Beruflich Dokumente
Kultur Dokumente
Chapter 2
The Analyst as a
Project Manager
Objectives
Objectives
Planned undertaking
Large job
Produces new system
Detailed plans
Organized, methodical sequence of tasks and
activities
Project planning
Support
IS Development Phases
Figure 2-1
SDLC Concepts
Principles of management
Planning and control
Organization and scheduling
Problem solving
Planning Phase
Define problem
Analysis Phase
Gather information
Problem Domain
Application
Prioritize requirements
Design Phase
10
Implementation Phase
Convert data
11
Support Phase
Help desk
12
Considerations
Migration from waterfall approach to
overlapping and concurrent phases
Efficiency
Dependency
Iteration
Ripple effect
13
14
Project Management
People
Organizing
Directing
Planned result
Scheduling
Budgeting
15
Poor Planning
Unclear objectives
16
17
18
Scope management
Time management
Cost management
Quality
management
Human resource
management
Communications
management
Risk management
Procurement
management
19
Project Initiation
Driving forces
Respond to opportunity
Resolve problem
Conform to directive
20
Project Initiation
Weighted Scoring
21
22
23
Define requirements
24
25
26
27
Economic
Cost/benefit analysis
Cash flow analysis
Technological
Schedule
Resource
28
29
30
31
32
Intangible Benefits
Intangible Costs
33
Computer competency
Computer phobia
Perceived loss of control
Shift in power
Fear of job changes
Fear of employment loss
Reversal of longstanding procedures
34
Technological Feasibility
35
Schedule Feasibility
36
Resource Feasibility
Support staff
Physical facilities
37
Project Staffing
38
Launching Project
39
40