Module 13: Discussion
Project Management
You are the project manager and need to compose an SOW for clients who want you to develop a Kickstarter.com site for their project, as discussed in the chapter.
Start off by composing an SOW using a standard SOW template that you found and downloaded from the Internet. Use Tom’s Planner (https://www.tomsplanner.com) or other free Gantt chart software to create a Gantt chart for your project. Share your Gantt chart for the project as an attachment and as an image – discuss how a Gantt chart can improve projects that you work on.
Assume that after your clients review your SOW and Gantt chart, they request that you discount the price 20%. Based on the triple constraints, discuss how you would respond?
Discuss the concepts, principles, and theories from your textbook. Cite your textbooks and cite any other sources if appropriate.
IT for Management: On-Demand Strategies for
Performance, Growth, and Sustainability
Twelfth Edition
Turban, Pollard, Wood
Chapter 13
Systems Development and Project, Program
and Portfolio Management
Learning Objectives (1 of 5)
Systems
Development
Monitoring/
Controlling
and Closing
Projects
Software
Development
Methodologies
Initiating,
Planning, and
Executing
Projects
Project,
Program and
Portfolio
Management
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2
Systems Development
All systems development projects are prompted by a business
need.
Systems development is a set of activities, methods, best
practices, deliverables, and automated tools to creating and
maintaining IT architecture and software.
Business need is a gap between the current state of a business
and its goals.
A business driver is a condition, process, resource, or rationale
that is vital for an organization to thrive.
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Business Drivers
Typical business drivers for systems
development include the following:
• Globalization of the economy
• E-commerce, mobile commerce
• Security and privacy issues
• Communication, collaboration, and partnerships
• Knowledge management
• Continuous improvement and total quality
management
• Business process redesign
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System
Development
Life Cycle
• System Development Life Cycle
(SDLC) is a multiple stage
approach used by IT professionals
to develop high-quality
information systems from
planning and analysis through
support and maintenance.
• The SDLC provides a framework
for a number of different
systems development
methodologies.
• The activities performed during
systems development vary
depending on the size and
complexity of the system.
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Systems Planning
Systems Analysis
Stages of
the SDLC
Systems Design
Implementation and Testing
Support and Maintenance
The SDLC is an iterative process, not a
linear one.
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Stage 1: Systems Planning
During Systems Planning:
1. Planning begins when a business need is identified.
2. Problem or desired change is described.
3. Planning stage objective is to determine feasibility of the
request.
4. The deliverable from the planning stage is the Project Plan.
A feasibility study in this stage determines the probability of
success of a proposed system and provides a rough assessment of
its technical, economic, organizational, and behavioral feasibility.
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Feasibility Analyses
Technical feasibility determines if the required technology, IT
infrastructure, data structures, analytics, and resources can be
developed and/or acquired to solve the business problem.
Economic feasibility determines if the project is an acceptable
financial risk and if the company can afford the expense and time
needed to complete the project.
Legal and organizational feasibility Are there legal, regulatory, or
environmental reasons why the project cannot or should not be
implemented?
Behavioral feasibility considers human issues.
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Stage 2: Systems Analysis
During Systems Analysis:
1. User requirements are gathered to better
understand the problem
2. Process models are created to determine the logical
design of the system
3. The deliverable from the systems analysis stage is
the Systems Proposal.
• More time invested in analysis mean a greater
probability of IS success.
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Stage 3: Systems Design
• System developers utilize the design specifications to create the
user interface and establish data requirements
• Physical design of the system is designed by determining and
acquiring the hardware and software needed to carry out the
logical design of the system
• User and system documentation are created
• Management and user involvement are critical to ensure that
business requirements are being met
• The deliverable from the design stage is the System Design
Specification
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Stage 4: Implementation and Testing
• Implementation
o Conversion of the old system to the new system
• Plunge: cut off and migration at a specific time
• Parallel: simultaneous transfer
• Pilot: limited test of new, then roll out
• Phased: specific components in stages
• Testing
o Testing verifies that apps, interfaces, data transfers, and so
on, work correctly under all possible conditions.
o Users are trained in the use of the new system.
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Stage 5: Support and Maintenance
• Occurs once new system’s operations are stabilized.
Audits are performed to assess capabilities and determine
operational correctness.
o Maintenance must be kept up to date at all times.
o Users kept up to date on latest modifications and procedures.
o
• Systems development is a repetitive process as
maintenance turns into the development of a new
system.
