Systems Analyst as a Project Manager

To start, let me differentiate a systems analyst to a project manager. A project manager is a professional in the field of project management. Project managers can have the responsibility of the planning, execution, and closing of any project, typically relating to construction industry, architecture, computer networking, telecommunications or software development. A project manager is the person accountable for accomplishing the stated project objectives. Key project management responsibilities include creating clear and attainable project objectives, building the project requirements, and managing the triple constraint for projects, which are; cost, time, and quality (also known as scope). A project manager is often a client representative and has to determine and implement the exact needs of the client, based on knowledge of the firm they are representing. The ability to adapt to the various internal procedures of the contracting party, and to form close links with the nominated representatives, is essential in ensuring that the key issues of cost, time, quality and above all, client satisfaction, can be realized.

Responsibilities

The specific responsibilities of the Project Manager vary depending on the industry, the company size, the company maturity, and the company culture. However, there are some responsibilities that are common to all Project Managers,

· Developing the project plan
· Managing the project stakeholders
· Managing the project team
· Managing the project risk
· Managing the project schedule
· Managing the project budget
· Managing the project conflicts

Project management
Project Management is quite often the province and responsibility of an individual project manager. This individual seldom participates directly in the activities that produce the end result, but rather strives to maintain the progress and mutual interaction and tasks of various parties in such a way that reduces the risk of overall failure, maximizes benefits, and restricts costs.

Products and services
Any type of product or service — pharmaceuticals, building construction, vehicles, electronics, computer software, financial services, etc. — may have its implementation overseen by a project manager and its operations by a product manager.

Project tools
The tools, knowledge and techniques for managing projects are often unique to Project Management. For example: work breakdown structures, critical path analysis and earned value management. Understanding and applying the tools and techniques which are generally recognized as good practices are not sufficient alone for effective project management. Effective project management requires that the project manager understands and uses the knowledge and skills from at least four areas of expertise. Examples are PMBOK, Application Area Knowledge: standards and regulations set forth by ISO for project management, General Management Skills and Project Environment Management[1]

Project teams
When recruiting and building an effective team, the manager must consider not only the technical skills of each person, but also the critical roles and chemistry between workers. A project team has mainly three separate components: Project Manager, Core Team and Contracted Team.

Risk
Most of the project management issues that influence a project arise from risk, which in turn arises from uncertainty. The successful project manager focuses on this as his/her main concern and attempts to reduce risk significantly, often by adhering to a policy of open communication, ensuring that project participants can voice their opinions and concerns.

While, a systems analyst is responsible for researching, planning, coordinating and recommending software and system choices to meet an organization's business requirements. The systems analyst plays a vital role in the systems development process. A successful systems analyst must acquire four skills: analytical, technical, managerial, and interpersonal. Analytical skills enable systems analysts to understand the organization and its functions, which helps him/her to identify opportunities and to analyze and solve problems. Technical skills help systems analysts understand the potential and the limitations of information technology. The systems analyst must be able to work with various programming languages, operating systems, and computer hardware platforms. Management skills help systems analysts manage projects, resources, risk, and change. Interpersonal skills help systems analysts work with end users as well as with analysts, programmers, and other systems professionals.

So basically, a systems analyst is also a project manager in a way that they both responsible for planning systems and other task.

The Reasons to Initiate IS Project
· The new information system is part of an overall strategic plan.
· The new information system is to respond an immediate business need.

What Is a Project?
· A project is a planned undertaking with a beginning and an end that produce predetermined result and is usually constrained by a schedule and resource.

Reasons for Project Failure
· Incomplete or changing requirements
· Limited user involvement
· Lack of executive support
· Lack of technical support
· Poor project planning
· Unclear objectives
· Lack of required resources

Reasons for Project Success
· Clear system requirement definitions
· Substantial user involvement
· Support from upper management
· Thorough and detailed project plans
· Realistic work schedules and milestones

Project Management
· Project management is organizing and directing people to achieve a planned result within budget and on schedule.

· Success or failure of project depends on skills of the project manager.
· The responsibilities of project manager are both internal and external

Internal Responsibilities of the Project Manager
· Identify project tasks and build a work breakdown structure
· Develop the project schedule
· Recruit and train team members
· Assign team members to tasks
· Coordinate activities of team members and subteams
· Assess project risks
· Monitor and control project deliverables and milestones
· Verify the quality of project deliverables

External Responsibilities of the Project Manager
· Report the project’s status and progress
· Establish good working relationships with those who identify the needed system requirements
· The people who will use the system
· Work directly with the client (the project’s sponsor) and other stakeholders
· Identify resource needs and obtain resources

Various Titles/Roles of Project Managers

Project Management Tasks
· Beginning of project
· Overall project planning
· During project
· Project execution management
· Project control management
· Project closeout
· Project management approach differs for
· Predictive SDLC
· Adaptive SDLC
·
System Development Life Cycle (SDLC)
· Project planning – initiate, ensure feasibility, plan schedule, obtain approval for project
· Analysis – understand business needs and processing requirements
· Design – define solution system based on requirements and analysis decisions
· Implementation – construct, test, train users, and install new system
· Support – keep system running and improve


Project Management Body of Knowledge
· Scope management
· Control functions included in system
· Control scope of work done by team
· Time management
· Build detailed schedule of all project tasks
· Monitor progress of project against milestones
· Cost management
· Calculate initial cost/benefit analysis
· Monitor expenses

Project Management Body of Knowledge (continued)
· Quality management
· Establish quality plan and control activities for each project phase
· Human resource management
· Recruit and hire project team members
· Train, motivate, team build
· Communications management
· Identify stakeholders and their communications
· Establish team communications

Project Management Body of Knowledge (continued)
· Risk management
· Identify and review risks for failure
· Develop plans to reduce these risks
· Procurement management
· Develop requests for proposals (RFPs)
· Evaluate bids, write contracts, monitor performance
· Integration management

Three Driving Forces to Start IS Project
· Respond to opportunity
· Top-down
· Resolve problem
· Bottom-up
· Conform to directive
· Legislative changes

So basically, in connection to what I have interviewed, he is a systems analyst of the Davao Light and Power Company. He stated that all of the jobs in their department is focused on supporting all the processes in their organization. They can suggest projects to the top management, but basically all projects are for fast processing to other departments and support type. So basically, they come up with projects but still they depend on the top management.

Appendixes:


References:
www.itk.ilstu.edu/.../Chapter%203%20-%20Analyst%20as%20a%20Project%20Manager.ppt
http://en.wikipedia.org/