Managing the Information Systems Project

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Managing the Information Systems Project

• Based on lecture by Stephen Burgess
• (professional Project Manager) using his slides

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AGENDA
Part 1 Information Systems Projects. BREAK Part
2 Project Management Methodology. (PRINCE 2
Methodology.)
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Definition of a Project
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Definition of a Project
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Information System Project Basic Building Blocks
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Information System Project Waterfall Approach
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Information System Project Project Boundaries
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Information System Project Project Life Cycle
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Information System Project - Terminology
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Information System Project - Terminology
User Requirement
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Information System Project - Terminology
User Requirement
Feasibility Study
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Information System Project - Terminology
Various Approaches
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Information System Project - Terminology
Design Specification
User Requirement
Feasibility Study
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Information System Project - Terminology
Various Approaches
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Traditional Project Approach Sequential
Dependencies
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Project Approach Rapid Application Development
(RAD)
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Project Approach Rapid Application Development
(RAD)
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The Golden Rules

• Never implement before designing.

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Information System Project - Terminology
Design Specification
Test Plan
User Requirement
Feasibility Study
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Information System Project Test Plan
Needs a full Test Plan Who What Where - Why
- When etc
Test Plan and Quality Plan related
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The Golden Rules

• Never implement before designing.
• Testing/quality plans must be integrated.

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Information System Project - Terminology
Design Specification
Test Plan
User Requirement
Feasibility Study
Deployment Approaches
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Information System Project Deployment Concepts
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Information System Project Deployment Concepts
Such Projects usually FAIL! Do not use for Big
Bang Projects
Better approaches
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Information System Project Deployment Concepts
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The Golden Rules

• Never implement before designing.
• Testing/quality plans must be integrated.
• Always pilot any new development.

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Building an Information System In Service
Management
In-Service Management and the Through Life
Management Plan (TLMP)
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Information System Project Dynamic Success
Factors 1
CLEAR SCOPE
START
PRODUCT QUALITY PERFORMANCE
BUDGET RESOURCES
FINISH
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Information System Project Dynamic Success
Factors 2
(CLEAR OBJECTIVES)
CLEAR SCOPE
START
(ISSUE, RISK UNCERTAINTY MANAGEMENT)
PERFORMANCE QUALITY
BUDGET RESOURCES
FINISH
(MONITORING CONTROL (Progress Costs))
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Information System Project Risk Management

• Project Issue Problem has happened needs to
  be managed
• Project Risk Measured problem that might
  happen. Manage by
• - Prevention/Avoidance Action (For high
  probability/high impact matters)
• - Reduce Risk/Minimise Impact
• - Tolerate/Ignore wait to happen (For low
  probability/low impact matters)
• Project Uncertainty e.g. hit by asteroid or
  war might start.
• Unfortunately it can happen!

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Information System Project Dynamics 3
Risk/Issue Management
Resources Money
When you squeeze in one place, it bulges out in
another
Product Performance
Objectives
Quality
Schedule/Timescale
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The Golden Rules

• Never implement before designing.
• Testing/quality plans must be integrated.
• Always pilot any new development.
• Time, Resources ( ) and Product Quality are
  trade offs.

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Projects inthe Real World
Daily Telegraph 13 Feb 07
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Projects in the Real World

• 50 of all organisational tasks are project based
• 33 projects are cancelled
• 50 projects have targets changed
• 17 projects meet original targets
• IS/IT projects are notorious for failing to
  deliver on time, within cost and meeting the
  customer requirement (mostly all three)

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Why do projects go wrong?
Lack of Leadership Planning Organisation Cont
rol Co-ordination
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Why do projects go wrong?
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The Golden Rules

• Never implement before designing.
• Testing/quality plans must be integrated.
• Always pilot any new development.
• Time, Resources ( ), Objectives and Product
  Quality are trade offs.
• Get the highest level of management support
  possible.

