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

J. R. Burns, Texas Tech University

Welcome to Project Management

Information Systems Project Management, that is….

A Capstone Course for Undergrad MIS

INSTRUCTOR: Dr. Burns Off Hrs:

• By appointment: 834-1547, BA E306

Email: [email protected]


TEXTS & REFERENCE:

Schwalbe, Information Technology Project Management, 2013, Seventh Edition

Burns, Project and Process Management (will be handed out one chapter at a time) 2012-2015

REFERENCE Goldratt, Critical Chain, 1997


Outline for Today

Course Objectives Requirements for Completion Jobs Term Project Burns--Chapter 1


Course Objectives Present technology of Project

Management• Companies have organized around processes and

projects• MIS Advisory Board has mandated this course for

20 years

Present contemporary topics Focus on systems (processes) Focus on best practices Focus on rapid completion times Objectives are listed on front page of

your syllabus (today’s handout)


Introduction of Lecturer Holds the PMP credential from PMI Taught the course for more than

twenty years, from a half dozen different texts

Participated in several projects over many years as both project professional and project manager

Written many papers and a book about Project Management

An active area of writing and research interest


Requirements for Completion

Two EXAMS and a FINAL, each worth 17%

Mid-semester report, worth 8% Term Project, worth 21% Homework, worth 10% Class participation, worth 10%


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

97.5 – up -- A+ 92.5 - 97.5 -- A 90 – 92.5 – A- Similarly for

• B and C


My Expectations of You

Attend class—attendance is noted Perform reading assignments

before coming to class Do most work in teams—of four

• Homework, mid semester report and exams will be completed individually

Tech policy for academic honesty enforced

Assistance for Disabled students


You may want to join PMI – Project Management Institute(PMI student membership fee is $32 a year.) Can learn to be credentialed—CAPM and

better…PMP A TTU student chapter has been formed

(no cost to join and/or attend the meetings)

Our first meeting will be 6 pm, August 25, 2015 in Rm 268 of Mass Comm—if you attend, 10 extra credit points will be added to your class participation grade. (Hey, that’s tonight, kiddos)


Course Deliverables—Page 8 of your syllabus Preliminary proposal (one-page

description) – also called Statement of Work -- due 9-1-15—one week from today

• This will not be graded

• You must have your teams formed and your project topic decided upon to submit this

Requirements Document due 9-17-15 Project Plan due 10-15-15

• Your plan must consist of at least 50 tasks/steps/activities

Proposal due 10-27-15


More Course Deliverables

Mid-semester Report due 11-3-15• Won’t be included in your final term project report

• Done individually—not in teams

Project Earned Value Analysis due 11-19-15

Final Project due 12-1-15 Possible Topics are discussed in Syllabus Format/Grading is discussed in Syllabus


Project Topics

Taken from past employment involvements

Taken from current involvements May use extensions of analysis

project completed for ISQS 4348 Based on a prototypical

contemporary initiative


Term Project Protocol

Performed in groups of four You get to choose team & topic Will require a presentation

beginning 11-19 and concluding on 11-24


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-semester report

Must consist of at least 50 steps (tasks)


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• Lessons Learned

8-page minimum for the material above Bibliography Appendices


Appendices Requirements Document

• Revised• Old (with grade sheet and a description of revisions)

Project Plan• Revised• Old (with grade sheet and a description of revisions)

FORMAL PROPOSAL• Revised• Old (with grade sheet and a description of revisions)

Earned Value Analysis• Revised• Old (with grade sheet and a description of revisions)

See Chapter 11 of the copy packet for more details as to format


Questions

About course requirements About project About exams About homework


What? Contemporary Topics!!??$

Internet Development XML/Visual Interdev Projects Lean-Agile Project Management Systems Thinking/Integration Process Improvement, Innovation,

Reengineering Process Impediment Identification and

Removal Process Maturity

AGILE, Scrum, RupAGILE, Scrum, Rup


What about SCRUM and RUP?

