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Managing IS Projects

Planning Decomposing Project into Activities Estimating resources Developing a schedule Setting standards Execution Allocation of resources Monitoring the progress Plan revisions. Managing IS Projects. Figure 3-4 A Project Manager Juggles Numerous Items during a Project. Gantt Chart

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Managing IS Projects

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  1. Planning Decomposing Project into Activities Estimating resources Developing a schedule Setting standards Execution Allocation of resources Monitoring the progress Plan revisions Managing IS Projects

  2. Figure 3-4A Project Manager Juggles Numerous Items during a Project

  3. Gantt Chart Shows the final plan Program Evaluation and Review Technique (PERT) Critical Path Method (CPM) Project Management Software (MS Project) Version Management Software Project Planning Tools and Techniques

  4. Figure 3-10aA Gantt Chart

  5. Figure 3-10bA PERT Chart

  6. Figure 3-12PERT Chart Showing Activities and Sequence

  7. Figure 3-17PERT Chart for the SPTS Project

  8. The duration is expressed using Optimistic Pessimistic Most likely times Some assumptions about distributions PERT analysis gives details such as the probability of completing the project in a given number of periods Uncertainty in Duration Estimations

  9. Figure 3-22Gantt Chart showing Progress on Activities versus Planned Durations

  10. Difficult to decompose the project into separate activities identify sequential relationships estimate cost and time for a given allocation of resources estimate the impact of additional resources on time and cost Complexities in IS project Management

  11. Time Estimation Using a More Complex Approach

  12. Size Function points Lines of code Effort Person-months Time Months Estimation Trade-offs

  13. COCOMO (Constructive Cost Model) c = alb where c = man-months needed, l is the number of lines of code The parameters a and bwill be estimated using historical data. For each new project, l will be estimated. Time and Cost estimation in Systems Projects 

  14.  The functional specification document is used. The complexity of each functional requirement is determined using the number of inputs, outputs, and files used and the logic complexity. Historical data is used to estimate time and cost based on this complexity measure. Function point model

  15. Function Point Estimation-- Step One Complexity Description Low Medium High Total Inputs __x 3 __x 4 __x 6 ____ Outputs __x 4 __x 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 ____

  16. Function Points Estimation-- Step Two Scale of 1 to 5 Data Communications _____ Heavy Use Configuration _____ Transaction Rate _____ End-User efficiency _____ Complex Processing _____ Installation Ease _____ Multiple sites _____ Performance _____ Distributed functions _____ On-line data entry _____ On-line update _____ Reusability _____ Operational Ease _____ Extensibility _____ Project Complexity (PC) _____

  17. Function Point Estimation -- Step 3 Processing Complexity (PC): ________ (From Step 2) Adjusted Processing Complexity (PCA) = 0.65 + (0.001 * ____ ) Total Adjusted Function Points: _____ * ____ = (TUFP -- From Step 1)

  18. Function Points Estimation-- Step Four Adjusted Project Complexity = .065 + (0.01 * Project Complexity) Total Adjusted Function Points = Adjusted Project Complexity * TUFP

  19. Converting Function Points to Lines of Code Language LOC/Function Code Point C COBOL JAVA C++ Turbo Pascal Visual Basic PowerBuilder HTML Packages (e.g., Access, Excel) 130 110 55 50 50 30 15 15 10-40 Source: Capers Jones, Software Productivity Research

  20. Rule of thumb for estimation Estimating Schedule Time Schedule Time (months) = 3.0 * person-months1/3

  21. How many programmers/designers/analysts? Mythical man-month An increase in human resources for an activity doesn’t necessarily reduce the duration; coordination issues Project deadline setting Should you add slack or not? Adding slack doesn’t necessarily complete the project on time 80-20 Rule: The core of the work is done in 20% of the budgeted time Allocation of Human Resources in IS projects

  22. Fixed deadline Reduced functionality, if necessary Fewer “finishing touches” Timeboxing

  23. Set delivery date Deadline should not be impossible Should be set by development group Prioritize features by importance Build the system core Postpone unfinished functionality Deliver the system with core functionality Repeat steps 3-5 to add refinements and enhancements Timeboxing Steps

  24. Overly optimistic schedule Failing to monitor schedule Failing to update schedule Adding people to a late project Classic Mistakes

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