Managing the Information Systems Project

1
Managing the Information Systems Project

• MBA 597
• Spring 2003

2
Project Management

• Four phases
• Project initiation
• Parallels Systems planning and selection
• Project planning
• Parallels Systems analysis
• Project execution
• Parallels Systems design
• Project closedown
• Parallels Systems implementation and operation

3
What is a Project?

• A project is a planned undertaking
• of a series of related activities
• to reach an objective
• that has a beginning and end. (p. 35)

All quotations from Valacich, George, Hoffer,
Essentials of Systems Analysis and Design, 2001
4
Why Undertake a Project?

• To take advantage of an opportunity
• To solve or eliminate a problem
• To respond to a threat
• To meet a requirement
• To go where no one has gone before

5
Prelude to a Project

• Observations of current system
• Flaws
• Shortcomings
• System service request
• Priorities set as part of business or IS plan
• Steering committee established

6
Project Initiation

• activities are performed to assess the size,
  scope, and complexity of the project and to
  establish procedures to support later project
  activities. (p. 39)
• Activities
• Establish project initiation team
• Establish relationship with customer
• Establish project initiation plan
• Establish management procedures
• Establish project management environment and
  workbook

7
Project Planning

• focuses on defining clear, discrete activities
  and the work needed to complete each activity
  within a single project (p. 41)
• Scope
• What problem or opportunity does the project
  address?
• What are the quantifiable results to be achieved?
• What needs to be done?
• How will success be measured?
• How will we know when we are finished?

8
Project Planning (continued)

• Task
• Can be done by one person or a well-defined group
• Has a single and identifiable deliverable
• Has a known method or technique
• Has well-accepted predecessor and successor steps
• Is measurable so percent completed can be
  determined

9
Project Planning (continued)

• Activities
• Describe project scope, alternatives, and
  feasibility
• Divide the project into manageable tasks
• Estimate resources and create a resource plan
• Develop a preliminary schedule
• Develop a communications plan
• Determine project standards and procedures
• Identify and assess risk
• Create a preliminary budget
• Develop a statement of work
• Set a baseline project plan

10
Project Execution

• the plans created in the prior phases are put
  into action. (p. 47)
• Activities
• Execute the baseline project plan
• Monitor project progress against the plan
• Manage changes to the plan
• Maintain the project workbook
• Communicate the project status

11
Project Closedown

• bringing the project to an end. (p. 49)
• Natural or unnatural termination?
• Activities
• Close down the project
• Personnel, financial, documentation, morale
  issues
• Conduct post-project review
• Close the customer contract

12
Representing the Project Plan

• Gantt chart
• Graphical representation of time
• Difficult to see dependencies, critical path
• Used for simple projects
• PERT chart
• More difficult to read
• Shows dependencies
• Determines critical path
• Used for complex projects like the Space
  Shuttle!

13
Project Evaluation

• Identify each activity to be performed
• Determine time estimates and calculate expected
  completion time for each activity
• ET (o 4r p) / 6
• Determine the sequence of activities and
  precedence relationships
• Determine the critical path

14
(No Transcript)