MANAGING SYSTEM PROJECTS

KP24103 SYSTEM ANALYSIS &

DESIGN
 PROJECT TRIANGLE
• Any change in one leg of the triangle will affect the
other two legs.
• There is no standard answer to find optimal balance
among the factors (cost, time, scope).
• Project manager rely on personal experience,
communication ability, and resourcefulness.

COST SCOPE

TIME
 PROJECT MANAGER

• Also known as project leader.

• Is a senior system analyst or an IT department
manager if the project is large.
• In addition, most large projects have a project
coordinator.
• Project coordinator handles administrative
responsibilities for the team and negotiates with
users who might have conflicting requirements or
want changes that would require additional time or
expenses.
 FOUR ROLES of A
PROJECT MANAGER
1. Project planning: identify all project tasks
and estimating completion time and cost of
each.
2. Project scheduling: create a specific
timetable (charts that show tasks, tasks
dependencies, critical tasks that might delay
the project), selecting and staffing project
team, assign specific tasks to team members.
 FOUR ROLES of A PROJECT
MANAGER (con’t)

3. Project monitoring: guiding, supervising,

coordinating project team’s workload, monitor
progress, evaluate results, take corrective actions.
4. Project reporting: regular progress reports to
management, users, project team.
PROJECT PLANNING & SCHEDULING STEPS

1. Create a work breakdown structure

2. Identify task patterns. (Go to this page to view the task
patterns.)

3. Calculate the critical path.

Work Breakdown Structure (1 of 4)
Work Breakdown Structure (2 of 4)
Work Breakdown Structure (3 of 4)
 Work Breakdown Structure (4 of 4)
• Terminal element

– The lowest element (activitities or deliverables), it

cannot be explained anymore.
– Assignments or activities estimated in terms of
resource requirements, budgets and time periods
 Task Patterns (1 of 3)
• Dependant tasks.
1 2
• Dependant task and multiple successor tasks.
5
3
1 2 6
4
• Dependant tasks, multiple successor tasks, and
multiple predecessor tasks. 5
7
3 6
8
1 2
4
 Task Patterns (2 of 3)
Some tasks
have a
relationship
between one
task and
another

CONNECTING
TASKS
Eg:
Eg:
Wiping work
can not be One task is
done as long as not feasible
the dishes have until one task
not been is ready
washed
Task Patterns (3 of 3)
Critical Path (1 of 3)
Critical Path (2 of 3)
 Critical Path (3 of 3)
• A sequence of stages where you figure out
what the least amount of time is necessary to
complete a task with the least amount of
slack.
• So, the critical path is really the longest length
of time it will take to complete the project
tasks. - www.projectmanager.com
 GANTT CHART (1 of 11 )

Microsoft Project

Emphasize the
Graphic view of the
work activities Gantt implementation
period of an
indicated by the activity and show
time-scale bar chart Chart duplication of
activity

Suitable for
representing simple
projects or sub-
projects for larger
projects
GANTT CHART (2 of 11 )
GANTT CHART (3 of 11 )
GANTT CHART (4 of 11 )
GANTT CHART (5 of 11 )
 GANTT CHART (6 of 11 )
Symbols

•A black diamond: milestones

• an important reference point that shows a complete
assignment in a project. There are no tasks in the
milestone.
•Thick black bars: summary tasks
•Blue horizontal bars: no critical tasks
•Red horizontal bars: critical tasks
•Arrows: dependencies between tasks
GANTT CHART (7 of 11 )
GANTT CHART (8 of 11 )
 GANTT CHART (9 of 11 )
Milestone

A 'special' task

Milestone

Duration usually
0 or 1 day. Eg: Usually
Start project or decsribes 1
Complete event
project
Double click on GANTT CHART (10 of 11 )
the selected
cell. Choose Milestone
Advance Tab.
Tick at the box
'Mark Task As
Milestone'
 GANTT CHART (11 of 11 )
Resource Allocation

Assign a task to a team member

1. Click resource tab.

2. Click 'Assign resources'.
3. Key in the appointed member's name.
THE END