Domain 3(1)

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PROJECT, PROGRAM & PROJECT PORTFOLIOPROJECT, PROGRAM & PROJECT PORTFOLIO

A PROJECT A PROJECT

Any task(s) that has a beginning and an end i.e. a start date and an end date. Any task(s) that has a beginning and an end i.e. a start date and an end date.ExampleExample ² ² Implementation of an Accounting Package, Utility tool or Project MgtImplementation of an Accounting Package, Utility tool or Project Mgttool.tool.

A PROGRAM A PROGRAM

A group of projects and time A group of projects and time--bound tasks that are closely linked togetherbound tasks that are closely linked togetherthrough common objectives, a common budget, intertwined schedulesthrough common objectives, a common budget, intertwined schedulesand strategies. Exampleand strategies. Example ² ² Implementation of an ERP. Clearly, ProgramsImplementation of an ERP. Clearly, Programsare more complex, with higher duration, budget, risk and of strategicare more complex, with higher duration, budget, risk and of strategic

importance.importance. A typical IS related projected may be the implementation of a large A typical IS related projected may be the implementation of a large--scalescale

ERP that include projects that address technology infrastructure,ERP that include projects that address technology infrastructure,operation, organization realignment, BPR and optimization, training &operation, organization realignment, BPR and optimization, training &development.development.

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PROGRAMPROGRAM

An example of a non An example of a non--IS related program is Mergers & AcquisitionIS related program is Mergers & Acquisition

The objective of a program management is the successful execution of The objective of a program management is the successful execution of programs including, but not limited to, management of:programs including, but not limited to, management of:

Program scope, program financials (cost, resources, cash flow etc)Program scope, program financials (cost, resources, cash flow etc) Program schedule, objectives and deliverablesProgram schedule, objectives and deliverables

Program context and environmentProgram context and environment

Program communication and cultureProgram communication and culture

Program organizationProgram organization

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PROGRAM ORGANIZATIONPROGRAM ORGANIZATION

To make autonomous projects possible while making use of To make autonomous projects possible while making use of synergies between related projects in the program, a specificsynergies between related projects in the program, a specificprogram organization is requiredprogram organization is required

To formally start a program, some form of written assignment To formally start a program, some form of written assignmentfrom the program sponsor (owner) to the program manager andfrom the program sponsor (owner) to the program manager and

the program team is required.the program team is required.

Since programs most often emerge from projects, such anSince programs most often emerge from projects, such anassignment is of paramount importance to set the programassignment is of paramount importance to set the programcontext and boundaries as well as formal management authority.context and boundaries as well as formal management authority.

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PROJECT PORTFOLIOPROJECT PORTFOLIO

Snapshot of ALL projects being executed in an organization at aSnapshot of ALL projects being executed in an organization at acutcut--off time/dateoff time/date

In contrast to program management in which all relevant projectsIn contrast to program management in which all relevant projectsare closely coupled, this is not a requirement in project portfolioare closely coupled, this is not a requirement in project portfolio

Projects of a program belong to the company·s project portfolio asProjects of a program belong to the company·s project portfolio as

do projects that are not associated with a programdo projects that are not associated with a program The objectives of project portfolio management are: The objectives of project portfolio management are:

Optimization of the results of the project portfolio (notOptimization of the results of the project portfolio (notindividual projects)individual projects)

Prioritizing and scheduling projectsPrioritizing and scheduling projects

Resource coordination (internal & external)Resource coordination (internal & external)

KnowledgeKnowledge transfertransfer throughoutthroughout thethe projectproject

A project portfolio database is mandatory for the project portfolio A project portfolio database is mandatory for the project portfoliomanagement. It includes project data such as: owner, schedule,management. It includes project data such as: owner, schedule,

objectives, type, status, cost e.t.cobjectives, type, status, cost e.t.c

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BUSINESS CASE DEVELOPMENTBUSINESS CASE DEVELOPMENT

Project initiation/planning Project initiation/planning

Feasibility study Feasibility study

To scope the problem To scope the problem

To identify and explore possible solutions To identify and explore possible solutions To make recommendation based on benefits to the business Vs. cost To make recommendation based on benefits to the business Vs. cost

to the business.to the business.

