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Project Planning Project Management. Week 3 CMIS570. Plan for Tonight. Pick up Homework #1 – Problem statement Project Planning Feasibility Analyses Project Management. SDLC. Project Planning ***. Analysis. Design. Implementation. Support. Why Project Planning?.

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Project Planning Project Management

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Project planning project management l.jpg

Project PlanningProject Management

Week 3

CMIS570


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Plan for Tonight

  • Pick up Homework #1 – Problem statement

  • Project Planning

  • Feasibility Analyses

  • Project Management


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SDLC

Project Planning

***

Analysis

Design

Implementation

Support


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Why Project Planning?

  • Transforms a vague system request document into a tangible project description.

  • Set up communication plan – SA&D requires effective communication between the systems analysts, users, and management.

  • Essential for successful projects


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Project Initiation and Planning – In a nutshell

  • This is the point where a systems analyst begins to play a major role in the systems development process.


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Initiating the project

  • Establish the team

  • Initial plan/scope

  • Initial project scope

  • Initial feasibility


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Project Planning steps

  • Define the problem


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Graph

  • Include figure 3-8


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Project Planning Steps continued

  • Produce the project schedule


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Project Planning Steps continued

  • Confirm project feasibility

    • Economic

    • Organizational/Cultural

    • Technological

    • Schedule

    • Resource


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Economic Feasibility

  • Identifying the financial benefits and costs associated with the project (CBA)

  • At this point, probably do not know enough to complete in detail.

  • What can be done: list tangible and intangible costs and benefits.


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Costs and Benefits

  • Tangible Benefits

  • Intangible Benefits

  • Tangible Costs

    • One-time

    • Recurring

  • Intangible Costs


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Project Planning Steps continued

  • Staff and launch the project


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Project Management

  • Characteristics of a Project


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Project success factors

  • Clear system requirement definitions

  • Substantial user involvement

  • Support from upper management

  • Thorough and detailed project plans

  • Realistic work schedules and milestones


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Readings

  • More on Project Management

  • Five steps:

    • Define

    • Plan

    • Implement

    • Control

    • Close


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Expect problems

  • “Sure, if everyone got along, showed up, worked hard, had no accidents, stayed on task, wasn’t interrupted, didn’t have 10 other important responsibilities, and our friend Murphy never showed up, this project might be a piece of cake.” (p. 27)


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Triple Constraints

  • When problems arise, consider the triple constraints carefully before acting.

  • Your new role: Detective! See page 32 for good questions.


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Thinking of Everything

  • Deals with setting up the WBS and Project Scheduling

  • Quality of WBS will depend on how well you defined your project.


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Project Tracking

  • Ambiguity is your friend

  • Escalating commitment is not

  • How much and what are you collecting?


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PMBOK

  • Get slides from Appendix A


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For Next Session…

  • Gantt chart due

  • Read chapter 4

  • Read chapter 5 pp. 152-169


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