CHAPTER 4: MANAGING SYSTEM PROJECT – PM and PMT Roles

GOAL
Managing Systems Projects is also the major factor of
• How Project Management works: successful Project Management.
analyzation of process, illustration of
examples, and how does it help the
organization success.
• Identif ying techniques, work breakdown
structures, task patterns, and critical
paths.
• Dif f erent various scheduling tools: GANTT
CHART & PERTT CHART
• Discuss Project risk management.

ELEMENTS: Overview of Project Management

Yellow highlight: main concept • Building construction and syste ms development projects both need careful
management and monitoring.
Pink highlights: important to note
Green highlights: subtopics/
subcategories 1 Project
management for IT professionals includes planning, scheduling,
Blue highlights: Additional monitoring and controlling, and reporting on information system
information development.
WHAT SHAPES A 2 PROJECT?

o A successful project must be completed on time, within

1 Project management - is the budget, and deliver a quality product that satisfies users
application of processes, methods, and meets requirements. Project management
skills, knowledge and experience techniques can be used throughout the SDLC.
to achieve specific project o System developers can initiate a formal project as early
objectives according to the project as the preliminary investigation stage, or later on, as
acceptance criteria within agreed analysis, design, and implementation activities occur.

parameters You must

o Sometimes you have to decide what is most important.
choose the two
The same concept applies to systems development,
2 Project – temporary & unique you really need.
where the factors include budget limits, time
endeavor that aims to achieve
constraints, and quality standards
specific objectives.
3 SDLC (System Development
However, if
Life Cycle) – conceptual model
one factor
used in project management that
changes,
describes stages involved in an IS
adjustments
development.
must be made
4 TripleConstraints: Budget limits, to keep things
time, and quality in balance.
 3 Project Manager What Does a 3Project Manager Do?
or Project leader
usually the senior analyst or
Whether a project involves a new office building or an information system,
an IT department manager
the project manager is good leadership is essential. In addition to the project manager, largest
responsible for defining, projects have a 4 project coordinator.
planning, and making
changes to the project, Project managers typically perform four activities, or functions: planning,
working with the scheduling, monitoring, and reporting.
contributing teams
1. Project planning- includes identifying all project tasks and estimating the
4 project coordinator completion time and cost of each.
o handles administrative 2. Project scheduling - involves the creation of a specific timetable, usually
responsibilities for the team in the form of 5 charts, 6 task dependencies, and 7 critical tasks that might
and negotiates with users delay the project. Also involves selecting and staffing the project team and
who might have conflicting assigning specific tasks to team members.
requirements or want 3. Project monitoring requires guiding, supervising, and coordinating the
changes that would require
project team’s workload also, monitor the progress, evaluate the results,
additional time or expense.
o involved in the day-to-day and take corrective action when necessary to control the project and stay
operations of their assigned on target.
projects. 4. Project reporting includes regular progress reports to management, users,
and the project team itself.
5 charts – either GANNT or
PROJECT ACTIVITIES AND PLANNING STEPS
PERT/CPM chart
6 task dependencies - cannot
Each activity is part of a
perform one task without doing larger framework, which
the other first. includes three key steps in
7 critical tasks – tasks that project planning:

cannot be delayed without • Create a work breakdown

structure.
affecting the project finish date.
8 task group – group of task • Identify task patterns.

• Calculate the critical path.

A work breakdown structure (WBS) involves breaking a project down into a series of smaller tasks.
2 PRIMARY CHART TYPES:
1. GANNT Chart - is a horizontal bar chart that represents a set of tasks.
- can simplify a complex project by combining several activities into a task group
2. PERT/CPM chart - Program Evaluation Review Technique (PERT)/CRITICAL PATH METHOD
- is a bottom-up technique, because it analyzes a large, complex project as a series of
individual tasks.
 GANNT CHART VS. PERTT CHART
What Is a PERT/CPM Chart? (Continuation)
What Is a Gantt Chart?
• were developed almost 100 years ago by Henry L.
Gantt, a mechanical engineer and management
consultant.