SCRUM is an Agile technique whereby the total development effort is broken up into time boxes of 30-days duration and something of value is delivered within that time box (every 30 days).

RUP – Rational Unified Process


The IT Business – the Outlook

Getting somewhat better Project Management is strong Some students got up to three

offers last semester Annual starting salaries for IT

(MIS) majors are around 65k


IT Overseas/Mechanized Sourcing

Much of the programming has gone overseas to India, Ireland, Argentina, China, etc. But this has slowed, even reversed

There is even talk of mechanizing some complex code development work

But there is still a great need for

project management, which does not get outsourced or offshored


Our Business -- Some Anomalies

Your first real work experience may involve maintenance, not development

It’s still true that you must know how to carve code

Systems Integration is an imperative Formal analysis is too expensive for

some initiatives• Many projects start at the design level and go

to construction and execution.


What’s the deal with maintenance?

the 1 to 4 rule 80% of some MIS budgets


What is a project? PMBOK – “a temporary endeavor

undertaken to create a unique product, service or result”

A specific objective must be completed within certain specifications

Has a definite starting date and end date

Has funding limitations Consumes resources (money, people,

time, equipment) Made up of activities (tasks)

Accomplished in teams


How does a Project differ from Operations?

Operations are sometimes accomplished by use of projects—25% of the time

Otherwise Operations are ongoing and don’t have a definite starting and stopping date

Such is true of batch operations, mass production, and continuous production


Sequential Work

Time

Activity 1

Activity 2

Activity 3

Activity 4


Concurrent Teamwork

Time

Activity 1

Activity 2

Activity 3

Activity 4


Characteristics of Projects

Project

Starting Point Stopping PointTime

Deliverables/Customer

Project Manager

Project Team

Stakeholders

Tasks, Activities


Sooo What Is a Project, exactly?? A project is a temporary endeavor

undertaken to create a unique product• As defined by the Project Management Institute

Attributes of projects• Unique• Temporary• Require resources, often from various areas• Should have a primary sponsor and/or customer• Involves risk and uncertainty• Has stakeholders


The Project LifeCycle: PMI

STAGE 1:Initiating

STAGE 2:Planning

STAGE 3:Executing

STAGE 5:Closing

STAGE 4:Monitoring-and-Controlling

J. R. Burns, Texas Tech University1–33

Project Life Cycle

FIGURE 1.1

J. R. Burns, Texas Tech University1–34

Comparison of Routine Work with Projects

TABLE 1.1

Routine, Repetitive Work

Taking class notes

Daily entering sales receipts into the accounting ledger

Responding to a supply-chain request

Practicing scales on the piano

Routine manufacture of an Apple iPod

Attaching tags on a manufactured product

Projects

Writing a term paper

Setting up a sales kiosk for a professional accounting meeting

Developing a supply-chain information system

Writing a new piano piece

Designing an iPod that is approximately 2 X 4 inches, interfaces with PC, and stores 10,000 songs


How do IT Projects differ from ordinary projects? Ordinary projects might be projects in

construction, aerospace, defense, government, etc.

Each IT Project is unique and thus involves more risk

The technology is continually changing Construction projects have much more

definitive requirements, much less risk

There is less visibility


Compared to IT PROJECTS, construction projects have

Much more visibility Much less risk Much more maturity


How do IT Projects differ from ordinary projects, continued? There is a tendency to spend too much

time on concept definition and analysis (planning) in IT projects

There tends to be less organizational maturity in IT projects

Maturity is a big issue here•Watts Humphrey


How are IT Projects similar to ordinary projects? They have all the common basic

attributes of projects—starting point, stopping point, duration, finite, temporary, creating a deliverable or product, utilizing resources, accomplished in teams, consisting of steps (tasks), accruing cost, etc.

All projects involve risk, accrue expenditures, involve procurement, human resources, entail communications, etc.


