Welcome to ISQS 4350

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Welcome to ISQS 4350

• Information Systems Project Management
• The Capstone Course for MIS
• INSTRUCTOR Dr. Burns
• Off Hrs 900-1130 a.m. Mon., Wed.
• By appointment 742-1547, BA 714

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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

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Outline for Today

• Objectives
• Requirements for Completion
• Jobs
• Term Project
• Schwalbe--Chapters 1 and 2

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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

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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

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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

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Requirements for Completion

• Two EXAMS, each worth 23
• Term Project, worth 24
• Homework, worth 20
• Class participation worth 10

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GRADING

• 90-100 -- A
• 80-89.9999 -- B
• 70-79.9999 -- C

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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
• Its the way MIS (and other) majors market
  themselves to recruiters.

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My Expectations of You

• Attend class
• Perform reading assignments before coming to
  class
• Tech policy for academic honesty enforced
• Assistance for Disabled students

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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
• Wont be included in your final term project
  report

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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

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Project Topics

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

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Project Protocol

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

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Project Expectations

• Doesnt 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

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Project Format

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

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Appendices

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

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Questions

• About course requirements
• About project
• About exams
• About homework

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Our Business -- The Outlook

• 1995-1998 MONEY MAGAZINE Computer Systems
  Analyst 1
• Computer programmer 13
• Computer systems Consultant 17
• Physician 2
• Electrical Engineer 4

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How the Outlook is Computed

• Based on Security, stress, salary, challenge,
  variety, availability, demand
• Over 500,000 new jobs between now and 2005

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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.

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Whats the deal with maintenance?

• the 1 to 5 rule
• 80-90 of MIS budgets

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As you depart for that Job,

• You have a responsibility to Texas Tech
• Keep us updated
• Financial support
• Stay in touch

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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)

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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

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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

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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

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Project managers and line managers

• are peers
• line managers control all resources except money
• project managers control money

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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

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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

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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

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Project champions and project managers

• champions create the ideas for products which
  require projects for their creation and
  completion
• champions dont make good PMs 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

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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?

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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

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GANTT CHART
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PERT CHART 1
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PERT CHART 2
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WORK BREAKDOWN 1
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WORK BREAKDOWN 2
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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

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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

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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)

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The Triple Constraint

• Every project is constrained in different ways by
  its
• Scope goals
• Time goals
• Cost goals
• It is the project managers duty to balance these
  three often competing goals

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Figure 1-1. The Triple Constraint of Project
Management
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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
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Figure 1-2. Project Management Framework
T
T
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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

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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

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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)

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Sample WBS for Intranet Project in Chart Form
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Figure 1-4. Sample Gantt Chart
WBS
Gantt Chart
This template file comes with Project 98
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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.
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Sample Earned Value Chart
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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

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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

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Figure 1-3. Project Management and Other
Disciplines
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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

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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

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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

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Figure 1-6. Growth in PMP Certification, 1993-1998
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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

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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?

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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

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A new IS Professional THE INTEGRATOR

• Devotes even-handed effort to analysis and
  synthesis
• Integrates technologies and software applications
• Maintains a strategic orientation

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Technical Skills of THE INTEGRATOR

• Telecommunications and Integration
• Data access and management
• Decision support, 4GLs and CASE
• Firm-specific technologies
• Strong contextual orientation

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Really, three IS professional careers are needed

• Technical Specialist
• Software developers
• Functional IT integrator

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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

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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)

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