ch03 (1)

Systems Analysis and Design
Alan Dennis, Barbara Haley Wixom, and Roberta Roth

John Wiley & Sons, Inc.
Slides by Candace S. Garrod

Red Rocks Community College
PowerPoint Presentation for Dennis, Wixom, & Roth Systems Analysis and Design, 3rd Edition
3-1 Copyright 2006 © John Wiley & Sons, Inc. All rights reserved.
.
Project Management
Chapter 3
.
Key Definitions
Project management is the process of
planning and controlling the development
of a system within a specified timeframe
at a minimum cost with the right
functionality.
A project manager has the primary
responsibility for managing the hundreds
of tasks and roles that need to be
carefully coordinated.
Four Key Steps in Managing
Projects
Identifying project size
Creating and managing the
workplan
Staffing the project
Coordinating project activities
IDENTIFYING PROJECT SIZE
.
Project Manager’s Balancing Act
Project Management involves
making trade-offs… Project Size
Pro
ject
e
m
Ti
Cos
t
ec
t
oj
Modifying one element
Pr
requires adjusting the others
Project Estimation
The process of assigning projected

values for time and effort
Sources of estimates
Methodology in use
Actual previous projects
Experienced developers
Estimates begin as a range and become
more specific as the project progresses
Project Time Using the
Planning Phase Approach
Project Estimation Using the
Function Point Approach
Function Point Estimation
Worksheet
Step One – Estimate System Size
(System Components)
Complexity
Description Total Low Medium High Total

Number
Inputs 6 3x3 2x4 1x6 23
Outputs 19 4x4 10 x 5 5x7 101

Queries 15 0x7 15 x 10 0 x 15 39
Files 15 0x7 15 x 10 0 x 15 150
Program 3 1x5 0x7 2 x 10 25

Interfaces
Total Unadjusted Function Points (TUFF): 338
3 - 10 Copyright 2006 © John Wiley & Sons, Inc. All rights reserved.
Worksheet
Step One – Estimate System Size
(Overall System - Example)
Data Communications 3
Heavy use configuration 0
Transaction rate 0
End-user efficiency 0
Complex processing 0
Installation ease 0
Multiple sites 0
Performance 0
Distributed functions 2
Online data entry 2
Reusability 1
Operational ease 0
Extensibility 0
Total Processing Complexity (PC): 8
Adjusting the Function Points
Processing Complexity (PC): ________

(From Step 2)
Adjusted Processing
Complexity (PCA) = 0.65 + (0.01 * ____ )
Total Adjusted
Function Points: 73 * 338 = 247
(TUFP -- From Step 1)
Function Points Estimation
Review of Adjustments
Adjusted Project Complexity
= .065 + (0.01 * Project Complexity)
Total Adjusted Function Points
Adjusted Project Complexity * TUFP
Converting Function Points to
Lines of Code
Step Two – Estimate Effort Required
Function of size and production rate

COCOMO model
(Effort in = 1.4 * thousands-of-lines-of-code
Person Months)
Example:
If LOC = 10000 Then...

Effort = (1.4 * 10) = 14 Person Months
Step Three - Schedule Time
Rule of thumb for estimation
Schedule Time (months)

=
3.0 * person-months (1/3 is the exponent)
CREATING AND MANAGING THE
WORK PLAN
.
A Workplan Example
Work Plan Information Example
Name of task Perform economic feasibility

Start date Jan 05, 2005
Completion date Jan 19, 2005
Person assigned Project sponsor: Mary Smith
Deliverable(s) Cost-benefit analysis
Completion status Open
Priority High
Resources needed Spreadsheet
Estimated time 16 hours
Actual time 14.5 hours
Identifying Tasks
Methodology
Using standard list of tasks
Top-down approach
Identify highest level tasks
Break them into increasingly smaller
units
Organize into work breakdown
structure
Project Workplan
List of all tasks in the work