https://www.investopedia.com/terms/p/pert-chart.asp

• uses circles or rectangles called nodes to

represent events or milestones in a project.
• These nodes are connected by lines that
indicates different tasks and their
• The position of the bar shows the planned starting and
dependencies.
ending time of each task, and the length of the bar indicates
its duration. At around the same time, private industry
• On vertical array are the different task to be done. developed the Critical Path Method (CPM) to
• On the horizontal axis, time can be shown as elapsed time fulfill similar project management requirements.
from a fixed starting point, or as actual calendar dates. CPM is a technique used to determine the
essential tasks for project completion. In project
NOTE: Gantt charts can present an overview of the project’s
management, the critical path refers to the
status, but they do not provide enough detailed information,
longest series of activities that must be completed
which is necessary when managing a complex project.
on a given schedule to accomplish the entire
What Is a PERT/CPM Chart? project. The distinction between the two methods
• The Program Evaluation Review Technique (PERT) was has faded over time, and the technique is now
developed by the U.S. Navy in 1950s to handle highly referred to as either PERT, CPM, or
complex projects, like building nuclear submarines. PERT/CPM.
• A PERT chart is a visual representation of a project’s
timeline that shows all the tasks needed to complete it. Steps on how to create a PERT chart:
Furthermore, it helps managers to assess the time and
1. Identify all the project tasks involved and
resources required for project management.
estimate the time required for each task to
perform.
2. Figure out the logical sequence of tasks.
This involves considering dependencies,
where some tasks can only start after others
are completed, and identifying tasks that can
be done simultaneously.
3. Once you have the tasks, their durations,
An example of a PERT chart, which Microsoft calls a
and the sequence, you can determine the
network diagram.
project’s total time and identify critical tasks.
 Identifying Tasks in a Work
Breakdown Structure
 A work breakdown structure must clearly
identify each task and include an estimated
duration.

Which Type of Chart Is Better?  To track the progress, using a questionnaire requires a
series of tasks and events. The relationship between
Although a Gantt chart is helpful for getting a quick overview of the tasks and the events, or milestones, that serve as
the project and can show the task patterns and flows, PERT the start and end of each task is shown in this figure.
charts can provide more detailed information and better for
DOCUMENT VERSION
scheduling, monitoring, and managing the actual work. First, reserve the meeting room. Then order the marketing
materials and brief the managers. After the briefings, send out
Here are some reasons why PERT charts are useful: customer e-mails and burn sample DVDs. When the e-mails are
sent and the DVDs are ready, load the new software. When the
• The entire project can be planned out on a calendar, marketing materials have arrived and the software is ready, do a
which a project manager can use to convert task start and dress rehearsal.
finish times into specific dates. HIGHLIGHTED VERSION
First, reserve the meeting room. Then order the marketing
• The project manager can then compare what ought to be materials and brief the managers. After the briefings, send out
happening with what actually is and take appropriate customer e-mails and burn sample DVDs. When the e-mails are
action on any particular day. sent and the DVDs are ready, load the new software. When the
marketing materials have arrived and the software is ready, do a
• A PERT chart also shows intricate task linkages and
dress rehearsal.
patterns. A manager who is working to address urgent BULLETED FORMAT
difficulties will find this information useful. • reserve the meeting room
• order the marketing materials and brief the managers
Note: PERT and Gantt charts are not mutually exclusive • send out customer e-mails and burn sample DVDs
• load the new software
techniques, and project managers frequently utilize both • do a dress rehearsal
methods in their work. •
The three versions show how to
https://lucidspark.com/blog/PER transform a task statement into a list of specific
tasks for a work breakdown structure.

9 Task – is any work that has a beginning and an end and

requires the use of company resources such as people,
time, or money.
- schedules, and monitors — so they should be
relatively small and manageable.
10 Event- or milestone, is a recognizable reference point that
you can use to monitor progress
11predecessor refers to a task that must be completed before
another task can begin.
 Task Description Duration Predecessor
If you tried to manage a project as No. (Days) Tasks
one large task, it would be
1 Reserve the meeting room
impossible. Instead, you break the
2 Order the marketing materials
project down into smaller tasks,
3 Brief the managers
creating a work breakdown
4 Send out customer emails
structure (WBS). The first step in
5 Burn sample DVDs
creating a WBS is to list all the
6 Load the new software
tasks 7 Do a dress rehearsal

LISTING OF TASK
1. If the tasks given is in a document format, the first thing
ESTIMATING TASK DURATION you need to do is to highlight the individual tasks. Making
tasks come out more clearly by adding bullets.
a. Task duration can be hours, 2. Next step, number the task and create a table but with
days, or weeks — depending on columns for task number, description, and 11 predecessor
the project. Because the tasks.
following example uses days, the
units of measurement are called The weight can vary, but a common
person-days. Continuation. approach is to use a ratio of B=1, P=4, and
W=1.
12person-day - represents
the work that (𝐵 + 4𝑃 + 𝑊)
one person can complete in one day. FORMULA: 6

