SWE2315 : SYSTEM

ANALYSIS & DESIGN

Lecture 02: Planning

Maryam Ibrahim Mukhtar
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Outline
• Project Planning
• Project Initiation
• Project Management
• Planning Tools
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Project Planning

Project Planning
Phase

Project
Project Initiation
Management
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Planning: Project Initiation

• Project initiation involve three(3) set of activities:

Project Identification is Done by Project

Sponsor

System Request is then written after

identification

Feasibility is conducted on the System

Request
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Project Identification
• A project is identified when someone in the organization
identifies a business need to build a system.
• Examples of business needs include supporting a new
marketing campaign, reaching out to a new type of
customer, or improving interactions with suppliers.
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Project Identification
• When a strong business need for an information system is
recognized, as a result of a person or group of people
who have an interest in the system’s success (project
sponsor)

• The next step is to determine high-level business

requirements for the systems (reasons for developing the
system and outline the benefits it will provide the
organization).

• The project sponsor then formally initiate the project by

preparing a System Request..
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System Request
• A system request is a document that describes the
business reasons for building a system and the value that
the system is expected to provide.

• The project sponsor usually completes this form as part of

a formal system project selection process within the
organization.

• Most system requests include five elements:

project business business business

special issues.
sponsor, need, requirements, value,
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System Request-- Elements

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System Request--Example
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System Request--Decision
• The approval committee reviews the system request and
makes an initial determination, based on the information
provided, of whether to investigate the proposed project
or not.

• If so, the next step is to conduct a feasibility analysis.

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Feasibility Analysis
• Once the need for the system and its business
requirements have been defined.

• The approval committee may authorize the systems

analyst to prepare a more detailed business case to better
understand the proposed information system project.

• Feasibility analysis guides the organization in determining

whether to proceed with the project.
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Feasibility Analysis
• Feasibility analysis also identifies the important risks
associated with the project that must be managed if the
project is approved.

• Most feasibility analysis include techniques to assess

three areas:

Technical
feasibility

Economic
feasibility

Organizational
feasibility
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Feasibility Assessment Factors

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Economic Feasibility
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Economic Feasibility

• Cash Flow = Benefit – Cost

• Return on Investment (ROI) = (Cummulative Net Cashflow)/Total Costs
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Feasibility Report Example

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Feasibility-Critical Decision
• The feasibility report should guide the entire organization to
decide whether or not the proposed system is the best
solution and is feasible.

• If it is, then project development move to the planning

second phase (Project Management), otherwise it is
terminated.
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Planning: Project Management

• Project Management involves two(2) sets of activities

Create the Project Plan

1. Project Methodology (Selection and
time frame estimate.
2. Develop the Work Plan
3. Staffing
a. Staff Plan(Motivation and
Handling Conflicts)
Project Selection b. Coordinating Project
Activities(Case Tools, Standards, and
Documents)
4. Managing and Controlling the
Project
a. Refine Estimates
b. Manage Scope
c. Timeboxing
d. Manage Risk
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Project Selection
• CIOs (chief information officers) are challenged to select
projects that will provide highest return on the IT investments.

• If there are several potentially high-payoff projects, then

maybe only one of the projects will be selected because of
resource constraints.

• Once a project is launched, it is time to carefully plan the

project.

• The project manager will follow a set of project management

guidelines to organize, guides, and directs the project from
inception to completion.
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Creating the Work Plan

• This involves four (4) major activities:
1. Selecting the appropriate development methodology (SDLC).
2. Developing the Work Plan
3. Staffing the Project
4. Coordinating project activities
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1. Selecting SDLC
• There are a number of different project methodologies that
can be used to structure and guide systems development
projects.

• Several of the key methodologies are waterfall

development, parallel, V-model, rapid application
development; including iterative development, system
prototyping, and throwaway prototyping; and agile
development
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Selecting SDLC
• The project manager evaluates characteristics of the
project, including factors such as :
• clarity of user requirements,
• familiarity with technology,
• complexity,
• reliability,
• time frame, and schedule visibility, to select the most
appropriate methodology to use for the project.
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Waterfall & Parallel

Development
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V Model & Prototyping

Development
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Selecting Criteria SDLC

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Estimating Time Frame

• The project manager estimates the time frame for the
project.
• Estimation is the process of assigning projected values for time and
effort.
• Estimation can be performed manually or with the help of an
estimation software.

