Managing Systems Projects(Pert Chart)

Managing Systems Projects(Pert Chart)Instructions:read pages 102-126 in the Shelly Cashman.The PDF chapter is titled “Managing Systems Projects,” and focuses primarily on taskestimation & scheduling (e.g. Gantt and PERT charts, and critical path analysis). You will haveto create PERT charts when you take Project Management class, so this serves as a “sneakpreview.”After reading the chapter, please complete the following exercises at the end of the chapter:page.131 – “Apply Your Knowledge” 1 (Countrywide Construction), parts 1, 2, & 4 only(i.e., no need to make a Gantt chart)pages.133-134 – Personal Trainer, Inc. case study, all 4 partsYou may use the diagramming tool of your choice to complete the PERT chart portion of theassignment. The following tools will all work:? Microsoft Powerpoint (probably the simplest option)? Flowchart Diagram option in Astah Professional? Microsoft Visio (may be available on some campus computers)? Smartdraw (free 7-day trial available online)? There are numerous other free diagramming tools and PERT chart generators availableonline. I don’t care which one you use.you should create a single Worddocument, and then embed both of your diagrams / PERT charts in it.Chapter 3 Managing Systems ProjectsChapter 3 is the final chapter in the systems planningphase of the SDLC. In this chapter, you will learn aboutproject management and how to plan, schedule, monitor,and report on IT projects.CHAPTEROBJECTIVESWhen you finish this chapter, you will beable to:• Explain project planning, scheduling, monitoring,and reporting• Describe work breakdown structures, taskpatterns, and critical path analysis• Explain techniques for estimating task completiontimes and costs• Describe various scheduling tools, includingGantt charts and PERT/CPM charts• Analyze task dependencies, durations, startdates, and end dates• Describe project management software andhow it can assist you in project planning,estimating, scheduling, monitoring, andreporting• Discuss the importance of project riskmanagement• Understand why projects sometimes failINTRODUCTIONChapter 3 explains project management for IT projects.You will learn about project planning, scheduling,monitoring, reporting, and the use of projectmanagement software. You will learn how to createa work breakdown structure, identify task patterns,and calculate a critical path. You will also learnhow to use Gantt charts and PERT/CPM techniquesto schedule and monitor projects. Finally, you willlearn how to control and manage project changes asthey occur.In addition to the project management materialin this chapter, you can visit the Features section onyour Student Study Tool CD-ROM, where you canlearn more about Microsoft Project and OpenWorkbench, an open-source project managementprogram that you can download and install. Youcan also visit the MIS CourseMate Web site for thisbook at www.cengagebrain.com and explore linksin the SWL project management resources library.Chapter 3 includes three Video LearningSessions that show you how to create a work breakdownstructure (WBS), how to identify task patterns,and how to calculate a project’s critical path.3 ManagingSystems ProjectsIntroduction 101Phase 1 Systems PlanningCHAPTER INTRODUCTION CASE: Mountain View College BookstoreBackground: Wendy Lee, manager of college services at Mountain View College, wants a newinformation system that will improve efficiency and customer service at the three collegebookstores.In this part of the case, Tina Allen, systems analyst, and David Conroe, student intern, aretalking about project management tools and techniques.Participants: Tina and DavidLocation: Mountain View College Cafeteria, Wednesday afternoon, September 21, 2011Discussion topics: Project planning, Gantt charts, PERT/CPM charts, Microsoft Project and Open Workbenchsoftware, project monitoring, and risk management techniques.Tina: Hi, David. Glad I ran into you. I’d like to talk with you about project management, which we’ll be using as weplan and execute the bookstore information system project.David: Sure. I’ve read a little about project management, but I don’t know the specifics.Tina: Well, we manage business and personal projects every day, but we don’t always give it much thought. Tomanage large-scale IT projects, you need specific tools and techniques. You also need a project manager, whois responsible for planning, leading, organizing, and controlling all the tasks.David: I guess that’s you?Tina: Sure is. No matter which tools you use, the idea is to break the project down into individual tasks, determinethe order in which the tasks need to be performed, and figure out how long each task will take. With thisinformation, you can use Gantt charts or PERT/CPM charts to schedule and manage the work.David: I’ve seen Gantt charts — they’re the ones that look like horizontal bar charts?Tina: Right. In addition to Gantt charts, we’ll use PERT/CPM charts, which look like network diagrams that showall the tasks, patterns, and calculations that we’ll need. We’ll learn how to create PERT/CPM charts manually,and we’ll also experiment with Microsoft Project and Open Workbench, which are powerful projectmanagement tools.David: Anything else we need to know?Tina: Yes. After we have a specific plan, we need to monitor it carefully, report the progress, and employ a processcalled risk management. If you are ready, here’s a task list to get us started:FIGURE 3-1 Typical project management tasks.102 Overview of Project ManagementChapter 3 Managing Systems ProjectsOVERVIEW OF PROJECT MANAGEMENTWhether you are developing an information systemor working on a construction project like the one inFigure 3-2, the process is the same. The only differenceis the nature of the project. Project managementfor IT professionals includes planning, scheduling,monitoring and controlling, and reporting on informationsystem development.What Shapes a Project?A successful project must be completed on time,within budget, and deliver a quality product that satisfiesusers and meets requirements. Project managementtechniques can be used throughout the SDLC.System developers can initiate a formal project asearly as the preliminary investigation stage, or later on, as analysis, design,and implementation activities occur.As the sign in Figure 3-3 suggests, sometimes you have to decide what ismost important. The same concept applies to systems development, where thefactors include budget limits, time constraints, and quality standards. As longas everything is in balance, like the see-saw in Figure 3-4, the project will besuccessful. However, if one factor changes, adjustments must be made.Because the factors interact constantly, a project manager must respondquickly. For example, if an extremely time-critical project starts to slip, theproject manager might have to trim some features, seek approval for a budgetincrease, simplify the testing plan, or a combination of all three actions.Unfortunately, many systems projects do fail. A report by The StandishGroup noted that only a third of all software development projects were successful,in the sense that they met budget, schedule, and quality targets.Standish chairman Jim Johnson said that improvement will require betterproject management tools, more iterative methods, and better communicationbetween project developers and users.FIGURE 3-2 Building construction and systems developmentprojects both need careful management and monitoring.GARAGETOWING • REPAIRING • OVERHAULINGBUSTED KNUCKLEFASTCHEAPGOODPICK ANY TWOFIGURE 3-3 The sign at thisimaginary garage tells an old story,which also applies to projectmanagement. Sometimes, if youcan’t have all three, you mustchoose the two you really need.FIGURE 3-4 If one factor changes, adjustments must be made to keep things in balance.ProjectSuccessTimeBudgetQualityOverview of Project Management 103Phase 1 Systems PlanningWhat Does a Project Manager Do?Whether a project involves a new office building or an information system, good leadershipis essential. In a systems project, the project manager, or project leader, usually is asenior systems analyst or an IT department manager if the project is large. An analyst ora programmer/analyst might manage smaller projects. In addition to the project manager,most large projects have a project coordinator. A project coordinator handlesadministrative responsibilities for the team and negotiates with users who might haveconflicting requirements or want changes that would require additional time or expense.Project managers typically perform four activities, or functions: planning, scheduling,monitoring, and reporting.• Project planning includes identifying all project tasks and estimating the completiontime and cost of each.• Project scheduling involves the creation of a specific timetable, usually in the formof charts that show tasks, task dependencies, and critical tasks that might delaythe project. Scheduling also involves selecting and staffing the project team andassigning specific tasks to team members. Project scheduling uses Gantt chartsand PERT/CPM charts, which are explained in the following sections.• Project monitoring requires guiding, supervising, and coordinating the projectteam’s workload. The project manager must monitor the progress, evaluate theresults, and take corrective action when necessary to control the project and stayon target.• Project reporting includes regular progress reports to management, users, and theproject team itself. Effective reporting requires strong communication skills and asense of what others want and need to know about the project.CASE IN POINT 3.1: SPRING FORWARD PRODUCTSAfter three years with the company, you recently were asked to manage several IT projects.You are confident that you have the technical skills you need, but you are concerned aboutmorale at the company. There has been some downsizing, and many employees are worriedabout the future.As a longtime fan of the Dilbert cartoon strip, you know that maintaining morale can be areal challenge. Your current project involves a team of a dozen people, several of whomremind you of Dilbert and his coworkers. What are some techniques that you might use tomotivate the team and inspire its members? What are some things you might not want to do?Project Activities and Planning StepsOn any given day, a project manager might perform one or more of the activities listedabove. However, as Figure 3-5 suggests, each activity is part of a larger framework,which includes three key steps in project planning:• Create a work breakdown structure.• Identify task patterns.• Calculate the critical path.The matrix in Figure 3-5 on the next page shows typical activities that the projectleader performs as the project develops. When the project becomes operational, he orshe also manages the people, the schedule, the budget, and the progress.104 Step 1: Create a Work Breakdown StructureChapter 3 Managing Systems ProjectsThe following sections describe the threeproject development steps. You can view aVideo Learning Session before, during, or afteryou study each step.STEP 1: CREATE A WORKBREAKDOWN STRUCTUREA work breakdown structure (WBS) involvesbreaking a project down into a series of smallertasks. Before creating work breakdown structures,you should understand the two primarychart types: Gantt charts and PERT/CPM charts.What Is a Gantt Chart?Gantt charts were developed almost 100 yearsago by Henry L. Gantt, a mechanical engineerand management consultant. His goal was to design a chart that could show plannedand actual progress on a project. A Gantt chart is a horizontal bar chart that representsa set of tasks. For example, the Gantt chart in Figure 3-6 displays five tasks in a verticalarray, with time shown on the horizontal axis. The position of the bar shows theplanned starting and ending time of each task, and the length of the bar indicates itsduration. On the horizontal axis, time can be shown as elapsed time from a fixedstarting point, or as actual calendar dates. A Gantt chart also can simplify a complexproject by combining several activities into a task group. For example, in Figure 3-6,Task 4 might consist of five separate tasks, which are hidden in this view.FIGURE 3-5 The matrix is a typical sample of management activitiesperformed while the project is being developed, and when it is launched.Manage theoperationalprojectPlanning Scheduling Monitoring ReportingSTEP1: Createa workbreakdownstructureSTEP 2:Identify taskpatternsSTEP 3:Calculate thecritical pathTo learn more aboutGantt charts, visitthe ManagementInformation SystemsCourseMate Website at www.cengagebrain.com, navigate toOn the Web Linksfor this chapter, andlocate the GanttCharts link. FIGURE 3-6 In this Gantt chart, notice the task group represented by Task 4.Also notice the yellow bars that show the percentage of task completion.task groupVIDEO LEARNING SESSION: WORK BREAKDOWN STRUCTURESVideo Learning Sessions can help you understand key concepts, practice your skills, and checkyour work. To access the sessions, visit the Management Information Systems CourseMateWeb site at www.cengagebrain.com and navigate to the Video Learning Sessions forthis book. This session is about work breakdown structures. You’ll learn what a work breakdownis and why it is important, how to create a work breakdown structure, and how to useMicrosoft Project to display