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Information System Project Dynamics 3
Risk/Issue Management
Resources Money
When you squeeze in one place, it bulges out in
another
How do you manage this
Product Performance
Objectives
Quality
Schedule/Timescale
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Information System Project Dynamics 4
Needs CONTROL METHODOLOGY Project Management
Risk/Issue Management
Resources Money
When you squeeze in one place, it bulges out in
another
Product Performance
Objectives
Quality
Schedule/Timescale
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• BREAK TIME

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Projects and Project Management
Part 2 Project Management Methodology (PRINCE 2
Methodology)
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Project Management Definition

• PROJECT MANAGEMENT DEFINITION
• The planning, scheduling and controlling of
  those activities that must be performed to
  achieve project objectives.
• Command,
• Planning,
• Organising (inc scheduling),
• Controlling,
• Co-ordination.

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Project Management Definition

• PROJECT MANAGEMENT DEFINITION
• The planning, scheduling and controlling of
  those activities that must be performed to
  achieve project objectives.
• Command,
• Planning,
• Organising (inc scheduling),
• Controlling,
• Co-ordination.

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Project Management Must Haves!

• A PLAN is a list of actions that must be
  completed to achieve a specified objective.
• CONTROL measures for the achievement of the
  actions, so the feasibility of the plan may be
  continually reviewed.
• Functions of Control
• Is there any change to objectives?
• Do any of the tasks need updating?
• Do any Terms of Reference need updating?

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PRINCE2 Overview
PRojects IN Controlled Environments CCTA (1989)
Central Computer and Telecommunications
Agency) (now the Office of Government Commerce
(OGC)) PRINCE is a very structured method for
effective project management. It is a de facto
standard used extensively by UK government and is
widely recognised and used in the private sector,
both in the UK and internationally. PRINCE, the
method, is in the public domain, offering
non-proprietary best-practice guidance on project
management. PRINCE is, however, a registered
trademark of OGC.
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PRINCE2 Overview
Prince defines a project as a management
environment that is created for the purpose of
delivering one or more business products
according to a specified Business Case.

• The key features of a PRINCE Project
• Finite and defined lifecycle (starts and ends in
  a controlled way).
• Defined and measurable products with planned
  activities to achieve the products.
• Defined (and limited) resources.
• An organisational structure.

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PRINCE2 Overview
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PRINCE2 Overview
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PRINCE2 Overview
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PRINCE2 Overview
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PRINCE2 Overview
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PRINCE2 Overview
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PRINCE2 Organization

• Project Board
• Project Manager
• Stage Managers (optional)
• Project Assurance
• Project Support

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PRINCE2 Management Model
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PRINCE2 Management Model
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PRINCE2 Management Model
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PRINCE2 Techniques

• 3 Project Management Techniques
• Product Based Planning
• Change Control
• Quality Review

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PRINCE2 Product Based Approach
In PRINCE2 all work is directed to complete
products.
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PRINCE2 Product Based Approach
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PRINCE2 Product Based Approach
Every product has a clear Product Description
(Design before Implementation !)
Every product has clear Quality
Criteria Quality Method
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Waterfall Approach!
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PRINCE2 The Plan
Think ahead

• Products to be created
• Activities needed to create products.
• Quality Criteria (and arrangements).
• Assumptions and Dependencies.
• Resources.
• Risks Log . . . . . . . Monitoring/Control Point
  Arrangements.
• Schedule.
• Costs.

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PRINCE2 Permission to Proceed
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The Golden Rules

• Never implement before designing.
• Testing/quality plans must be integrated.
• Always pilot any new development.
• Time, Resources ( ), Objectives and Product
  Quality are trade offs.
• Get the highest level of management support
  possible.
• CHANGE HAPPENS Deal with it!

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PRINCE2 Control
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PRINCE2 Control
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PRINCE2 Control
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PRINCE2
Putting it All Together
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PRINCE2 Putting it Together
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PRINCE2 Putting it Together
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PRINCE2 Putting it Together
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PRINCE2 Putting it Together
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PRINCE2 Putting it Together
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PRINCE2 Putting it Together
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PRINCE2 Putting it Together
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PRINCE2 Putting it Together
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PRINCE2 Summary

• Where to Get More Information
• Association of Project Management
  (www.apmgroup.co.uk)
• Potential for further, more specialized training
  sessions
• PRINCE2 Foundation Training.
• PRINCE2 Practitioner
• (www.prince2.org.uk)
• PRINCE Manuals paper and electronic (Limited
  access)
• Consulting Services (Expensive)

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End of Lecture 2 other useful slides follow
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PRINCE2 Control Points
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PRINCE2 Quality