Project Management

Front 1

Reasons Projects fail

Back 1

• Undefined project management practices
• Poor IT management and poor IT procedures
• Inadequate executive support for the project
• Inexperienced project managers
• Unclear business needs and project objectives
• Inadequate user involvement

Front 2

Role of a project manager

Back 2

• Project Manager
• Great need for effective project managers
• Internally managing people and resources
• Externally conducting public relations

Front 3

role of project management

Back 3

Project Management
• Organizing and directing other people to achieve a planned result
within a predetermined schedule and budget
• The processes used to plan the project and then to monitor and
control it.

Front 4

project manager responsibilities

Back 4

• Internal Responsibilities
• Developing the project schedule
• Recruiting and training team members
• Assigning work to teams and team members
• Assessing project risks
• Monitoring and controlling project deliverables and milestones

• External Responsibilities
• Reporting the projects status and progress
• Working directly with the client (the project
s sponsor) and other stakeholders
• Identifying resource needs and obtaining resources

Front 5

Additional project stakeholders

Back 5

• Client: the person or group that funds the project

• Oversight Committee: clients and key managers who review the progress and direct the
project

• Users: the person or group of people who will use the new system

Front 6

Project Management
Body of Knowledge (PMBOK)
PMBOK is organized into 9 knowledge areas:

Back 6

1. Project Scope Management—Defining and controlling the functions that are to be included in the system as well as the
scope of the work to be done by the project team

2. Project Time Management—Creating a detailed schedule of all project tasks and then monitoring the progress of the project
against defined milestones

3. Project Cost Management—Calculating the initial cost/benefit analysis and its later updates and monitoring expenditures as
the project progresses

4. Project Quality Management—Establishing a comprehensive plan for ensuring quality, which includes quality control activities for every phase of a project

Front 7

Project Management
Body of Knowledge (PMBOK)
PMBOK is organized into 9 knowledge areas:

Back 7

5. Project Human Resource Management—Recruiting and hiring project team members; training, motivating, and team building; and implementing related activities to ensure a happy, productive team

6. Project Communications Management—Identifying all stakeholders and the key communications to each; also establishing all communications mechanisms and schedules

7. Project Risk Management—Identifying and reviewing throughout the project all potential risks for failure and developing plans to reduce these risks

8. Project Procurement Management—Developing requests for proposals, evaluating bids, writing contracts, and then
monitoring vendor performance

9. Project Integration Management—Integrating all the other knowledge areas into one seamless whole

Front 8

Project Management and Ceremony

Back 8

Ceremony
• The level of formality of a project; the rigor of holding meetings and
producing documentation

High Ceremony
• Meetings are often held on a predefined schedule, with specific
participants, agendas, minutes, and follow-through
• Specifications are formally documented with an abundance of
diagrams and documentation and are frequently verified through
formal review meetings between developers and users.

Low Ceremony
• Meetings occur in the hallway or around the water cooler.
• Written documentation, formal specifications, and detailed models
are kept to a minimum
• Developers and users usually work closely together on a daily
basis to define requirements and develop the system

Front 9

Identify the Problem

Back 9

IS Development Projects usually:

Respond to an opportunity
• Strategic initiative
• Something that provides competitive advantage

Resolve a problem
• Operational issues keep coming up
• User needs aren’t being met

Respond to an external directive
• Legislation requires new form of reporting
• Changes in tax laws or regulations

Front 10

Identify the Problem

Back 10

System Vision Document

. Problem Description
• What is the problem and idea for the solution?
• System Capabilities
• What are the capabilities the new system will have?
• Helps define the scope
• Business Benefits
• The benefits that accrue to the organization
• Tangible (in dollars) and intangible benefits

Front 11

Quantify Project Approval Factors

Back 11

Estimated Benefits from New System

• Opening up new markets with new services, products, or locations
• Increasing market share in existing markets
• Enhancing cross-sales capabilities with existing customers
• Reducing staff by automating manual functions or increasing
efficiency
• Decreasing operating expenses, such as shipping charges for “emergency shipments
”

• Reducing error rates through automated editing or validation
• Reducing bad accounts or bad credit losses
• Reducing inventory or merchandise losses through tighter controls
• Collecting receivables (accounts receivable) more rapidly