breakdown structure, plus
Duration of task
Current task status
Task dependencies
Milestone (dates)
Tracking Project Tasks
Gantt Chart
Bar chart format
Useful to monitor project status at any
point in time
PERT Chart
Flowchart format
Illustrate task dependencies and
critical path
Tracking Tasks Using Gantt Chart
Task Week
2 3 4 5 6 7 8 9 10 11
12 13
Go to Library
Go to Bookstore
Select and Purchase Book
Skim Book
Write Phase One
Read Book Carefully
Write Phase Two
Tracking Tasks Using PERT Chart
Hurricane Model
Margins of Error in
Cost and Time Estimates
Managing Scope
Scope creep
JAD and prototyping
Formal change approval
Defer additional requirements as
future system enhancements
Timeboxing
Fixed deadline
Reduced functionality, if necessary
Fewer “finishing touches”
Timeboxing Steps
1. Set delivery date
Deadline should not be impossible
Should be set by development group
2. Prioritize features by importance
3. Build the system core
4. Postpone unfinished functionality
5. Deliver the system with core functionality
6. Repeat steps 3-5 to add refinements and
enhancements
STAFFING THE PROJECT
.
Staffing Attributes
Staffing levels will change over a
project’s lifetime
Adding staff may add more
overhead than additional labor
Using teams of 8-10 reporting in a
hierarchical structure can reduce
complexity
Increasing Complexity with
Larger Teams
Your Turn
How do you know how many
people to assign to a project?
How do you know what special

skills will be needed for
completion of the project?
Key Definitions
The staffing plan describes the kinds
of people working on the project
The project charter describes the
project’s objectives and rules
A functional lead manages a group of
analysts
A technical lead oversees progress of
programmers and technical staff
members
Motivation
Use monetary rewards cautiously
Use intrinsic rewards
Recognition
Achievement
The work itself
Responsibility
Advancement
Chance to learn new skills
Handling Conflict
Clearly define project plans
Recognize project importance to
organization
Project charter listing norms and
groundrules
Develop schedule commitments ahead of
time
Forecast other priorities and their
possible impact on the project
COORDINATING PROJECT
ACTIVITIES
.
CASE Tools
Planning Analysis Design Implementation
Upper CASE Lower CASE
Integrated CASE (I-CASE)
CASE Components
Diagrams Screen
Designs
CASE Repository
Procedural Metadata
Logic
Standards
Examples
Formal rules for naming files
Forms indicating goals reached
Programming guidelines
Documentation
Project binder
Table of contents
Continual updating
Managing Risk
Risk assessment
Actions to reduce risk
Revised assessment
Classic Mistakes
Overly optimistic schedule
Failing to monitor schedule
Failing to update schedule
Adding people to a late project
Summary
Project management is critical to
successful development of new
systems
Project management involves
planning, controlling and reporting
on time, labor, and costs.
Copyright © 2006
John Wiley & Sons, Inc.
All rights reserved. Reproduction or translation of this
work beyond that permitted in Section 117 of the 1976
United States Copyright Act without the express written
permission of the copyright owner is unlawful.
Request for further information should be addressed to
the Permissions Department, John Wiley & Sons, Inc.
The purchaser may make back-up copies for his/her
own use only and not for redistribution or resale.
The Publisher assumes no responsibility for errors,
omissions, or damages, caused by the use of these
programs or from the use of the information contained
herein.

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Systems Analysis and Design

Alan Dennis, Barbara Haley Wixom, and Roberta Roth

Slides by Candace S. Garrod

The process of assigning projected

Description Total Low Medium High Total

Outputs 19 4x4 10 x 5 5x7 101

Program 3 1x5 0x7 2 x 10 25

Total Processing Complexity (PC): 8

Processing Complexity (PC): ________

Adjusted Project Complexity

= .065 + (0.01 * Project Complexity)

Total Adjusted Function Points

Adjusted Project Complexity * TUFP

Function of size and production rate

If LOC = 10000 Then...

Schedule Time (months)

3.0 * person-months (1/3 is the exponent)

Name of task Perform economic feasibility

List of all tasks in the work

Select and Purchase Book

Write Phase One

Read Book Carefully

Write Phase Two

How do you know what special

Planning Analysis Design Implementation

Upper CASE Lower CASE

Integrated CASE (I-CASE)

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