Business case review Business case review

At any time the business case is thought to be invalid, At any time the business case is thought to be invalid,through increased cost or through benefit reduction, thethrough increased cost or through benefit reduction, theProject SponsorProject Sponsor oror Steering CommitteeSteering Committee should reconsidershould reconsider

proceeding with the project.proceeding with the project.

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TEASER TEASER

An IS auditor is assigned to audit a software An IS auditor is assigned to audit a softwaredevelopment project which is more than 80%development project which is more than 80%complete, but has already overrun time by 10% andcomplete, but has already overrun time by 10% andcost by 25%. W hich of the following actions shouldcost by 25%. W hich of the following actions should

the IS auditor take?the IS auditor take? A. A. Report that the organization does not haveReport that the organization does not have

effective project management.effective project management.

B.B. Recommend the project manager be changedRecommend the project manager be changed

C.C. Review the I T Governance structureReview the I T Governance structure

D.D. Review the conduct of the project and the businessReview the conduct of the project and the businesscase.case.

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PROJECT ORGANIZATIONAL FORMSPROJECT ORGANIZATIONAL FORMS

Influence ProjectInfluence Project OrganisationOrganisation

Project Manager does not have any formal management authority.Project Manager does not have any formal management authority.Functions only in advisory capacity.Functions only in advisory capacity.

Pure ProjectPure Project OrganisationOrganisation

Project Manager has formal authority over reportsProject Manager has formal authority over reports

Matrix ProjectMatrix Project OrganisationOrganisation

Management authority is shared between Project Manager and theManagement authority is shared between Project Manager and thedepartmental heads.departmental heads.

Note:Note: Always remember the request for major project initiation should be submitted to, Always remember the request for major project initiation should be submitted to,

and prioritized by and prioritized by Project Steering CommitteeProject Steering Committee. A Project Manager should. A Project Manager shouldbe identified and appointed by thebe identified and appointed by the IS Steering CommitteeIS Steering Committee

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PROJECT COMMUNICATION & CULTUREPROJECT COMMUNICATION & CULTURE

COMMUNICATIONCOMMUNICATION

One on one meetings;One on one meetings;

Kick Kick--off meetings;off meetings;

Project start workshops;Project start workshops;

Combination thereof.Combination thereof.

CULTURECULTURE

This is the unwritten code of conduct and rule of engagement. It This is the unwritten code of conduct and rule of engagement. It

manifest itself through an understanding of what is seen to be desirablemanifest itself through an understanding of what is seen to be desirableand serves as an orientation for the teamand serves as an orientation for the team

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PROJECT OB JECTIVESPROJECT OB JECTIVES

A project requires SMART Objectives. A project requires SMART Objectives.

MAIN OB JECTIVESMAIN OB JECTIVES

These are objectives with direct impact on business successes These are objectives with direct impact on business successes

ADDITIONAL OB JECTIVES ADDITIONAL OB JECTIVES

These are objectives not directly related to the main result of the project These are objectives not directly related to the main result of the projectbut may contribute to project success (Program reorganization in an ERPbut may contribute to project success (Program reorganization in an ERPimplementation)implementation)

NON OB

JECTIVENON OB

JECTIVE These add clarity to project scope in order to enhance stakeholders· These add clarity to project scope in order to enhance stakeholders·

understanding of what needs to be doneunderstanding of what needs to be done

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INDIVIDU ALS/GROUPS IN PROJECTINDIVIDU ALS/GROUPS IN PROJECT

IMPLEMENTATIONIMPLEMENTATION

SENIOR MANAGEMENTSENIOR MANAGEMENT

This represents the Board of Directors or Executive Directors (Exec. Mgts). This represents the Board of Directors or Executive Directors (Exec. Mgts).

PROJECT STEERING COMMITTEEPROJECT STEERING COMMITTEE Usually chaired by the Project Sponsor. Comprised of senior representative from each bizUsually chaired by the Project Sponsor. Comprised of senior representative from each biz

areas that would be impacted by the project. It is ultimately responsible for all deliverables,areas that would be impacted by the project. It is ultimately responsible for all deliverables,costs and schedules of the project.costs and schedules of the project.

