1. Introduction
The process of identifying, planning, organizing, leading, and controlling the development of an information system is known as project management. Project management is essential throughout the system development life cycle. Managers must examine project scale and scope, IT resources available, prior experience with similar initiatives, and applicable constraints when creating and conceptualizing the project. The project is broken into components, and time and budget estimates are created for each action in order to accomplish the project within the time frame and money allocated. Analytical tools are needed for the administration of large projects to schedule tasks and allocate resources. This lesson covers a variety of project management techniques, including the Gantt chart, Critical Path Method (CPM), Project Evaluation and Review Technique (PERT), and Critical Path Scheduling (CPS).
2. Project management and monitoring
By delivering/implementing the system on schedule, project management and monitoring are crucial components of information system development that raise success rates and boost client satisfaction. For the computer-based system to be developed successfully, the project manager must schedule and oversee system-related activities as well as the use of various resources, including people, tools, money, and time. Effective budget management, success-oriented planning, and monitoring foster a positive user experience. Information systems created for business purposes typically entail data processing. This involves higher risks, giving rise to the expenditure for the system to be developed.
On order to reduce the effect of risks or uncertainties, planning and controlling measures are to be taken care of by the analyst. Project manager must monitor the plan very closely in such a way that even smaller deviations from plans are recognized and corrective actions are taken to avoid or mitigate the effect and deviations. Despite best efforts, initiatives may fail owing to a variety of factors, including Objectives are not understood.
· The budget has been increased.
· a lack of collaboration across diverse project development teams
· Planning was done by a separate group that was not part of the analysis team.
· The user/customer is not cooperating.
· The user's requirements vary regularly.
· The project team's skilled personnel are frequently shifted.
· Constraints that were not anticipated
3. Project scheduling
An analyst must plan the project with suitable limitations and create a yardstick to control the development of the system to avoid ambiguities and the impact of risks and their repercussions. To track the project's progress, each step or action must be planned and scheduled. The project manager must be aware of the activities that will be carried out, the duration of each activity, the order in which the activities will be carried out, the start and end times for each activity, and who will be allocated to each specific task. Project planning is an essential component of project development. While preparing the project schedule, the manager must consider and carry out the following actions.
Below is the list of activities used by each and every member of the development team.
· Duration of each activity
· Start and end time of each activity.
· Manpower assigning
4. PERT/CPM
To plan, organize, and manage complicated projects, project management techniques like PERT and CPM were developed. The US Navy created PERT to oversee the building of a nuclear submarine in 1958. To address similar project management concerns, a private business created CPM around the same time (1957). When CPM was used to build a new chemical plant, the first test was conducted in 1958.
A project is represented as a network diagram on a PERT/CPM chart. A project is described as a group of connected tasks, each of which requires time and resources. PERT and CPM offer analytical tools for planning activities. PERT/CPM provides analytic means for scheduling the activities. CPM deals with situations when deterministic time estimates for the activity completion time can be given precisely while PERT can be used in situations when the activity completion time cannot be given precisely i.e. activity completion time is probabilistic.
4.1 PERT/CPM chart technique
1. Describe the Project and all its essential tasks or activities.
2. Establish connections between the activities. Choose which tasks should come first and which should come last.
3. Create a "Network" that connects each activity. There should be separate event numbers for each Activity. Where necessary, dummy arrows are employed to prevent counting two activities from the same.
4. Give each activity a time estimate and/or a cost estimate.
5. Establish the earliest time that each event can be finished.
6. Establish the latest time for each event's conclusion.
7. Determine the critical path, the network's longest time path.
5. Gantt chart
Henry L. Gantt created Gantt charts in 1944 as a method of production control, and they quickly gained popularity in the industry. This tool is intended to demonstrate how to schedule various project-related activities. A Gantt chart is a type of horizontal bar chart used to display the sequence of tasks in relation to time. It displays the lengths of operations or processes using horizontal bars. The left end of the bar denotes the start of an activity, and the right end denotes its conclusion. Time periods are displayed horizontally while activities are displayed vertically (i.e. on the Y axis) (i.e., on X axis).
6. Project Management Software
It is challenging to manually assess a big project with many intricate relationships and numerous tasks, activities, and occurrences. Hence, managers are employing alternative project management methodologies and software tools to handle large and complicated projects to ensure efficient utilization of people, time, and resources. In order to handle the complexity of big projects, these software packages greatly simplify the project management process and match the requirements of contemporary management techniques. Numerous features of project management software include resource allocation, communication, quality control, printed reports, screen displays, graphical plots, documentation or administration systems, resource estimation and planning, scheduling of activities and resources, PERT and Gantt charts, cost control and budget management, and resource allocation.
Software for project management might be either a collaborative system or a single-user system. It is assumed while programming a single-user system that only one person will change the project plan. The goal of a collaborative system is to facilitate numerous users editing various parts of the plan.
· Microsoft Project now features an online interface and close connectivity with Office, Outlook, and SharePoint.
· Matchware: The mind map feature in Midview’s user-friendly spreadsheet-like interface enables you to view your project in graphics that are similar to brainstorming bubbles.
· Project Kickstart: Project Kickstart is a user-friendly project management tool that works with Microsoft Project, PowerPoint, Outlook, Excel, and Word.
· Rational Plan Multi Project: This project offers tools for managing several projects as well as resources and budgets. It features an interactive Gantt chart, which is often only found in more expensive suites.
· Basecamp: Basecamp is a popular, low-cost web-based tool for project management and communication
7. Reference
· http://ecoursesonline.iasri.res.in/mod/resource/view.php?id=4703
· https://www.wrike.com/project-management-guide/faq/what-are-project-management-tools/
· https://clickup.com/blog/10-best-project-management-tools/
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