a work breakdown structure.gureStep 1: Create a Work Breakdown Structure 105Phase 1 Systems PlanningA Gantt chart can show task status by adding a contrasting color to the horizontal bars.For example, a vertical arrow marks the current date in Figure 3-6. With a fixed referencepoint, it is easy to see that Task 1 is way behind schedule, Task 2 is only about 80 percentdone and is running behind schedule, Task 3 should have started, but no work has beendone, Task 4 actually is running ahead of schedule, and Task 5 will begin in several weeks.Gantt charts can present an overview of the project’s status, but they do not provideenough detailed information, which is necessary when managing a complex project.Most project managers find that PERT/CPM charts, which are discussed in the followingsection, are better tools for managing large projects.What Is a PERT/CPM Chart?The Program Evaluation Review Technique (PERT) was developed by the U.S. Navy tomanage very complex projects, such as the construction of nuclear submarines. Atapproximately the same time, the Critical Path Method (CPM) was developed by privateindustry to meet similar project management needs. The distinction between the twomethods has disappeared over time, and today the technique is called either PERT,CPM, or PERT/CPM. The textbook will use the term PERT chart.PERT is a bottom-up technique, because it analyzes a large, complex project as a series ofindividual tasks. To create a PERT chart, you first identify all the project tasks and estimatehow much time each task will take to perform. Next, you must determine the logical orderin which the tasks must be performed. For example, some tasks cannot start until other taskshave been completed. In other situations, several tasks can be performed at the same time.Once you know the tasks, their durations, and the order in which they must be performed,you can calculate the time that it will take to complete the project. You also canidentify the specific tasks that will be critical to the project’s on-time completion. Anexample of a PERT chart, which Microsoft calls a network diagram, is shown in thelower screen in Figure 3-7.Which Type of Chart Is Better?Although a Gantt chart offers a valuablesnapshot view of the project, PERTcharts are more useful for scheduling,monitoring, and controlling the actualwork. With a PERT chart, a project managercan convert task start and finishtimes to actual dates by laying out theentire project on a calendar. Then, onany given day, the manager can comparewhat should be happening with what istaking place, and react accordingly. Also,a PERT chart displays complex task patternsand relationships. This informationis valuable to a manager who is trying toaddress high priority issues. PERT andGantt charts are not mutually exclusivetechniques, and project managers oftenuse both methods.Figure 3-7 shows both chart types. Thetop screen is a Gantt chart with 11 tasks.The PERT chart in the bottom screenshows the same project, using a separatebox for each task instead of a horizontalTo learn more aboutPERT/CPM, visitthe ManagementInformation SystemsCourseMate Website at www.cengagebrain.com, navigate toOn the Web Linksfor this chapter, andlocate the PERT/CPM link.FIGURE 3-7 The top screen is a Gantt chart with 11 tasks, and a PERT chartin the bottom screen shows the same project. Although not visible in thiszoomed-out view, the PERT chart boxes provide detailed information about taskduration, start dates, and finish dates.106 Step 1: Create a Work Breakdown StructureChapter 3 Managing Systems Projectsbar. Although they both show the task patterns and flow, the PERT chart boxes can providemore detailed information, such as task duration, start date, and finish date. Youwill learn how to create PERT charts in following sections.Identifying Tasks in a Work Breakdown StructureA work breakdown structure must clearly identify each task and include an estimatedduration. A task, or activity, is any work that has a beginning and an end and requiresthe use of company resources such as people, time, or money. Examples of tasks includeconducting interviews, designing a report, selecting software, waiting for the delivery ofequipment, or training users. Tasks are basic units of work that the project managerplans, schedules, and monitors — so they should be relatively small and manageable.In addition to tasks, every project hasevents, or milestones. An event, or milestone,is a recognizable reference pointthat you can use to monitor progress. Forexample, an event might be the start ofuser training, the conversion of systemdata, or the completion of interviews. Amilestone such as Complete 50 percent ofprogram testing would not be useful informationunless you could determine exactlywhen that event will occur.Figure 3-8 shows tasks and events thatmight be involved in the creation, distribution,and tabulation of a questionnaire.Notice that the beginning and end of eachtask is marked by a recognizable event. If you tried to manage a projectas one large task, it would be impossible. Instead, you break theproject down into smaller tasks, creating a work breakdown structure(WBS). The first step in creating a WBS is to list all the tasks.LISTING THE TASKS While this step sounds simple, it can bechallenging, because the tasks might be embedded in a document,such as the one shown in the first version of Figure 3-9. One trickis to start by highlighting the individual tasks, as shown in the secondversion. Adding bullets makes the tasks stand out moreclearly, as shown in the third version. The next step is to numberthe tasks and create a table, similar to the one shown in Figure3-10, with columns for task number, description, duration, andpredecessor tasks.FIGURE 3-8 Using a questionnaire requires a series of tasks and events totrack the progress. The illustration shows the relationship between the tasks andthe events, or milestones, that mark the beginning and end of each task.FIGURE 3-9 The three versions show how totransform a task statement into a list of specifictasks for a work breakdown structure.Third versionSecond versionFirst, reserve the meeting room. Then orderthe marketing materials and brief themanagers. After the briefings, send outcustomer e-mails and burn sample DVDs.When the e-mails are sent and the DVDs areready, load the new software. When themarketing materials have arrived and thesoftware is ready, do a dress rehearsal.First versionFirst, reserve the meeting room. Then orderthe marketing materials and brief themanagers. After the briefings, send outcustomer e-mails and burn sample DVDs.When the e-mails are sent and the DVDs areready, load the new software. When themarketing materials have arrived and thesoftware is ready, do a dress rehearsal.• First, reserve the meeting room.• Then order the marketing materials and briefthe managers.• After the briefings, send out customer e-mailsand burn sample DVDs.• When the e-mails are sent and the DVDs areready, load the new software.• When the marketing materials have arrivedand the software is ready, do a dress rehearsal.FIGURE 3-10 In this table, columns have been added for task number, description,duration, and predecessor tasks.TaskNo.Description Duration(Days)PredecessorTasks1 Reserve the meeting room2 Order the marketing materials3 Brief the managers4 Send out customer e-mails5 Burn sample DVDs6 Load the new software7 Do a dress rehearsalStep 1: Create a Work Breakdown Structure 107Phase 1 Systems PlanningESTIMATING TASK DURATION Task duration can be hours, days, or weeks —depending on the project. Because the following example uses days, the units of measurementare called person-days. A person-day represents the work that one person cancomplete in one day. This approach, however, can present some problems. For example,if it will take one person 20 days to perform a particular task, it might not be true thattwo people could complete the same task in 10 days or that 10 people could performthe task in two days. Some tasks can be divided evenly so it is possible to use differentcombinations of time and people, up to a point. For instance, if it takes two persondaysto install the cables for a new local area network, one person might do the task intwo days, two people in one day, or four people in half a day. In most systems analysistasks, however, time and people are not interchangeable. If one analyst needs two hoursto interview a user, two analysts also will need two hours to do the same interview.Project managers often use a weighted formula for estimating the duration of eachtask. The project manager first makes three time estimates for each task: an optimistic,or best-case estimate (B), a probable-case estimate (P), and a pessimistic, or worst-caseestimate (W). The manager then assigns a weight, which is an importance value, to eachestimate. The weight can vary, but a common approach is to use a ratio of B = 1, P = 4,and W = 1. The expected task duration is calculated as follows:(B+4P+W)6For example, a project manager might estimate that a file-conversion task could becompleted in as few as 20 days or could take as many as 34 days, but most likely willrequire 24 days. Using the formula, the expected task duration is 25 days, calculated asfollows:(20+(4*24)+34) =6 25Factors Affecting DurationWhen developing duration estimates, project managers consider four factors:• Project size• Human resources• Experience with similar projects• ConstraintsCASE IN POINT 3.2: PARALLEL SERVICESThe project management team at Parallel Services is having a debate about how to definetasks in the work breakdown structure (WBS). Ann, the project manager, wants to breaktasks down into the smallest possible units. For example, she objected to a broad taskstatement called Develop a training schedule. Instead, she suggested three subtasks:(1) Determine availability of training room, (2) Determine availability of attendees, and(3) Select specific dates and training times.Karen, another project team member, disagrees. She feels that the broader task statementis better, because it allows more flexibility and will produce the same result. Karen says that ifyou break tasks into pieces that are too small, you risk overmanaging the work and spendingmore time on monitoring than actually performing the tasks. As a member of the team, wouldyou tend to agree more with Ann or Karen? What are the pros and cons of each approach?108 Step 1: Create a Work Breakdown StructureChapter 3 Managing Systems ProjectsPROJECT SIZE You learned in Chapter 1 that information systems have various characteristicsthat affect their complexity and cost. In addition to considering those factors,a project manager must estimate the time required to complete each project phase. Todevelop accurate estimates, a project manager must identify all project tasks, from initialfact-finding to system implementation. Regardless of the systems developmentmethodology used, the project manager must determine how much time will be neededto perform each task. In developing an estimate, the project manager must allow timefor meetings, project reviews, training, and any other factors that could affect the productivityof the development team.HUMAN RESOURCES Companies must invest heavily in cutting-edge technology andWeb-based systems to remain competitive in a connected world. In many areas, skilledIT professionals are in great demand, and firms must work hard to attract and retainthe talent they need. A project manager must assemble and guide a development teamthat has the skill and experience to handle the project. If necessary, additional systemsanalysts or programmers must be hired or trained, and this must be accomplishedwithin a specific time frame. After a project gets under way, the project manager mustdeal with turnover, job vacancies, and escalating salaries in the technology sector — allof which can affect whether the project can be completed on time and within budget.EXPERIENCE WITH SIMILAR PROJECTS A project manager can develop time andcost estimates based on the resources used for similar, previously developed informationsystems. The experience method works best for small- or medium-sized projects wherethe two systems are similar in size, basic content, and operating environment. In largesystems with more variables, the estimates are less reliable.In addition, you might not be able to use experience from projects that were developedin a different environment. For example, when you use a new Web-based databaseapplication, you might not have previous experience to measure in this environment. Inthis situation, you could design a prototype or pilot system to gain technical and costestimating experience.CONSTRAINTS You learned in Chapter 2 that constraints are defined during the preliminaryinvestigation. A constraint is a condition, restriction, or requirement that thesystem must satisfy. For example, a constraint might involve maximums for one ormore resources, such as time, dollars, or people. A project manager must define systemrequirements that can be achieved realistically within the required constraints. In theCASE IN POINT 3.3: SUNRISE SOFTWAREA lively discussion is under way at Sunrise Software, where you are a project manager. The mainquestion is whether the person-days concept has limitations. In other words, if a task will require100 person-days, does it matter whether the work is performed