Front 12

Quantify Project Approval Factors

Back 12

• Tangible “Dollar” Benefits
• Used for Cost/Benefit Analysis--process of comparing costs and
benefits to see whether investing in a new system will be
beneficial--

Front 13

Cost/Benefit Analysis

Back 13

Net Present Value (NPV)
• the present value of dollar benefits and dollar costs of a
particular investment

Payback Period
• the time period after which the dollar benefits have
offset the dollar costs

Tangible Benefit
• a benefit that can be measured or estimated in terms of
dollars

Intangible Benefit
• a benefit that accrues to an organization but that can’t
be measured quantitatively or estimated accurately

Front 14

Cost/Benefit Analysis

Back 14

• Use present value (after discount factor) for all dollar
values
• Estimate the useful life of the system
• The NPV after 5 years is $1,713,097
• Payback Period is 2 years and 128 days

Front 15

Examples of Intangible Benefits

Back 15

• Increased levels of service (in ways that
can’t be measured in dollars)
• Increased customer satisfaction (not
measurable in dollars)
•Survival—need to do it to compete
•Need to develop in-house expertise (such
as a pilot program with new technology)

Front 16

Determine Project Risk and Feasibility

Back 16

• Determine the organizational risks and feasibility
• How well does the new system fit the organizational
culture? Risk of negative impacts?
• Evaluate the technological risks and feasibility
• Can the system be built by the team using technology
needed? Training available?
• Assess the resource risks and feasibility
• Are the needed resources available? Skilled people?
• Identify the schedule risks and feasibility
• Can the system be built in the amount of time available?
Fixed Deadline?

Front 17

Review with Client and Obtain Approval

Back 17

• Executive committee reviews and approves
• Board must review and approve for very large
projects
• Involved stakeholders need to understand what is
expected of them
• IS department needs to know what to do for
staffing and support
•Whole organization should be made aware of the
project and its importance

Front 18

Establish the Project Environment

Back 18

Project manager must establish project
parameters and the work environment:
• Recording and communicating—internal and external
• Who, what, when, and how
• Work environment
• Workstations, software development tools (IDE), servers and
repositories, office and meeting space, support staff
• Process and procedures followed
• Reporting and documentation, programming approach, testing,
deliverables, code and version control

In other words, tailor and operationalize the
methodology being used

Front 19

Schedule the Work

Back 19

Project manager must establish initial project
schedule and keep adjusting:

• Project Iteration Schedule
• The list of iterations and use cases or user stories assigned to
each iteration

Detailed Work Schedule
• Within an iteration, the schedule that lists, organizes, and describes the dependencies of the detailed work tasks

• As each iteration is finished, a detailed work schedule is prepared for the next iteration
• The next detailed work schedule takes into account the changes necessary based on feedback/progress

Front 20

Schedule the Work

Back 20

Developing Detailed Work Schedule takes three steps:

Develop a Work Breakdown Structure (WBS)
• The list or hierarchy of activities and tasks used to estimate the work to be done in a project or iteration

Estimate effort and identify dependencies
• Task times
• Tasks that must be completed before another task begins
• Critical path--a sequence of tasks that can’t be delayed without
causing the entire project to be delayed

Create a schedule using a Gantt chart
• Bar chart that portrays the schedule by the length of horizontal bars
superimposed on a calendar

Front 21

Schedule the Work

Back 21

Gantt Chart for first iteration
• Shows task, duration, start date, predecessors, and resources
assigned to task
• Generates chart graphically showing dates, predecessors, tasks,
and critical path
• See Online Chapter C for more examples

Front 22

Staff and Allocate Resources

Back 22

Staffing activity tasks consists of 5 tasks:

• Developing a resource plan for the project
• Identifying and requesting specific technical staff
• Identifying and requesting specific user staff
• Organizing the project team into work groups
• Conducting preliminary training and team-building
exercises

Front 23

Evaluate Work Processes:
How are we doing?

Back 23

• Are our communication procedures adequate?
How can they be improved?
• Are our working relationships with the user
effective?
• Did we hit our deadlines? Why or why not?
• Did we miss any major issues? How can we
avoid this in the future?
•What things went especially well? How can we
ensure it continues?
•What were the bottlenecks or problem areas?
How can we eliminate them?

Front 24

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Back 24

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