J. R. Burns, Texas Tech University Welcome to ISQS 4350 n Information Systems Project Management n...

J. R. Burns, Texas Tech University

Welcome to ISQS 4350

Information Systems Project Management

The Capstone Course for MIS INSTRUCTOR: Dr. Burns Off Hrs: 11:00-11:50 a.m. 1:15-3:20

p.m., Mon., Wed. By appointment: 742-1547, BA 714 Email: [email protected]


TEXTs:

Schwalbe, Information Technology Project Management, 2000, Second Edition

Burns, Project and Process Management (Copy packet to be purchased downstairs), 2001

Goldratt, Critical Chain, (purchased downstairs), 1997


Outline for Today

Objectives Requirements for Completion Jobs Term Project Schwalbe--Chapters 1 and 2


Objectives Present technology of Project

Management• Companies are organizing around

processes and projects, eliminating jobs

• MIS Advisory Board has mandated this course

Present contemporary topics Listed on front page of your

syllabus


Introduction of Lecturer

Taught the course for seven years, from a half dozen different texts

Written several papers about Project Management

An active area of writing interest


What? Contemporary Topics!!??$

Internet Development XML/Visual Interdev Projects Systems Thinking/Integration Process Improvement, Innovation,

Reengineering Process Impediment Identification

and Removal Process Maturity Enterprise architecture


Requirements for Completion

Two EXAMS, each worth 23% Term Project, worth 24% Homework, worth 20% Class participation worth 10%


GRADING

90-100 -- A 80-89.9999 -- B 70-79.9999 -- C


JOIN AITP

Application forms are in BA 604, the ISQS Office

Its important to affiliate yourself with a professional organization

Dues for the first few years are cheap if you join as a student

Discounts on airlines and hotels Low interest credit card It’s the way MIS (and other) majors

market themselves to recruiters.


My Expectations of You

Attend class Perform reading assignments

before coming to class Tech policy for academic honesty

enforced Assistance for Disabled students


Course Deliverables--Page 6 of your syllabus Preliminary proposal (one-page

description) due 9-5 (evening class)• This will not be graded

Requirements Document due 9-10 Project Plan is due 10-10 Proposal due 10-1 Mid-Term report due 10-29

• Won’t be included in your final term project report


More Course Deliverables

Functional Specification is due 11-7

Earned value analysis is due 11-14 Final project is due 12-3 Possible Topics are discussed in

Handout Format/Grading is discussed in

Handout


Project Topics

Taken from past employment involvements

Taken from current involvements Uses analysis project completed

for ISQS 4348 Based on a prototypical

contemporary initiative


Project Protocol

Performed in groups of two or less You get to choose topic will require a presentation in late

April


Project Expectations

Doesn’t have to be actually performed to completion

Must be completely planned in detail, however

• completely Scheduled

• completely Resourced

• completely Budgeted, costed

Must include Preliminary (one page) and formal proposals as appendices

Must include all course deliverables as appendices except the mid-term report


Project Format Title Page Executive Summary Body

• Description of the Problem• Goal and Success Criteria• Assumptions/Risks• Recommended prescriptive Software Solution• Impediments/Obstacles• Current Status

8-page minimum for the material above Bibliography Appendices


Appendices

Requirements Document• Revised

• Old

Project Plan• Revised

• Old

FORMAL PROPOSAL Functional Specification See Chapter 11 of the copy packet for

more details as to format


Questions

About course requirements About project About exams About homework


Our Business -- The Outlook

1995-1998: MONEY MAGAZINE: Computer Systems Analyst: #1

Computer programmer: #13 Computer systems Consultant:

#17 Physician: #2 Electrical Engineer: #4


How the Outlook is Computed

Based on: Security, stress, salary, challenge, variety, availability, demand

Over 500,000 new jobs between now and 2005

However, recruiting will be slower this semester

• Some firms will not be coming to campus


Our Business -- Some Anomalies

Your first assignment may involve maintenance, not development

Systems Integration is becoming an imperative

Formal analysis is becoming too expensive

Many projects start at the design level and go to construction and execution.


What’s the deal with maintenance?

the 1 to 5 rule 80-90% of MIS budgets


As you depart for that Job,

You have a responsibility to Texas Tech

Keep us updated Financial support Stay in touch


What is a project?