NOTE: In performing different For example, a project manager might estimate that a file-
task, each person has different conversion task could be completed in as few as 20 days or could take
as many as 34 days, but most likely will require 24 days. Using the
duration to completion.
formula, the expected task duration is 25 days, calculated as follows:

b. Project managers often use a 20 days - best-case estimate (B)

weighted formula for estimating 34 days - worst-case estimate (W)
the duration of each task.
24 days - probable case estimate (P)
STEPS: (20+(4*24) +34) ÷ 6
1. First makes three time estimates for = 150÷6 = 25 days
each task:
a. an optimistic, or best-case estimate Factors Affecting Duration
(B), a probable-case estimate (P), and When developing duration estimates, project managers
pessimistic, or worst-case estimate consider four factors:
(W). 1. Project size 2. Human resources
2. Managers assign weight: the 3. Experience with similar projects 4. Constraints
importance value
 Factors Affecting Duration
DISPLAYING THE WORK
1 Project Size - To develop accurate estimates, a project BREAKDOWN STRUCTURE
manager must identify all project tasks, from initial fact-
finding to system implementation. In developing an estimate,
• If you are managing a complex project
the project manager must allow time for meetings, project
with many tasks, you can use task groups,
reviews, training, and any other factors that could affect the
just as you would in a Gantt chart, to
productivity of the development team.
simplify the list
2. Human Resources - A project manager must assemble and
guide a development team that has the skills and experience to
handle the project. Because of the high demand for skilled IT
experts, firms must work hard to attract and retain the talent
they need. If more system analysts or programmers are needed
in a company, they must be hired, trained, and placed into
service within a certain amount of time.
3. Experience with similar projects - A project manager can
develop time and cost estimates based on the resources used
for similar, previously developed information systems.
4. Constraints - The term constraint refers to a condition,
restriction or requirement that the system must satisfy. Project
manager must define system requirements that can be achieved Task durations have been added, and the WBS is
realistically within the required constraints. The term constraint complete except for predecessor task information.
refers to a condition, restriction or requirement that the system The predecessor tasks will determine task patterns
must satisfy. For example, a constraint might involve and sequence of performance.
maximum for one or more resources, such as time, dollars or
people.

• Project managers typically perform four activities, or functions: planning, scheduling,

monitoring, and reporting.
• 3 key steps in planning: 1) Create a Work Breakdown Structure (WBS) 2) Identify
Task Patterns (TP) 3) Determine/Calculate Critical Path (CP)

STEP 1: Create a WBS

• GANTT Chart and PERT chart
• Identifying task in WBS
- Listing of Task (Narrative, Highlighted, Numbered/Bulleted, Tabulated)
• Estimating Task Duration
(𝑩 + 𝟒𝑷 + 𝑾)
- Formula: 𝟔
Factors affecting Task Duration: Project Size, Human Resources,
Experience with Similar Projects, and Constraints
• Displaying the Work Breakdown Structure
NEXT!
 Tasks in a work breakdown structure must be arranged in a
logical sequence called a task pattern.
In any project, large or small, tasks depend on each other and
must be performed in a sequence
Each section of the task box contains important information
about the task, including the Task Name, Task ID, Task
Duration, Start Day/Date, and Finish Day/Date.

What Are the Main Types of Task Patterns? 13 TASK NAME - should be brief and
descriptive, but it does not have to be
A project is based on a pattern of tasks. In a large project the overall unique in the project.
pattern would be quite complex, but it can be broken down into three
14 TASK ID - can be a number or code that
basic patterns: dependent tasks, multiple successor tasks, and
multiple predecessor tasks. provides unique identification.
15 TASK DURATION - The duration is
1. DEPENDENT TASKS - When tasks must be completed one
the amount of time it will take to complete
after another. They are called dependent tasks, because one
a task. All tasks must use the same time
depends on the other. units which can be hours, days, weeks, or
months, depending on the project. An
actual project starts on a specific date, but
can also be measured from a point in time,
such as Day 1.
16 START DAY/DATE - the time that a
task is scheduled to begin.
17 FINISH
o This example of a dependent task shows that the finish time of DAY/DATE- the time that a
Task 1, Day 5, controls the start date of Task 2, which is Day 6. task is scheduled to be completed. To
2. MULTIPLE SUCCESSOR TASKS - When several tasks can calculate the finish day or date, you add
start at the same time, each is called a concurrent task. Often, two or the duration to the start day or date. When
more concurrent tasks depend on a single prior task, which is called you do this, you must be very careful not
a predecessor task. In this situation, each concurrent task is called a to add too many days.
successor task.

