计算机软件工程(1)

l Long-term IS strategic plan (top-down) prioritized by weighted scoring
l Department managers or process managers (bottom-up) l Response to outside forces (HIPAA)
l The people who will use the system
u Work directly with the client (the project’s sponsor) and other stakeholders
u Identify resource needs and obtain resources
l John MacMurty – creates project charter l Barbara Halifax – project manager l Steven Deerfield – senior systems analyst l Goal is to support multiple types of customer
计算机软件工程(1)
Initiating Customer Support System RMO
u Strategic IS plan directs IS development’s project priorities
u Customer support system (CSS) selected
计算机软件工程(1)
2020/12/8
计算机软件工程(1)
Learning Objectives
u Explain the elements of project management and the responsibilities of a project manager
u Explain project initiation and the activities in the project planning phase of the SDLC
u Success or failure of project depends on skills of the project manager
l Beginning of project – plan and organize l During project – monitor and control
l Build detailed schedule of all project tasks l Monitor progress of project against milestones
u Cost management
l Calculate initial cost/benefit analysis l Monitor expenses
services (ordering, returns, online catalogs)
u Project charter describes key participants
计算机软件工程(1)
RMO Project Charter (Figure 3-5)
计算机软件工程(1)
Project Management Body of Knowledge (continued)
u Quality management
l Establish quality plan and control activities for each project phase
u Human resource management
Project Initiation and the Project Planning Phase
u Driving forces to start project
l Respond to opportunity l Resolve problem l Conform to directive
u Project initiation comes from
计算机软件工程(1)
Project Management Body of Knowledge
(PMBOK) u Scope management
l Control functions included in system l Control scope of work done by team
u Time management
计算机软件工程(1)
External Responsibilities
u Report the project’s status and progress u Establish good working relationships with those
who identify the needed system requirements
l Project success factors l Role of project manager l Project management knowledge areas
u How information system projects initiated
l Part of overall strategic plan l Respond to immediate business need
u Procurement management
l Develop requests for proposals (RFPs)
l Evaluate bids, write contracts, monitor performance
u Integration management
计算机软件工程(1)
计算机软件工程(1)
Role of the Project Manager
u Project management – organizing and directing people to achieve a planned result within budget and on schedule
u Develop a cost/benefit analysis and assess the feasibility of a proposed project
u Discuss how to staff and launch a project
计算机软件工程(1)
Overview
u Fundamental principles of project management
u 2000 Standish Group Study
l Only 28% of system development projects successful
l 72% of projects canceled, completed late, completed over budget, and/or limited in functionality
u Beginning of project
l Overall project planning
u During project
l Project execution management l Project control management l Project closeout
u Project management approach differs for
l Recruit and hire project team members l Train, motivate, team build
u Communications management
l Identify stakeholders and their communications l Establish team communications
l Predictive SDLC l Adaptive SDLC
计算机软件工程(1)
Project Management and SDLC Tasks for a Predictive Project (Figure 3-3)
计算机软件工程(1)
Project Management and SDLC Tasks for an Adaptive Project (Figure 3-4)
u Describe how the scope of the new system is determined
计算机软件工程(1)
Learning Objectives (continued)
u Develop a project schedule using PERT and Gantt charts
计算机软件工程(1)
Project Management Body of Knowledge (continued)
u Risk management
l Identify and review risks for failure
l Develop plans to reduce these risks
u Clear system requirement definitions u Substantial user involvement u Support from upper management u Thorough and detailed project plans u Realistic work schedules and milestones
u Thus, project requires careful planning, control, and execution
计算机软件工程(1)
Reasons for Project Failure
u Incomplete or changing requirements