Information Systems Project Management
MIT-M Chiangmai University
Project organization
Project Leader ,Project manager ,Project team
Project Selection and Approval
ครั้งที่ 2 วันที่ 7 กุมภาพันธ์ 2559
วันนีไ้ ปวัดมาหรื อยัง
ไปวัดก่ อนมีทุกข์
ให้ พระนาตอนมีชีวติ อยู่
ทางานหนักตอนมีเวลาก่ อนสอบ
วันนีก้ บ็ อกไม่ มเี วลาไปวัด
ไปวัดตอนมีทุกข์
ให้ พระนาตอนไม่ มชี ีวติ
ขอพระช่ วยตอนหมดเวลา
Quotes…..
• If you always blame others for your mistakes,
you will never improve.
• To get a project off the ground, tell a
colleague it was their idea. They will put their
heart and soul into making it successful.
Business View
IT View
Vision
Organization chart
IT Vision
Mission
IT Mission
IT Strategy
Business Strategy
Value chain ตามแต่ละกลยุทธ์
Business Process Level 0
Admin. Operation Support
Sub Business Process Level 1
Admin (sale,HR,etc)
Operation (Production Process ดูตาม
Data requirements
Plant Layout)
Support (Logistic ,Maintenance)
Strategy
Execution
Technology Potential
Business Process
Information System
Data Matrix
IS/IT Application
IT Architecture and
Infrastructure
Functional
Existing
Software
Hardware
Needs
Software
Hardware
IS/ IT Projects
IS/ IT Investment
ระบบสารสนเทศ แบ่งตามระดับชั้นขององค์กร
Business Intelligence
Executive
Inventory
Turnover
Analysis
Sales
Analysis
EIS
Financial
Analysis
MIS, DSS
Knowledge Worker
Manager
Contents
Management
Documents
Management
E-Mail
Reports
VDO
Conference
Staff
Accounting Information System
GL
Payroll
Finance
AP
AR
Retail Management System
Warehouse
Barcode
System
TPS: Transaction Processing System
Logistic
System
CRM
System
Sales
Manage
ment
IS Application Portfolio
Strategic
Applications which
are critical to
sustaining future
business strategy
Applications on which
the organisation
currently depends
for success
Key Operational
High Potential
Applications which
may be of important
in achieving future
success
Applications which are
valuable but not critical
for success
Support
Developed from Ward Fig., 1.8 which is sourced from McFarlan
Overview and Introduction to Information Systems Project management
Enterprise Architecture
Business Drivers
change
Business Strategies
Goal
Project Organization
IS application Portfolio
Project
Leader
User
IT
IS/IT Projects
Define
Design
Build
System delivered
Investment
objectives
Benefit/Change Template
IS/IT project , Project Life cycle , Framework of Project management
Generic Project Life Cycle
Figure 1.4
Systems Development Life Cycle (SDLC)
Figure 1.5
The Relationship Between the PLC & SDLC
Figure 1.7
หัวข้อวันนี้
1. อ. เดชนะ มาคุยเรื่ อง การบริหารโครงการอย่างไรให้ สาเร็จด้ วยทีมโครงการ
นักศึกษาฟั งจบแล้ วให้ สรุปเนื ้อหาส่งเป็ นกลุม่ และนาไปเป็ นแนวทางประยุกต์ใช้
ในกลุม่ ตัวเอง
2. ส่งรายชื่อกลุม่ และเสนอหัวข้ อโครงการในรูปของ Power point
3. มาวิเคราะห์และอภิปรายโครงการที่เสนอ
1. Project Idea
2. Project Screening and Selection
หัวข้อวันนี้
1. Project Ideas
2. Project Screening
3. Project Selection and Approval
4.
5.
6.
7.
Project Organization
Project Leader
Project Manager
Project Team
Leaders vs. Business
Model
"They are the most innovative"
Product
Leadership
"Constantly renewing and creative"
"Always on the leading edge"
"A great deal!"