by two people in 50 days, fivepeople in 20 days, 10 people in 10 days, or some other combination that adds up to 100?Programmers Paula and Ethan seem to think it doesn’t matter. On the other hand,Hector, a systems analyst, says it is ridiculous to think that any combination would work. Tosupport his point, he offers this extreme example: Could a task estimated at 100 person-daysbe accomplished by 100 people in one day?Is Hector correct? If so, what are the limits in the people versus days equation? Taking theconcept a step farther, is there an optimum number of people to be assigned to a task? If so,how would that number be determined? You need to offer some guidance at the next projectteam meeting. What will you say?Step 1: Create a Work Breakdown Structure 109Phase 1 Systems Planningabsence of constraints, the project manager simply calculates the resources needed.However, if constraints are present, the project manager must adjust other resources orchange the scope of the project. This approach is similar to the what-if analysis that isdescribed in Chapter 12.Displaying the Work Breakdown StructureAfter you enter the task durations, the work breakdown structure will look likeFigure 3-11. If you are managing a complex project with many tasks, you can use taskgroups, just as you would in a Gantt chart, to simplify the list. If you are usingMicrosoft Project, the WBS might resemble Figure 3-12.FIGURE 3-11 Task durations have been added, and the WBS is complete except forpredecessor task information. The predecessor tasks will determine task patterns andsequence of performance.TaskNo.Description Duration(Days)PredecessorTasks1 Reserve the meeting room 12 Order the marketing materials 93 Brief the managers 24 Send out customer e-mails 35 Burn sample DVDs 36 Load the new software 27 Do a dress rehearsal 1FIGURE 3-12 A Microsoft project screen displays the same WBS,including task number, description, during, and predecessors.VIDEO LEARNING SESSION: TASK PATTERNSVideo Learning Sessions can help you understand key concepts, practice your skills, and checkyour work. To access the sessions, visit the Management Information Systems CourseMateWeb site at www.cengagebrain.com and navigate to the Video Learning Sessions forthis book. This session is about task patterns. You’ll learn what task patterns are and why arethey important, how to identify and use task patterns, and how to use Microsoft Project toshow task patterns.110 Step 2: Identify Task PatternsChapter 3 Managing Systems ProjectsSTEP 2: IDENTIFY TASK PATTERNSTasks in a work breakdown structure must be arranged in a logicalsequence called a task pattern. This section will show you how to understandand create graphical models of these patterns.What Are Task Patterns?In any project, large or small, tasks depend on each other and must be performedin a sequence, not unlike the commands in a software program. Taskpatterns can involve dependent tasks, multiple successor tasks, and multiplepredecessor tasks. In larger projects, these patterns can be very complex, andan analyst must study the logical flow carefully.How Do I Use Task Boxes to Create a Model?In a PERT/CPM chart, project tasks are shown as rectangular boxes, arranged in thesequence in which they must be performed. Each rectangular box, called a task box, hasfive sections, as shown in Figure 3-13. Each section of the task box contains importantinformation about the task, including the Task Name, Task ID, Task Duration, StartDay/Date, and Finish Day/Date.TASK NAME The task name should be brief and descriptive, but it does not have tobe unique in the project. For example, a task named Conduct Interviews might occur inseveral phases of the project.TASK ID The task ID can be a number or code that provides unique identification.TASK DURATION The duration is the amount of time it will take to complete a task.All tasks must use the same time units, which can be hours, days, weeks, or months,depending on the project. An actual project starts on a specific date, but can also bemeasured from a point in time, such as Day 1.START DAY/DATE The start day/date is the time that a task is scheduled to begin.For example, suppose that a simple project has two tasks: Task 1 and Task 2. Alsosuppose that Task 2 cannot begin until Task 1 is finished. An analogy might be thatyou cannot run a program until you turn on your computer. If Task 1 begins onDay 1 and has a duration of three days, it will finish on Day 3. Because Task 2 cannotbegin until Task 1 is completed, the start time for Task 2 is Day 4, which is the dayafter Task 1 is finished.FINISH DAY/DATE The finish day/date is the time that a task is scheduled to be completed.To calculate the finish day or date, you add the duration to the start day ordate. When you do this, you must be very careful not to add too many days. For example,if a task starts on Day 10 and has a duration of 5 days, then the finish would beon Day 14 — not Day 15.What Are the Main Types of Task Patterns?A project is based on a pattern of tasks. In a large project the overall pattern would bequite complex, but it can be broken down into three basic patterns: dependent tasks,multiple successor tasks, and multiple predecessor tasks.Task NameTask IDTask DurationStart Day/DateFinish Day/DateTASK BOX FORMATFIGURE 3-13 Each section of the taskbox contains important information aboutthe task, including the Task Name, Task ID,Task Duration, Start Day/Date, andFinish Day/Date.Step 2: Identify Task Patterns 111Phase 1 Systems PlanningDEPENDENT TASKS When tasks must be completed one afteranother, like the relay race shown in Figure 3-14, they are calleddependent tasks, because one depends on the other. For example,Figure 3-15 shows that Task 2 depends on Task 1, becauseTask 2 cannot start until Task 1 is completed. In this example,the finish time of Task 1, Day 5, controls the start date of Task2, which is Day 6.MULTIPLE SUCCESSOR TASKS When several tasks can startat the same time, each is called a concurrent task. Often, twoor more concurrent tasks depend on a single prior task, whichis called a predecessor task. In this situation, each concurrenttask is called a successor task. In the example shown inFigure 3-16, successor Tasks 2 and 3 both can begin as soonas Task 1 is finished. Notice that the finish time for Task 1determines the start time for both Tasks 2 and 3. In otherwords, the earliest that Task 1 can finish is day 30, so day 31is the earliest that Tasks 2 and 3 can start.MULTIPLE PREDECESSOR TASKS Suppose that a taskrequires two or more prior tasks to be completed before it canstart. Figure 3-17 on the next page shows that example, becauseTask 3 cannot begin until Tasks 1 and 2 are both completed.Since the two tasks might not finish at the same time, the longest(latest) predecessor task becomes the controlling factor. Noticethat the start for Task 3 is Day 16, not Day 6. Why is this so?Because Task 3 depends on two predecessortasks, Tasks 1 and 2, Task 3 cannot begin untilthe later of those tasks is complete. Therefore,the start time for a successor task must be thelatest (largest) finish time for any of its precedingtasks. In the example shown, Task 1 endson Day 15, while Task 2 ends on Day 5, soTask 1 controls the start time for Task 3.How Do I Identify Task Patterns?You can identify task patterns by lookingcarefully at the wording of the task statement.Words like then, when, or and are actionwords that signal a sequence of events. Hereare three simple examples:• Do Task 1, then do Task 2 describesdependent tasks that must be completedone after the other.• When Task 2 is finished, start twotasks: Task 3 and Task 4 describes multiplesuccessor tasks that can both startas soon as Task 2 is finished.• When Tasks 5 and 6 are done, startTask 7 indicates that Task 7 is amultiple predecessor task because itcan’t start until two or more previoustasks all are completed.FIGURE 3-14 In a relay race, each runner isdependent on the preceding runner and cannot startuntil the earlier runner finishes.Design SurveyID: 3Finish: Day 40 Dur: 10Start: Day 31Identify NeedsID: 35Start: Day 3135Develop PlanID: 1Dur: 30Start: Day 1Finish: Day 30Arrange Interviews2Dur: 30Finish: Day 60EXAMPLE OF MULTIPLE SUCCESSOR TASKSFIGURE 3-16 This example of multiple successor tasks shows that thefinish time for Task 1 determines the start time for both Tasks 2 and 3.Create DocumentID: 2Dur: 9Start: Day 6Finish: Day 14Prepare OutlineID: 1Dur: 5Start: Day 1Finish: Day 5EXAMPLE OF A DEPENDENT TASKFIGURE 3-15 This example of a dependent task shows that the finishtime of Task 1, Day 5, controls the start date of Task 2, which is Day 6.112 Step 2: Identify Task PatternsChapter 3 Managing Systems ProjectsHow Do I Work With ComplexTask Patterns?When several task patterns combine, youmust study the facts very carefully tounderstand the logic and sequence. Aproject schedule will not be accurate ifthe underlying task pattern is incorrect.For example, consider the followingthree fact statements and the task patternsthey represent. Examples of thetask patterns are shown Figures 3-18,3-19, and 3-20.DEPENDENT TASKS Perform Task 1.When Task 1 is complete, performTask 2.DEPENDENT TASKS AND MULTIPLESUCCESSOR TASKS Perform Task 1.When Task 1 is complete, perform Task 2. When Task 2 is finished, start two tasks:Task 3 and Task 4. When Task 3 is complete, start two more tasks: Task 5 and Task 6.DEPENDENT TASKS, MULTIPLE SUCCESSOR TASKS, AND MULTIPLEPREDECESSOR TASKS Perform Task 1. When Task 1 is complete, perform Task 2.When Task 2 is finished, start two Tasks: Task 3 and Task 4. When Task 3 is complete,start two more tasks: Task 5 and Task 6. When Tasks 5 and 6 are done, start Task 7.Then, when Tasks 4 and 7 are finished, perform Task 8.1 2FIGURE 3-18 Dependent tasks.234651FIGURE 3-19 Dependent tasks and multiple successor tasks.1 23 78465FIGURE 3-20 Dependent tasks, multiple successor tasks, and multiple predecessor tasks.Obtain AuthorizationID: 1Dur: 15Start: Day 1Finish: Day 15Create Job DescriptionID: 2Finish: Day 5 Dur: 5Start: Day 1Conduct InterviewsID: 3Dur: 30Start: Day 16Finish: Day 45EXAMPLE OF MULTIPLE PREDECESSOR TASKSFIGURE 3-17 This example of multiple predecessor tasks shows that the starttime for a successor task must be the latest (largest) finish time for any of itspreceding tasks. In the example shown,Task 1 ends on Day 15,while Task 2 endson Day 5, so Task 1 controls the start time for Task 3.Step 3: Calculate the Critical Path 113Phase 1 Systems PlanningSTEP 3: CALCULATE THE CRITICAL PATHTask patterns determine the order in which the tasks are performed. Once the task sequencehas been defined, a project manager can schedule the tasks and calculate the critical path.What Is a Critical Path?A critical path is a series of tasks which, if delayed, would affect the completion date ofthe overall project. If any task on the critical path falls behind schedule, the entire projectwill be delayed. For example, suppose that you invite Joan and Jim to your home fordinner. Joan arrives on time, but Jim arrives 30 minutes late. Jim’s arrival is part of thecritical path, because you do not want to start without him, so the meal will be served30 minutes later than originally planned.Project managers always must be aware of the critical path, so they can respondquickly to keep the project on track. Microsoft Project and other project managementsoftware can highlight the series of tasks that form the critical path.How Do I Calculate the Critical Path?Figure 3-21 shows a training project with five tasks. Notice that the analyst has arrangedthe tasks and entered task names, IDs, and durations. First, you should review the taskpatterns. In this example, Task 1 is followed by Task 2, which is a dependent task. Task 2has two successor tasks: Task 3 and Task 4. Tasks 3 and 4 are predecessor tasks for Task 5.The next step is to determine start and finish dates, which will determine the criticalpath for the project. The following explanation will guide you through a step-by-stepprocess. The result is shown in Figure 3-22 on the next page.Plan TrainingID: 3Dur: 5Arrange LogisticsID: 4Dur: 25Hire AnalystID: 2Dur: 30Announce TrainingID: 5Dur: 30Obtain AuthorizationID: 1Dur: 10FIGURE 3-21 Example of a PERT/CPM chart with five tasks. Task 2 is a dependent task that has multiple successor tasks. Task 5 hasmultiple predecessor tasks. In this figure, the analyst has arranged the tasks and entered task names, IDs, and durations.VIDEO LEARNING SESSION: CRITICAL PATH ANALYSISVideo Learning Sessions can help you understand key concepts, practice your skills, and checkyour work. To access the sessions, visit the Management Information Systems CourseMateWeb site at www.cengagebrain.com and navigate to the Video Learning Sessions forthis book. This session is about critical path analysis. You’ll learn what a critical path is and whyit is important, how to calculate task dates and identify the critical path, and how to useMicrosoft Project to analyze and display the critical path.114 Project Monitoring and ControlChapter 3 Managing Systems Projects• Task 1 starts on Day 1 and has a duration of 10 days, so the finish date is Day 10.• Task 2, which is dependent on Task 1, can start on Day 11 — the day afterTask 1 ends. With a duration of 30 days, Task 2 will end on Day 40.