12.1.3
11.1.3
10.1.3
PROJECT CONTROLLING AND MONITORING
Monitoringπ
change #
new requirements for the project be documented and, if approved, allocated appropriate resources.
Control of change during a project ensures that projects are completed within
οΆ stakeholder requirements of time,
οΆ use of funds and
οΆ Quality objectives.
Stakeholder satisfaction should be addressed with
οΆ effective and accurate requirements capture,
οΆ proper documentation,
οΆ base lining and
οΆ Skilled steering committee activity
Development
monitor and measure the development effort, metrics are required.
1.identify resources π₯π₯π₯π₯πΆπ½π ππ
2. This will help in ESTIMATING AND BUDGETING SYSTEM AND SYSTEM DEVELOPMENT RESOURCES . πππππππππππππππ
include management of
scope, resource usage and risk.
Management of Scope Changes
requires careful documentation in the form of a WBS. π
documentation forms part of the project plan or the project πbaseline.
Changes to the scope almost invariably lead to changes in required activities and impact deadlines and budget
Changes of scope = changes in required activities and impact deadlines and budget
Change management process
formal change request submission to project manager
Request must be only raised bySTAKEHOLDER
project manager judges the impact of each change request on project activities (scope), schedule and budget
change advisory board then evaluates the change request (on behalf of the sponsor)
change is accepted, the project manager is instructed to update the project plan to reflect the requested change
UPDATED PROJECT MUST BE FORMALLY CONFIRMED BY PROJECT SPONSORβ accepting or rejecting the recommendation of the change advisory board
Management of Resource Usage
Resource allocation + usage 
Resource usage is the process by which the project budget is being spent πΈ
WHY it is necessary: determine whether actual spending is in line with planned spending,
productivity must be monitored to determine if resource allocation is on task.
can be checked with EARNED VALUE ANALYSIS (EVA)
consists of comparing the metrics at regular intervals during the project such as:
β’ Budget to date
β’ Actual spending to date
β’ Estimate to complete
β’ Estimate at completion
Management of Risk
two main categories of project risk
the category that impacts the business benefits (and, therefore, endangers the reasons for the projectβs very existence)
the category that impacts the
project itself.
project manager is responsible
Project Sponsor is responsible
Project Execution
planning efforts have been completed, the program manager, in coordination with the PMO starts actual execution of the planned tasks as described in
plans
PROJECT PLANNING
A project must be planned and controlled. A project manager should determine the following:
β’ Scope of the project (with agreement from stakeholders on project scope)
tasks to produce the expected business application system
β’ Sequence or order in which these tasks need to be performed
β’ Duration or the time window for each task
β’ Priority of each task
β’ IT and non-IT supporting resources that are available and required to perform these tasks
β’ Budget or costing for each of these tasks
β’ Source and means of funding for labor, services, materials, and plant and equipment resources involved in the project
Information System Development Project Cost Estimation
Four commonly used methodologies to estimate the cost of an information system acquisition and development
Analogous estimating
Actual costs
Bottom-up estimating
Parametric estimating
using estimates from prior projects
quickest estimation technique.
Past data of analogous estimating + leverage of statistical data
more accurate than analogous estimation.
cost of each activity in the project is estimated to the greatest detail (i.e., starting at the bottom), and then all the costs are added to arrive at the cost estimate of the entire project.
most accurate estimate, this is the most time-consuming
approach
analogous estimation, this approach takes an extrapolation from the actual costs that were incurred on the same system during past projects.
Software Size Estimation
determining the relative physical size of the application software to be developed. π
used to ,
guide the allocation of resources π ππ π½πΆπ₯π₯π₯π₯
judge the time and cost required for
its development, and β° π΅
compare the total effort required by the resources.
approach
single-point estimations (based on a single parameter)
multiple-point estimations
Function Point Analysis
a multiple-point technique used for estimating complexity in developing large business applications. π
measure of the size of an information system indirectly based on the
number and complexity of the inputs
outputs
files
interfaces
queries with which a user sees and interacts
Cost Budgets (effort in hours*rate per hour)
1β£ estimating the amount of effort for each task
β’ Personnel hours by type (e.g., system analyst, programmer, clerical)
β’ Machine hours (predominantly computer time as well as duplication facilities, office equipment and communication equipment)
β’ Other external costs such as ,
third-party software,
licensing of tools for the project, consultant
contractor fees
training costs,
certification costs (if required),
occupation costs (if extra space is required for the project)
2β£ next steps
- Obtain a phase-by-phase estimate of human and machine effort by
- Multiply the effort expressed in hours by the appropriate hourly rate to obtain a phase-by-phase estimate of systems development expenditure.
summing the expected effort for the tasks within each phase.
Software Cost Estimation
Cost estimation is a result of software size estimation and helps to properly scope a project #
Automated techniques for cost estimation of projects at each phase of information system development are available
for these IS divided into main components and set of cost drivers established
After all the drivers are defined, the program will develop cost estimates of
the information system and total project.
Components
β’ Execution time constraints
β’ Main storage constraints
β’ Data storage constraints
β’ Computer access
β’ The target machine used for development
β’ The security environment
β’ Staff experience
β’ Source code language
Process
procedure
program and project management team initiates monitoring of internal team production and quality metrics and monitors these metrics from contractors and vendors
A key success factor is the projectβs oversight of the integrated team in the ,
IT system requirements,
architecture,
design,
development
testing,
implementation
and transitioning to production operations.