It Project Management

CONTENTS

THE SOFTWARE QUALITY FOCUS 2

QUESTION 1: SELECTED EXERCISES 2

Exercise 11 Project Tracking 2

Exercise 12 Risk Assessment 7

Exercise 13 Refining your project plan (using software) 9

Exercise 14 Initiating 11

Exercise 15 Planning 16

Exercise 16 Executing 18

Exercise 17 Controlling 21

QUESTION 2: THE NORTHWEST AIRLINES CASE STUDY 25

1.. 25

2.. 27

3. 29

REFERENCE 38

APPENDIX - FLYDRAGON PROJECT PERT CHART 39

Figure List

Figure 1 Calendars of Project FlyDragon 4

Figure 2 Tracking Gantt Chart of Project FlyDragon 6

Figure 4 ResNet 1996 Application Development Gantt Chart 16

Figure 5 ResNet 1996 Office Implementation Gantt Chart 17

Figure 6 Simple and Unfriendly Interface of NWAЎЇ PARS 30

Figure 7 ResNet Project Team Organization Char 31

Figure 8 The friendly and flexible Interface of ResNet deliverable (output) 35

Figure 9 Selling Impact of ResNet 36

Figure 10 FlyDragon Project PERT Chart 39

Table List

Table 1 McFarlan Risk Questionnaire of FlyDragon Project 7

Table 2 List of ResNet Project Leaders (Managers) 11

Table 3 Action list of the project manager and senior management in project initiation 11

Table 4 The Cost contrast between four types of airline tickets sales 14

Table 5 The major reasons for choosing a site 15

Table 6 Weekly Status Report of FlyDragon Project 22

Table 7 List of quality management related issues 28

Table 8 The Three ResNet Projects (three phases) 30

Table 9 ResNet Benefits review made in 1996 36

The software quality focus

Question 1: Selected exercises

Exercise 11 Project Tracking

n Begin organizing your project files by making decisions on the relevance of materials and make some estimates for tracking your project. Refine your project plan.

To estimate, tracking and refine the project plan, there are a lot of files can be used, include illustrations and reports. Here, after WBS (Work Breakdown Structure), we use Calendars, Network Chart, Critical Path, Gantt Chart, PERT, especially Tracking Gantt Chart after WBS (Work Breakdown Structure), and use rate of progress management report. They can further carry out each work package to concrete date, and establish a baseline to allow further tracking, then the project can be refined at this phase. Here noticeable is, register actual progress in schedule regularly, is the chief guarantee for project progress tracking. The project managers should not only insist their staff register actual progress, but also have accountability to ensure whether the registers are truth. Otherwise, the project would have high possibility that get into trouble.

For this project, the WBS (both in Tabular Form and Chart), Network Chart, and Critical Path have issued in Assignment I; the Calendar and Tracking Gantt Chart will been showed here, and the Gantt Chart and PERT will been showed in Exercise 13.

ÐŽ¤ Calendars:

Figure 1 Calendars of Project FlyDragon

ÐŽ¤ Tracking Gantt:

Figure 2 Tracking Gantt Chart of Project FlyDragon

Exercise 12 Risk Assessment

Prepare a Risk Assessment for your project, using the abridged format in the example below. See p277 and the Dayton Tire Co use of McFarlanЎЇs risk questionnaire. Determine the abridged McFarlan Risk Questionnaire risk score (weight) or the project due to the following technology factors. (Sum of risk score ÐŽÐ' Weight).

Factor Risk Score Weight

1 Is additional hardware required at the Project? NoneCPU type changePeripheral/storage device changesTerminalsChange of platform Low = 0 Low = 1 Low = 1 ÐŽÐœMed = 2 High = 3 1

2 Which hardware is new to the Project organization? NoneCPU type changePeripheral/storage device changesTerminalsCompany server or workstations Low = 0 Low = 1 Med = 2 Med = 2 High = 3 ЎМ 3

3 Is special non-standard hardware required? NoneYes Low = 0 ÐŽÐœHigh = 3 5

4 Is the SET software for secure transactions a first of a kind for the Project? NoYes Low = 0 Med = 2 ЎМ 3

5 Is the system networked (online to multiple locations)? NoShared system in one locationTwo or more locations Low = 0 Low = 1 Med = 2 ЎМ 1

6 What is the system complexity? StraightforwardAverageComplex with many interactions Low = 1 Med = 2 ÐŽÐœHigh = 3 3

7 How knowledgeable are the Project team in the proposed application area? LimitedUnderstands concepts but no experienceHas implemented similar systems before High = 3 Med = 2 ÐŽÐœLow = 1 5

Table 1 McFarlan Risk Questionnaire of FlyDragon Project

Total Risk Score = ÐŽÐ- risk scoreÐŽÐ'Weight

= 1ÐŽÐ'1 + 3ÐŽÐ'3 + 0ÐŽÐ'5 + 2ÐŽÐ'3 + 2ÐŽÐ'1 + 2ÐŽÐ'3 + 2ÐŽÐ'5 = 1 + 9 + 0 + 6 + 2 + 6 + 10 = 38

n Do you consider this score to be high, medium or low? Please justify your answer.

The highest score is 59 and the lowest score is 18, so the average score is