Chapter 3 - E-learning Amikom

Systems Analysis and Design in a
Changing World, Fourth Edition
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Learning Objectives
 Menjelaskan
unsur-unsur manajemen proyek dan
tanggung jawab seorang manajer proyek
 Menjelaskan
Inisiasi dan aktivitas project dalam
fase SDLC
 Mendeskripsikan
bagaimana lingkup sistem yang
baru ditentukan.
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Learning Objectives (continued)
 Membuat
jadwal proyek menggunakan PERT
dan Gantt chart
 Membuat
analisis biaya manfaat dan menilai
kelayakan proyek yang diusulkan
 Discuss
how to staff and launch a project
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Overview
 Prinsip
dasar manajemen proyek

Faktor keberhasilan proyek

Peran manajer proyek

Pengetahuan manajemen proyek
 How
information system projects initiated

Part of overall strategic plan

Merespon kebutuhan bisnis secara langsung
 The
project planning phase of SDLC
 Project
planning examples for RMO
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Faktor Keberhasilan Proyek
 Project
management important for success of
system development project
 2000
Standish Group Study

Only 28% of system development projects
successful

72% of projects canceled, completed late,
completed over budget, and/or limited in
functionality
 Thus,
project requires careful planning, control,
and execution
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Alasan Kegagalan Proyek
 Persyaratan
tidak lengkap / berubah
 Keterlibatan
pengguna terbatas
 Kurangnya
dukungan eksekutif
 Kurangnya
dukungan teknis
 Perencanaan
 tujuan
proyek yang jelek
yang tidak jelas
 Kurangnya
sumber daya yang dibutuhkan
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Alasan Keberhasilan Proyek
 Kejelasan
tentang definisi sistem
 Besarnya
keterlibatan pengguna
 Dukungan
 Perencaan
 Jadwal
penuh dari pihak menejemen
proyek yang detail dan terperinci
kerja yang realistis
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Role of the Project Manager
management – organizing and directing
people to achieve a planned result within budget
and on schedule
 Project
 Success
or failure of project depends on skills of
the project manager

Beginning of project – plan and organize

During project – monitor and control
 Responsibilities
are both internal and external
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Tanggung Jawab Internal

Mengidentifikasi tugas tugas proyek dan membangun
struktur pekerjaan.

Membuat jadwal proyek

Merekrut dan melatih anggota tim

Menugaskan anggota tim

Mengkoordinasikan tugas anggota tim dan sub tim

Menilai risiki kegagalan

Monev dan control proyek

Verify the quality of project deliverables
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Tanggung Jawab Eksternal
 Melaporkan
status dan kemajuan proyek
 Membangun
hubungan kerja dengan orang yang
dibutuhkan dalam persyaraktan sistem

The people who will use the system
 Bekerja
secara langsung dengan klien (sponsor
proyek) dan pemangku kepentingan lainnya
 Mengidentifikasi
kebutuhan sumber daya dan
mendapatkan sumber daya
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Peran Manajer Proyek
(Figure 3-1)
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Participants in a System
Development Project (Figure 3-2)
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Project Management Tasks

Beginning of project



Perencanaan proyek secara keseluruhan
During project

Project execution management

Project control management

Project closeout
Project management approach differs for

Predictive SDLC

Adaptive SDLC
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Project Management and SDLC Tasks for
a Predictive Project (Figure 3-3)
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Project Management and SDLC Tasks for
an Adaptive Project (Figure 3-4)
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Project Management Body of Knowledge
(PMBOK)



Scope management

Control functions included in system

Control scope of work done by team
Time management

Build detailed schedule of all project tasks

Monitor progress of project against milestones
Cost management

Calculate initial cost/benefit analysis

Monitor expenses
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Project Management Body of Knowledge
(continued)
 Quality

3
management
Establish quality plan and control activities for
each project phase
 Human
resource management

Recruit and hire project team members

Train, motivate, team build
 Communications
management

Identify stakeholders and their communications

Establish team communications
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Project Management Body of Knowledge
(continued)
 Risk
3
management

Identify and review risks for failure

Develop plans to reduce these risks
 Procurement
management

Develop requests for proposals (RFPs)

Evaluate bids, write contracts, monitor
performance
 Integration
management
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Project Initiation and the Project Planning Phase


Driving forces to start project

Respond to opportunity

Resolve problem

Conform to directive
Project initiation comes from

Long-term IS strategic plan (top-down) prioritized by
weighted scoring

Department managers or process managers (bottom-up)

Response to outside forces (HIPAA)
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Initiating Customer Support System RMO
 Strategic
IS plan directs IS development’s project
priorities
 Customer
support system (CSS) selected

John MacMurty – creates project charter

Barbara Halifax – project manager

Steven Deerfield – senior systems analyst

Goal is to support multiple types of customer
services (ordering, returns, online catalogs)
 Project
charter describes key participants
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RMO Project Charter (Figure 3-5)
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Activities of the Project Planning Phase
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Activities of the Project Planning Phase
and Their Key Questions (Figure 3-7)
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Defining the Problem
 Review
business needs