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System Development: Questions
1. What are the five stages of the SDLC?
2. Name the deliverables from three of the five SDLC
stages.
3. Explain the purpose of feasibility tests and why they
are important in developing ISs.
4. Is the systems development process a linear or a
cyclical process? Explain.
5. Name the four system conversion methods.
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Learning Objectives (2 of 5)
Systems
Development
Monitoring/
Controlling
and Closing
Projects
Software
Development
Methodologies
Initiating,
Planning, and
Executing
Projects
Project,
Program and
Portfolio
Management
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Comparing Systems Development
Methodologies
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Software
Development
Methodologies:
Waterfall
•Waterfall Method
• Sequential
• Predictive
• Inflexible
• No going back
• Recordkeeping essential
• Small, short-term
projects
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Software Development Methodologies:
Object-Oriented
• Object-Oriented (O-O) Analysis and Design
Iterative, Adaptive
o Emphasizes modularity and reusability
o Views a system as a collection of modular objects that
encapsulate data and processes.
o Objects = people, things, transactions and events
o A use case has two parts: use-case diagram, which is a visual
summary of several related use cases within a system; and a
use-case description, which is a text-based description of the
business event and how users will interact with the system to
accomplish the task.
o
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Figure 13.3: An Object-Oriented Use Case Model has two parts, the use case
diagram and the use case description. Here’s a simple example of an account
holder interacting with a Banking ATM.
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Software Development Methodologies: Agile
• Agile Methodology
Most flexible of all development methodologies
o Software components delivered early and often
o Iterative, incremental approach
o Variations: Scrum, Kanban, Scrumban, and extreme
programming
o
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Figure 13.4 Stages in the Agile Methodology
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Agile software development methods
Scrum is a framework that consists of small self-organizing, cross-functional
Scrum Teams who work together to produce small pieces of a system iteratively
and incrementally in sprints to maximize opportunities for feedback.
Kanban is Japanese for a signboard. It is a visual process and project
management methodology used in systems development projects.
Scrumban combines certain aspects of Scrum and Kanban originally designed as
a way to transition from Scrum to Kanban.
Extreme programming emphasizes business results first and takes an
incremental approach to building software, using continual testing and revision.
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Software Development Methodologies:
DevOps
• DevOps: DEVelopment and IT OPerations
Emphasizes collaboration between software developers,
operators and testers involved in the development and
operations of information systems
o Developed to address gap in communication and
collaboration
o Creates culture where building, testing and delivery of a
system can happen quickly, frequently and reliably
o Lowers failure rate of new releases
o Shortens time to market
o
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Systems Development Tools and
Techniques: JAD, RAD, and Prototyping
• Joint Application Development (JAD) is a team-oriented
technique used in the planning and analysis stages of the SDLC
to collect business requirements.
• Rapid Application Development (RAD) is an interactive process
used throughout the SDLC continuing until the system is
completely developed and all users are satisfied with the
outcome.
• Rapid Prototyping is an iterative process used to quickly create
an early sample, model or release of a system to test a concept
or process.
• A prototype is a working model of a system or part of a system
usually built to demonstrate it to users, who can test it, and request
rework as necessary.
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Systems Development Tools and
Techniques: CASE Tools
• CASE tools refer to software used to automate systems
development. There are three classes of CASE tools that
automate many of the SDLC activities:
• Upper CASE tools: Used in the planning and analysis stages
of the SDLC to perform repetitive activities such as gathering
requirements, diagramming processes, and presenting them
in an organized way.
• Lower CASE tools: Used in the design,
implementation/testing, and support/maintenance stages of
the SDLC to automatically generate code, test for functionality
and defects, monitor implementation, and perform software
maintenance activities.
• Integrated CASE tools: Used in all the stages of the SDLC
from requirements gathering to testing and documentation.
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Systems Development Tools and
Techniques: Code Generators
• A source code generator automatically generates common
application source code in any computer programming language,
for example, BASIC, VB, PHP, ASP, NET, SQL, C#, Java Script.
• A low-code development platform is software that provides
developers and nondevelopers with an intuitive graphical user
interface instead of a traditional computer programming
environment to create apps.
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Software Development Methodologies:
Questions
1. Name the different types of systems development
methodologies.
2. What the is the main difference between the waterfall method
and the Agile method?
