Chapter 13

PROJECT MANAGEMENT AND SDLC

GROUP 6
1.

Pingkan Mayosi F (15/387178/PEK/20728)

2.

Reynaldo Krissancha A(15/387186/PEK/20736 )

3.

Reza Mark Manusiwa (15/387187/PEK/20737)

13.1 Project Management and

Projects Portfolio

Enterprise face challenge of deciding which investment to

make and how to allocate scare resources to competing
projects.
Senior manager composes business case that identifies an
oportunity, problem, need and the desired business
outcomes of the project.
Project analysis methods are used prioritize proposed
projects and allocate the budget for maximum return
Project Portofolio Managemet :is a set of business practises
to manage projects as a strategic portofolio. PPM ensures
the allignment of programs and projects with organizational
objectives.

Cont`d..
Without the necessary data, management is incapable
of making informd decision to approve the right new
projects and to shut down projects with no hope for
success :
a.
b.
c.
d.

Map proposed projects to organizational strategies

Asses the value that a proposed project brings to the
company
Asses the complexity of proposed projects
Priorituze project proposals for project selection

Cont`d..
A project has the following characteristics:
- Clearly defined scope, deliverables, and result
- An estimated time frame or schedule that is subject to a
high degree of uncertainty
- An estimated budget that is subject to a high degree of
uncertainty
- The requirement of extensive interaction among
participants
- Task that may compete or conflict with other business
activities, which makes planning and schedulling difficult
- Risky but with a high profit potential or benefits

Cont`d..
The triple Constraints refers to the three atributes that
must be managed effectively for successful completion
and closure projects :
a. Scope measured in terms of the project size, goals and
reuirements.
b. Time the duration of a project extends from the start
date of the first task to the finish date of the last task.
c. Cost the estimation of the amount of money that will be
rewuired to complete the project.

Cont`d..
A standard approach for managing projects provides
the following benefits :
a. It established ground rules and expectation for the project
team
b. It provides project managers, functional managers, the
operational staff with a common language that eases
communication and helps ensure that everyone is on the
same page
c. Managers can quickly determine which ones are
proceeding smoothly and which are not when all projects
follow the same processes and approaches and use the
same metrics for measuring projects performance
d. Project management helps keep projects on schedule and
on budget.

13.2 Project Stages : Planning,

Execution, Budgeting
Business case
and SOW
Project plan
review using
PPM, then go/
no go
decision
Project
initiation &
risk
management
planning
Project
execution,
tracking and
control
Project
closure and
lessons
learned

Cont`d..
After the projects objectives and scope have been defined, the
next step is to identify all work or activities that need to be
performed, the schedule of work and who will perform the
work. This is done by creating a work breakdown structure
The work breakdown structure breaks a project down
into the task or activities that must be performed, and in
what order, to produce the deliverables at each milestone.
Cost estimations
Project management software computes the cost of the
project on basis of labor time ( duration) of each task in the
work breakdown structure and the cost of labour or other
resources.
Responsibility Matrix
Shows who has pimary responsibility and who has support
responsibility for the activities listed in work breakdown
structure

Cont`d..
Project Baseline
Baseline : 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.

13.3 Project Stages :

Monitoring, Control, Closing

Monitoring and control process are intended to occur

continuously and continually while the project work being
executed.
Project cntrol depends on systems and decision rules for
managing variances between the projects scope, cost,
schedule, quality and the realities of project
implementation
Integrated change control process help to amnage the
disruption resulting from requested changes and corrective
actions across the project life cycle.
All project have a critical path that extends the length of
the project.
Each task or activity on the critical path is called a critical
task or activity.

13.4 System Development Life

Cycle

System development life cycle strating with an initial idea,

the System Development Life Cycle processes are
requirement analysis, systems analysis and design,
development and testing, implementation, maintenance.
In general system development life cycle methodology
follows the following steps :
1. Requirement analysis
2. System analysis and feasibility studies
The various feasibility analyses also give the stakeholders
an oportunity to decide what metrics to use to measure how a
proposed system meets their objectives.
-. Technical feasibility
-. Economic feasibility
-. Legal and organizational feasibility
-. Behavioral feasibility

Cont`d..
3. system development and testing
System developers utilize the design specification to
acquire the software needed for the system to meet its
functional objectives and solve the business problem.
Testing verivies apps, interfaces, data transfer, and so
on work correctly under all possible conditions.
4. Implementation
Process of converting from the old system to the new
system
5. Maintenance
Once of the new systems operations are stabilized,
audits are performed during operation to asses the
systems capabilities and determine if it is being used
correctly. Maintenance must be kept up rigorously at all
times.

THANKS..