PROJECT SPONSOR PROJECT SPONSOR

the owner of the data and the owner of the system under developmentthe owner of the data and the owner of the system under development . He. He

provides funding and functional specificationprovides funding and functional specification

USER MANAGEMENTUSER MANAGEMENT

They assume ownership of the project. UM determines the reliability, They assume ownership of the project. UM determines the reliability,effectiveness, efficiency e.t.c. of the development/configuration effortseffectiveness, efficiency e.t.c. of the development/configuration efforts

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TECHNICAL INFRASTR UCTURE TEAM LEAD/SYSTEM DEVT. MGT TECHNICAL INFRASTR UCTURE TEAM LEAD/SYSTEM DEVT. MGT

Provides technical support for hardware and software environments by developing, installing Provides technical support for hardware and software environments by developing, installing and operating the requested system. It provides strategic I T direction.and operating the requested system. It provides strategic I T direction.

SYSTEM DEVELOPMENT PROJECT TEAMSYSTEM DEVELOPMENT PROJECT TEAM

Are responsible for the development (programming) process, end to end. Usually made up Are responsible for the development (programming) process, end to end. Usually made up

of programmers and system analystof programmers and system analyst

PROJECT MANAGER PROJECT MANAGER

Provides day Provides day--toto--day management and leadership of the project.day management and leadership of the project.

SECURITY OFFICER SECURITY OFFICER

Ensures institution of effective controls and protection based on the corporate security Ensures institution of effective controls and protection based on the corporate security policies.policies.

QU ALITY ASSURANCEQU ALITY ASSURANCE

ensuring that programs and program changes and documentation adhere to establishedensuring that programs and program changes and documentation adhere to establishedstandards.standards.

INDIVIDU ALS/GROUPS IN PROJECTINDIVIDU ALS/GROUPS IN PROJECT

IMPLEMENTATION Contd«IMPLEMENTATION Contd«

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TEASERS TEASERS

The quality assurance group is typically responsible for: The quality assurance group is typically responsible for:

A. ensuring that the output received from system processing is complete. A. ensuring that the output received from system processing is complete.B. monitoring the execution of computer processing tasks.B. monitoring the execution of computer processing tasks.

C. ensuring that programs and program changes and documentation adhereC. ensuring that programs and program changes and documentation adhereto established standards.to established standards.D. designing procedures to protect data against accidental disclosure,D. designing procedures to protect data against accidental disclosure,modification or destruction.modification or destruction.

Explanation: The quality assurance group is typically responsible for ensuring that programs,program changes and documentation adhere to established standards. Choice A isthe responsibility of the data control group, choice B is the responsibility of computer operations, and choice D is the responsibility of data security.

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Who of the following is ultimately responsible for providing requirement Who of the following is ultimately responsible for providing requirementspecifications to the software development project team?specifications to the software development project team?

A. Team leader A. Team leaderB. Project sponsorB. Project sponsorC. System analystC. System analystD. Steering committeeD. Steering committee

TEASER contd« TEASER contd«

Explanation:

A project steering committee usually consists of a senior representative from eachfunction that will be affected by the new system and would be the most appropriategroup to approve the RFP. The project sponsor provides funding for the project. Theproject manager and user project team are responsible for drafting the RFP.

� The request for proposal (RFP) for the acquisition of an application system

would MOST likely be approved by the:

A. project steering committee.B. project sponsor.

C. project manager.D. user project team.

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Responsibility for programmers and analysts who implementResponsibility for programmers and analysts who implementnew systems and maintain existing systems is typically the role of new systems and maintain existing systems is typically the role of the:the:

A. operations manager. A. operations manager.B. database administrator.B. database administrator.C. quality assurance manager.C. quality assurance manager.

D. systems development manager.D. systems development manager.

Explanation:

The systems development manager is responsible for programmers and analysts who implementnew systems and maintain existing systems. An operations manager is responsible for computer

operations personnel, while the administrator is responsible for managing data as a corporate asset,

and the quality assurance manager is responsible for information technology quality initiatives.