• Tasks 3 and 4 are multiple successor tasks that can start after Task 2 is done.Task 2 ends on Day 40, so Tasks 3 and 4 both can start on Day 41. Task 3 has aduration of 5 days, and will end on Day 45. Task 4 has a duration of 25 days,and will not end until Day 65.• Task 5 depends on Tasks 3 and 4, which are multiple predecessors. BecauseTask 5 depends on both tasks, it cannot start until the later of the two tasks iscomplete. In this example, Task 3 ends earlier, but Task 4 will not be completeduntil Day 65, so Task 5 cannot start until Day 66.Recall that the critical path is a series of tasks which, if delayed, would affect thefinal completion date of the overall project. In this example, Tasks 1 and 2 are the firsttasks on the critical path. Now look at Task 5, which cannot start until both Tasks 3and 4 are done. In this case, Task 4 is the controlling factor, because Task 4 finishes onDay 65, which is 20 days later than Task 3, which is completed on Day 45. Therefore,the start date for Task 5 is determined by the finish date for Task 4. In contrast, Task 3has slack time, and could be delayed up to 20 days without affecting Task 5. Slack timeis the amount of time that the task could be late without pushing back the completiondate of the entire project. Tasks 1, 2, 4, and 5 represent the critical path, which is highlightedwith red arrows in Figure 3-22.PROJECT MONITORING AND CONTROLRegardless of whether the project was planned and scheduled with project managementsoftware or in some other manner, the project manager must keep track of the tasks andprogress of team members, compare actual progress with the project plan, verify thecompletion of project milestones, and set standards and ensure that they are followed.Monitoring and Control TechniquesTo help ensure that quality standards are met, many project managers institute structuredwalk-throughs. A structured walk-through is a review of a project team member’s work byother members of the team. Generally, systems analysts review the work of other systemsanalysts, and programmers review the work of other programmers, as a form of peerreview. Structured walk-throughs take place throughout the SDLC and are called designreviews, code reviews, or testing reviews, depending on the phase in which they occur.Plan TrainingID: 3Dur: 5Arrange LogisticsID: 4Finish: Day 65 Dur: 25Start: Day 41Hire AnalystID: 2Dur: 30Start: Day 11Finish: Day 40Announce TrainingID: 5Dur: 30Start: Day 66Finish: Day 95Obtain AuthorizationID: 1Dur: 10Start: Day 1Finish: Day 10CRITICAL PATH:1-2-4-5Start: Day 41Finish: Day 45FIGURE 3-22 Now the analyst has entered the start and finish times, using the rules explained in this section. Notice that theoverall project has a duration of 95 days.Reporting 115Phase 1 Systems PlanningMaintaining a ScheduleMaintaining a project schedule can be challenging, and most projects run into at leastsome problems or delays. By monitoring and controlling the work, the project managertries to anticipate problems, avoid them or minimize their impact, identify potentialsolutions, and select the best way to solve the problem.The better the original plan, the easier it will be to control the project. If clear, verifiablemilestones exist, it will be simple to determine if and when those targets are achieved. Ifenough milestones and frequent checkpoints exist, problems will be detected rapidly. Aproject that is planned and scheduled with PERT/CPM can be tracked and controlledusing these same techniques. As work continues, the project manager revises the plan torecord actual times for completed tasks and revises times for tasks that are not yet finished.Project managers spend most of their time tracking the tasks along the critical path,because delays in those tasks have the greatest potential to delay or jeopardize the project.Other tasks cannot be ignored, however. For example, suppose that a task not on the criticalpath takes too long and depletes the allotted slack time. At that point, the task actuallybecomes part of the critical path, and any further delay will push back the overall project.REPORTINGMembers of the project team regularly report their progress to the project manager, whoin turn reports to management and users. As shown in Figure 3-23, the project managercollects, verifies, organizes, and evaluates the information he or she receives from theteam. Then the manager decides which information needs to be passed along, prepares asummary that can be understood easily, adds comments and explanations if needed, andsubmits it to management and users.Project Status MeetingsProject managers, like the one shown in Figure 3-24, schedule regular meetings toupdate the team and discuss project status, issues, problems, and opportunities.Although meetings can be time consuming, most project managers believe they areworth the effort. The sessions give team members an opportunity to share information,discuss common problems, and explain new techniques. The meetings also give the projectmanager an opportunity to seek input and conduct brainstorming sessions.Project Status ReportsBefore going further, you should read the Question of Ethics feature onpage 125, which describes an interesting conflict at Final Four Industries.TeammembersProgressreportsSummaryreportUsersManagementProject managercollects, verifies,organizes, andevaluates informationFIGURE 3-23 Members of the project team regularly report their progress to theproject manager, who in turn reports to management and users.FIGURE 3-24 Project managers scheduleregular meetings to update the projectteam and discuss project status, issues,problems, and opportunities.TOOLKIT TIMEThe CommunicationTools in Part A ofthe Systems Analyst’sToolkit can help youdevelop betterreports and presentations.To learnmore about thesetools, turn to Part Aof the four-partToolkit that followsChapter 12.116 Project Management ExamplesChapter 3 Managing Systems ProjectsA project is in trouble, but the project manager is reluctant to report the problems. Thecase highlights important ethical issues that often arise in this situation.A project manager must report regularly to his or her immediate supervisor, uppermanagement, and users. Although a progress report might be given verbally to an immediatesupervisor, reports to management and users usually are written. Gantt chartsoften are included in progress reports to show project status graphically. Deciding howto handle potential problems can be difficult. At what point should you inform managementabout the possibility of cost overruns, schedule delays, or technical problems? Atone extreme is the overly cautious project manager who alerts management to everypotential snag and slight delay. The danger here is that the manager loses credibilityover a period of time, and management might ignore potentially serious situations. Atthe other extreme is the project manager who tries to handle all situations single-handedlyand does not alert management until a problem is serious. By the time managementlearns of the problem, little time might remain in which to react or devise a solution.A project manager’s best course of action lies somewhere between the two extremes, butis probably closer to the first. If you are unsure of the consequences, you should be cautiousand warn management about the possibility of a problem. When you report the situation,you also should explain what you are doing to handle and monitor the problem. If youbelieve the situation is beyond your control, you might want to suggest possible actionsthat management can take to resolve the situation. Most managers recognize that problemsdo occur on most projects; it is better to alert management sooner rather than later.PROJECT MANAGEMENT EXAMPLESYou can use these examples to practice the skills you learned in this chapter. You willalso see how you can use project management software to help you manage and displaythe tasks.PERT/CPM ExampleFigure 3-25 shows a list of 11 tasks. The example is more complex, but the same guidelinesapply. Notice that each task has an ID, a description, a duration, and a reference topredecessor tasks, if any, which must be completed before the task can begin. Also noticethat dependent tasks can have one predecessor task, or several. You construct a PERT/CPM chart from this task list in a two-step process:STEP 1: CREATE THE WORK BREAKDOWNSTRUCTURE In the first step, as shown inFigure 3-26 on the next page, you identify thetasks, determine task dependencies, and enterthe task name, ID, and duration. Notice thatthis example includes dependent tasks, multiplesuccessor tasks, and multiple predecessor tasks.STEP 2: ENTER START AND FINISH TIMESIn the second step, as shown in Figure 3-27,you enter the start and finish times by applyingthe guidelines in this section. For example,Task 1 has a one-day duration, so you enterthe start and finish times for Task 1 as Day 1.Then you enter Day 2 as the start time for successorTasks 2 and 3. Continuing from left toright, you add the task duration for each taskFIGURE 3-25 Example of a table listing 11 tasks, together with theirdescriptions, durations, and predecessor tasks.TaskNo.Description Duration(Days)PredecessorTasks1 Develop Plan 1 –2 Assign Tasks 4 13 Obtain Hardware 17 14 Programming 70 25 Install Hardware 10 36 Program Test 30 47 Write User Manual 25 58 Convert Files 20 59 System Test 25 610 User Training 20 7, 811 User Test 25 9,10Project Management Examples 117Phase 1 Systems Planningto its start time to determine its finish time. As you proceed, there are three importantrules you must keep in mind:• If a successor task has more than one predecessor task, use the latest finish timeof the predecessor tasks to determine the start time for the successor task.• If a predecessor task has more than one successor task, use the predecessor task’sfinish time to determine the start time for all successor tasks.• Continuing from left to right, add the task duration for each task to its start timeto determine and enter its finish time. Again, be very careful not to add too manydays. For example, if a task starts on Day 10 and has a duration of 5 days, thenthe finish would be Day 14 — not Day 15.When you enter all the start and finish times, you determine that the project will becompleted on Day 155. Also, you note that Tasks 1, 2, 4, 6, 9, and 11 represent thecritical path shown by the red arrows.User TestID: 11Dur: 25Develop PlanID: 1Dur: 1Program TestID: 6Dur: 30Start: Day 76ProgrammingID: 4Dur: 70System TestID: 9Dur: 25Assign TasksID: 2Dur: 4Write User ManualID: 7Dur: 25Convert FilesID: 8Dur: 20Install HardwareID: 5Dur: 10User TrainingID: 10Dur: 20Obtain HardwareID: 3Dur: 17TRANSFORMING A TASK LIST: STEP 1FIGURE 3-26 To transform a task list into a PERT/CPM chart, you first enter the task name, ID, duration, and predecessors for eachtask. Notice that this example includes dependent tasks, tasks with multiple successors, and tasks with multiple predecessors.Develop PlanID: 1Dur: 1User TestID: 11Dur: 25Program TestID: 6Dur: 30Start: Day 76Finish: Day 105ProgrammingID: 4Dur: 70Start: Day 6Finish: Day 75System TestID: 9Dur: 25Start: Day 106Finish: Day 130Assign TasksID: 2Dur: 4Start: Day 2Finish: Day 5Start: Day 1Finish: Day 1Write User ManualID: 7Dur: 25Convert FilesID: 8Finish: Day 48 Dur: 20Start: Day 29Install HardwareID: 5Dur: 10Start: Day 19Finish: Day 28User TrainingID: 10Dur: 20Start: Day 54Finish: Day 73Obtain HardwareID: 3Dur: 17Start: Day 2Finish: Day 18CRITICAL PATH:1-2-4-6-9-11Start: Day 131Finish: Day 155Start: Day 29Finish: Day 53TRANSFORMING A TASK LIST: STEP 2FIGURE 3-27 To complete the PERT/CPM chart, you apply the guidelines explained in this section. For example, Task 1 has a one-dayduration, so you enter the start and finish for Task 1 as Day 1. Then you enter Day 2 as the start for successor Tasks 2 and 3.118 Project Management ExamplesChapter 3 Managing Systems ProjectsSoftware-Driven ExampleProject managers use powerful software to help plan, schedule, monitor, and report on aproject. Most project management programs offer features such as PERT/CPM, Ganttcharts, resource scheduling, project calendars, and cost tracking.Microsoft Project is a full-featured project management program that holds the dominantshare of the market. On the Web, Microsoft offers demo versions, training, andtips. Although Microsoft is the industry leader, many other vendors offer project managementsoftware, and you can explore these options by searching on the Web. Oneproduct, Open Workbench, is available as free software, complete with manuals andsample projects, as shown in Figure 3-28. You can download the latest version from theOpen Workbench site at openworkbench.org, or you can use the download link in theFeatures section of the Student Study Tool CD-ROM, which also contains a user manualfor Open Workbench.As the Web site explains, Open Workbench is open-source software that is supportedby a large group of users and developers. Support options include communityforums that are open to all users, various training packages, and third-party support.For many small to medium-sized projects,Open Workbench would be a cost-effectivealternative that would compare favorably toMicrosoft Project. Open Workbench alsocan exchange files with Microsoft Project byimporting and exporting the data in XMLfile format.When you use project management software,you follow the same step-by-step processto develop a WBS and create varioustypes of charts. The following sections focuson some basic concepts, but most programsinclude many powerful features, such asautomated reporting tools, and convenientdata import-export tools. You can samplethese features by reviewing the OpenWorkbench User Guide, which is included inyour Student Study Tool CD-ROM.WORK BREAKDOWNSTRUCTURE You alreadyknow how to create a workbreakdown structure. If you areusing Microsoft Project orOpen Workbench, the process isexactly the same. You mustidentify the tasks, durations,and task patterns. You mighthave to develop this informationon your own, or you mightwork with a task summary likethe one in Figure 3-29. Yourmanager would like you to createa Gantt chart and a PERTchart that show all tasks,dependencies, dates, and totalproject duration. Your first stepFIGURE 3-28 Open Workbench is a free, open-source projectmanagement program with powerful features and capabilities.FIGURE 3-29 A sample task summary.Please study the following task summary:• First, we will review the systems request. That will take three days.