Chap03-ProjMgmt (1)

Chap03-ProjMgmt (1) - OOSADChapter3 ManagingtheI.S.Project 1

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1 OOSAD Chapter 3 Managing the I.S. Project
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2 Learning Objectives Overall perspective on the process, esp.  unique aspects of O-O project  Skills to be a  good  Project Manager Critical Path scheduling Gantt charts, PERT / Network charts Project Management Packages Initiation Planning Execution Close down
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3 Managing the I.S. Project So what is a  PROJECT  as opposed to just  ‘business as usual’ Planned undertaking Related activities Objectives Beginning & End
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4 Managing the I.S. Project Why do projects happen? 1. Take advantage of business opportunities 2. Solve business problems 3. Directive Government Senior Management 4. “Use it or Lose it”
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5 Project Manager Person charged with  developing the plan having it approved then managing to the  plan to deliver the  project  on time  within budget
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Project management is as much an art as a science
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7 Project Manager Leadership Management Customer Relations Technical Problem Solving Conflict Management Team Management Risk and Change Management See Table 3-1
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8 OOSAD System Dev Process In OOSAD, the entire SDLC repeats itself over  several iterations. Each iteration distributes the  focus on its own set of SDLC phases, but in each  iteration all SDLC phases are addressed to some  extent.
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11 Each iteration involves a workflow, consisting of SDLC steps.
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12 SDLC applied to iteration 1
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14 SDLC focus changes from iteration to iteration
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16 Project Management is the controlled process of  initiating planning executing closing down a project
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17 Project Initiation Preliminary activities Getting ready to make the plan Assess size, scope, complexity Establish things to later support the project
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18 Project Initiation 1. Project Initiation Team Planning / investigation group 2. Relationship with Customer / Client
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Chap03-ProjMgmt (1) - OOSADChapter3 ManagingtheI.S.Project 1

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