TEASER contd« TEASER contd«

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PROJECT MANAGEMENT TRIANGLEPROJECT MANAGEMENT TRIANGLE

Explain 1 and 2

constraints situation

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An IS auditor reviewing a project, where quality is a major concern, should An IS auditor reviewing a project, where quality is a major concern, should

use the project management triangle to explain that a(n):use the project management triangle to explain that a(n): A. increase in quality can be achieved, even if resource allocation is A. increase in quality can be achieved, even if resource allocation is

decreased.decreased.

B. increase in quality is only achieved, if resource allocation is increased.B. increase in quality is only achieved, if resource allocation is increased.

C. decrease in delivery time can be achieved, even if resource allocation isC. decrease in delivery time can be achieved, even if resource allocation is

decreased.decreased.

D. decrease in delivery time can only be achieved, if quality is decreased.D. decrease in delivery time can only be achieved, if quality is decreased.

Explanation:

The three primary dimensions of a project are determined by the deliverables, the allocated

resources and the delivery time. T

he area of the project management triangle, comprised of these three dimensions, is fixed. Depending on the degree of freedom, changes in onedimension might be compensated by changing either one or both remaining dimensions.

Thus, if resource allocation is decreased an increase in quality can be achieved, if a delay inthe delivery time of the project will be accepted. The area of the triangle always remains

constant.

TEASER

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TEASER TEASER

A project manager of a project that is scheduled to take A project manager of a project that is scheduled to take18months to complete announces that the project is in18months to complete announces that the project is inhealthy financial position because, after six months, only healthy financial position because, after six months, only

oneone--sixth of the budget has been spent. The IS auditorsixth of the budget has been spent. The IS auditorshould first determine:should first determine:

A. A. W hat amount of progress against schedules have been W hat amount of progress against schedules have beenachievedachieved

B.B. If the project budget has been reducedIf the project budget has been reducedC.C. If the project could be brought in ahead of scheduleIf the project could be brought in ahead of schedule

D.D. If the budget savings can be applied to increase theIf the budget savings can be applied to increase theprojectprojectscopescope

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PROJECT INITIATIONPROJECT INITIATION

A project will be initiated by a project manager or sponsor A project will be initiated by a project manager or sponsorgathering information required to gain approval for the projectgathering information required to gain approval for the projectto be created.to be created.

This will often be compiled into terms of reference or a project

This will often be compiled into terms of reference or a projectcharter that states the objective of the project, the stakeholderscharter that states the objective of the project, the stakeholders

in the system to be produced, and the project manager andin the system to be produced, and the project manager andsponsorsponsor

Approval of the Project Initiation Document (PID) or a Project Approval of the Project Initiation Document (PID) or a Project

Request Document (PRD) is an authorization for a project toRequest Document (PRD) is an authorization for a project tobeginbegin

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PROJECT PLANNINGPROJECT PLANNING -- FUNCTIONS OFFUNCTIONS OF

PROJECT MANAGER PROJECT MANAGER

To determine the various tasks that need to be performed to To determine the various tasks that need to be performed toproduce expected business applicationproduce expected business application

To determine the sequence or the order in which these tasks To determine the sequence or the order in which these tasks

need to be performedneed to be performed The duration or the time window for each task The duration or the time window for each task

The priority of each task The priority of each task

The I T resources, which are available and required to perform The I T resources, which are available and required to perform

these tasksthese tasks Budget or costing for each of these tasksBudget or costing for each of these tasks

Source and means of funding Source and means of funding

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PROJECT MANAGER URGENT TASK PROJECT MANAGER URGENT TASK

The project manager needs to identify resources (e.g. The project manager needs to identify resources (e.g.People with requisite skills, development tools,People with requisite skills, development tools,facilities) for software developmentfacilities) for software development

This will help in estimating and budgeting software This will help in estimating and budgeting softwaredevelopment resources.development resources.

Techniques to estimating the budgets for projects are Techniques to estimating the budgets for projects arediscussed in subsequent slidesdiscussed in subsequent slides

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SLOC AND FPA SLOC AND FPA

Line Of Source Code (SLOC)Line Of Source Code (SLOC) ² ² direct methoddirect method

Also refers to as Single Point Estimation Also refers to as Single Point Estimation This involves counting the number of lines of source code; This involves counting the number of lines of source code;

Superior when using structured programming languages such as BASIC orSuperior when using structured programming languages such as BASIC orCOBOL;COBOL;

It uses one factor metric i.e.It uses one factor metric i.e.

