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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

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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
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
Outline for Today
  • Objectives
  • Requirements for Completion
  • Jobs
  • Term Project
  • Schwalbe--Chapters 1 and 2
objectives
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
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
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
Requirements for Completion
  • Two EXAMS, each worth 23%
  • Term Project, worth 24%
  • Homework, worth 20%
  • Class participation worth 10%
grading
GRADING
  • 90-100 -- A
  • 80-89.9999 -- B
  • 70-79.9999 -- C
join aitp
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
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
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
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
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
Project Protocol
  • Performed in groups of two or less
  • You get to choose topic
  • will require a presentation in late April
project expectations
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
Project Format
  • Title Page
  • Executive Summary
  • Body
    • Scenario
    • Problem
    • Recommended prescriptive Software Solution
  • 8-page minimum for the material above
  • Bibliography
  • Appendices
appendices
Appendices
  • Requirements Document
  • Project Plan
  • FORMAL PROPOSAL
  • Functional Specification
  • See Chapter 11 of the copy packet for more details as to format
questions
Questions
  • About course requirements
  • About project
  • About exams
  • About homework
our business the outlook
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
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
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
What’s the deal with maintenance?
  • the 1 to 5 rule
  • 80-90% of MIS budgets
as you depart for that job
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
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
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
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
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
Project managers and line managers
  • are peers
  • line managers control all resources except money
  • project managers control money
project managers must
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
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
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
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
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 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
motivation for studying information technology it project management
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 project1
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
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
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
what is 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
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
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
  • 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)
figure 1 4 sample gantt chart
Figure 1-4. Sample Gantt Chart*

WBS

Gantt Chart

*This template file comes with Project 98

figure 1 5 sample pert 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 the

critical path take longer than planned, the whole project will slip

unless something is done.

advantages of project management
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
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
history of project management
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
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
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
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
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
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 integrator1
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
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
Really, three IS professional careers are needed
  • Technical Specialist
  • Software developers
  • Functional IT integrator
implications according to trauth
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
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)