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Welcome to ISQS 4350

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  1. 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

  2. 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

  3. Outline for Today • Objectives • Requirements for Completion • Jobs • Term Project • Schwalbe--Chapters 1 and 2

  4. 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

  5. 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

  6. 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

  7. Requirements for Completion • Two EXAMS, each worth 23% • Term Project, worth 24% • Homework, worth 20% • Class participation worth 10%

  8. GRADING • 90-100 -- A • 80-89.9999 -- B • 70-79.9999 -- C

  9. 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.

  10. My Expectations of You • Attend class • Perform reading assignments before coming to class • Tech policy for academic honesty enforced • Assistance for Disabled students

  11. 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

  12. 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

  13. Project Topics • Taken from past employment involvements • Taken from current involvements • Uses analysis project completed for ISQS 4348 • Based on a prototypical contemporary initiative

  14. Project Protocol • Performed in groups of two or less • You get to choose topic • will require a presentation in late April

  15. 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

  16. Project Format • Title Page • Executive Summary • Body • Scenario • Problem • Recommended prescriptive Software Solution • 8-page minimum for the material above • Bibliography • Appendices

  17. Appendices • Requirements Document • Project Plan • FORMAL PROPOSAL • Functional Specification • See Chapter 11 of the copy packet for more details as to format

  18. Questions • About course requirements • About project • About exams • About homework

  19. Our Business -- The Outlook • 1995-1998: MONEY MAGAZINE: Computer Systems Analyst: #1 • Computer programmer: #13 • Computer systems Consultant: #17 • Physician: #2 • Electrical Engineer: #4

  20. How the Outlook is Computed • Based on: Security, stress, salary, challenge, variety, availability, demand • Over 500,000 new jobs between now and 2005

  21. 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.

  22. What’s the deal with maintenance? • the 1 to 5 rule • 80-90% of MIS budgets

  23. As you depart for that Job, • You have a responsibility to Texas Tech • Keep us updated • Financial support • Stay in touch

  24. 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)

  25. 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

  26. 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

  27. 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

  28. Project managers and line managers • are peers • line managers control all resources except money • project managers control money

  29. 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

  30. 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

  31. 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

  32. 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

  33. 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?

  34. 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

  35. GANTT CHART

  36. PERT CHART 1

  37. PERT CHART 2

  38. WORK BREAKDOWN 1

  39. WORK BREAKDOWN 2

  40. 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

  41. 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

  42. 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)

  43. 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

  44. Figure 1-1. The Triple Constraint of Project Management

  45. 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

  46. Figure 1-2. Project Management Framework T T

  47. 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

  48. 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

  49. 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)

  50. Sample WBS for Intranet Project in Chart Form