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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: jburns@ba.ttu.edu. TEXTS & REFERENCE:.

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Welcome to project management
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: jburns@ba.ttu.edu


Texts reference
TEXTS & REFERENCE:

  • Schwalbe, Information Technology Project Management, 2013, Seventh Edition

  • Burns, Project and Process Management (will be handed out one chapter at a time) 2012-2013

    REFERENCE

  • Goldratt, Critical Chain, 1997


Outline for today
Outline for Today

  • Objectives

  • Requirements for Completion

  • Jobs

  • Term Project

  • Burns--Chapter 1


Objectives
Objectives

  • Present technology of Project Management

    • Companies have organized around processes and projects, eliminating jobs

    • MIS Advisory Board has mandated this course

  • 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
Introduction of Lecturer

  • 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 about Project Management

  • An active area of writing and research interest


Requirements for completion
Requirements for Completion

  • Two EXAMS and a FINAL, each worth 16%

  • Mid-semester report, worth 11%

  • Term Project, worth 21%

  • Homework, worth 10%

  • Class participation, worth 10%


Grading
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
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 aitp
You may want to JOIN AITP

  • AITP stands for American Association of Information Technology Professionals

  • Application forms are in BA E310, the ISQS Office and online at //aitp.ba.ttu.edu

  • 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.


You may also want to become involved in pmi project management institute
You may also want to become involved in PMI –Project Management Institute

  • Can learn to be credentialed—CAPM and better….PMP

  • A student chapter is being formed

  • It’s first meeting will be next Tuesday, Jan 21, 6:30 pm, in BA 103


Will you be interviewing this semester
Will you be interviewing this semester??

  • All students can self-register themselves at www.rawlscmc.ba.ttu.edu, by clicking on the RawlsCONNECT logo, and then on Students.

  • Next, create a resume and upload it onto RawlsCONNECT.

  • Take advantage of the opportunities that are coming up in the CMC through researching the companies coming to campus and preparing yourselves for interviews with them.    


Course deliverables page 6 7 of your syllabus
Course Deliverables—Page 6-7 of your syllabus

  • Preliminary proposal (one-page description) due 1-23-14—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 2-4-14

  • Project Plan due 3-11-14

  • Proposal due 3-27-14

  • Mid-semester Report due 11-18-13

    • Won’t be included in your final term project report

    • Done individually—not in teams


More course deliverables
More Course Deliverables

  • Project Earned Value Analysis due 4-24-14

  • Final Project due 5-6-14

  • Possible Topics are discussed in Handout

  • Format/Grading is discussed in Handout


Project topics
Project Topics

  • I have some firms that would be interested in engaging your talents—only two so far…

  • 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
Term Project Protocol

  • Performed in groups of four

  • You get to choose team & topic

  • Will require a presentation beginning 4-17 and concluding on 4-29


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 midterm report

  • Must consist of at least 50 steps (tasks)


Project format
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
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
Questions

  • About course requirements

  • About project

  • About exams

  • About homework


What contemporary topics
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, Rup


What about scrum and 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).


The it business the outlook
The IT Business – the Outlook

  • Getting somewhat better

  • Project Management is strong

  • Some students got up to three offers last semester


It overseas mechanized sourcing
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
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
What’s the deal with maintenance?

  • the 1 to 4 rule

  • 80% of some MIS budgets


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, time, equipment)

  • Made up of activities (tasks)

  • Accomplished in teams





Sooo what is a project exactly
Sooo What Is a Project, exactly??

  • A project is a temporary endeavor undertaken to accomplish a unique purpose

    • As defined by the Project Management Institute

  • Attributes of projects

    • Unique purpose

    • 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
The Project LifeCycle: PMI

STAGE 1:

Conceptualizing-and-Defining

STAGE 2:

Planning-and-Budgeting

STAGE 3:

Executing

STAGE 5:

Terminating-and-Closing

STAGE 4:

Monitoring-and-Controlling


Project life cycle
Project Life Cycle

FIGURE 1.1


Comparison of routine work with projects
Comparison of Routine Work with Projects

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

TABLE 1.1


How do it projects differ from ordinary projects
How do IT Projects differ from ordinary projects?

  • Ordinary projects might be projects in construction, aerospace, defense, space, 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


How do it projects differ from ordinary projects continued
How do IT Projects differ from ordinary projects, continued?

  • There is a tendency to spend too much time on concept definition and analysis 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
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, etc.


How do it projects differ from ordinary projects1
How do IT Projects differ from ordinary projects?

  • Ordinary projects might be projects in construction, aerospace, defense, space, 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


Who does project work
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
The Catch-22 in Software Development

LIFECYCLE COSTS OVER TIME

Cost

Development Maintenance Time


The project lifecycle
The Project LifeCycle

STAGE 1:

Conceptualizing-and-Defining

STAGE 2:

Planning-and-Budgeting

STAGE 3:

Executing

STAGE 5:

Closing and Terminating

STAGE 4:

Monitoring-and-Controlling


Project management involves
Project management involves

  • Conceptualizing and Defining

    • Definition of work requirements--WORK BREAKDOWN STRUCTURE--WBS

  • Planning and Budgeting

    • 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 predicted 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
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
Further elements of success include project

  • 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 work1
Who does project work? project

  • 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
Why do bad things happen to good projects??? project

  • 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
Metzger’s List of Software Development Problems project

  • 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 is project management necessary? project

  • 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
Project management encompasses many disciplines project

  • Operations management

  • Operations research

  • Psychology

  • Sociology

  • Organization theory

  • Organizational behavior

  • Systems thinking and management


Gantt chart
GANTT CHART project



Figure 1 4 sample gantt chart
Figure 1-4. Sample Gantt Chart* project

Gantt Chart

*This template file comes with MS Project




Figure 1 5 sample network chart
Figure 1-5. Sample Network Chart project

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.




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 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


The triple constraint
The Triple Constraint Management

  • 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



Pmi s definition of project management
PMI’s Definition of Project Management? 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
Project Stakeholders Management

  • 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
Ten Project Management Knowledge Areas Management

  • 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
PM Knowledge Areas Management

Core Knowledge Areas

Facilitating Knowledge Areas

Project Stakeholder Management



Figure 1 2 project management framework according to pmi

Information Technology Project Management, Seventh Edition 2013

Figure 1-2 Project Management Framework—according to PMI


Project management tools and techniques
Project Management Tools and Techniques 2013

  • 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
How Project Management (PM) Relates to Other Disciplines 2013

  • 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 2013

  • 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 2013

  • 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 2013

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


Project management certification
Project Management Certification 2013

  • 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 2013

  • 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
CAPM (Certified Associate in Project Management) 2013

  • Requires passing an exam prepared by PMI only.


Agile certified practitioner acp
Agile Certified Practitioner (ACP) 2013

  • 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
Discussion Questions 2013

  • 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 favorite web site
A Favorite Web Site 2013

  • http://portfolio-engineering.com