Has little meaning to customers and end users;Has little meaning to customers and end users;

Not applicable to newer software development tools which are non textual.Not applicable to newer software development tools which are non textual.

Function Point Analysis (FPA)Function Point Analysis (FPA) ² ² indirect methodindirect method

It is a measure of the size of an information system based on the number andIt is a measure of the size of an information system based on the number andcomplexity of:complexity of:

InputsInputs OutputsOutputs

FilesFiles

InterfacesInterfaces

QueriesQueries

that the users see and interact with!that the users see and interact with!

Pls note: 5 factors in all ² qofi2

line counting

Talk very briefly around the checklist on page ???

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FPA FEATURE POINTSFPA FEATURE POINTS

FPA Feature Points = measurement of Information System in aFPA Feature Points = measurement of Information System in a web web

enabledenabled application. In addition toapplication. In addition to qofiqofi22, it uses other factor metrics like:, it uses other factor metrics like:

number of screens (forms);number of screens (forms);

number of images;number of images;

type of images (static or animated);type of images (static or animated); features to be enabled;features to be enabled;

required crossrequired cross--referencing referencing

e.t.c.e.t.c.

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LIMITATIONS OF FPA LIMITATIONS OF FPA

FPA behaves reasonably well in estimating business applications,FPA behaves reasonably well in estimating business applications,but not as well for other types of software; such as:but not as well for other types of software; such as:

Operating systemOperating system

Process control softwareProcess control software

Communications and engineering Communications and engineering

Other estimation methods are more appropriate for such software andOther estimation methods are more appropriate for such software andinclude the Constructive Cost Model (COCOMO2) and FPA Featureinclude the Constructive Cost Model (COCOMO2) and FPA FeaturePoints of De Marco and W atsonPoints of De Marco and W atson--FelixFelix

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DETERMINATION OF SYSTEMDETERMINATION OF SYSTEM

DEVELOPMENT COSTDEVELOPMENT COST

In most standard application, list of functions are identified and theIn most standard application, list of functions are identified and thecorresponding effort is estimated i.e.corresponding effort is estimated i.e.

man hour x chargeable man hour rate;man hour x chargeable man hour rate;

machine hour x chargeable machine hour rate;machine hour x chargeable machine hour rate;

other external efforts x applicable rateother external efforts x applicable rate

all in an attempt to determine the software (project) cost. Simply put, COSTall in an attempt to determine the software (project) cost. Simply put, COST

ESTIMATION is a consequence of software size estimation.ESTIMATION is a consequence of software size estimation.

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TEASER TEASER

An IS auditor finds that a system under development An IS auditor finds that a system under developmenthas 12 linked modules and each item of date can carry has 12 linked modules and each item of date can carry up to 10 definable attribute fields. The system handlesup to 10 definable attribute fields. The system handles

several millions of transaction a year. W hich of theseseveral millions of transaction a year. W hich of thesetechniques could an IS auditor use to estimate the sizetechniques could an IS auditor use to estimate the sizeof the development effort?of the development effort?

A. A. Program Evaluation and Review TechniqueProgram Evaluation and Review Technique

B.B. Counting Source Line of Codes (SLOC)Counting Source Line of Codes (SLOC)

C.C. Function point analysisFunction point analysis

D.D. W hite box testing W hite box testing

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CRITICAL PATH METHODOLOGY CRITICAL PATH METHODOLOGY

All project management techniques compute critical path! W hat is Critical All project management techniques compute critical path! W hat is CriticalPath?Path? A path is any set of successive activities from the beginning to the end of A path is any set of successive activities from the beginning to the end of

a project.a project. Critical Path, then, is a path with the longest activity time in the network.Critical Path, then, is a path with the longest activity time in the network.

Everything being equal, its length gives the shortest possible completionEverything being equal, its length gives the shortest possible completiontime.time.

Please note that:Please note that: Activities on a critical path have zero slack time and conversely, Activities on a critical path have zero slack time and conversely, Activities with zero slack time are on the critical path Activities with zero slack time are on the critical path

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TEASER TEASER

The arrows and letters A through H in the diagram represent:

A. events.B. activities.

C. successor points.

D. predecessor points.

Which of the following project completion paths represents the critical path?

