IS 425

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IS 425

• Enterprise Information ILECTURE 8
• Spring 2004-2005 ?2004 Norma Sutcliffe

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Agenda

• Exercise mini debate on homework
• Project Management

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Exercise

• Using your submitted homework that answered
  Will Web Services or VAI take over from EDI?
  Why?
• Form two groups
• Pro Web Services
• Pro VAI
• Each group consolidates list of arguments
• Then mini debate

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Mini Debate

• 2 - 3 minute WAI argument
• 1 - 2 minute Rebuttal to the WAI argument
• 2 - 3 minute Web Services argument
• 1 2 minute Rebuttal to the Web Services
  argument
• What did you learn for exercise?

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Projects

• Definition an organized method for reaching
  specific goals and planned benefits within a
  target schedule and defined budget.
• Project Management The organized method
• Specific goals These are the business,
  organizational, technological, physical,
  cultural, and political goals of the project.
• Planned benefits Benefits can be financial,
  political, organizational, cultural, or any of
  many categories.
• Target schedule One aim of the project
  management approach.
• Defined budget Another aim of the project
  management approach.

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Traditional Organizational Formaka Line or
Functional

• Benefits
• Stable
• Controls in place (budget / cost acctg.)
• Routine and recurring tasks control
• Organized around resources Scarcity is well
  utilized
• Cons of using for projects
• Lack of focus / attention on the project
• Inability to cope with projects
• Tighter time/ controls
• New tools and methods
• Span over traditional org boundaries
• Lack of experience in managing projects
• Traditional IT development done in line
  organizations

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Traditional IT Applications
IS ApplicationsMgr
Department handlesApplication Development and
Maintenance
AnalystMgr
ProgrammingMgr
PR Programming
GLAnalysis
GLProgramming
PRAnalysis
The Payroll mgrhas a problem with theway the
system is calculating Californiawithholding tax
in the new system Tell me how she would get
this handled
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Traditional IT Applications
IS ApplicationsMgr
Department handlesApplication Development and
Maintenance
AnalystMgr
ProgrammingMgr
PR Programming
GLAnalysis
GLProgramming
PRAnalysis
What are the goals of the Analyst Manager?
What are the goals of the Programming Manager?
The IS Applications Manager?
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Traditional IT Applications
IS ApplicationsMgr
Department handlesApplication Development and
Maintenance
AnalystMgr
ProgrammingMgr
PR
GLAnalysis
GLProgramming
PRAnalysis
Who is responsible for the GL application?
Who is responsible for the PR application? Who
is responsible for coordination between GL
analysts and GL programmers?
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The Failure of Line

• Lack of Focus and Attention
• Who keeps track of GL and PR
• Normal Maintenance is usually 60 of budget
• Development projects not part of the department
  goals

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The Failure of Line

• Inability to Cope with Different Project
  Characteristics
• Often development projects using new
  platforms/technologies
• Projects GL and PR require constant attention
  
• Analyst and Programming Managers are mostly
  interested in meeting goals aimed at efficient
  use of resources / not in meeting project goals

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The Failure of Line continued

• Feelings of Being Used and Exploited
• Often no new people are added for GL or PR
  Both GL and PR are tack-ons
• Rewards are rarely tied to projects success

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The Failure of Line continued

• Lack of project experience
• Programming and Analyst manager are focused on
  deploying their resources efficiently (mainly
  HR)
• Neither is focused on making sure project is done
  on time and within budget.

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Matrix Management to rescue

• Matrix or a table of rows and columns
• The line departments are the rows
• The projects are the columns with one for the
  bench
• People are in a row and when assigned to project
  move to that column within the row
• Two bosses line manager and project manager
• Government contractors S/W developersoften use
  matrix organization projects are big part of
  business

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Matrix Management

• Advantages
• Good for projects oriented firms
• People on projects utilized
• Project mgt powerful at getting resources
• People develop skills while moving between
  projects Provides formal structure to projects
• Can track what people are working on in projects

• Disadvantages
• Good grabbed/others not
• Assigning control difficult
• Line mgrs tend to be weak
• Projects with long lives confused with line mgt
• Sharing resources difficult
• More difficult for skills to cross projects
• Project prospers and traditional org suffers
• More difficult to anticipate resource needs/staff
  requirements
• More difficult to address small projects

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Matrix Modification

• Use the Matrix with large projects
• Each project is an entity for duration with
  project manager
• Use the Functional for all small projects
• One functional manager with all reporting to same
  line manager

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Project Management versus Line Management
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Project Environment/Infrastructure