3. Why is it important for an organization to be flexible when
developing ISs?
4. Why is the concept of DevOps appealing to organizations?
5. How is RAD different from JAD?
6. What are the three classes of CASE tools?
7. What is a low-code development platform? What are its
advantages and disadvantages?
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Learning Objectives (3 of 5)
Systems
Development
Monitoring/
Controlling
and Closing
Projects
Software
Development
Methodologies
Initiating,
Planning, and
Executing
Projects
Project,
Program and
Portfolio
Management
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Project, Program and Portfolio Management
(PPPM)
• Project is a temporary endeavor undertaken to create a
unique product, service, or result.
• Program is a group of similar or related projects that
are managed and coordinated as a group.
• Portfolio is group of unrelated programs within an
organization that are managed holistically to achieve
strategic goals.
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• Project, program and portfolio management occurs at different levels of
an organization’s hierarchy.
• Management of individual projects occurs at the operational level of an
organization.
• Programs are managed at the tactical level, and portfolio management is
an integral part of business strategy.
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Project Management
• The discipline of using established principles,
procedures, and policies to successfully guide a project
from start to finish.
• A project is the lowest component in the hierarchy of
project, program and portfolio management (PPPM).
• Each project has a set time to start and a deadline for
completion.
• Project sponsor is a person or organization that
approves and/or supports the allocation of resources
for a project, defines its goals, and evaluates the
success of the project at completion.
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Project success
Project success is becoming increasingly reliant on four
things:
• Engaged executive sponsors
• Projects aligned with organizational strategy
• Control over scope creep
• High project management technology quotient
(PMTQ): PMTQ is a person’s ability to adapt, manage,
and integrate technology based on the needs of the
project or the organization.
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The Role of the Project Manager
• The project manager is the central point of contact in a
project.
• The project manager’s main responsibility is to manage
the triple constraint—scope, time, and cost—to meet
project objectives while ensuring project quality.
• Successful project management is not only built on
creating and managing systems and processes, but also
requires developing and maintaining strong
relationships with all project stakeholders.
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Program Management
• Occurs at the tactical level of an organization
• A program is a group of related projects
• A program doesn’t always have a single, clearly defined
deliverable or timeline
• Managing related projects as a group in an overarching program
results in much better utilization of resources than a single
project.
• Benefits that an organization can realize from using a structured
approach to program management include increased synergy
between projects, optimal use of resources, less resource
constraints, improved communication through better
coordination among projects, and ultimately better business
performance.
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The Role of Program Manager
• They provide oversight to ensure that each project in the
program is completed effectively and efficiently to produce
quality deliverables that meet stakeholder requirements.
• Their focus is on overseeing project work and resources in
projects that are currently in their program.
• This focus on current projects ensures work and resources are
moving between projects at the right time and that resource
needs of all projects are met.
• A project manager creates a master schedule to manage the
dependencies between project, a risk manager plan, and a
communication strategy to ensure that any changes that are
necessary.
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Portfolio Management
• Occurs at the strategic level of the organization
• Is the centralized management of all projects currently
proposed, in progress, or planned for the future to
identify investment synergies, resource and budget
considerations between projects
• Looking at projects holistically enables executive
management to review portfolios and programs, to
determine which projects are or are not necessary, and
in what order they should be completed
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The Role of the Portfolio Manager
Some of the responsibilities of the portfolio manager are
as follows:
• Map proposed projects to overall organization
objectives and strategies.
• Assess the value that a proposed project brings to the
company.
• Assess the complexity of proposed projects.
• Prioritize project proposals for project selection.
• Prioritize programs to keep up with changing business
strategies.
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PPPM Frameworks
The two most widely used PPPM frameworks are:
• PMI® Project Management Body of Knowledge (PMBOK
6e):
• currently the definitive guide for managing projects of all
types.
• Developed in the United States by the PMI.
• PRINCE2 (PRojects IN a Controlled Environment):
• a project management methodology developed by the
Cabinet Office in the United Kingdom and currently
managed and developed by AXELOS
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The Project
Triple Constraint
• Scope: The project scope is
the specification of what
the project is supposed to
accomplish—
• Time: A project is made up
of tasks. Each task has a
start date and an end date.
• Cost: This is the estimation
of the amount of money
that will be required to
complete the project.
