CHAPTER 12
IT Project
Management
12.1
© Prentice Hall 2002
PROJECT
• TEMPORARY ENDEAVOR
• TO CREATE PRODUCT OR SERVICE
• TYPICALLY ONE-TIME
• DIVIDED INTO TASKS
• REQUIRES COORDINATION &
CONTROL
• DEFINITE BEGINNING & END
*
12.2
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PROJECT CHARACTERISTICS*
• RISK & UNCERTAINTY HIGHEST AT
START
• ABILITY TO INFLUENCE RESULTS
HIGHEST AT START
• COST & STAFFING LOW AT START,
HIGHER NEAR END, RAPIDLY DROP
OFF AFTER
*PMI, 1996
*
12.3
© Prentice Hall 2002
PROGRAM*
• GROUP OF PROJECTS
• MANAGED IN COORDINATED WAY
• TO OBTAIN BENEFITS NOT
AVAILABLE FROM MANAGING THEM
SEPARATELY
*
*PMI, 1996
12.4
© Prentice Hall 2002
PROJECT INITIATION
• PROJECT CHARTER: Describes
objectives, scope, assumptions (results from
feasibility analysis)
• RANK ALTERNATIVES: May require
estimates of costs & times, judgment
• WORK WITH THE NUMBERS:
Sensitivity analysis, deal with uncertainties
(does outcome change with change in input?)
*
12.5
© Prentice Hall 2002
PROJECT MANAGER
CHARACTERISTICS*
• LEADING: Communicating, problemsolving
• NEGOTIATING: Ability to get things done
within organizational setting
• NON-TECHNICAL SKILLS
*
*PMI, 1996
12.6
© Prentice Hall 2002
NON-TECHNICAL SKILLSETS
• COMMUNICATION: Listening, persuading
• ORGANIZATIONAL: Planning, goal-setting,
analyzing
• TEAM-BUILDING: Empathy, motivation, esprit
de corps
• LEADERSHIP: Sets example, energetic, vision,
delegates, positive
• COPING: Flexibility, creativity, patience,
persistence
12.7
*
© Prentice Hall 2002
KEY BUSINESS ROLES
• PROJECT SPONSOR: Executive
participates in project proposal, argues for
approval, has “ownership” of project,
provides funds, oversees success, ensures
benefits
• USER CHAMPION: Has credibility in
affected community, continually
communicates project vision & benefits
*
12.8
© Prentice Hall 2002
PROJECT PLANNING
• SCHEDULING: Involves work breakdown
analysis, time estimates, sequence of tasks
• BUDGETING: Documents total costs,
levels at which each is controlled. Bottom-up
(cost and aggregate elements), top-down
(sets total for project, assigns dollars to
elements)
*
12.9
© Prentice Hall 2002
PROJECT PLANNING
• STAFFING: Identifies required skill mix,
proficiency level, quantity, timeframe,
provides incentives
• PLANNING DOCUMENTS:
– STATEMENT OF WORK: High-level
description of what project will deliver & when
– PROJECT PLAN: Details of tasks (e.g.,
PERT, Gantt chart)
*
12.10
© Prentice Hall 2002
PROGRAM EVALUATION &
REVIEW TECHNIQUE (PERT)
3.2
4
2.8
6
1.9
1.4
5.5
1
2
5
7
13.1
7.0
3
8
12.0
10.3
CIRCLES ARE ACTIVITIES
ARROWS SHOW SEQUENCE
VALUES ARE TIME UNITS (NOT TO SCALE)
12.11
© Prentice Hall 2002
GANTT CHART
SCHEDULE
ACTIVITY
January
February
March
April
May
June
FEASIBILITY STUDY
APPROVAL
PROJECT PLAN
PURCHASE
INSTALL
TEST
ACCEPT
12.12
© Prentice Hall 2002
PROJECT EXECUTION & CONTROL
• APPROVAL OF PLAN, SCHEDULE,
BUDGET
• ASSIGN RESPONSIBILITIES &
AUTHORITIES
• STATUS REPORTING
• RISK MANAGEMENT
• SOLVE PROBLEMS BEFORE THEY BECOME
CRITICAL
*
12.13
© Prentice Hall 2002
STATUS REPORTING
• SCHEDULE:
– SCHEDULED & ACTUAL, OR FORECAST
COMPLETION DATES
– EXPLANATIONS OF DEVIATION(S)
• BUDGET:
–
–
–
–
–
12.14
TOTAL PROJECT FUNDING
EXPENDITURES TO DATE OF REPORT
CURRENT ESTIMATE OF COST TO COMPLETE
ANTICIPATED PROFIT/LOSS
EXPLANATIONS OF DEVIATION(S)
*
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IT-RELATED RISKS
• ORGANIZATIONAL: Competitive,
reputation, technical
• PERSONNEL: Personnel and expertise,
non-use & unintentional misuse
• SYSTEMS PROJECT: Control design,
project delay
• EXTERNAL SECURITY: External fraud,
theft, crime. Extraordinary event
12.15
*
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MONETARY VALUE
RISK vs STAKE*
RISK
STAKE
TIME
*Frame, 1994
12.16
© Prentice Hall 2002
LEWIN/SCHEIN CHANGE
MODEL*
• UNFREEZING: Establish a felt need,
create a safe atmosphere
• MOVING: Provide necessary information,
assimilate knowledge, develop skills
• REFREEZING
*
*Lewin, 1947, Schein, 1987
12.17
© Prentice Hall 2002
CHANGE EFFORTS*
1. ESTABLISH SENSE OF URGENCY
2. FORM POWERFUL GUIDING
COALITION
3. CREATE A VISION
4. COMMUNICATE VISION
5. EMPOWER OTHERS TO ACT ON
VISION
*Kotter, 1995
*
12.18
© Prentice Hall 2002
CHANGE EFFORTS*
6. PLAN FOR & CREATE SHORT-TERM
WINS
7. CONSOLIDATE IMPROVEMENTS,
PRODUCE MORE CHANGE
8. INSTITUTIONALIZE NEW
APPROACHES
*
*Kotter, 1995
12.19
© Prentice Hall 2002
CHAPTER 12
IT Project
Management
12.20
© Prentice Hall 2002