Operational
Excellence
Excellent/attractive price
Minimal acquisition cost and
hassle
Lowest overall cost of
ownership
"A no-hassles firm"
Convenience and speed
Reliable product and
service
www.myCNI.com.my
Customer
Intimacy
"Exactly what I need"
Customized products
Personalized communications
"They're very responsive"
Preferential service and
flexibility
Recommends what I need
"I'm very loyal to them"
Helps us to be a success
www.OOBEY.com
Leaders vs. Business Model: Disciplines, Priorities, and
KPIs
Operational
Excellence
Product Leadership
Customer Intimacy
•
New, state of the art
products or services
•
Management by
Fact
•
Competitive price
•
Error free, reliable
•
Risk takers
•
•
Fast (on demand)
•
•
Simple
Meet volatile
customer needs
Easy to do
business with
•
•
Responsive
Fast concept-tocounter
Have it your way
(customization)
•
•
Consistent
information for all
Market segments
of one
•
Proactive, flexible
•
Relationship and
consultative
selling
•
Cross selling
•
Transactional
•
'Once and Done'
www.myCNI.com.my
•
•
•
Never satisfied obsolete own and
competitors' products
Learning organization
www.OOBEY.com
Selection Methods
- Following is an illustration of two of methods (Benefit Measurement and
Constrained Optimization methods).
Common methods used in Project Selection
Decision
• Economic & Financial
– payback
– cost-benefit
– npv/irr
68%
63%
40%
• Multifactor
– Checklist- minimum acceptable level of
requirements
– project profile- strength and weakness
– scoring/rating models
– multicriteria
• Mathematical Programming- optimal
solution for projects
• Expert Systems- systematic manner
38%
26%
26%
11%
18%
6%
Figure 4-2. Net Present Value
Example
19
Note
that
totals
are
equal,
but
NPVs are
not
because
Figure 4-3. JWD Consulting NPV
Example
Multiply
by the
discount
factor each
year, then
subtract
costs from
cumulative
benefits to
get NPV.
Note: See the template called business_case_financials.xls.
20
Weighted scoring model
Criteria
Weight
Project 1
Project2
project3
criteria1
25%
90
90
50
criteria2
30%
70
90
50
Criteria3
40%
50
80
60
Criteria4
5%
80
90
50
Weighted
project score
100%
67.5
86
54
Figure 4-5. Sample Weighted Scoring
Model for Project Selection
22
Priority
Analysis
23
Figure 4-5. Sample Weighted Scoring
Model for Project Selection
24
Project Screening Matrix
FIGURE 2.3
25
รู ปแบบโครงสร้างองค์กร
วัตถุประสงค์
เป้าหมาย
ยุทธศาสตร์
1. Functional
2. Project
3. Matrix
Report structure
Decision structure
Communication structure
เป้าหมาย
Role
ภารกิจ
Project Leader
Responsibility & Authority
Accountability , Delegation
Leader
Project Manager
Project Team
โครงสร้างเป็ นทางการ
Culture
Norm
Delegation
โครงสร้างไม่เป็ นทางการ
Group Process
Trust
Trust
Responsibility
Socialization
Authority
จิตใจแบบตะวันตก
Maslow Needs Theory
จิตใจแบบตะวันออก
High-level Project Organization Chart
Senior Leadership
Serve as champions for the project and provide
high-level direction, authority, decision-making and
resources for the project.
Provides subject matter expertise
and functional ownership and
accountability for project results.
Executive
Sponsor
Sponsor
Advisory or Steering Team
Supports the sponsor(s) and project leader. Provides
high-level direction, input, and decision making.
Project Leadership
Project
Project
Manager
Leader
Project Work Teams
Functional
Team
Provides project management, process
improvement, and change management process
expertise, tracking, and reporting.
Core Team
Functional
Team
Functional
Team
Provides the subject matter expertise and day-to-day planning and implementation for the
respective functional area(s). Resolves issues and escalates when required.
Project Resources
Critical resources that can be brought in as subject matter
experts as needed.
Provides day-to-day leadership
for the planning, implementation,
and closing of the project.
Resolves issues and escalates
when required. Assesses change
management needs and develop
strategies. Implements
communication plan. Leads the
individual functional teams.
Table 2-1. Organizational Structure Influences on Projects
The organizational structure influences the project manager’s authority, but project managers
need to remember to address the human resources, political, and symbolic frames, too.