This example of multiple

successor tasks shows
that the finish time for
Task 1 determines the
start time for both Tasks
2 and 3.
 3. MULTIPLE PREDECESSOR TASKS - Suppose
that a task requires two or more prior tasks to be
completed before it can start. Since the two tasks might ?
not finish at the same time, the longest (latest)
When several task patterns combine, you must
predecessor task becomes the controlling factor. study the facts very carefully to understand the
Therefore, the start time for a successor task must be the
logic and sequence. A project schedule will not
latest (largest) finish time for any of its preceding tasks.
be accurate if the underlying task pattern is
incorrect.
• DEPENDENT TASKS - Perform Task 1.
When Task 1 is complete, perform Task 2.

• DEPENDENT TASKS AND MULTIPLE

SUCCESSOR TASKS - Perform Task 1.
When Task 1 is complete, perform Task 2.
When Task 2 is finished, start two tasks:
o This example of multiple predecessor tasks shows Task 3 and Task 4. When Task 3 is complete,
that the start time for a successor task must be the start two more tasks: Task 5 and Task 6.
latest (largest) finish time for any of its preceding
tasks. In the example shown, Task 1 ends on Day
15, while Task 2 ends on Day 5, so Task 1
controls the start time for Task 3.

3 key steps in planning 1. Create a Work Breakdown • DEPENDENT TASKS, MULTIPLE

Structure (WBS) SUCCESSOR TASKS, AND MULTIPLE
PREDECESSOR TASKS Perform Task 1.
2) Identify task patterns
When Task 1 is complete, perform Task 2.
3) Determine Critical Path When Task 2 is finished, start two Tasks: Task
3 and Task 4. When Task 3 is complete, start
STEP 2: IDENTIFY TASK PATTERN two more tasks: Task 5 and Task 6. When Tasks
- Task that must be performed in sequence 5 and 6 are done, start Task 7. Then, when
Tasks 4 and 7 are finished, perform Task 8.
3 Main Types:
1. Dependent Task
2. Multiple - successor tasks, and
3. Multiple- predecessor tasks
 18 Critical path - is a series of tasks which,
if delayed, would affect the completion date
Task patterns determine the order in which the tasks are of the overall project. If any task on the
performed. Once the task sequence has been defined, a project critical path falls behind schedule, the entire
manager can schedule the tasks and calculate the critical path. project will be delayed
Project managers always must be aware of the critical
path, so they can respond quickly to keep the project on track.
Microsoft Project and other project management software can
highlight the series of tasks that form the critical path.
1. First, you should review the task patterns
2. The next step is to determine start and
finish dates, which will determine the critical
path for the project

2.Now the analyst has entered the start

and finish times, using the rules explained
in this section. Notice that the overall
1. Example of a PERT/CPM chart project has a duration of 95 days.
with five tasks. Task 2 is a
dependent task that has multiple
successor tasks. Task 5 has
multiple predecessor tasks. In this
figure, the analyst has arranged the
tasks and entered task names, IDs,
and durations.

