Transcript Welcome to ISQS 4350

Welcome to ISQS 4350
 Information
Systems Project
Management
 The Capstone Course for MIS
 INSTRUCTOR: Dr. Burns
 Off Hrs: 9:00-11:30 a.m. Mon.,
Wed.
 By appointment: 742-1547, BA 714
TEXTs:
 Schwalbe,
Information Technology
Project Management, 2000
 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 six 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
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 1-23
• This will not be graded
 Requirements
Document due 1-30
 Project Plan is due 2-15
 Proposal due 3-6
 Mid-Term report due 3-22
• Won’t be included in your final term project
report
More Course Deliverables
 Functional
Specification is due 3-
29
 Earned value analysis is due 4-5
 Final project is due 4-26
 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
Project Format
 Title
Page
 Executive Summary
 Body
• Scenario
• Problem
• Recommended prescriptive Software
Solution
 8-page
minimum for the material
above
 Bibliography
 Appendices
Appendices
 Requirements
 Project
Document
Plan
 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
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
 Planning and Budgeting
• Definition of work requirements--WORK
BREAKDOWN STRUCTURE
• Definition 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
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
Motivation for Studying Information
Technology (IT) Project Management
 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
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
Figure 1-2. Project Management
Framework
T
T
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
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
Intranet Project
Concept
Web Site
Design
Web Site
Development
Design User Interface
Develop Pages
and Links
Design Server Setup
Develop
Functionality
Develop Server
Support Infrastructure
Content
Migration/Integration
Testing
Roll Out
Support
Figure 1-4. Sample Gantt Chart*
WBS
*This template file comes with Project 98
Gantt Chart
Figure 1-5. Sample PERT Chart
A
D
H
J
1
1 day
4
4 days
8
Mon 8/3/98
Mon 8/3/98
T ue 8/4/98
Fri 8/7/98
Wed 8/12/98 Wed 8/19/98
6 days
10
3 days
T hu 8/20/98 Mon 8/24/98
E
5
5 days
Wed 8/5/98 T ue 8/11/98
B
2
2 days
Mon 8/3/98
T ue 8/4/98
F
6
4 days
Wed 8/5/98 Mon 8/10/98
C
G
I
3
3 days
7
6 days
9
2 days
Mon 8/3/98
Wed 8/5/98
T hu 8/6/98
T hu 8/13/98
Fri 8/14/98
Mon 8/17/98
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 the
critical path take longer than planned, the whole project will slip
unless something is done.
Sample Earned Value Chart
300
EAC
BAC
250
200
$
BCWS or Cumulative Plan
150
ACWP or Cumulative Actual
BCWP or Cumulative EV
BCWS
Cost Variance
100
ACWP
Schedule Variance
BWCP
50
0
1
2
3
4
5
6
7
Month
8
9
10
11
12
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.ht
m
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)