SCSD2613: Project Planning Process

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SCSD2613

System Analysis and Design

PART II
Project Planning Process
Lecturer: Kanar Tahir Hama-Salih

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update: August 2019 (sharinhh)
OBJECTIVES
• Plan a project by identifying activities and scheduling
them.
• Manage team members and analysis and design
activities so the project objectives are met while the
project remains on schedule.

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PROJECT MANAGEMENT OVERVIEW

MANAGING
TIMES AND •Work Breakdown Structure (WBS)
ACTIVITIES

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PROJECT PLANNING AND CONTROL
▪Planning includes:
▪Selecting a systems analysis team, assign members.
▪Estimating time required to complete each task.
▪Scheduling the project.

▪Control means using feedback to monitor project,


including:
▪Comparing the plan for the project with its actual evolution.
▪Taking appropriate action to expedite or reschedule activities.
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MANAGING TIME AND ACTIVITIES
PHASES
• For completing projects on time, within
budget and including the features promised, a
project needs to be broken down into smaller
TASK/ACTIVITIES tasks or activities – work breakdown structure
(WBS)
• WBS can be product-oriented or process-
STEPS
oriented
• Time is estimated for each task or activity.
smaller units

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MANAGING TIME AND ACTIVITIES
PRODUCT-ORIENTED WBS

https://www.adroitprojectconsultants.com/tag/process-oriented-wbs/
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MANAGING TIME AND ACTIVITIES
PROCESS-ORIENTED WBS

https://www.adroitprojectconsultants.com/tag/process-oriented-wbs/
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MANAGING TIME AND ACTIVITIES

Figure 3.16 Beginning to plan a project by breaking it into major activities


*Do Phase 1 (Planning) first before analysis phase

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MANAGING TIME AND ACTIVITIES

Figure 3.17 Refining the planning and scheduling of analysis activities by adding detailed
tasks and establishing the time required to complete the tasks
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PROJECT MANAGEMENT OVERVIEW

PROJECT •Gantt chart


SCHEDULING •Pert Diagram

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PROJECT SCHEDULING TOOLS –
GANTT CHART
▪ Chart in which bars represent tasks or
activities
▪ Advantages:
▪ Simple.
▪ Worthwhile communication with end
user.
▪ Representing activities/tasks are drawn
to scale. Kendall & Kendall
Figure 3.18 Using a two-dimensional Gantt chart for planning activities that can be
accomplished in parallel

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GANTT CHART EXAMPLE

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PROJECT SCHEDULING TOOLS –
PERT DIAGRAM
▪ Also known as NETWORK DIAGRAM
▪ Useful when activities can be done in parallel
rather than sequence.
▪ Represented by a network of nodes and
arrows
▪ Nodes A,3 - means Activity A has a duration of 3 days/weeks/months

▪ called event, identified by numbers, letters etc


▪ To recognize that an activity is completed
▪ Indicate which activities need to be completed before new
activities maybe undertaken (precedence)
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PERT DIAGRAM
▪Advantages:
▪Easy identification of the order of precedence.
▪Easy identification of the critical path and thus critical
activities.
▪Easy determination of slack time.
▪Occasionally, PERT Diagram need pseudo-activities,
referred to as dummy activities
▪It is used to preserve the logic or clarify the diagram.
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PERT DIAGRAM – Dummy line
Dummy line is used to show logical
sequence of the activity.
Example:

Project 1 – C can only be started if both A &


B are finished

Project 2 – C only requires B’s completion


& could be under way while A is still taking
plac
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PERT DIAGRAM – Example
1. Listing activity to be used in pert diagram before drawing it

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PERT DIAGRAM – Example
2. Draw the diagram

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PROJECT SCHEDULING: CRITICAL
PATH METHOD (CPM)
• CPM is a project network analysis technique used to predict
total project duration.
• The critical path is the longest path through the network
diagram and has the least amount of slack or float.
• A critical path for a project is the series of activities that
determines the earliest time by which the project can be
completed.
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FINDING THE CRITICAL PATH
1. First develop a good project PERT diagram.
2. Add the durations for all activities on each path through the
project network diagram.
3. The longest path is the critical path.

Note: If one or more activities on the critical path takes longer than planned,
the whole project schedule will slip unless corrective action is taken.
• There can be more than one critical path if the lengths of two or more paths are the
same.
• The critical path can change as the project progresses.
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CRITICAL PATH METHOD (CPM)
Determining the Critical Path for Project X:

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CPM Example
C=2 4 E=1
A=2 B=5
start 1 2 3 6 finish

D=7 5 F=2

Consider the following project network diagram. Assume all times are in
days:
a) How many paths are on this network diagram?
b) How long is each path?
c) Which is the critical path?
d) What is the shortest amount of time needed to complete this project?
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LET’S TRY
Checkpoint 2: Pert Chart & CPM

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GANTT CHART vs PERT DIAGRAM

Figure 3.19: A Gantt Chart compared with PERT Diagram for scheduling activities

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CONTROLLING CHANGES TO THE
PROJECT SCHEDULE
• Perform reality checks on schedules.
• Allow for contingencies.
• Don’t plan for everyone to work at 100% capacity all the
time.
• Hold progress meetings with stakeholders and be clear and
honest in communicating schedule issues.

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CONTROLLING CHANGES TO THE
PROJECT SCHEDULE
STAFFING REQUIREMENT
• Choice of software can influence the amount of
effort that goes into system development.
• It is not true that the more people assigned to a
TIMEBOXING task, the faster it will get done.
• Timeboxing sets an absolute due date for
MANAGING RISKS
project delivery. • 30 percent of all projects succeed.
• The most critical features are developed • 20 percent fail.
first and implemented by the due date.
• 50 percent finish, but are either late, over
• Other features are added later.
budget, or offer fewer features than
originally promised.

THINGS
TO
CONSIDER
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PROJECT MANAGEMENT OVERVIEW

MANAGING
•Project charter
THE PROJECT •Avoiding project failure
TEAM

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MANAGING THE PROJECT TEAM
Assembling a team. Team communication
• Shared value of team work
• Good work ethic
strategies.
• Honesty •Teams often have two leaders – (1) one who leads
• Competency members to accomplish tasks AND (2) one that concerned
• Readiness to take on leadership based on expertise with social relationships.
• Motivation •The systems analyst must manage the team members,
• Enthusiasm for the project their activities, and their time and resources.
• Trust of teammates
TEAM
MANAGEMENT
Team member motivation.
Project productivity goals.
• Goal-setting helps to motivate team members
• Successful projects require that reasonable productivity
goals for tangible outputs and process activities be set
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PROJECT CHARTER
▪Describes in a written document what the expected
results of the systems project are and the time frame for
delivery.
▪Written narrative that clarifies several questions such as:
1. What does the user expect of the project?
2. What is the scope?
3. What analysis methods will be used?
4. Who are the key participants?
5. What are the project deliverable?
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AVOIDING PROJECT FAILURES
• Project failures may be
prevented by:
• Training.
• Experience.
• Learning why other
projects have failed.

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SUMMARY
1 PROJECT INITIATION
• Problems or opportunities?

2 DETERMINING PROJECT FEASIBILITY


•Operational, Technical, Economic (CBA)

3 MANAGING TIMES AND ACTIVITIES


• WBS

4 PROJECT SCHEDULING
•Gantt Chart, Pert Diagram, CPM

5 MANAGING THE PROJECT TEAM


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REFERENCES
Kendall, K.E. & Kendall, J.E., 2014. System Analysis and Design. 9th Ed. Essex:Pearson.

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update: August 2019 (sharinhh)

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