Topic # 12. CIS Project Management: an overview

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1 Topic # 12 CIS Project Management: an overview

2 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.

3 Top 7 Competencies of Project Manager 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 Source: Positive Leadership In Project Management by Rachael Miletkov

4 CIS Project Management Body of Knowledge (CIS PM BOK)

5 CIS PM BOK: Knowledge Areas 9 CIS PMBOK Knowledge Areas: CIS PM Process Machine Integration Management Scope Management Time Management Cost Management Quality Management Human Resources Management Communications Management Risk Management Procurement Management

6 CIS PM Process Groups and Knowledge Areas The CIS Project Management Body of Knowledge framework used for the text is structured around: 5 process groups which are made up of component processes consisting of tools, techniques, and outcomes organized within 9 knowledge areas

7 CIS Project Management: Time Management

8 Project Breakdown 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

9 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%.

10 Basics of Time Scheduling: Diagramming Technique

11 Basics of Project Scheduling 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.

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

13 Diagrams for Project Scheduling 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.

14 Basics of PERT Diagramming Project: Design and development of a new Web site Step # Name of an Activity (project step) Duration (days) Predecessor Successor 1 Analyze of existing Web sites Create a Design Model 8 1 3, 5 (using Prototype approach) 3 Development (coding) of Web site Testing of Web site (links, functions) Documentation (online HELP system) Implementation (on department s server) 4 4, 5 -

15 Example of the PERT Diagram (with a slack time and critical path) T E =13 T L =13 T E =20 T L =20 T E =24 T L = T E =5 T L =5 TT=8 TT=7 T E =16 T L =24 TT=4 T E =28 T L = TT=5 TT=3 TT=4 ST=8 ST(5) = TT(3) + TT(4) TT(5) = = 8 Critical Path Non Critical Path

16 T E =5 T L =5 1 ET=5 Example of the PERT Diagram (with 2 possible critical paths) T E =11 T L =11 2 ET=6 T E =11 T L = ET=6 T E =13 T L =13 ET=2 T E =18.5 T L =21 5 ET=5.5 T E =18 T L =18 ET=5 T E =22 T L =22 8 ET=3 ET=1 T E =21 T L =21 Two critical paths: and Critical Path Non Critical Path

17 Tools for Project Scheduling Every PM and System Analyst must know project scheduling basics and tools (about 74 systems are available); hyperlinked examples of 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 Source:

18 Example of the PERT Diagram (in Microsoft Project Tool)

19 Lab 2: example of Gantt Chart in Microsoft Project tool

20 Tools for 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)

21 Homework Assignment Lab 02 assignment

22 Lab Assignment GIVEN: A table with list of tasks, their durations, predecessors and successors is given below. ASSIGNMENT (optional): 1. Read Microsoft Project Manual on course web site 2. Use MS Project, and draw a) PERT and b) Gantt charts for project activities. 3. Based on created diagrams, identify the following for each task: early start (ES) time, early finish (EF) time, late start (LS) time, late finish (LF) time, slack time (ST). 4. Fill-in the table below with required data. 5. Make computer screen snapshots of both created Gannt and PERT diagrams in MS Project application. 6. Put both developed diagrams and a table (with identified output data) into your MS Word document or MS PowerPoint presentation. 7. Submit your MS Word or MS PPT file to instructor by and before the next class.

23 Lab Assignment: Input Data Activity # Durat ion Immediate Predecessor ES LS EF LF ST Critical Path? , , , , 9

24 Topic # 12 CIS Project Management: additional information

25 Tools for CIS Project Management

26 Project Scheduling Tools Project Scheduling Tool a 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:

27 Project Management Software 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: ActiveProject, Artemis, Bizwall, CommonOffice.com, EasyProjects.net, epm, etc. Web sites:

28 Project Portfolio Management Tools 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:

29 Gantt Charts for Project Scheduling 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.

30 An Example of Gantt Chart (for project scheduling) Source:

31 Gantt Diagram: An Example Source:

32 Gantt Diagram: An Example Source:

33 Human Resource Management (HRM)

34 FROM Time Management KA TO Human Resources Management KA Time management: - tasks, - task sequences, - all times (eraly start, late start, etc.) - projects schedule (diagrams) Human Resource Management consists of 3 main components: 1. Roles and Responsibilities Matrix (RRM) 2. Project organization chart (POC) 3. Project staffing plan

35 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

36 Staffing (Human Resources) Per Task

37 Cost Management

38 Cost Management consists of 2 main components: - estimate costs - determine budget Objectives: Define and understand key cost management terms Understand all the components of a project budget

39 Cost Management Planning: main parts

40 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

41 Examples of Useful Web Links Additional information is available on those web sites:

42 CIS Project Manager: Leadership Skills (1) 1. Great communication skills Don'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 Team Correct planning and utilization of 1) team s analytical, technical, communication and management skills, and 2) available project s technical, financial and human resources.

43 CIS Project Manager: Leadership Skills (2) 3. Understanding Characteristics and Needs of the Team Each 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 winwin situation. 4. Representing the Team At meetings of any level. 5. Setting the Example What 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

44 CIS Project Manager: Leadership Skills (3) 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. Counseling Be careful not to give advice, instead ask questions to help the individual to arrive at his/her own solution to the problem. Feel free to give factual information, but cautious about giving advice.

45 CIS Project Manager: Personality 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

46 Examples of Useful Web Links Additional information is available on those web sites:

47 Variants of the PERT Diagrams Instead of using one estimate for activity duration, PERT Diagram also addresses uncertainty in the duration by using three time estimates. The optimistic time (OT) is the minimum time an activity could take under normal conditions. The most likely time (LT) is the normal time to complete the job. The pessimistic time (PT) is the maximum time an activity could take; 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 chance that the task will be completed earlier or later than it.

48 Weaknesses of PERT Diagrams (Source: 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.

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

49 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

50 Main Groups of CIS Analyst Skills Analytical Skills Technical Skills ability to see things as systems, identify, analyze, and solve problems in an optimal way for a specific organization. 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 : the only requirement: After 2001: the compound requirement: 100% technical skills 25% - analytical skills 25% - technical skills 25% - management skills 25% - communication skills Conclusion: CS/CIS degree with Mngt skills vs a degree in Management

51 Open Positions: System Analysts and CIS Project Manager

52 System Analyst (15610 open positions)

53 System Project Manager (23745 open positions)

54 WBS Example: Tabular Form

55 A task (activity) Precedence Diagramming Method (PDM) Rules: Use boxes to represent activities (nodes) and lines with arrows to represent the dependencies see example next slide Microsoft Project Sample PD 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)

Chapter 3 Managing the Information Systems Project

Princess Noura University Computer Science and Information Faculty Information Systems Department IS321 Chapter 3 Managing the Information Systems Project Learning Objectives Discuss skills required to