By using different type of project management tools you can determined which tools and requirement that will be needed for the project. Project management has many tools available to help with managing projects. The two that are talked about in the chapter are these; Program Evaluation and Review Technique (PERT) and Gantt charts, they help managers schedule and monitor the activities involved in large projects, such as implementation of a large-scale information system.

There are also software solutions that may be used for project management. With PERT, a project leader first prepares a list of systems implementation activities, identifies the prerequisite activities that must be completed before others can start, and estimates the amount of time required to complete each activity. Top managers may not be interested in PERT analyses, but they are usually very concerned about the time required to finish the entire project. The project leader can estimate this completion time by examining the various paths in the PERT network.

Because PERT diagrams in actual practice are so large (often covering entire walls), project leaders normally use a computer to identify the longest paths through such networks. Within a PERT diagram, the longest path to project completion is called the critical path, which is also the shortest completion time of the entire project. ” (p. 435) “Gantt graphs are useful for both scheduling and tracking those activities of systems implementation tasks because actual progress can be indicated directly on the Gantt chart and contrasted with the prepared progress.

Gantt charts are straightforward, easy to understand, and can be used with PERT to ompare estimated completion times against actual ones. A drawback of Gantt charts is that they do not indicate the precedence of activities for the task, just like PERT charts. Somewhat, a Gantt chart goodies each activity as if it were independent of the others, which of course is not really the case. Because of this, Gantt charts are better suitable for systems implementation tasks that are not complicated and have relatively few interrelationships among implementation activities. ” (p. 436) This helps to look at the software as a framework that can be modified in hundreds of different ways to aid your organization’s culture.

If you have a disciplined organization with tasks that are well described and stable, you can implement many system features relatively quickly to improve and simplify formerly guidebook processes. Nevertheless , if your organization is a new comer to the field of project management, you might have to introduce system features in several phases so that the learning curve is not too steep. An additional factor, which could be considered in planning the scope and phasing of your implementation are the history and type of project. (informit. com)

There are so many different types of project management software that runs on desktop or notebook computers is able to do these tasks easily and quickly, can allow task management innovator to plan and control implementation tasks, and can help a team set up a new system promptly and within budget. Samples of project management software alternatives include SAP, Agile, Ms Project, PlanBee, and Period Line. History shows that staging the introduction of features over phases actually boosts the success and shortens the timeframe of the overall implementation.

By monitoring the new system and making sure that it proceeds to meet the 3 levels of organizational goals: (1) general systems goals, (2) top management systems goals, and (3) working management systems goals. Once these goals are not adequately satisfied, problems normally occur and the system requires further modifications. Following the new system has been in procedure for some time, the implementation team should reevaluate the new system’s effectiveness by:

* Talking with top management personnel and operating management personnel about their satisfaction with the new system. Talking with conclusion users to determine their satisfaction. * Analyzing the control procedures of the system to confirm whether they are working properly. * Observing worker work performance to determine whether they can perform their job functions successfully and effectively. * Analyzing whether computer processing functions, including data capture and preparation, are performed successfully and effectively. * Identifying whether output schedules for both internal and exterior reports are met with the new personal computer.

After actions have been complete they becomes over control of the device to the company’s THIS function, which now shoulder blades the responsibility for keeping it. In effect, system maintenance continues the jobs created by the preliminary follow-up study, except that experts from the company’s IT subsystem now perform the modifications exclusively. Intended for example, when users grumble about errors or flaws in the new system, it becomes the THIS subsystem’s responsibility to react to needs, estimate the expense of fixing them, and (often) perform the necessary adjustments.

The THIS departments of even medium-size companies routinely have forms for such requests, policies for prioritizing maintenance tasks, and formulas for allocating maintenance costs among the list of various consumer departments. Pretty for business systems to require constant revisions. Some of the common reasons include: increased competition, new governmental rules, or maybe the information needs of top management (or other amounts of management) change.