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System Development and Project Management.

Project management involves planning, managing, and controlling projects throughout their life cycle. A project has defined tasks to achieve a result with a beginning and end, scope, resources, and budget. Enterprises must decide which investments and projects to fund by reviewing business cases that identify opportunities and desired outcomes. During analysis, IT projects should be examined together to identify synergies using project portfolio management. The Triple Constraint refers to the three attributes that must be managed for successful project completion: scope, time, and cost. Milestones, responsibility matrices, Gantt charts, and baselines are used to manage projects and report status to stakeholders.

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107 views1 page

System Development and Project Management.

Project management involves planning, managing, and controlling projects throughout their life cycle. A project has defined tasks to achieve a result with a beginning and end, scope, resources, and budget. Enterprises must decide which investments and projects to fund by reviewing business cases that identify opportunities and desired outcomes. During analysis, IT projects should be examined together to identify synergies using project portfolio management. The Triple Constraint refers to the three attributes that must be managed for successful project completion: scope, time, and cost. Milestones, responsibility matrices, Gantt charts, and baselines are used to manage projects and report status to stakeholders.

Uploaded by

Rudi Fachru
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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MUH.

FACHRUDDIN / 436684

Project management is a structured methodology to plan, manage, and control the completion of a
project throughout its life cycle.

A project is a well-planned sequential series of tasks to achieve a result. Projects have a defined
beginning and end, a scope, resources, and a budget. Projects are approved before they are funded
and allocated resources.

Enterprises face the challenge of deciding which investments to make and how to allocate
scarce resources to competing projects. Typically a senior manager composes a business case that
identifies an opportunity, problem, or need and the desired business outcomes of the project. Since
not all projects are viable and not all viable projects can be funded, the business cases are reviewed.
In the review process, projects compete for approval and funding.
During project analysis, IT projects should be examined holistically—that is, in combination to
identify investment synergies. This approach is known as project portfolio management (PPM).

The Triple Constraint refers to the three attributes that must be managed effectively for
successful completion and closure of any project:
1. Scope The project scope is the defi nition of what the project is supposed to accomplish—its
outcomes or deliverables. Scope is measured in terms of the project size, goals, and
requirements.
2. Time Time. A project is made up of tasks. Each task has a start date and an end date. The
duration of a project extends from the start date of the fi rst task to the fi nish date of the last
task
3. Cost. This is the estimation of the amount of money that will be required to complete the
project.

 Milestones are used to manage the project work effort, monitor results, and report meaningful
status to project stakeholders.
 Crowdfunding is raising funds for a project from the public, or crowd, via the Web.
 Responsibility matrix lets everyone know who is responsible for completion of tasks.
 Gantt chart is a horizontal bar chart that graphically displays the project schedule
 Baseline is a specification of the project plan that has been formally reviewed and agreed upon.
It should be changed only through a formal change control process.

Critical path is the longest path of tasks through a project, as shown on a Gantt chart. A delay of
any task on the critical path will delay the project.

The system development life cycle (SDLC) is the traditional system development method for
large IT projects, such as IT infrastructure or an enterprise system.

The various feasibility analyses also give the stakeholders an opportunity to decide what metrics to
use to measure how a proposed system meets their objectives.
 Technical feasibility. Technical feasibility determines if the required technology, IT
infrastructure, data structures, analytics, and resources can be developed and/or acquired to
solve the business problem.
 Economic feasibility. Economic feasibility determines if the project is an acceptable financial
risk and if the company can afford the expense and time needed to complete the project.
 Legal and organizational feasibility. Are there legal, regulatory, or environmental reasons
why the project cannot or should not be implemented? This analysis looks at the company’s
policies and politics, including impacts on power distribution and business relationships.
 Behavioral feasibility. Behavioral feasibility considers human issues. All system development
projects introduce change, and people generally resist change.

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