A. AEH

B. AFGH

C. CGH

D. BDGH

Which of the following activities must be completed on time to ensure that the project is not delayed?

A. Activity B

B. Activity C

C. Activity E

D. Activity F

Note: events is also known as milestones i.e. 1 to 6

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TEASER TEASER

W hen identifying an earlier project completion W hen identifying an earlier project completiontime, which is to be obtained by paying atime, which is to be obtained by paying apremium for early completion, the activities thatpremium for early completion, the activities that

should be selected are those:should be selected are those: A. A. whose sum of activity is shortest whose sum of activity is shortest

B.B. That have zero slack time That have zero slack time

C.C. that give the longest possible completionthat give the longest possible completiontimetime

D.D. W hose sum of slack time is shortest W hose sum of slack time is shortest

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PERTPERT

Please review the network diagram in thePlease review the network diagram in the

manual.manual.

Attempt to calculate as many PER T

per activity Attempt to calculate as many PER T

per activity as you possibly can.as you possibly can.

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TIMEBOX MANAGEMENT TIMEBOX MANAGEMENT

Timebox Management is a project management technique: Timebox Management is a project management technique:

used for defining and deploying software deliverables within a short and fixedused for defining and deploying software deliverables within a short and fixedtime with predetermined specific resources.time with predetermined specific resources.

the major advantage of Timebox Management is that it prevents:the major advantage of Timebox Management is that it prevents:

Cost overruns andCost overruns and Delays from scheduled resourcesDelays from scheduled resources

In Timebox Management, System testIn Timebox Management, System test (recovery testing, security testing, stress testing,(recovery testing, security testing, stress testing,

volume testing, performance testing) volume testing, performance testing) and User acceptance test are normally performedand User acceptance test are normally performedtogether.together.

The approach does not necessarily eliminate the need for quality process The approach does not necessarily eliminate the need for quality process

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TEASER TEASER

During the development of an application, theDuring the development of an application, thequality assurance testing and user acceptancequality assurance testing and user acceptance

testing were combined. The major concern fortesting were combined. The major concern for

an IS auditor reviewing the project is that therean IS auditor reviewing the project is that there will be: will be:

A. A. Increased maintenanceIncreased maintenance

B.B. Improper documentation of testing Improper documentation of testing C.C. Inadequate functional testing Inadequate functional testing

D.D. Delays in problem resolutionDelays in problem resolution

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TEASER TEASER

Many I T projects experience problems because the development time and/orMany I T projects experience problems because the development time and/orresource requirements are underestimated. W hich of the following techniquesresource requirements are underestimated. W hich of the following techniques would improve the estimation of the resources required in system would improve the estimation of the resources required in systemconstruction after the development of the requirements specification?construction after the development of the requirements specification?

A. PER T chart A. PER T chartB. RecalibrationB. RecalibrationC. CostC. Cost--benefit analysisbenefit analysisD. Function point estimationD. Function point estimation

Explanation:

Function point analysis is a technique to determine the size of a development task, based onthe number of function points. Function points are factors such as inputs, outputs, inquires,

logical internal file, etc. A PER T chart will help determine project duration once all theactivities and the work involved in the activities are known.

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TEASER TEASER

Many I T projects experience problems because theMany I T projects experience problems because thedevelopment time and/or resource requirements aredevelopment time and/or resource requirements areunderestimated. W hich of the following techniqueunderestimated. W hich of the following technique

would provide the GREA TES T assistance in would provide the GREA TES T assistance indeveloping an estimate of project duration?developing an estimate of project duration?

A. A. Function point analysisFunction point analysis

B.B. PER T chartPER T chart

C.C. Rapid application developmentRapid application development

D.D. Object oriented system developmentObject oriented system development

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TEASER TEASER

W hich of the following tools is MOS T W hich of the following tools is MOS T

appropriate for determining how long aappropriate for determining how long astrategically important project will take tostrategically important project will take to

implement?implement?