• Formalizes Project Recognition Life Cycle
• The process exists for Project
• Creation
• Oversight
• Management
• Termination
• Modification

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Project Environment/Infrastructure

• Project Tier Structure (5 tiers max)

Enterprise-wide
Inter-departmental
IOISInter-OrganizationalInformat
ion Systems
Simple(Intra-departmental)
Process-wide

• Transition Process Necessary Between Tiers
• Changing Project Plans
• Adjusting Resources
• Reexamining Control Mechanisms

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Successful Projects Characteristics

• Clear objective that all understand
• Scope fits objective
• Objective too narrow no impact
• Objective too broad never implemented
• Should relate to existing organization unless
  explicitly mandated otherwise
• Issues identified and handled early
• Teams relatively small large projects
  subdivided
• Periodical and regular project diagostics
• Resources managed across ALL activities

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Projects Scarce Resources

• Types
• Human
• Hardware/Software
• Capital
• Information
• Resource Portfolio Management
• Line managers m/assign resources to projects
• No resources permanently assigned (specifying
  time frame)

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4 Cornerstones of Management
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Basic Structure of Development Team
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Large Enterprise Systems
IS 556 and IS 560
IS 570
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Project Manager

• 3 Management Responsibilities
• Resource Managingmanages directs project
  resources to achieve project objectives
• Planning/Control Managingdevelops project plan
  to ensure the work is completed on time / within
  budget / with acceptable quality
• Coordinating Managinginterfaces with upper
  management regarding project reviews
  approvals project issues

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Project Manager

• Directs activities and resources
• Motivates team
• Plans activities
• Supervises teams work
• Administers tasks
• Interfaces and Coordinates through meetings
• Does some tasks
• Trains members
• Counsels management on technical issues
• Delegates work
• Resolves conflicts over resources and schedules

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Power Sources for Project Managers

• Formal Authority-- weakest form of power can
  only be used effectively rarely
• Rewards/Penalties-- few tangible rewards and
  penalties
• Technical Authority-- somewhat rare, too many
  technical areas
• Respect / Trust -- leads to leadership -- best
  and most lasting form of power

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Multiple Project Managers (PMs)

• Used on projects that are
• Very complex
• Technically
• Business-wise
• Very time sensitive
• Relying on new, complex technology
• Very broad in scope
• Divided between
• Technical PM
• Business PM
• Example E-Business

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Multiple PMs on Single Project

• Pros
• Backup in case one PM unavailable
• Different perspectives address issues/opportunitie
  s
• Support PM apprentice program
• Political benefits from good cop/bad cop
• Continuity
• Collaboration support
• Guidelines for success
• At any given point, only one PM in charge
• Roles/responsibilities determined by PMs

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Project Manager Types

• Administrator people skills poor
  -- written skills good
• Doer no delegation
• Upward-Oriented delegates but does not monitor
• Task Master monitors excessively
• Leader -- the BEST!!!
• monitors delegates -- people skills
  good

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Team Organization Types
Chief Engineer Team (Directive / Interactive)
Democratic Team(NonDirective)
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Team Characteristics

• Work on shared tasks
• Some tasks require milestones
• Share common
• Methods
• Tasks
• Goals
• Results
• Sink or Swim together

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Joint Tasks

• 30-40 project tasks assigned to two
  people(Extreme Programming)
• One person is in charge
• Benefits
• Get different point of view
• Can introduce apprenticeship into porject
• Backup if one becomes unavailable
• More open communication between the two
• Socialization and loyalty grow

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Leadership

• Definitionprocess of influencing members of an
  organization to achieve established long term
  and short term goals on a day-to-day basis.

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Leadership Behavior

• What someone actually does to influence people to
  carry out the organizational goals

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Flamholtz Leadership Effectiveness F/W

• The situation in which the leader is operating
• The work that the group is doing
• The nature of the people doing the work
• The leader performs tasks relating to the
• Goals
• Work tasks
• Team interactions
• Feedback
• Member career development
• The style in which work is done

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Flamholtz Leadership Effectiveness F/W
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Flamholtz Leadership Effectiveness F/W

• To use the framework
• Look at the situation
• Is the work creative and unpredictable or Is
  it repetitive and best practices are easily
  documented?
• Are the people highly trained and experienced
  or are the people inexperienced and untrained?
• Determine the appropriate style
• Perform the task in that style

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Some ending thoughts

• When researchers went out to look at effective
  leaders
• There are NO common traits
• Charisma is the least effective form of
  governance why?
• Trust is the most important easiest to
  loose-- hardest to rebuild
• Why?

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Debate

• Team coordination time