28
IT Project Management, Third Edition
Chapter 2
Designing Organizations to Manage
Teams
Source: Adapted from James H. Shonk, Team-Based Organizations
(Homewood, IL: Irwin, 1997), p. 36.
May 9, 2006
LIS580- Spring 2006
FIGURE 13–5
G.Dessler, 2003
29
Managing & Leading
“Managers are people who do things right and leaders are people who do the right thing.”
– Bennis and Nanus, 1985
“Most U.S. corporations today are over-managed and under led.”
– Kotter, Harvard Business Review 2001





Enforcing Standards
Resolving Issues
Budgeting
Planning
Reviewing Status





Coaching
Providing Vision
Motivating
Aligning Stakeholders
Demonstrating Standards
and Providing Structure
Table 2-4. Most Significant Characteristics of
Effective and Ineffective Project Managers
Effective Project Managers
•
•
•
•
•
•
•
Lead by example
Are visionaries
Are technically competent
Are decisive
Are good communicators
Are good motivators
Stand up to upper management
when necessary
• Support team members
• Encourage new ideas
32
Ineffective Project Manag
•
•
•
•
•
Set bad examples
Are not self-assured
Lack technical expertise
Are poor communicators
Are poor motivators
IT Project Management, Third Edition
Chapter 2
Skills Required
Facilitation &
Chairing
Team
Management
People
Skills
Leadership
Styles
Project
Management
Decision
Making
Time
Management
Communication
Problem
Solving
Providing an Organizational Context
That Supports Teams
Organizational
Structure
Organizational
Systems
Team Work
Approach
Organizational
Policies
Employee
Skills
G.Dessler, 2003
May 9, 2006
LIS580- Spring 2006
34
Team Leader Roles
Prentice Hall, 2002
May 9, 2006
LIS580- Spring 2006
35
Characteristics of High-performing
Work Teams
May 9, 2006
LIS580- Spring 2006
Prentice Hall, 2002
36
Team Leader Behaviors
Druskat, V.U. & J.V. Wheeler. (2004). How to Lead a Self-Managing Team
May 9, 2006
LIS580- Spring 2006
37
Effective Project Teams
Clear Sense of Mission
Productive Interdependency
Cohesiveness
Trust
Enthusiasm
Results Orientation
6-38
Reasons Why Teams Fail
• Poorly developed or unclear goals
• Poorly defined project team roles &
•
•
•
•
•
interdependencies
Lack of project team motivation
Poor communication
Poor leadership
Turnover among project team members
Dysfunctional behavior
6-39
Why Teams Fail: The Leadership, Focus, and
Capability Pyramid
Source: Adapted
from Steven
Rayner, “Team
Traps: What They
Are, How to Avoid
Them.”
National
Productivity
Review. Summer
1996, p. 107.
Reprinted by
permission of John
Wiley & Sons, Inc.
FIGURE 13–3
May 9, 2006
LIS580- Spring 2006
G.Dessler, 2003
40
Stages in Group Development
1. Forming – members become acquainted
2. Storming – conflict begins
3. Norming – members reach agreement
4. Performing – members work together
5. Adjourning – group disbands
Punctuated Equilibrium is a different model
6-41
Team Development Stages
4. Performing
Adjourn
1. Forming
Trust Flexible
Supportive
Confident
Efficient High
Morale
Productiv
e
Organized
Establish procedures
Develop team skills
Confront issues
Rebuilding morale
3. Norming
Convene
Quiet Polite
Guarded
Impersonal
Business-like
High Morale
Testing
Infighting
Conflict over control
Confrontational
Alienation Personal
agendas Low morale
2. Storming
6-42
หัวข้อเรี ยนและมอบหมายงานครั้งต่อไป
1. งานค้นคว้าเดี่ยว Project Planning ,Project charter ,Project Estimation
2. งานกลุ่ม ไปวางแผนโครงการแล้วนามาเขียนเป็ นข้อเสนอโครงการ
ตามหลักการตามที่คน้ มา Project Proposal (Logic chart) , Project
Charter , Work Breakdown Structure (WBS) เตรี ยมมานาเสนอในรู ป
ของ Power point
2. เริ่ มไปทา Project Estimation