• Then, two tasks can begin at once: We can review the documentation, which willtake three days, and review the Internet access delays, which will take two days.• When the documentation and the Internet access delays have been analyzed, wecan contact managers about the interviews, which will take two days.• After we contact the managers, we can plan the interview schedule, which will taketwo days.• Next, we can prepare the preliminary investigation report, which will take two days.• When the report is ready, we can deliver our presentation to the committee, whichwill take two days.• After the presentation, three tasks can begin at once: We plan the interviewquestions, which will take one day; contact the interviewees, which will take oneday; and send out the questionnaire, which will be returned in five days.• When the interview questions are ready and the interviewees have been contacted,we can conduct the interviews, which will take three days.• Finally, when the interviews have been conducted and the questionnaire results areback, we can tabulate all results, which will take one day.To learn more aboutproject managementsoftware, visitthe ManagementInformation SystemsCourseMate Website at www.cengagebrain.com, navigate toOn the Web Linksfor this chapter, andlocate the ProjectManagementSoftware link.Project Management Examples 119Phase 1 Systems Planningis to create a Gantt chart showing the necessary information. You decide to useMicrosoft Project to construct the chart. As you enter each task, you also enter theduration and the predecessor tasks, if any.GANTT CHART As you enterthe tasks, durations, and predecessortasks, the programautomatically performs thecalculations, detects the taskpatterns, and creates a Ganttchart similar to the one shownin Figure 3-30. The chart consistsof 12 horizontal bars,connected with arrows thatindicate the task dependencies.Notice that Saturdays andSundays are shown as shadedcolumns, because no work willbe performed on those days. Theprogram makes these adjustments automatically. For example, Task 2, which has aduration of three days, starts on Thursday and ends on Monday.NETWORK DIAGRAM After you complete the Gantt chart, you decide to view the datain the form of a Microsoft Project network diagram, which is similar to a PERT chart.When you select the Network Diagram option on the View menu, you can see the projecttasks and dependencies, as shown in Figure 3-31. You study the diagram and see that theprogram has calculated a start and finish date for each task. Notice that the diagram displaysthe same information as the Gantt chart, including task dependencies, and alsoincludes a red line that indicates the project’s critical path. According to the diagram, if theFIGURE 3-30 Open Workbench can show the sample project as a Gantt chart, or as aPERT chart that includes tasks, durations, dependencies, and a highlighted critical path.Review systems request Review documentationReview internet accessdelaysContact intervieweesPlan interview questionsSend questionnaire andobtain resultsDeliver presentation tocommitteeConduct interviewsTabulate all resultsContact managers aboutinterviewsPlan the interviewschedulePrepare preliminaryinvestigation report1 28117 10123 days 5 days3 2 days2 days9 1 day1 day1 day3 days6 days4 2 days 5 5 days 6 2 daysMon 9/19/11 Wed 9/21/11 Thu 9/22/11 Mon 9/26/11Thu 9/22/11 Fri 9/23/11Fri 10/7/11 Thu 10/13/11 Fri 10/14/11Mon 10/10/11Fri 10/7/11Wed 10/5/11 Thu 10/6/11 Fri 10/7/11 Fri 10/7/11Fri 10/7/11Wed 10/12/11Fri 10/14/11Tue 9/27/11 Wed 9/28/11 Thu 9/29/11 Mon 10/3/11 Mon 10/3/11 Tue 10/4/11FIGURE 3-31 Using Microsoft Project, you can display a network diagram, which is similar to a PERT chart. Notice that the criticalpath appears as a red line.120 Project Management ExamplesChapter 3 Managing Systems Projectsproject remains on schedule, the last task will be completed on Friday, October 14, 2011.Notice that the task boxes in Microsoft Project are similar to PERT/CPM task boxes.Using Microsoft Project, you can assign each task to one or more people, assign budgettargets, produce progress reports, and readjust schedules and deadlines as necessary.The latest version of Project is Microsoft Project 2010. This release is offered in aStandard version, a Professional version, and a Server version that includes support forlarge, enterprise-wide projects. In addition to providing a full description, demos, andtraining on its Web site, Microsoft also offers a free 60-day trial version that allows youto install, use, and evaluate the program.An alternative to Microsoft Project is the Open Workbench program, which is free.Figure 3-32 shows the Open Workbench version of the same project shown in Figure3-30 on the previous page. Using Open Workbench, you create tasks and durations, indicatedependencies, and assign resources, just as you would in Microsoft Project. Noticethat the critical path is highlighted, both in the Gantt chart and the network diagram.Regardless of which software you use, you can see from these examples that projectschedules, task estimates, and personnel assignments all are interrelated. Therefore, projectplanning is a dynamic task and involves constant change. One significant advantageof integrated interactive project management software is that it allows the project managerto adjust schedules, estimates, and resource assignments rapidly to develop a workableplan.FIGURE 3-32 Open Workbench can show the sample project as a Gantt chart, or as a PERT chart that includes tasks, durations,dependencies, and a highlighted critical path.Risk Management 121Phase 1 Systems PlanningRISK MANAGEMENTEvery IT project involves risks that systems analysts and project managers must address.A risk is an event that could affect the project negatively. Risk management is the processof identifying, analyzing, anticipating, and monitoring risks to minimize theirimpact on the project.Steps in Risk ManagementThe first step in risk management is to develop a specific plan. Although project managementexperts differ with regard to the number of steps or phases, a basic list wouldinclude the following tasks:• Develop a risk management plan. A risk management plan includes a review ofthe project’s scope, stakeholders, budget, schedule, and any other internal orexternal factors that might affect the project. The plan should define project rolesand responsibilities, risk management methods and procedures, categories ofrisks, and contingency plans.• Identify the risks. Risk identification lists each risk and assesses the likelihoodthat it could affect the project. The details would depend on the specific project,but most lists would include a means of identification, and a brief description ofthe risk, what might cause it to occur, who would be responsible for responding,and the potential impact of the risk.• Analyze the risks. This typically is a two-step process: Qualitative risk analysis andquantitative risk analysis. Qualitative risk analysis evaluates each risk by estimatingthe probability that it will occur and the degree of impact. Project managers can use aformula to weigh risk and impact values, or they can display the results in a two-axisgrid. For example, a Microsoft Excel XY chart can be used to display the matrix, asshown in Figure 3-33. In the chart, notice the various combinations of risk andimpact ratings for the five sample values. This tool can help a project manager focuson the most critical areas, where risk probability and potential impact are high.CASE IN POINT 3.4: CENSUS 2010In April 2008, the U.S. Commerce Department canceled a plan to acquire 500,000 handheldcomputers to tabulate data during the 2010 census. According to Commerce SecretaryCarlos Gutierrez, costs had skyrocketed. He blamed the problem on “a lack of effectivecommunications with one of our major suppliers.”Apparently, there was plenty of blame to go around. Secretary Gutierrez noted that theCensus Bureau had submitted numerous technical changes to the vendor, Harris Corporation.This greatly increased the cost and the complexity of the devices. Gutierrez stated, “TheCensus Bureau was unaccustomed to working with an outside vendor on such a largecontract.” He also pointed out that the vendor had submitted an initial estimate of$36 million to operate a help desk to assist census-takers, but that figure had jumped to$217 million. “It was a bad estimate. I can’t think of a better way to say it. Harris gave us thenumber. We accepted it. It was totally underestimated.”What can be learned from the failure of this project, and could it have been prevented?Suppose you were asked to head up a similar project. What would you do to prevent a similaroutcome?122 Risk ManagementChapter 3 Managing Systems ProjectsThe purpose of quantitative risk analysis is tounderstand the actual impact in terms of dollars,time, project scope, or quality. Quantitative riskanalysis can involve a modeling process calledwhat-if analysis, which allows a project managerto vary one or more element(s) in a model to measurethe effect on other elements. This topic is discussedin more detail in Chapter 12, ManagingSystems Support and Security.• Create a risk response plan. A riskresponse plan is a proactive effort toanticipate a risk and describe an actionplan to deal with it. An effective riskresponse plan can reduce the overallimpact by triggering timely and appropriateaction.• Monitor risks. This activity is ongoingthroughout the risk management process.It is important to conduct a continuoustracking process that can identify newrisks, notice changes in existing risks, andupdate any other areas of the risk managementplan.Risk Management SoftwareMost project management software includespowerful features that allow a project managerto assign specific dates as constraints, align taskdependencies, note external factors that mightaffect a task, track progress, and display tasksthat are behind schedule. In addition, some vendorsoffer risk management add-ons, such asthe one shown in Figure 3-34.The enterprise edition of Microsoft Project,Microsoft Project Server 2010, has a built-inrisk management capability that can be usedfor large, corporate-wide projects. Microsoftclaims that the software can link risks with specifictasks and projects, specify probability andimpact, assign ownership, and track progress tomanage projects more efficiently. Microsoft’srisk management model includes the following factors:• Probability, which represents the likelihood that the risk will happen, expressed asa percentage• Impact, which indicates the degree of adverse effect should the risk occur, on ascale of 1 to 10• Cost, which indicates the potential financial impact of the risk• Category, which specifies the risk type• Description, which specifies the nature of the risk• Mitigation plan, which identifies plans to control or limit the riskHigh impactLow probabilityMedium impactMedium probability High impactHigh probabilityLow impactHigh probabilityLow impactLow probabilityFIGURE 3-33 You can use a Microsoft Excel XY chart type to display arisk matrix that shows risk probability and potential impact.FIGURE 3-34 Intaver Institute offers an add-on risk managementpackage for Microsoft Project.Managing for Success 123Phase 1 Systems Planning• Contingency plan, which specifies actions to be taken if the risk occurs• Trigger, which identifies a condition that would initiate the contingency planArmed with this information, the IT team can make a recommendation regarding therisks associated with the project. Depending on the nature and magnitude of the risks,the final decision might be made by management.MANAGING FOR SUCCESSTo be successful, an information system must satisfy business requirements, stay withinbudget, be completed on time, and — most important of all — be managed effectively.When a project develops problems, the reasons typically involve business, budget, orschedule issues, as explained in the following sections. In addition to planning and managingthe project, a project manager must be able to recognize problems and deal withthem effectively.Business IssuesThe major objective of every system is to provide a solution to a business problem oropportunity. If the system does not do this, then it is a failure — regardless of positivereaction from users, acceptable budget performance, or timely delivery. When the informationsystem