A specific objective must be completed within certain specifications

Has a definite starting date and end date

Has funding limitations Consumes resources (money,

people, equipment) Made up of activities (tasks)


Project management involves Defining and Conceiving

• Definition of work requirements--WORK BREAKDOWN STRUCTURE--WBS

Planning and Budgeting• Determination of quantity and quality of work

• Determination of what resources are needed when

Executing and Controlling• Tracking progress

• Comparing actual to predicted outcomes

• Analyzing impact/Making adjustments

Closing and Terminating


Successful Project management requires completion of the project

on time within budget with the desired

performance/technology level with good customer relations while using the assigned

resources effectively


Further elements of success include

with acceptance by the customer/user

without disturbing the main work flow of the organization

without changing the corporate culture

• {unless that is the objective of the project}


Project managers and line managers

are peers line managers control all

resources except money project managers control money


Project managers must

coordinate and integrate activities across functional lines

have good interpersonal skills have a general knowledge of the

technology being used be familiar with the operations of

each line organization negotiate with upper-level

management for resources


Functional (line) managers must

define how and where the task will be done

determine who will do the task not be a project manager control all resources

• promotion, grade, salary, bonus, overtime, responsibility, future work assignments


Project Manager, as planner, provides input to the line manager regarding

above complete task definitions resource requirement definitions major timetable milestones definition of end-item quality,

features, and requirements the basic performance

measurements


Project champions and project managers champions create the ideas for

products which require projects for their creation and completion

champions don’t make good PM’s because

• they are introverted, prefer to work with ideas rather than people

• committed to technology rather than responsibility

• they are perfectionists, rather than doers that get things done


Growth of Project management

Many companies are organizing around projects rather than jobs per se

In the software business, a typical software product has grown by two orders of magnitude in terms of lines of code required--WHY?


When is project management necessary?

when jobs are complex when there are dynamic

environmental considerations when constraints on time and

budget are tight when there are several activities to

be integrated when there are functional

boundaries to be crossed


GANTT CHART


PERT CHART 1


PERT CHART 2


WORK BREAKDOWN 1


WORK BREAKDOWN 2


IT Projects have a poor track record• A 1995 Standish Group study found that only 16.2%

of IT projects were successful

• Over 31% of IT projects were canceled before completion, costing over $81 B in the U.S. alone

A 1999 ComputerWorld article listed “project manager” as the #1 position IT managers say they need most for contract help

• Often, this leads to distributed PM

The demand for IT projects is increasing

Motivation for Studying Information Technology (IT) Project Management


What Is a Project? A project is a temporary endeavor

undertaken to accomplish a unique purpose

Attributes of projects• unique purpose

• temporary

• require resources, often from various areas

• should have a primary sponsor and/or customer

• involve risk and uncertainty


Samples of Projects Northwest Airlines developed a new

reservation system called ResNet (see Chapters 12-16 of Schwalbe)

Bank of America created a system to integrate check processing, checking accounts, and savings accounts in various states (pg. 130)

Kodak created the Advantix Advanced Photo System in one of their most ambitious projects ever (pg. 302)


The Triple Constraint

Every project is constrained in different ways by its

• Scope goals

• Time goals

• Cost goals

It is the project manager’s duty to balance these three often competing goals


Figure 1-1. The Triple Constraint of Project Management


What is Project Management?

Project management is “the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project” (PMI*, Project Management Body of Knowledge (PMBOK Guide), 1996, pg. 6)

*The Project Management Institute (PMI) is an international professional society. Their web site is www.pmi.org. Over 213,000 copies of the PMBOK Guide were in circulation by Nov. 1998


Project Stakeholders Stakeholders are the people involved in

or affected by project activities Stakeholders include

• the project sponsor and project team

• support staff

• customers

• users

• upper management

• line management

• suppliers

• opponents to the project


9 Project Management Knowledge Areas Knowledge areas describe the key

competencies that project managers must develop

• 4 core knowledge areas lead to specific project objectives (scope, time, cost, and quality)

• 4 facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management

• 1 knowledge area (project integration management) affects and is affected by all of the other knowledge areas


Figure 1-2. Project Management Framework

TT


Project Management Tools and Techniques Project management tools and

techniques assist project managers and their teams in various aspects of project management

Some specific ones include• Project Charter and WBS (scope)

• Gantt charts, PERT charts, critical path analysis (time)

• Cost estimates and Earned Value Analysis (cost)


Sample WBS for Intranet Project in Chart Form

C oncept

D esign U ser Interface

D esign Server Setup

D evelop ServerSupport In frastructure

W eb S iteD esign

D evelop Pagesand Links

D evelopFunctionality

C ontentM igration/In tegration

Testing

W eb S iteD evelopm ent

R oll O ut Support

In tranet Pro ject


Figure 1-4. Sample Gantt Chart*

*This template file comes with Project 98

WBS Gantt Chart


Figure 1-5. Sample PERT Chart

Each box is a project task from the WBS. Arrows show dependencies

between tasks. The tasks in red are on the critical path. If any tasks on thecritical path take longer than planned, the whole project will slip unless something is done.

