2.project Management 1

Project Management
 Project Initiation and Determine its Feasibility

 Ascertaining Hardware and Software Needs
 Cost and Benefits
 Managing Time, Activities, and Project Scheduling
Project Initiation and
Determine its Feasibility
Triggers,
Goals and
Objectives
Comms Plan Scope and

and Deliverables
Assumptions
Project Initiation
Budget and Vendors,

Spending Stakeholders
Constraints,
Risks, and
Dependencies
Ascertaining Hardware and
Software Needs
 Assessing technical feasibility includes
evaluating the ability of computer
h a rd wa re a n d s o f t wa re t o h a n d l e
workloads adequately. The next two (2)
slides will show the steps that a systems
analyst take in ascertaining hardware and
software needs.
Software Needs
 Steps used to determine hardware and
software needs:
1. Inventory computer hardware.
2. Estimate current and future system
workloads.
3. Evaluate available hardware and
software.
Software Needs
 Steps used to determine hardware and
software needs:
4. Choose and evaluate the vendor.
5. Acquire the computer equipment.
Cost and Benefits
 Cost and Benefits can be either tangible

or intangible. Both tangible and
intangible costs and benefits must be
taken into account when systems are
considered.
Cost and Benefits
 Tangible Benefits are advantages that

are measurable in Peso that accrue to
the organization through the use of the
information system.
Cost and Benefits
 Intangible Benefits include improving
the decision-making process, enhancing
accuracy, becoming more competitive in
customer service, maintaining a good
business image, and increasing job
satisfaction for employees by eliminating
tedious tasks.
Cost and Benefits
 Tangible Costs are costs that a systems
analyst and the business’s accounting
personnel can accurately project.
Cost and Benefits
 Intangible Costs are difficult to estimate and

may not be known. They include losing a
competitive edge, losing the reputation for
being first with an innovation or the leader in
a field, declining company image due to
increased customer dissatisfaction, and
ineffective decision making due to untimely or
inaccessible information.
Cost and Benefits
 Comparing Costs and Benefits in Project

Management
 Break-Even Analysis
Cost and Benefits
Cash-Flow Analysis
Cost and Benefits
Present Value Analysis
Cost and Benefits
 Guidelines for Analysis

 Use break-even analysis if the project needs
to be justified in terms of cost, not benefits, or
of benefits do not substantially improve with
the proposed system.
 Use payback when the improved tangible
benefits from a convincing argument for the
proposed system.
Cost and Benefits
 Guidelines for Analysis

 Use cash-flow analysis when the project is
expensive relative to the size of the company
or when the business would be significantly
affected by a large drain (even if temporary)
on funds.
 Use present value analysis when the payback
period is long or when the cost of borrowing
money is high.
Activity
Total Physical Response

Managing Time, Activities, and
Project Scheduling
 The process of analysis and design can
become unwieldy, especially when the
system being developed is large. To keep
the development activities as
manageable as possible, you usually use
some of the techniques of project
management to help get organized.
Project Scheduling
 Project Time Management Processes is made up of
seven (7) processes.
1. Plan Schedule Management
2. Define Activities
3. Sequence Activities
4. Estimate Activity Resources
5. Estimate Activity Durations
6. Develop Schedule
7. Control Schedule
Project Scheduling
 Work Breakdown Structure
 Project Work Breakdown Structure is a
deliverable or product-oriented grouping
of project work elements shown in
g ra p h i c a l d i s p l ay t o o r ga n i ze a n d
subdivide the total work scope of a
project.
Project Scheduling
 Work Breakdown Structure Elements
 Definable
 Manageable
 Estimate
 Independent
 Integrate
 Measurable
 Adaptable
Project Scheduling
The following list describes key characteristics of WBS:
 Hierarchical Levels – contains three (3)
levels of work
 Numbering Sequence – uses outline
numbering as a unique identifier for all
levels.
 Lowest Level Descriptions – expressed
using verbs and objects, such as “make
menu”
Project Scheduling
Project Scheduling
 Work Breakdown Structure Types
 Deliverable-Oriented WBS
 Process-Centered WBS
Project Scheduling
 Gantt Chart
The basic purpose of a Gantt Chart is to break
a large project into a series of smaller tasks in
an organized way. The chart shows when
each task should begin and how long it
should take.
Project Scheduling
 Gantt Chart example
Generalization
 One (1) Sentence Summaries

2.project Management 1

Uploaded by

Copyright:

Available Formats

2.project Management 1

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

2.project Management 1

Uploaded by

Copyright:

Available Formats

Project Management

 Project Initiation and Determine its Feasibility

Comms Plan Scope and

Budget and Vendors,

 Cost and Benefits can be either tangible

 Tangible Benefits are advantages that

 Intangible Costs are difficult to estimate and

 Comparing Costs and Benefits in Project

 Guidelines for Analysis

 Guidelines for Analysis

Total Physical Response

You might also like