does not meet business requirements, causes might include unidentifiedor unclear requirements, inadequately defined scope, imprecise targets, shortcuts orsloppy work during systems analysis, poor design choices, insufficient testing or inadequatetesting procedures, and lack of change control procedures. Systems also failbecause of changes in the organization’s culture, funding, or objectives. A system thatfalls short of business needs also produces problems for users and reduces employeemorale and productivity.As you learned in Chapter 2, projects without clear scope definitions are risky,because they tend to expand gradually, without specific authorization, in a processcalled project creep. However, even when a project is clearly described, it must be managedconstantly.Budget IssuesCost overruns typically result from one or more of the following:• Unrealistic estimates that are too optimistic or based on incomplete information• Failure to develop an accurate forecast that considers all costs over the life of theproject• Poor monitoring of progress and slow response to early warning signs ofproblems• Schedule delays due to factors that were not foreseen• Human resource issues, including turnover, inadequate training, and motivationSchedule IssuesProblems with timetables and project milestones can indicate a failure to recognize taskdependencies, confusion between effort and progress, poor monitoring and controlmethods, personality conflicts among team members, or turnover of project personnel.The failure of an IT project also can be caused by poor project management techniques.124 The Bottom LineChapter 3 Managing Systems ProjectsIf the project manager fails to plan, staff, organize, supervise, communicate, motivate,evaluate, direct, and control properly, then the project is certain to fail. Even when factorsoutside his or her control contribute to the failure, the project manager is responsiblefor recognizing the early warning signs and handling them effectively.THE BOTTOM LINEProject management is a challenging task. Project managers must be alert, technicallycompetent, and highly resourceful. They also must be good communicators with stronghuman resource skills. A project manager can be proud when he or she handles a successfulproject that helps the company achieve its business objectives, such as the Appleproduct launch shown in Figure 3-35.Unfortunately, projects can and do get derailed for a wide variety of reasons. Whenproblems occur, the project manager’s ability to handle the situation becomes the criticalfactor. When a project manager first recognizes that a project is in trouble, what optionsare available? Alternatives can include trimming the project requirements, adding to theproject resources, delaying the project deadline, and improving management controls andprocedures. Sometimes, when a project experiences delays or cost overruns, the systemstill can be delivered on time and within budget if several less critical requirements aretrimmed. The system can be delivered to satisfy the most necessary requirements, andadditional features can be added later as a part of a maintenance or enhancement project.If a project is in trouble because of a lack of resources or organizational support,management might be willing to give the project more commitment and higher priority.For example, management might agree to add more people to a project that is behindschedule. Adding staff, however, will reduce the project’s completion time only if theadditional people can be integrated effectively into the development team. If team memberslack experience with certain aspects of the required technology, temporary helpmight be obtained from IT consultants or part-time staff. Adding staff can mean trainingand orienting the new people, however. In some situations, adding more people to aproject actually might increase the time necessary to complete the project because of aprinciple called Brooks’ Law. This interesting concept was stated by Frederick Brooks,Jr., an IBM engineer, who observed that adding manpower to a late software projectonly makes it later. Brooks reached this conclusion when he saw that new workers on aproject first had to be educated and instructed by existing employees whose own productivitywas reduced accordingly.FIGURE 3-35 When a complex project is successful, the project managerhas a right to be proud.Chapter Summary 125Phase 1 Systems PlanningCHAPTER SUMMARYProject management is the process of planning, scheduling, monitoring, and reportingon the development of an information system. A successful project must be completedon time, within budget, and deliver a quality product that satisfies users and meetsrequirements. Project management techniques can be used throughout the SDLC.Project managers are responsible for project planning, scheduling, monitoring,and reporting. Planning includes identifying all project tasks and estimating the completiontime and cost of each. Project scheduling involves the creation of a specifictimetable, usually in the form of charts that show tasks, task dependencies, and criticaltasks that might delay the project. Project monitoring requires guiding, supervising,and coordinating the project team’s workload. The project manager mustmonitor the progress, evaluate the results, and take corrective action when necessaryto control the project and stay on target. Project reporting includes regular progressreports to management, users, and the project team itself. Effective reporting requiresstrong communication skills and a sense of what others want and need to knowabout the project.Planning, scheduling, monitoring and reporting all take place within a larger projectdevelopment framework, which includes three key steps: creating a work breakdownstructure, identifying task patterns, and calculating the critical path.A work breakdown structure must clearly identify each task and include an estimatedduration. A task, or activity, is any work that has a beginning and an end andrequires the use of company resources such as people, time, or money. Time and costestimates for tasks usually are made in person-days. A person-day represents thework that one person can accomplish in one day. Estimating the time for projectactivities is more difficult with larger systems. Project managers must consider theproject size and scope, IT resources, prior experience with similar projects or systems,and applicable constraints. In addition to tasks, every project has events, or milestones.An event, or milestone, is a recognizable reference point that you can use tomonitor progress.Task patterns establish the sequence of work in a project. Task patterns involvedependent tasks, multiple successor tasks, and multiple predecessor tasks. In larger projects,these patterns can be very complex.A critical path is a series of tasks which, if delayed, would affect the completion dateof the overall project. If any task on the critical path falls behind schedule, the entireA QUESTION OF ETHICS“Better blow the whistle,” says Roy, your friend and project teammate at Final Four Industries.“The project is out of control, and you know it!” “Maybe so,” you respond, “But that’s not mycall — I’m not the project manager.” What you don’t say is that Stephanie, the project manager,feels like her career is on the line and she is reluctant to bring bad news to managementat this time. She honestly believes that the project can catch up, and says that a bad report ona major project could result in bad publicity for the firm and frighten potential customers.To be fair, the next management progress report is scheduled in three weeks. It is possiblethat the team could catch up, but you doubt it. You wonder if there is an ethical question here:Even though the report isn’t due yet, should a significant problem be reported to managementas soon as possible? You are concerned about the issue, and you decide to discuss it withStephanie. What will you say to her?126 Chapter SummaryChapter 3 Managing Systems Projectsproject will be delayed. Tasks on the critical path cannot have slack time. To identify thecritical path, you calculate the start and finish date for each task, which will determinethe critical path for the project.In project scheduling, the project manager develops a specific time for each task,based on available resources and whether or not the task is dependent on other predecessortasks. The manager can use graphical tools such as Gantt charts and PERT chartsto assist in the scheduling process.A Gantt chart is a horizontal bar chart that represents the project schedule with timeon the horizontal axis and tasks arranged vertically. It shows individual tasks and taskgroups, which include several tasks. In a Gantt chart, the length of the bar indicates theduration of the tasks. A Gantt chart can display progress, but does not show task dependencydetails or resource assignment unless the chart was created with a project managementprogram that supports dependency linking and the entry of other information.A PERT/CPM chart shows the project as a network diagram with tasks connected byarrows. Using a prescribed calculation method, the project manager uses a PERT chartto determine the overall duration of the project and provide specific information foreach task, including the task IDs, their durations, start and finish times, and the order inwhich they must be performed. With this information, the manager can determine thecritical path, which is the sequence of tasks that have no slack time and must be performedon schedule in order to meet the overall project deadline.Most project managers use powerful software such as Microsoft Project and OpenWorkbench to plan, schedule, and monitor projects. Project managers are responsiblefor risk management, which is the process of identifying, analyzing, anticipating, andmonitoring risks to minimize their impact on the project.In the end, every successful information system must support business requirements,stay within budget, and be completed on time. Sound project management involves thesame skills as any other management. The project manager must be perceptive, analytical,well-organized, and a good communicator. If the project manager senses that theproject is off-track, he or she must take immediate steps to diagnose and solve the problem.If the project manager fails to plan, staff, organize, supervise, communicate, motivate,evaluate, direct, and control properly, then the project is certain to fail. Even whenfactors outside his or her control contribute to the failure, the project manager isresponsible for recognizing the early warning signs and handling them effectively.127Phase 1 Systems PlanningKey Terms and PhrasesKey Terms and Phrasesactivity 106best-case estimate 107bottom-up technique 105Brooks’ Law 124code review 114concurrent tasks 111critical path 113Critical Path Method (CPM) 105dependent task 111design review 114duration 110event 106finish day/date 110Gantt chart 104Microsoft Project 118milestone 106network diagram 105Open Workbench 118open-source software 118person-day 107PERT/CPM 105predecessor task 111probable-case estimate 107Program Evaluation Review Technique (PERT) 105project coordinator 103project creep 123project leader 103project management 102project management software 113project manager 103project monitoring 103project planning 103project reporting 103project scheduling 103qualitative risk analysis 121quantitative risk analysis 122risk 121risk identification 121risk management 121risk management plan 121risk response plan 122slack time 114start day/date 110structured walk-through 114successor task 111task 105task box 110task group 104task ID 110task name 110task pattern 110testing review 114weight 107work breakdown structure (WBS) 104worst-case estimate 107128Chapter 3 Managing Systems ProjectsLearn It OnlineInstructions: To complete the Learn It Online exercises, visit the Management InformationSystems CourseMate Web site at www.cengagebrain.com, navigate to the resources for thischapter, and click the link for the exercise you want to complete.1 Chapter ReinforcementTF, MC, and SAClick the Chapter Reinforcement link. Print the quiz by clicking Print on the File menufor each page. Answer each question.2 Flash CardsClick the Flash Cards link and read the instructions. Type 20 (or a number specified byyour instructor) in the Number of playing cards text box, type your name in the Enteryour name text box, and then click the Flip Card button. When the flash card is displayed,read the question and then click the ANSWER box arrow to select an answer.Flip through the Flash Cards. If your score is 15 (75%) correct or greater, click Printon the File menu to print your results. If your score is less than 15 (75%) correct, thenredo this exercise by clicking the Replay button.3 Practice TestClick the Practice Test link. Answer each question, enter your first and last name at thebottom of the page, and then click the Grade Test button. When the graded practicetest is displayed on your screen, click Print on the File menu to print a hard copy.Continue to take practice tests until you score 80% or better.4 Who Wants To Be a Computer Genius?Click the Computer Genius link. Read the instructions, enter your first and last nameat the bottom of the page, and then click the Play button. When your score is displayed,click the PRINT RESULTS link to print a hard copy.5 Wheel of TermsClick the Wheel of Terms link. Read the instructions, and then enter your first and lastname and your school name. Click the PLAY button. When your score is displayed onthe screen, right-click the score and then click Print on the shortcut menu to print ahard copy.6 Crossword Puzzle ChallengeClick the Crossword Puzzle Challenge link. Read the instructions, and then enter yourfirst and last name. Click the SUBMIT button. Work the crossword puzzle. When youare finished, click the SUBMIT button. When the crossword puzzle is redisplayed, clickthe Print Puzzle button to print a hard copy.Learn It Online129Phase 1 Systems PlanningSCR Associates Case Simulation Session 3: Managing Systems ProjectsOverviewThe SCR Associates case study is a Web-based simulation thatallows you to practice your skills in a real-world environment. Thecase study transports you to SCR’s intranet, where you complete12 work sessions, each aligning with a chapter. As you work on the case, you will receivee-mail and voice mail messages, obtain information from SCR’s online libraries, and performvarious tasks.How do I use the case?