A. A. Gantt chartGantt chart

B.B. W aterfall chart W aterfall chart

CC Critical pathCritical path

D.D. Function Point AnalysisFunction Point Analysis

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Y ou have just 1minute to do just that

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PROJECT CONTROLLINGPROJECT CONTROLLING -- MGT OFMGT OF

RESOURCEUSAGERESOURCEUSAGE

Resource usage is the process by which the projectResource usage is the process by which the projectbudget is being spent.budget is being spent.

Earned Value Analysis (EVA) is a technique forEarned Value Analysis (EVA) is a technique for

establishing the productivity of resource utilization.establishing the productivity of resource utilization. EVA consists of comparing the following metrics atEVA consists of comparing the following metrics at

regular intervals during the project:regular intervals during the project:

Budget to dateBudget to date

Actual spending to date Actual spending to date

Estimate to completeEstimate to complete

Estimate at completion.Estimate at completion.

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EARNED VALUE ANALYSISEARNED VALUE ANALYSIS

Assuming a task is planned to take 3working day at Assuming a task is planned to take 3working day at8hrs per day i.e. a total of 24hrs is required for the task.8hrs per day i.e. a total of 24hrs is required for the task.

At the end of day 1 and after spending 8hrs on the task, At the end of day 1 and after spending 8hrs on the task,

EVA encourages the project manager to ask the workerEVA encourages the project manager to ask the workerthe estimated time to completion.the estimated time to completion.

If the worker says another 22hrs is required toIf the worker says another 22hrs is required tocompletion instead of the earlier budgeted 16hrs;completion instead of the earlier budgeted 16hrs;

It therefore follows that the 8hrs spent on the first day It therefore follows that the 8hrs spent on the first day only generated 2hrs of ¶earned value·only generated 2hrs of ¶earned value·

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TEASER TEASER W hich of the following should an IS auditor review to W hich of the following should an IS auditor review to

understand project progress in terms of time, budgetunderstand project progress in terms of time, budgetand deliverables for early detection of possible overrunsand deliverables for early detection of possible overrunsand for project estimate at completion (EACs)?and for project estimate at completion (EACs)?

A. A. Function point analysisFunction point analysis

B.B. Earned value analysisEarned value analysis

C.C. Cost budgetCost budget

D.D. Program Evaluation and Review TechniqueProgram Evaluation and Review Technique

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TEASER TEASER Y ou are the IS auditor at a manufacturer of electronic components. Y our company had been a Y ou are the IS auditor at a manufacturer of electronic components. Y our company had been a

longtime market leader in electronic components distribution industry. However, in recent years,longtime market leader in electronic components distribution industry. However, in recent years,

the internet has transformed the competitive landscape. New intermediaries have emerged andthe internet has transformed the competitive landscape. New intermediaries have emerged andseveral key competitors have made significant investments in the internet. As a result, theseveral key competitors have made significant investments in the internet. As a result, thecompany·s market share has been eroding.company·s market share has been eroding.

Hence, one of the current project involves implementing the company·s internet strategies toHence, one of the current project involves implementing the company·s internet strategies to

best exploit these altered dynamics and increase the company·s market share. Y ou are auditing best exploit these altered dynamics and increase the company·s market share. Y ou are auditing the project plan to determine whether the project time estimates are realistic.the project plan to determine whether the project time estimates are realistic.

Y ou have asked the project manager to explain how the project time estimates were determined. Y ou have asked the project manager to explain how the project time estimates were determined.He indicated that he had created individual estimates for each IS activity, and then summed upHe indicated that he had created individual estimates for each IS activity, and then summed up

the estimates to create the overall project estimate. He has committed to completing the ISthe estimates to create the overall project estimate. He has committed to completing the ISproject deliverables by this date. W hich of the following project deliverables by this date. W hich of the following BESTBEST explains why this is the incorrectexplains why this is the incorrect way to estimate the schedule? way to estimate the schedule?

(a)(a)T

he estimates should have been created by management T

he estimates should have been created by management(b)(b) The estimates should have accounted for the market dynamics and timing requirements The estimates should have accounted for the market dynamics and timing requirements

(c)(c) A network diagram should have been used to produce the estimates A network diagram should have been used to produce the estimates

(d)(d) The project sponsor should have been actively involved in producing the estimates The project sponsor should have been actively involved in producing the estimates

Documents

Domain 3(1)