The criteria of project management
There is no
denying the fact that in order to achieve fruitful reforms, the efforts to
develop the Project Management is based on SSADM which deals with the follow
criteria.
Following are the objectives of
SSADM:
v
Provide a sound platform for
communications between analysts, designers and users;
v
Reduce errors and gaps in the
specification produced
v
Improve the quality of software
documentation and the productivity of analysts;
v
Reduce potential risks by
presenting analysts with a structural framework for the use of techniques, and
a standard for documentation end-products;
v
Provide techniques for checking
completeness and accuracy;
v
Improve the maintainability of the
new systems;
v
Reuse staff and skills on other projects;
v
Protect investment in analysis and
design, and to allow freedom in implementation techniques.
3.3
SSADM consists
of three main components:
§
The structure or framework of an
SSADM project
§
A set of standard analysis and
design techniques
§
The products of each technique
3.4 The
structure
of SSADM might appear a little complex at first, but will make more sense as we
began to look at the method in more detail. Following diagram illustrates the
breakdown of the life cycle into a hierarchy of modules, stages, steps and
tasks.
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Each module represents a SSADM phase, and is made up of one
or two stages. Where a module contains two stages, one will be an analysis or
design and the other will be a project decision stage. Each stages is made up
of between two to seven steps, which provide the framework for applying and
controlling the development techniques. The tasks to be carried out within each
step define how the techniques should be used, and specify the required
standard of the products output from the step. Following diagram shows the
breakdown of SSADM's modules and stages.
The major analysis techniques mainly used are as
follows:
v
Business Activity Modelling (BAM)
- explicitly describes what goes on that part of the business under
investigation. The activities are defined from purely a business rather than on
IS perspective. Recommended approach to be used in the construction of a BAM
may be Soft System Methodology (SSM), Functional Decomposition or Resource Flow
Diagrams.
v
Logical Data Modelling (LDM),
representing system data, is applied throughout the life cycle to provide the
foundation of the new system;
v
Work Practice Model (WPM)
maps business activities onto the organisation structure defining user roles to
the underlying business activities.
3.6 The key
important thing is the end-product. Each step has number of tasks associated with it, most of
which lead to the creation or enhancement of standard SSADM products. At the
end of an SSADM project the new system will be described by the sum of these
products. Products can be divided into three basic groups: Processing, Data and
System-User (or Human-Computer) Interface.
Application of PRINCE AND SSADM
in Developing Countries- A few Comments
Implementing Information System in developing countries is
a complicated exercise, particularly in the public sector. With the growing
needs in the information age, and by the pressure from the international donors
, big and ambitious projects has been undertaken by the public sector in
developing countries . But due to the lack of standard procedures and
methodologies for IS development caused many projects to combat problems in the
implementation stage. Many projects failed to attain their business needs, as
they were too large and highly ambitious. Basic reasons for the project failure
in the developing countries can be characterised as the following:
v
Solving wrong problem;
v
Technology led, not business;
v
Lack of major stakeholder
involvement;
v
Experts lead, rather than
facilitate;
v
Lack of commitment and hidden
agenda;
v
Benefits not identified and
quantified at outset.
Nowadays,
the developing countries are applying both PRINCE AND SSADM methodologies, the
project management development techniques, specially designed for IT projects,
that are funded by the UK Department for International development (DFID).
4.2 In Bangladesh
4.3 However,
RIBEC (Reforms in Budgeting and Expenditure Control) project, funded by DFID,
has been considered as the most successful project in Bangladesh
At the early stage of RIBEC project (Phase 2), it was
observed that, the project was design to develop and modernise the budgeting
and accounting system of the government of Bangladesh
Having awful experience, the following phase (2A and 2B), a
downsized project with specific output targets came up with analysing user
requirements. This phase focused on sustainability and proved successful with
sustainable solutions especially in the software development for budgeting and
accounting Substantive training had been offered to the users of the systems.
Stakeholders have been involved in the software development process and the
local vendors who will be easily available in the future, developed the
systems.
Following PRINCE and SSADM as methods for project management
and system development, RIBEC project is now considered as a model for other
projects which implies the potential scope for applying these methodologies.
4.4
Financial Management Project for
HMG Nepal
4.5 In
Pakistan
Following the DFID approach of project management, Lahore
WASA turn out to be successful and benefits are realised especially in the
billing from bimonthly billing to daily billing and reduction in bill
production cycle. The main project management approach in the new proposal
includes: redefinition of purpose, identify business benefits, prioritise
outputs, involvement of stakeholders, DIFID played the role as the facilitator not
doer, ownership of solution by stakeholders, use of local consultant etc,
phased development, distributed system.
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