• Past experience and industry standards provide help in this

task.
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2. Develop work plan

• The project methodology provides lists of tasks and
deliverables for projects, which the project manager
modifies, depending on the needs of the specific project.

• To create a work plan, the project manager:

• Identify/refines the tasks
• Breakdown the tasks into a work breakdown structure,
• Estimates task time
• Add other information if needed.
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Identify Task
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Work Breakdown Structure

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The Project Work Plan

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3. Staffing
• Staffing involves determining:
• how many people should be assigned to the project,

• assigning project roles to team members,

• developing a reporting structure for the team,

• and matching people’s skills with the needs of the project.

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Staff plan: Motivation and Handling

Conflicts
• Staffing also includes:
• motivating the team to meet the project’s objectives using monetary
rewards cautiously or Use intrinsic rewards such as
• –Recognition
• –Achievement
• –The work itself
• –Responsibility
• –Advancement
• –Chance to learn new skills

• minimizing conflict among team members thorough Project charter

listing norms and ground rules.
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Coordinating Project Activities

• Coordinating project activities includes putting efficient
development practices in place and mitigating risk, and
these activities occur over the course of the entire SDLC.

• Three techniques are available to help coordinate activities

on a project:
• computer-aided software engineering (CASE),
• standards,
• documentation.
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CASE, Standards, Documents

• CASE (computer-aided software engineering) tools –A
category of software that automate all or part of the
development process.

• Standards
• –Formal rules for naming files
• –Forms indicating goals reached
• –Programming guidelines

• Documentation
• –Project binder
• –Table of contents
• –Continual updating
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4. Managing and Controlling Projects

• The science (or art) of project management is in making
trade-offs among three important concepts:
• -the size of the system,
• -the time to complete the project, and
• -the cost of the project.

• Think of these three things as interdependent levers that the

project manager controls throughout the SDLC.
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Managing and Controlling Projects

• Whenever one lever is pulled, the other two levers are
affected in some way.
• For example, if a project manager needs to readjust a deadline to an
earlier date, then the only solution is to decrease the size of the
system (by eliminating some of its functions) or to increase costs by
adding more people or having team members work overtime.

• Often, a project manager will have to work with the project

sponsor to change the goals of the project, such as
developing a system with less functionality or extending the
deadline for the final system, so that the project has
reasonable goals that can be met.
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Project Planning Tools

• Project managers utilize several tools to help manage
projects.

• The project work plan is a critical element of managing

projects.

• Two graphical tools are widely used :

• Gantt chart and
• PERT
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Gantt Chart
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PERT Chart
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Summary
• Project Identification and initiation recognise a business need
that can be satisfied through the use of information technology.

• System Request describes the business values for an information

system

• A feasibility analysis is used to provide more details about the

risks associated with the proposed system.

• The project selection process takes into account all of the

projects in the organization, using project portfolio management.

• The project plan defines the tasks, task time estimates, and other
information.

• A project requires staffing and coordinating project activities.

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Group Project
Task 1: Planning Phase (6 members)
a. Identify a potential project and explain the business need
b. Create a System Request Document-Tabular Format
c. Conduct a Feasibility Study and access if the project can proceed to
the project Management-Tabular Format
d. If yes in 3, create a Work plan document showing how the Planning
task are broken down into ID, assigned and estimates of durations.

Example Work breakdown:

a subtask should be done by all the 6 members
b subtask can be done by 2 members
c subtask can be conducted by another 2 members who can act as
the approval committee and do the feasibility Study
d subtask can be done by 2 members

These 6 members are the PROJECT manager who are going to be

responsible for updating the Project Work Plan and assigning tasks to
members as we proceed to the Stages of Analysis and Design.
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Questions !!!