B

2 2 days

Mon 8/3/98 Tue 8/4/98

C

3 3 days

Mon 8/3/98 Wed 8/5/98

D

4 4 days

Tue 8/4/98 Fri 8/7/98

E

5 5 days

Wed 8/5/98 Tue 8/11/98

G

7 6 days

Thu 8/6/98 Thu 8/13/98

H

8 6 days

Wed 8/12/98 Wed 8/19/98

I

9 2 days

Fri 8/14/98 Mon 8/17/98

F

6 4 days

Wed 8/5/98 Mon 8/10/98

A

1 1 day

Mon 8/3/98 Mon 8/3/98

J

10 3 days

Thu 8/20/98 Mon 8/24/98


0

50

100

150

200

250

300

1 2 3 4 5 6 7 8 9 10 11 12

Month

$

BCWS or Cumulative Plan

ACWP or Cumulative Actual

BCWP or Cumulative EVBCWS

ACWP

BWCPSchedule Variance

Cost Variance

EAC

BAC

Sample Earned Value Chart


Advantages of Project Management Bosses, customers, and other stakeholders do not like

surprises Good project management (PM) provides assurance

and reduces risk PM provides the tools and environment to plan,

monitor, track, and manage schedules, resources, costs, and quality

PM provides a history or metrics base for future planning as well as good documentation

Project members learn and grow by working in a cross-functional team environment

Source: Knutson, Joan, PM Network, December 1997, p. 13


How Project Management (PM) Relates to Other Disciplines

Much of the knowledge needed to manage projects is unique to PM

However, project managers must also have knowledge and experience in

• general management

• the application area of the project

Project managers must focus on meeting specific project objectives


Figure 1-3. Project Management and Other Disciplines


History of Project Management Modern project management began with the

Manhattan Project, which the U.S. military led to develop the atomic bomb

In 1917 Henry Gantt developed the Gantt chart as a tool for scheduling work in job shops

In 1958, the Navy developed PERT charts In the 1970s, the military began using project

management software, as did the construction industry

By the 1990s, virtually every industry was using some form of project management


The Project Management Profession

A 1996 Fortune article called project management the “number one career choice”

Other authors, like Tom Peters and Thomas Stewart, stress that projects are what add value to organizations

Professional societies like the Project Management Institute have grown tremendously


Project Management Certification

PMI provides certification as a Project Management Professional (PMP)

A PMP has documented sufficient project experience, agreed to follow a code of ethics, and passed the PMP exam

The number of people earning PMP certification is increasing quickly


Figure 1-6. Growth in PMP Certification, 1993-1998


Code of Ethics

PMI developed a project management code of ethics that all PMPs must agree to abide by

Conducting work in an ethical manner helps the profession earn confidence

Ethics are on the web at www.pmi.org/certification/code.htm


Discussion Questions

Give three examples of activities that are projects and three examples of activities that are not projects

How is project management different from general management?

Why do you think so many information technology projects are unsuccessful?


A new IS Professional: THE INTEGRATOR Will possess traditional IS skills but

will be focused on integration rather than systems development

Integrating activities include: joint ventures, mergers, downsizing, globalization, client/server migration, business reengineering, cost control--TESTING, TESTING, TESTING

Must be able to cross boundaries in order to solve problems


A new IS Professional: THE INTEGRATOR

Devotes even-handed effort to analysis and synthesis

Integrates technologies and software applications

Maintains a strategic orientation


Technical Skills of THE INTEGRATOR

Telecommunications and Integration

Data access and management Decision support, 4GL’s and CASE Firm-specific technologies Strong contextual orientation


Really, three IS professional careers are needed

Technical Specialist Software developers Functional IT integrator


IMPLICATIONS, according to Trauth

Formal SDLC emphasis must diminish

Integration must take center stage Analysis skills will remain

important Skills to re-engineer business

processes becomes important Skills to promote change and

improvement


GREATEST NEED

Skills and knowledge associated with integration

What is the skill set??? Internships are a mechanism for

real-world learning about integration

Practitioners can assist here (everywhere)


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