• Review the SCR background material in Chapter 1.• Read the Preview for this session and study the Task List• Visit the Management Information Systems CourseMate Web site at www.cengagebrain.com, navigate to the SCR Case Simulation, and locate the intranet link.• Enter your name and the password sad9e. An opening screen will display the12 sessions.• Select this session. Check your e-mail and voice mail carefully, and then work on thetasks.Preview: Session 3The TIMS system was approved by top management. Jesse Baker, systems group manager,has asked you to help her manage the project. She said it will be a great opportunity tolearn more about project management and practice your skills, so you’ll be able to handle afuture project on your own. She specifically suggested that you become familiar with workbreakdown structures, task patterns, and critical path calculations. To make sure that youare prepared, you decide to study the project management chapter in your textbook beforestarting the tasks.Task ListCase-Sim: SCR AssociatesFIGURE 3-36 Task list: Session 3.1. Jesse wants me to investigate Open Workbench software to determine whether itwould be suitable for SCR. She asked me to prepare a summary of pros and cons, and asample of screen shots and information.2. Jesse likes the idea of using task completion estimates with best-case,probable-case, and worst-case estimates. She said that I should use typical formulasand weight values to create a Microsoft Excel spreadsheet that would make it easierto calculate expected task durations.3. To practice my skills, Jesse asked me to create an imaginary project with 10 tasks,which include dependent, multiple predecessor, and multiple successor tasks. Shewants me to create a list showing the tasks and dependencies, and then lay it out onpaper to show the logical flow, and the duration, start, and finish for each task.4. I’m excited to be part of the project team, and Jesse wants me to prepare a brief handoutfor the other team members with some do’s and don’ts regarding project management.She said to make it look like a checklist of keys to project success.130Chapter 3 Managing Systems ProjectsChapter ExercisesReview Questions1. What is project management, and what are its main objectives?2. What is the relationship between tasks and events, or milestones?3. What is a work breakdown structure? How do you create one?4. What are task patterns, and how can you recognize them?5. Compare the advantages and disadvantages of Gantt and PERT/CPM charts.6. Define the following terms: best-case estimate, probable-case estimate, and worstcaseestimate, and describe how project managers use these concepts.7. How does a project manager calculate start and finish times?8. What is a critical path, and why is it important to project managers? How do youidentify the critical path?9. What are some project reporting and communication techniques?10. What is risk management, and why is it important?Discussion Topics1. In Poor Richard’s Almanac, Benjamin Franklin penned the familiar lines: “For thewant of a nail the shoe was lost, for the want of a shoe the horse was lost, for thewant of a horse the rider was lost, for the want of a rider the battle was lost, for thewant of a battle the kingdom was lost — and all for the want of a horseshoe nail.”Looking at the outcome in hindsight, could project management concepts haveavoided the loss of the kingdom? Explain your answers.2. Microsoft Project is an example of software that is very powerful, but quite expensive.As a project manager, how would you justify the purchase of this software?Also, would you consider using Open Workbench? Why or why not?3. Suppose you want to manage a relatively small project, but you have no access toproject management software of any kind. How could you use a spreadsheet programor a database program to manage the project? Share your ideas with the class.4. Many managers claim to have “seat of the pants” intuition when it comes to projectmanagement. In your view, does this kind of intuition actually exist? Can you thinkof examples to support your views?Projects1. Think of all the tasks that you perform when you purchase a car. Include anyresearch, decisions, or financial issues that relate to the purchase. Draw a Ganttchart that shows all the tasks and the estimated duration of each.2. Perform Internet research to learn more about project risk management, and write asummary of the results. Be sure to search for a book titled Waltzing with Bears:Managing Risk on Software Projects, by Tom Demarco and Timothy Lister.3. Go to Microsoft’s Web site and navigate to the Download and Trials area. SelectMicrosoft Project Professional 2010, download the program, and install it. Thencreate a project based on the five tasks shown in Figure 3-21 on page 113. When theproject is complete, click View, then click Network Diagram. Do the tasks resembleFigure 3-22 on page 114? Is the critical path the same?4. Describe three personal experiences where a project management approach wouldhave been helpful.Chapter Exercises131Phase 1 Systems PlanningApply Your KnowledgeThe Apply Your Knowledge section contains four mini-cases. Each case describes a situation,explains your role in the case, and asks you to respond to questions. You can answer thequestions by applying knowledge you learned in the chapter.1 Countywide ConstructionAt Countywide Construction, you are trying to convince your boss that he shouldconsider modern project management techniques to manage a complex project. Yourboss says that he doesn’t need anything fancy, and that he can guess the total time bythe seat of his pants.To prove your point, you decide to use a very simple example of a commercial constructionproject, with eight tasks. You create a hypothetical work breakdown structure,as follows:• Prepare the foundation (10 days). Then assemble the building (4 days).• When the building is assembled, start two tasks at once: Finish the interior work(4 days) and set up an appointment for the final building inspection (30 days).• When the interior work is done, start two more tasks at once: landscaping (5 days)and driveway paving (2 days).• When the landscaping and driveway are done, do the painting (5 days).• Finally, when the painting is done and the final inspection has occurred, arrangethe sale (3 days).Now you ask your boss to estimate the total time and write his answer on a piece ofpaper. You look at the paper and see that his guess is wrong.1. What is the correct answer?2. What is the critical path?3. Create a Gantt chart that shows the WBS.4. Create a PERT/CPM chart.2 Pleasantville High School ClassThe computer science instructor at Pleasantville High School has asked you to visit herclass and give a presentation about project management. You have just a few days toprepare, and you need to develop a presentation that briefly describes project managementtools and techniques. You can be creative, and you might want to include examplesof actual projects that you know about. In any case, try to describe how projectsare planned, scheduled, monitored, and reported upon. Your presentation can be in theform of a Microsoft Word outline with notes, or as a set of PowerPoint slides.1. Prepare opening comments that give the class an overview of projectmanagement.2. Provide the class with a glossary of the most important project managementterms and definitions.3. Think of a common event like buying a new home, and show the class how aproject manager might handle the matter.4. Create a short scenario with 4 – 6 tasks, some of which depend on each other.You can use the two preceding cases as a model. Develop a sample answer thatyou will show the students after you give them a chance to analyze the tasks.Apply Your Knowledge132Chapter 3 Managing Systems ProjectsApply Your Knowledge3 Lightfoot IndustriesYou have been asked to lead a training session for new employees at Lightfoot Industries.You must develop a specific schedule for the tasks listed below (the estimated taskduration for each is shown in parentheses):• First, you need to contact the participants and explain their roles (1 day). Thenyou must obtain approval from their department managers (5 days).• After you obtain the approval, two tasks can begin at the same time: You canarrange the meeting room (4 days) and prepare an agenda for the initial session(11 days).• When the agenda is ready, you can start two more concurrent tasks: Prepare theinformation packets (4 days) and create visual aids (8 days).• When the meeting room is arranged and the information packets are ready, youcan send out an e-mail to participants (1 day).• Finally, after the e-mail is sent to participants and the visual aids are ready, youcan conduct the JAD sessions (5 days).1. Prepare a list showing all tasks and their durations.2. Analyze the fact situation carefully to determine which tasks are concurrent andwhich ones are dependent on other tasks.3. Using PERT/CPM techniques, develop a chart that shows the project. Use a formatsimilar to Figure 3-27 on page 117. If project management software is available,use it to develop the chart.4. What is the critical path for this project? How do you know?4 Riverside FinancialAt Riverside Financial, where you work as a project manager, you have been asked toconduct user training sessions during the implementation phase for a new informationsystem. You must develop a specific schedule for the tasks (the estimated task durationfor each is shown in parentheses):• First, you need to send an e-mail message to all department managers announcingthe training sessions (1 day).• After the e-mail message goes out, two tasks can begin at the same time: You candevelop the training material (4 days) and confirm arrangements for the trainingfacility you plan to use (11 days).• As soon as the training material is complete, you can work on two tasks at once:Arrange to have copies of handout material printed (3 days) and develop a set ofPowerPoint slides (4 days).• When the PowerPoint slides are ready, you conduct a practice training sessionwith the instructor who will assist you (1 day).• Finally, when the practice session is over, the handout material is ready, and thetraining facility is confirmed, you conduct the user training sessions (3 days).1. Prepare a list showing all tasks and their durations.2. Analyze the fact situation carefully to determine which tasks are concurrent andwhich ones are dependant on other tasks.3. Using PERT/CPM techniques, develop a chart that shows the project. Use a formatsimilar to Figure 3-27 on page 117. If project management software is available,use it to develop the chart.4. What is the critical path for this project? How do you know?Case Studies 133Case studies allow you to practice specific skills learned in the chapter. Each chapter containsseveral case studies that continue throughout the textbook, and a chapter capstone case.NEW CENTURY HEALTH CLINICNew Century Health Clinic offers preventive medicine and traditional medical care. In yourrole as an IT consultant, you will help New Century develop a new information system.BackgroundTo ensure the quality, cost, and timeliness of the new information system, New Centuryis considering a project management approach. To obtain a better understanding of projectmanagement, Dr. Jones contacted Precision Planning, a consulting firm that specializes inmanaging projects of this type. He invited the company to deliver a brief presentation onproject management concepts and advantages, and to submit a proposal for project managementconsulting services.You joined Precision Planning two years ago as a project assistant, after working twosummers as a student intern. Your supervisor, Charlie West, asked you to develop the presentationfor New Century and you are excited about the opportunity. Charlie said that themain objective is to provide a clear, informative presentation.Charlie wants you to include the following topics in your presentation: an overview ofproject management and its history, a description of the process, and an explanation of themost important terms and concepts. Charlie also wants you to describe task identification,various types of relationships among tasks, and schedule development. He says you shouldshow how