• Task 1 starts on Day 1 and has a duration of 10 days, so

the finish date is Day 10. Recall that the critical path is a series
o Task 2, which is dependent on Task 1, can start on of tasks which, if delayed, would affect the
Day 11 — the day after Task 1 ends. With a final completion date of the overall project. In
duration of 30 days, Task 2 will end on Day 40. this example, Tasks 1 and 2 are the first tasks
o Tasks 3 and 4 are multiple successor tasks that can on the critical path. Now look at Task 5, which
start after Task 2 is done. Task 2 ends on Day 40, cannot start until both Tasks 3 and 4 are done.
so Tasks 3 and 4 both can start on Day 41. Task 3 In this case, Task 4 is the controlling factor,
has a duration of 5 days, and will end on Day 45. because Task 4 finishes on Day 65, which is
o Task 4 has a duration of 25 days, and will not end 20 days later than Task 3, which is completed
until Day 65. on Day 45. Therefore, the start date for Task 5
o Task 5 depends on Tasks 3 and 4, which are is determined by the finish date for Task 4. In
multiple predecessors. contrast, Task 3 has slack time, and could be
• Because Task 5 depends on both tasks, it cannot start until delayed up to 20 days without affecting Task
the later of the two tasks is complete. In this example, 5. 13 Slack time is the amount of time that the
Task 3 ends earlier, but Task 4 will not be completed until task could be late without pushing back the
Day 65, so Task 5 cannot start until Day 66. completion date of the entire project.
 Regardless of whether the project was planned Members of the project team regularly report their
and scheduled with project management software or in progress to the project manager, who in turn reports to
some other manner, the project manager must keep management and users.
track of the tasks and progress of team members,
compare actual progress with the project plan, verify Project Status Meetings
the completion of project milestones, and set standards Project managers schedule regular
and ensure that they are followed . meetings to update the team and discuss
Monitoring and Control Techniques project status, issues, problems, and
opportunities.
- To help ensure that quality standards are met, The sessions give team members an Project managers
schedule regular
many project managers institute 18 structured opportunity to share information, meetings to update
walk-throughs. discuss common problems, and the project team and
discuss project
explain new techniques. The meetings status, issues,
18 Structured also give the project manager an problems, and
walk-through - is a review of a project opportunities.
team member’s work by other members of the team. opportunity to seek input and conduct
brainstorming sessions.
- take place throughout the SDLC and are called
design reviews, code reviews, or testing Members of the project team regularly
report their progress to the project
reviews, depending on the phase in which they manager, who in turn reports to
occur. management & users.

Maintaining a Schedule
- By monitoring and controlling the work, the
project manager tries to anticipate problems,
avoid them or minimize their impact, identify
potential solutions, and select the best way to
solve the problem.
- The better the original plan, the easier it will Project Status Reports
be to control the project.
- A project that is planned and scheduled with - A project manager must report regularly to his or
PERT/CPM can be tracked and controlled her immediate supervisor, upper management, and
using these same techniques. As work users
continues, the project manager revises the - Gantt charts often are included in progress
plan to record actual times for completed reports to show project status graphically.
tasks and revises times for tasks that are not - When you report the situation, you also
yet finished. should explain what you are doing to handle
- Project managers spend most of their time and monitor the problem. If you believe the
tracking the tasks along the critical path, situation is beyond your control, you might
because delays in those tasks have the want to suggest possible actions that
greatest potential to delay or jeopardize the management can take to resolve the situation.
project. Most managers recognize that problems do
occur on most projects; it is better to alert
management sooner rather than later.
 PERT/CPM EXAMPLE
As you observe that each
You construct a PERT/ CPM chart task has an ID, description, duration,
from this task list in a two-step and may require certain tasks to be
process: completed before it starts. These
dependent tasks can have one or
Step 1: Create the work
more predecessors.
breakdown structure
19 PERT CHART - a visual
1. Identify Tasks
2. Determine Task representation of a project's tasks
- Dependencies: Determine and their dependencies. It helps
which tasks rely on others being project managers schedule, plan,
completed before they can start. and manage complex projects.
This creates task dependencies.
3. Enter Task Name: Additionally, there are three crucial rules to bear
For each task, enter the following: in mind as you proceed
Task Name: A brief and
descriptive name for the task. Once you've
1. If a successor task has more than one
Task ID: A unique identifier for inputted all start
predecessor task, use the latest finish time and finish times,
each task of the predecessor tasks to determine the start time you'll find that the
Task Duration: Estimate how long for the successor task.
project's completi
it will take to complete the task. on date is Day
2. If a predecessor task has more than one 155. Tasks 1, 2, 4,
Step 2: Enter Start and Finish successor task, use the predecessor task’s finish 6, 9, and 11 make
Times time to determine the start time for all successor up the critical path,
tasks highlighted by the
You enter the start and finish times red arrows.
by applying the guidelines in this 3. As you move forward, simply add the task
section. duration to its start time to find and record its finish
time. Ensure you don't add extra days by mistake.
For instance, if a task begins on Day 10 and lasts
For Example: for 5 days, its finish time is Day 14, not Day 15.
Task Duration: Start by noting the
duration of each task. If Task 1
takes one day, you know it finishes
on Day 1.

Successor Tasks: Identify the tasks

that come after the first one (in this
case, Tasks 2 and 3) and start them
on the day after the previous task
finishes. So, Tasks 2 and 3 start on
Day 2.

