Assessing the organization’s ability to construct the proposed system
Takes into account various project risk factors
4-24Chapter 4 © Prentice Hall, 2004
4-25Chapter 4 © Prentice Hall, 2004
High technical familiarity mitigates risk due to project size and structure. Low familiarity increases risk.
4-26Chapter 4 © Prentice Hall, 2004
Baseline Project Plan (BPP) is a document intended primarily to guide the development team, containing an overview of the project, a detailed description of the system, a complete feasibility assessment, and a list of management issues.
4-27Chapter 4 © Prentice Hall, 2004
Other Feasibility ConcernsOther Feasibility Concerns Operational
– Will the system achieve the objectives of the project? Schedule
– Can the project be accomplished in a reasonable time frame?– Project management critical path scheduling can help answer this
concern. Legal/Contractual
– Are there regulations or legal obligations that affect the success of the project?
Political– Will the project have user and management support?– Will there be resistance?
4-28Chapter 4 © Prentice Hall, 2004
Project Scope statement is part of the BPP, and identifies the problem or opportunity, the project objectives, description, benefits, deliverables, and expected duration.
4-29Chapter 4 © Prentice Hall, 2004
What is a Structured Walkthrough?What is a Structured Walkthrough?
A peer-group review of any product created during the system development process
- Individuals attending can have the following roles: coordinator, presenter, user, secretary, standard-bearer, maintenance oracle
- Can be applied to BPP, system specifications, logical and physical designs, program code, test procedures, manuals and documentation
4-30Chapter 4 © Prentice Hall, 2004
Structured walkthrough form
4-31Chapter 4 © Prentice Hall, 2004
RecapRecapAfter studying this chapter we learned
to:– Select, initiate, plan, and execute projects.– Understand SSR, SOW, and BPP documents.– Perform feasibility assessment.– Perform cost-benefit analysis.– Perform structured walkthroughs.