Who does project work?

Accountants—each customer is a ‘project’

Engineers, Lawyers Scientists, Administrators Contractors—electrical, plumbing, AC For these people project management

is not a title but a critical job requirement


The Catch-22 in Software Development

LIFECYCLE COSTS OVER TIME

Cost

Development Maintenance Time


Project management involves Initiating

• Develop project charter and identify stakeholders

Planning • Definition of work requirements--WORK

BREAKDOWN STRUCTURE--WBS• Determination of quantity and quality of work• Determination of what resources are needed when

Executing• Actual execution of the project tasks take place here• Tracking progress• Comparing actual to planned outcomes• Analyzing impact/Making adjustments

Closing and Terminating• Deliver the product. What went right? • What went wrong? What can be learned?

Monitoring and Controlling


Successful Project management requires completion of the project on time within budget with the desired

performance/technology level with good customer

satisfaction/relations while using the assigned resources

effectively What is the probability of pulling

this off for IT projects????


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}


Who does project work?

Accountants—each customer is a ‘project’

Engineers, Lawyers Scientists, Administrators Contractors—electrical, plumbing, AC For these people project management

is not a title but a critical job requirement


Why do bad things happen to good projects??? Ill-defined requirements

• Poorly conceived project deliverable• No shared vision of what the project is to accomplish

Poor planning• No schedule• No budget• No concern for quality/risk/procurement

Resources don’t materialize when they are needed

Subcontractors don’t deliver on time Requirements change Technology changes


Metzger’s List of Software Development Problems Ill-defined contract Poor planning Unstable problem definition Poor planning Inexperienced management Poor planning, training Political pressures Poor planning Ineffective change control Poor planning Unrealistic deadlines Poor planning


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


Project management encompasses many disciplines

Operations management Operations research Psychology Sociology Organization theory Organizational behavior Systems thinking and

management


GANTT CHART


MS PROJECT Gantt chart


Figure 1-4. Sample Gantt Chart*

*This template file comes with MS Project

Gantt Chart


NETWORK CHART 1


MS Project Network Chart


Figure 1-5. Sample Network 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


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 2009 ComputerWorld article listed “project manager” as the #1 position IT managers say they need most for contract help

• Often, this leads to distributed PM

Projects create ¼ of the US and world GDP

Motivation for Studying Information Technology (IT) Project Management


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


PMI’s Definition of Project Management?

Project management is “a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and end.” (PMI*, Project Management Body of Knowledge (PMBOK Guide), 2008, pg. 5)

*The Project Management Institute (PMI) is an international professional society. Their web site is www.pmi.org.


Project Stakeholders Stakeholders are the people involved in or

affected by project activities Stakeholders include

• the project sponsor and project team– The project sponsor is the person who funds the project

• support staff

• customers

• users

• upper management

• line management

• suppliers

• opponents to the project


Ten Project Management Knowledge Areas Knowledge areas describe the key

competencies that project managers must develop

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

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

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


PM Knowledge Areas

ProjectScope Management

ProjectTime Management

ProjectCost Management

ProjectQuality Management

ProjectHuman Resource Management

ProjectCommunications Management

ProjectRisk Management

ProjectProcurement Management

Project Integration Management

Core Knowledge Areas Facilitating Knowledge Areas

ProjectStakeholder Management


Figure 1-2 Project Management Framework—according to PMI

Information Technology Project Management, Seventh Edition

64


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)

• MS Project, BaseCamp, Visio, others


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 2006 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


Figure 1-9 Growth in PMP Certification, 1993-2011

Information Technology Project Management, Seventh Edition

71


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


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


CAPM (Certified Associate in Project Management)

Requires passing an exam prepared by PMI only.


Agile Certified Practitioner (ACP)

Yet another credential offered by PMI

It is expected that by now more than 80% of all IT projects are agile projects

User when requirements are unknown and unstable (changing)


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?

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