Finish Times: Determine the finish

time of each task by adding its
duration to its start time. For Task 1,
it's Day 1. For Tasks 2 and 3, it's
Day 2.
 Project managers use powerful software to help plan, schedule, monitor, and report on a project. Most project
management programs offer features such as PERT/CPM, Gantt charts, resource scheduling, project calendars, and
cost tracking
When you use project management
software, you follow the same step-
Microsoft Project is a full-featured project management program
by-step process to develop a WBS and
that holds the dominant share of the market.
create various types of charts
Open Workbench, is available as free software, complete with
http://open-workbench.en.softonic.com
manuals and sample projects.
- would be a cost-effective alternative that would compare
favorably to Microsoft Project.

WORK-BREAKDOWN STRUCTURE - If you

are using Microsoft Project or Open Workbench, the
process is exactly the same. You must identify the
tasks, durations, and task patterns.

• GANTT CHART - As you enter the tasks,

• durations, and predecessor tasks, the program
automatically performs the calculations, detects the
• task patterns, and creates a Gantt chart

• NETWORK DIAGRAM - After you complete

the Gantt chart, you decide to view the data in the
form of a Microsoft Project network diagram, which
is similar to a PERT chart.
 20 NETWORK DIAGRAM
- demonstrates how one
computer or system is
affiliated with others.
https://www.edrawsoft.com/article/
network-diagram-in-project-
management.html

3. Analyze the risks. This is usually a two-step

this process: Qualitative analysis and
Every IT project involves risks that systems analysts and
project managers must address. Quantitative analysis.
A 21 risk is an event that could affect the project negatively.
• Qualitative risk analysis evaluates each
22 Risk
management is the process of identifying, risk by estimating the probability that it will
analyzing, anticipating, and monitoring risks to minimize their
impact on the project. occur and the degree of impact. This tool
can help a project manager focus on the
Steps in Risk Management (3)
most critical areas, where risk probability
The first step in risk management is to develop a specific
plan. and potential impact are high.

1. Develop a risk management plan - should define project roles

and responsibilities, risk management methods and procedures,
categories of risks, and contingency plans; it should also include
a review of the project’s scope, stakeholders, budget, schedule,
and any other internal or external factors that might affect the
project.

2. Identify the risks - lists each risk and assesses the likelihood
that it could affect the project. The details would depend on the
specific project, but most lists would include a means of This tool can help a project manager focus
on the most critical areas, where risk probability
identification, and a brief description of the risk, what might cause
and potential impact are high.
it to occur, who would be responsible for responding, and the
• Quantitative risk analysis serves to understand the
actual impact in terms of dollars, time, project
scope, or quality. It can involve a modeling process
called what-if analysis, which allows a project
manager to vary one or more element(s) in a model Risk management software
(like CONTROL) is an integrated
to measure the effect on other elements. solution for corporate management.

- Create a risk response plan. A risk

response plan is a proactive effort to https://blog.vantagecircle.com/effectivemanagement/?fbclid= Hz0y4

anticipate a risk and describe an action plan

to deal with it. An effective risk response
Most project management software includes
plan can reduce the overall impact by
powerful features that allow a project manager to
triggering timely and appropriate action. assign specific dates as constraints, align task
- Monitor risks. Monitoring risks is dependencies, note external factors that might affect a
task, track progress, and display tasks that are behind
ongoing throughout the risk management schedule.
process. It is important to conduct a Microsoft Project Server 2010 - has a built-
continuous tracking process that can in risk management capability that can be used for
large, corporate-wide projects. Microsoft’s risk
identify new risks, notice changes in
management model includes the following factors:
existing risks, and update any other areas
• Probability, which represents the likelihood that
of the risk management plan.
the risk will happen, expressed as a percentage
• Impact, which indicates the degree of adverse
effect should the risk occur, on a scale of 1 to 10