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Project, Program and Portfolio
Management: Questions
1. What distinguishes a project from day-to-day operations?
2. What are the differences between PPPM?
3. In what ways are the roles of project, program and portfolio
managers different?
4. What are the three components of the triple constraint?
5. What are the five phases in the project management life cycle?
6. Why is it important to use a structured project management
approach?
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Learning Objectives (4 of 5)
Systems
Development
Monitoring/
Controlling
and Closing
Projects
Software
Development
Methodologies
Initiating,
Planning, and
Executing
Projects
Project,
Program and
Portfolio
Management
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Project Initiation
• Business Case – Presentation or document that
outlines the justification for the start-up and funding of
a project
• Statement of Work (SOW) – Definitive statement that
defines the project plan, but does not offer any options
or alternatives in the scope
• Project Charter – Specifies scope, authority,
milestones, budget, source of funding for project
• Templates are often used to create many of the
project management documents, including the
business case, the SOW, and the project charter.
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Project Planning
• Work Breakdown Structure (WBS)
Identifies all work or activities that need to be performed, the
schedule of work, and who will perform the work.
o Milestones are used to manage the project work effort,
monitor results, and report meaningful status to project
stakeholders.
o
• Risk Register
Lists all known risks and an estimation of risks that could
occur.
o Also lists the source of each risk, how you will respond to each
risk and the name of the person responsible for addressing
the risk.
o
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Project Execution
• Gantt Chart
o
A horizontal bar chart that shows the timeline of the project
schedule showing start and finish dates of all milestones.
• Cost Estimation
o
Costs are not technically part of the WBS, but projects’
estimated cost can be calculated from the WBS using start
date and duration.
• Responsibility Matrix
o
Shows who has primary responsibility and who has support
responsibility for the activities listed in the WBS.
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Learning Objectives (5 of 5)
Systems
Development
Monitoring/
Controlling
and Closing
Projects
Software
Development
Methodologies
Initiating,
Planning, and
Executing
Projects
Project,
Program and
Portfolio
Management
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Project Monitoring: Status Report
• Prepared and reviewed to check on the progress of the
project
• Typically prepared once a week
• Can include a summary of the project status, work planned,
work completed, open issues, open risks, status of project
milestones and deliverables, open change requests, project
KPIs, schedule status and cost status
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Project Controlling: Scope Creep
• Is the piling up of small changes that by themselves are
manageable but in aggregate are significant
• Contributes to overages in budget, deadline, and/or
resources
• Standard project management approaches reduce
scope creep
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Project Monitoring: Integrated Change
Control
Process helps to manage the disruption resulting from
requested changes and corrective actions across the project
life cycle.
o Required to defend:
o
• Approved/rejected change requests
• Updates to the project plan/scope
• Approved corrective and preventive actions
• Approved/validated defect repair
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Project Control: Critical Path Analysis
All projects have a critical path that extends the length of the project
and determines the shortest path along which all projects tasks must
be completed in order to finish the project.
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Project
Monitoring
: Project
Baseline
Plan
When the project plan is finalized
and accepted, the accepted plan
becomes the baseline or master
plan.
The baseline is used for
monitoring and controlling.
Any change to the baseline is a
deviation, or variance, to the
plan—and it needs to be
documented.
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Phase Five: Project Closing
• Project Closing or Postmortem
The enterprise and people who worked on the project benefit
from lessons learned.
o Post-project reviews, or post mortems, identify the reasons
the project was successful or not, strengths and weaknesses
of the project plan, how problems were detected and
resolved, and how the project was successful in spite of them.
o
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Project Closing: Lessons Learned
1. Communication is King
2. Set Realistic and Detailed Project Plans with Adequate
Time and Resources
3. Encourage Timely Feedback and Be Willing to Listen
4. Manage Risk with Regular Project Status Reviews
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Project Monitoring, Control, and Closing:
Questions
1. What processes help ensure that the impacts resulting from requested
changes and corrective actions are managed across the project life
cycle?
2. What happens when a task on the critical path is delayed?
3. What are the three attributes that must be managed effectively for
successful completion and closure of any project?
4. Why are lessons learned from a completed project identified?
5. Why is the evaluation of a project’s success or failure somewhat
subjective?
6. What are three best practices to keep projects on track?
7. Why are IT projects high susceptible to scope creep?
8. Why is it important for an organization to have a high PMTQ? And, how
can they maintain it?
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