Gantt and PERT/CPM charts are developed, and how they can be used to plan,track, and control projects. Charlie also said that your presentation should include a specificexample to illustrate all the main points.Assignments1. Create a Microsoft PowerPoint presentation that will meet the requirements thatCharlie outlined to you.2. Create a Microsoft Word handout that will meet the requirements that Charlie outlinedto you.3. Create a project management example with at least six tasks. Assign durations andtask dependencies. At least three of the tasks should be dependent on other tasks.Use this example to display a Gantt chart.4. Use the same data as Assignment 3 to display a PERT/CPM chart.PERSONAL TRAINER, INC.Personal Trainer, Inc. owns and operates fitness centers in a dozen Midwestern cities. Thecenters have done well, and the company is planning an international expansion by openinga new “supercenter” in the Toronto area. Personal Trainer’s president, Cassia Umi, hired anIT consultant, Susan Park, to help develop an information system for the new facility.During the project, Susan will work closely with Gray Lewis, who will manage the newoperation.BackgroundYou are enjoying your job as a student intern at Personal Trainer. Last week, Susanasked you to help her plan the new information system project. Susan knows that youhave completed several information systems courses at the local college, and that you havestudied project management tools and techniques.Case StudiesPhase 1 Systems Planning134Chapter 3 Managing Systems ProjectsCase StudiesSpecifically, she wants you to get ready for the next set of systems development tasks,which will be requirements modeling for the new system. Yesterday, Susan called you intoher office to discuss the specific tasks she wants you to perform. After meeting with Susan,you sit down and review your notes. She wants you to treat the set of tasks as a project, andto use project management skills to plan the tasks.Here is what she suggested to you as a work breakdown structure, including the durationshe estimated for each task:• First, you need to meet with fitness center managers at other Personal Trainerlocations (10 days).• After these meetings, you can conduct a series of interviews (8 days).• When the interviews are complete, two tasks can begin at the same time: You canreview company records (2 days) and observe business operations (7 days).• When you have reviewed the records and observed business operations, you cananalyze the BumbleBee accounting software (3 days) and study a sample of salesand billing transactions (1 day).You are excited about the opportunity to practice your skills, and you start to work onthe following list.Assignments1. Create a table listing all tasks separately, with their duration.2. Identify all dependent tasks, and indicate what predecessor tasks are required.3. Construct a PERT/CPM chart similar to the one in Figure 3-27 on page 117. If youhave access to Microsoft Project or other project management software, you can useit to help you create the chart.4. Determine the overall duration of the project, and identify the critical path.Chapter Capstone Case: SoftWear, Limited 135SoftWear, Limited (SWL) is a continuing case study that illustrates the knowledge andskills described in each chapter. In this case study, the student acts as a member of the SWLsystems development team and performs various tasks.BackgroundAt a recent management meeting, SWL’s president, Robert Lansing, announced a majoreffort to control costs and improve quality. To help achieve this goal, Mr. Lansing statedthat SWL would use project management tools and techniques to plan and manage allmajor corporate projects. He named several people who would work as an interdepartmentalteam to coordinate SWL’s project management efforts. Team members includedApril Lane, director of planning; Mike Feiner, director of human resources; and Ann Hon,director of information technology.The Interdepartmental TeamAt their first meeting, the team came up with three main goals: Establish a companywideunderstanding of project management concepts, identify suitable project managementsoftware, and develop comprehensive training for all SWL managers. Since Ann Hon hadthe most experience with project management, she agreed to serve as team leader. She alsoagreed to develop a list of concepts that the team could use as a starting point.Project Management ConceptsThe team met again a week later, and Ann distributed a list of 10 key questions:1. What is a project?2. What are project characteristics, constraints, and risks?3. What is a project stakeholder?4. What is the role of a project manager?5. What is project planning?6. What is project scheduling?7. What is project monitoring and controlling?8. What is project reporting?9. What is project risk management?10. What are the indications of project success or failure?As the team members reviewed the list, Ann said that a set of working definitionswould be a good first step in developing a company-wide approach for managing projects.She suggested that the answers were available from various sources, including a considerablebody of literature and numerous online links. She also pointed out that the answerswould be a key part of the proposed training program for SWL managers. The teamdecided to split up the research tasks and share the results at the next meeting.Project Management SoftwareAnn made arrangements for the other team members to obtain a copy of MicrosoftProject, which is the leading project management program. She also suggested that each ofthem try the brief Project training courses that are available on the Microsoft Web site.She then walked them though a two-hour session that demonstrated the software. Sheshowed examples of Gantt charts, PERT charts, milestones, task dependencies, andresource assignments.(continues)CHAPTER CAPSTONE CASE: SoftWear, LimitedPhase 1 Systems Planning136Chapter 3 Managing Systems ProjectsChapter Capstone Case: SoftWear, LimitedCHAPTER CAPSTONE CASE: SoftWear, Limited (continued)Ann also pointed out that other software alternatives exist, including free, open-sourceprograms, such as Open Workbench, which is supported by a large user group. For now, theteam agreed to obtain pricing and licensing information for Microsoft Project, and to lookinto other alternatives to determine whether the other programs could exchange data withMicrosoft Project.Project Management TrainingAnn suggested that the team compare the pros and cons of in-house training versusvendor-supplied training options. Again, Ann suggested the Microsoft Web site as a goodstarting point to evaluate third-party solutions. Using information on the site, the team wasable to identify three training providers. After contacting these firms, the team had somerealistic time and cost estimates for outside training solutions.Ann suggested that the team should also consider a train-the-trainer approach where shewould instruct an initial group from all SWL departments, and the training team would thenprovide training sessions within their respective departments. Meanwhile, Mike Feiner wonderedwhether any current SWL employees had listed project management experience andskills in their applications or résumés.SWL Team Tasks1. Using the material in this chapter and other reference material if necessary, develop a setof answers to the 10 questions that Ann presented to the team.2. Suppose that Ann asked you to create an outline for her two-hour demo session. Youcan use Microsoft Project if it is available to you, or you can download a free demo versionfrom the Microsoft Web site. In your outline, try to mention the basic informationthat a user would need to get started with a simple project.3. Visit the Web site for Open Workbench and write a description of the product. Try toinclude as many features as possible, and list the pros and cons of the program.Determine whether the program can exchange information with Microsoft Project, andwhether any special techniques are necessary to accomplish the transfer.4. Microsoft has launched MPUG, which stands for Microsoft Project User Group.MPUG’s stated mission is to deliver Microsoft Office Project content, resources, opportunities,and community networking worldwide. Explore the site at mpug.com and notethe various levels of membership. Should SWL encourage IT staff members to join thisgroup? Write up a recommendation with your reasons.Manage the SWL ProjectYou have been asked to manage SWL’s new information system project. One of yourmost important activities will be to identify project tasks and determine when they will beperformed. Before you begin, you should review the SWL case in this chapter. Then list andanalyze the tasks, as follows:LIST THE TASKS Start by listing and numbering at least 10 tasks that the SWL team needsto perform to fulfill the objectives of this chapter. Your list can include SWL Team Tasks andany other tasks that are described in this chapter. For example, Task 3 might be to Identifythe project tasks and Task 6 might be to Analyze task relationships.137Phase 1 Systems PlanningChapter Capstone Case: SoftWear, LimitedCHAPTER CAPSTONE CASE: SoftWear, Limited (continued)ANALYZE THE TASKS Now study the tasks to determine the order in which they shouldbe performed. First identify all concurrent tasks, which are not dependent on other tasks. Inthe example shown in Figure 3-37, Tasks 1, 2, 3, 4, and 5 are concurrent tasks, and couldbegin at the same time if resources are available.Other tasks are dependent tasks, because they cannot be performed until one or moreearlier tasks have been completed. For each dependent task, you must identify specific tasksthat need to be completed before these tasks can begin. For example, you need to identifythe project tasks before you can analyze the task relationships, so Task 6 cannot begin untilTask 3 is completed, as Figure 3-37 shows.This chapter describes project management tools, techniques, and software. To learnmore, you can use the Features section on your Student Study Tool CD-ROM, or visit theManagement Information Systems CourseMate Web site at www.cengagebrain.com andlocate the project management resources library for this book. On the Web, Microsoftoffers demo versions, training, and tips for using Project 2010. You also can visit theOpenWorkbench.org site to learn more about this free, open-source software.FIGURE 3-37 Tasks 1, 2, 3, 4, and 5 are concurrent tasks that could be performed at the same time. Task 6is a dependent task that cannot be performed until Task 3 has been completed.138Chapter 3 Managing Systems ProjectsReady for a Challenge?Ready for a Challenge?The IT group at Game Technology has received approval to add a new entry-level systemsanalyst position. You will help set up the hiring timetable and tasks. After speaking toseveral people in the department, you identified seven tasks and the order in which theyshould be performed.Using your notes, you write up the following statement: First, review the applications (2days). Then start three tasks: notify the IT team (2 days), reserve a conference room(1 day), and set up an interview schedule (5 days). When the team has been notified andthe conference room reserved, prepare a set of interview questions (2 days). When thequestions are ready and the interview schedule has been developed, conduct the interviews(5 days). After the interviews are done, meet with the hiring committee to select a candidate(1 day).Practice TasksA. Prepare a work breakdown structure showing tasks, durations, and predecessor tasks.B. Calculate the start and finish date for each task, and determine the critical path.After you complete the Practice Tasks, to check your work and view sample answers, visit theManagement Information Systems CourseMate Web site at www.cengagebrain.com, navigateto the resources for this chapter, and locate Ready for a Challenge?.The ChallengeThe hiring committee made a job offer to Sharon Adams, and she accepted. She willstart her new job in three weeks. As IT department intern, you were asked to set up anorientation for her, including meetings with human resources, users, and the IT team.She also would go on a tour of the company, and confirm a security clearance. Afterthinking about this, you come up with a suggested orientation schedule, as follows:First, Sharon would meet with human resources to learn about company benefits andpolicies (3 hours). When that meeting is over, she could handle three tasks at once: shecould tour the company offices (4 hours), meet with users (3 hours), and work on thenecessary paperwork (2 hours). After the tour and user meetings, she could meet with theIT managers (1 hour). Then, after meeting the IT managers and with all the paperworkcompleted, she would meet with the entire IT team for a brief introduction (1 hour).Challenge TasksA. Prepare a work breakdown structure showing tasks, durations, and predecessor tasks.B. Calculate the start and finish date for each task, and determine the critical path.In additional to technical skills, IT professionals need critical thinking skills such as perception, organization, analysis,problem-solving, and decision-making. The Ready for a Challenge feature can help you learn, practice, and apply criticalthinking skills that you can take to the workplace.


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