RISK MANAGEMENT • Cost, which indicates the potential financial

-
impact of the risk
is the process of identifying, analyzing,
anticipating, and monitoring risks to minimize • Category, which specifies the risk type
their impact on the project. • Description, which specifies the nature of the risk
STEPS: • Mitigation plan, which identifies plans to control
1. Develop a risk management plan or limit the risk
2. Identify the risks • Contingency plan, which specifies actions to be
3. Analyze the risks taken if the risk occurs
• Trigger, which identifies a condition that would
initiate the contingency plan
 To be successful, an information system must
satisfy business requirements, stay within budget, be
completed on time, and — most important of all — be Project management is a challenging task.
managed effectively. Project managers must be alert, technically
Business Issues competent, and highly resourceful. They also
must be good communicators with strong
- The major objective of every system is to human resource skills.
provide a solution to a business problem or When problems occur, the project manager’s
opportunity. If the system does not do this, then ability to handle the situation becomes the
it is a failure — regardless of positive reaction critical factor.
from users, acceptable budget performance, or Sometimes, when a project experiences
timely delivery. delays or cost overruns, the system still can be
- Systems also fail because of changes in the delivered on time and within budget if several
organization’s culture, funding, or objectives less critical requirements are trimmed. The
Budget Issues system can be delivered to satisfy the most
necessary requirements, and additional
Cost overruns typically result from one or more of the features can be added later as a part of a
following: maintenance or enhancement project.
If a project is in trouble because of a lack of
• Unrealistic estimates that are too optimistic or
resources or organizational support,
based on incomplete information
management might be willing to give the
• Failure to develop an accurate forecast that project more commitment and higher priority.
considers all costs over the life of the project In some situations, adding more people to a
project actually might increase the time
• Poor monitoring of progress and slow response to
necessary to complete the project because of
early warning signs of problems
a principle called Brooks’ Law.
• Schedule delays due to factors that were not
foreseen
• Human resource issues, including turnover,
inadequate training, and motivation. When a complex
project is
Schedule Issues
successful, the
Problems with timetables and project milestones can project manager
indicate a failure to recognize task dependencies, has a right to be
confusion between effort and progress, poor monitoring proud.
and control methods, personality conflicts among team
members, or turnover of project personnel. The failure of
an IT project also can be caused by poor project
management techniques.
 STEP 2: Identify Task Patterns
- Task that must be performed in sequence

3 key steps in planning: 1) Create a Work 3 Main Types:

Breakdown Structure (WBS) 2) Identify task
1. Dependent Task
patterns 3) Determine Critical Path
2. Multiple - successor tasks, and
STEP 1: Create a WBS
• GANTT Chart and PERT chart 3. Multiple- predecessor tasks
• Identifying task in WBS
STEP 3: Determine Critical Path
- Listing of Task
• Estimating Task Duration is a series of tasks which, if delayed, would affect the final
(𝑩 + 𝟒𝑷 + 𝑾) ⁄ completion date of the overall project
- Formula: 𝟔
• Factors affecting Task Duration: Project 1. First, you should review the task patterns
Size, Human Resources, Experience with 2. The next step is to determine start and finish dates,
Similar Projects, and Constraints which will determine the critical path for the project.
• Displaying the Work Breakdown Structure
Gantt chart is a horizontal bar chart that represents a set of
tasks. The position of the bar shows the planned starting and
Project management focuses on planning and
ending time of each task, and the length of the bar indicates its
organizing a project and its resources. A
duration. It also can simplify a complex project by combining
successful project must be completed on time,
several activities into a task group.
within budget, and deliver a quality product
that satisfies users and meets requirements. Program Evaluation Review Technique (PERT) chart is that
technique of project management which is used to manage
Project manager can develop time and cost uncertain activities of any project.
estimates based on the resources used for
similar, previously developed information A critical path is a series of tasks which, if delayed, would
systems. They must be aware of the critical affect the completion date of the overall project. If any task on
path, so they can respond quickly to keep the the critical path falls behind schedule, the entire project will be
project on track. delayed.
Risk Management, every IT project involves risks that
Microsoft Project and other project systems analysts and project managers must address. A risk is
management software can highlight the series an event that could affect the project negatively. Risk
of tasks that form the critical path. management is the process of identifying, analyzing,
anticipating, and monitoring risks to minimize their impact on
A work breakdown structure (WBS) involves the project.
breaking a project down into a series of smaller
tasks. A task, or activity, is any work that has RISK MANAGEMENT
a beginning and an end and requires the use of -is the process of identifying, analyzing, anticipating, and
company resources such as people, time, or
monitoring risks to minimize their impact on the project.
money. In addition to tasks, every project has
events, or mile-stones. An event, or STEPS:
milestone, is a recognizable reference point
1. Develop a risk management plan
that you can use to monitor progress.
2. Identify the risks

3. Analyze the risks