Use strategic plan documents

Consult key users

Develop list of expected business benefits
 Identify

expected system capabilities
Define scope in terms of requirements
 Create
 Build
system scope document
proof of concept prototype
 Create
context diagram
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Context Diagram for Customer Support
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Defining the Problem at RMO

Barbara – Completed problem definition statement

Steve – Conducted preliminary research on alternative
solutions

Barbara, Steve, and William McDougal – Proceeded with
analysis before making solution decisions

Barbara and Steve – Began schedule, budget, feasibility
statement for new system
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Producing the Project Schedule
 Develop
work breakdown structure (WBS)

List of tasks and duration required for project

Similar to outline for research paper

WBS is foundation for project schedule
 Build
a PERT/CPM chart

Assists in assigning tasks

Critical path method

Gantt chart and tracking GANTT chart
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Partial PERT/CPM Chart
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Gantt Chart for Entire Project (with overlapping phases)
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Gantt Chart for Iterative Project
Systems Analysis and Design in a Changing World, 4th Edition
(Figure 3-14)
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Confirming Project Feasibility
 Risk
management
 Economic
feasibility

Cost/benefit analysis

Sources of funds (cash flow, long-term capital)
 Organizational
 Technological
and cultural feasibility
feasibility
 Schedule
feasibility
 Resource
feasibility
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Risk Management
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Economic Feasibility
 Cost/benefit
analysis

Estimate project development costs

Estimate operational costs after project

Estimate financial benefits based on annual
savings and increased revenues

Calculate using table of costs and benefits
 Uses
net present value (NPV), payback period,
return on investment (ROI) techniques
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Supporting Detail for Salaries
and Wages for RMO (Figure 3-16)
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Summary of Development Costs for RMO
(Figure 3-17)
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Summary of Annual Operating Costs
for RMO (Figure 3-18)
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Sample Benefits for RMO (Figure 3-19)
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RMO Cost Benefit Analysis (Figure 3-20)
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Intangibles in Economic Feasibility
 Intangible
benefits cannot be measured in dollars

Increased levels of service

Customer satisfaction

Survival

Need to develop in-house expertise
 Intangible
costs cannot be measured in dollars

Reduced employee morale

Lost productivity

Lost customers or sales
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Organizational and Cultural Feasibility
 Each

company has own culture
New system must fit into culture
 Evaluate
related issues for potential risks

Low level of computer competency

Computer phobia

Perceived loss of control

Shift in power

Fear of job change or employment loss

Reversal of established work procedures
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Technological Feasibility
 Does
system stretch state-of-the-art technology?
 Does
in-house expertise presently exist for
development?
 Does
an outside vendor need to be involved?
 Solutions
include

Training or hiring more experienced employees

Hiring consultants

Changing scope and project approach
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Schedule Feasibility
 Estimates
needed without complete information
 Management
 Project
deadlines may not be realistic
managers

Drive realistic assumptions and estimates

Recommend completion date flexibility

Assign interim milestones to periodically reassess
completion dates

Involve experienced personnel

Manage proper allocation of resources
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Resource Feasibility
 Team
member availability
 Team
skill levels
 Computers,
equipment, and supplies
 Support
staff time and availability
 Physical
facilities
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Staffing and Launching the Project
 Develop
resource plan for the project
 Identify
and request specific technical staff
 Identify
and request specific user staff
 Organize
the project team into workgroups
 Conduct
preliminary training and team building
exercises
 Key
staffing question: “Are the resources
available, trained, and ready to start?”
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Launching Project
 Scope
defined, risks identified, project is feasible,
schedule developed, team members identified
and ready
 Oversight
committee finalized, meet to give goahead, and release funds
 Formal
announcement made to all involved
parties within organization
 Key
launch question: “Are we ready to start?”
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Recap of Project Planning for RMO
 Created
schedule and plans for CSS
 Addressed
all aspects of project management
(project planning and scope)
 Included
project communication and quality
 Identified
desired team members

Refined internal working procedures

Taught tools and techniques used on project
 Planned
kickoff meeting to officially launch
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Kesimpulan
 Tugas
manajemen proyek

Memulai tahapan SDLC Perencanaan Proyek

Melanjutkan fase SDLC
 Mengorganisasikan
dan mengarahkan

Pencapaian hasil yang direncanakan

Gunakan jadwal dan anggaran yang telah ditetapkan
 Bidang

Pengetahuan yang dibutuhkan
Ruang lingkup, waktu, biaya, kualitas, sumber daya
manusia, komunikasi, risiko, pengadaan
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Summary (continued)
 Inisiasi

Proyek
Kebutuhan sistem informasi diidentifikasi dan
diprioritaskan dalam rencana strategis
 Fase
Perencaaan

Mendefinisikan masalah (

Menghasilkan jadwal proyek (WBS)

Mengevaluasi resiko

Tenaga ahli proyek (know people’s skills)

Launch project (executive formal approval)
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