Welcome to Project Management
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Information Systems Project
Management, that is….
INSTRUCTOR: Dr. Burns
n Off Hrs:
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• By appointment: 834-1547, BA E306
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Email: jburns@ba.ttu.edu
TEXTS & REFERENCE:
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Larson and Gray, Project Management,:
the Managerial Process, 2011, Fifth Edition
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Burns, Project and Process Management
(will be handed out one chapter at a time)
2012-2013
Outline for Today
Objectives
n Requirements for Completion
n Jobs
n Term Project
n Burns--Chapter 1
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Objectives
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Present technology of Project
Management
• Companies have organized around processes and
projects, eliminating jobs
• MIS Advisory Board has mandated this course
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Present contemporary topics
Focus on systems (processes)
Focus on best practices
Focus on rapid completion times
Objectives are listed on front page of
your syllabus (today’s handout)
Introduction of Lecturer
Taught the course for more than
twenty years, from a half dozen
different texts
n Participated in several projects
over many years as both project
professional and project manager
n Written many papers about Project
Management
n An active area of writing and
research interest
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Seating
The seat you sit in on the second
session of class will be your seat
for the duration of the class
n A seating chart will be ‘made-up’
then
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Copyright 2013 John Wiley & Sons, Inc.
1-6
Requirements for Completion
Two EXAMS, each worth 16%
n FINAL worth 18%
n Mid-semester report, worth 5%
n Term Project, worth 22%
n Homework, worth 15%
n Class participation, worth 8%
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GRADING
90-100 -A
n 80-89.9999 --B
n 70-79.9999 --C
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97.5 – up -- A+
n 92.5 - 97.5 -- A
n 90 – 92.5 – An Similarly for
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• B and C
My Expectations of You
Attend class—attendance is noted
n Perform reading assignments
before coming to class
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Do most work in teams—of
five
• Homework, mid semester report and exams
will be completed individually
Tech policy for academic honesty
enforced
n Assistance for Disabled students
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You may want to become
involved in PMI –Project
Management Institute
Can learn to be credentialed—CAPM
and better….PMP
n A student chapter is being formed
n It’s first meeting will be announced
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Will you be interviewing this
semester??
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All students can self-register
themselves at
www.rawlscmc.ba.ttu.edu, by clicking
on the RawlsCONNECT logo, and then
on Students.
Next, create a resume and upload it
onto RawlsCONNECT.
Take advantage of the opportunities
that are coming up in the CMC through
researching the companies coming to
campus and preparing yourselves for
interviews with them.
Course Deliverables—Page 6-7 of
your syllabus
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Preliminary proposal (one-page
description) due 9-2-14—one week from
today
• This will not be graded
• You must have your teams formed and your project
topic decided upon to submit this
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Requirements Document due 9-11-14
Project Proposal due 10-28-14
Project Plan due 10-30-14
Mid-semester Report due 11-11-14
• Won’t be included in your final term project report
• Done individually—not in teams
More Course Deliverables
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Project Earned Value Analysis due 11-20-14
n Final
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Project due 12-2-14
Possible Topics are discussed in Handout
Format/Grading is discussed in Handout
Project Topics
I have some firms that would be
interested in engaging your
talents—only two so far…
n Taken from past employment
involvements
n Taken from current involvements
n Based on a prototypical
contemporary initiative
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Term Project Protocol
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Performed in groups of
five
You get to choose team & topic
n Will require a presentation
beginning 11-20-14 and
concluding on 12-2-14
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Project Expectations
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Doesn’t have to be actually performed
to completion
Must be completely planned in detail,
however
• completely Scheduled
• completely Resourced
• completely Budgeted, costed
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Must include Preliminary (one page)
and formal proposals as appendices
Must include all course deliverables as
appendices except the midterm report
Must consist of at least 50 steps (tasks)
Project Format
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Title Page
Executive Summary
Body
•
•
•
•
•
•
•
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Description of the Problem
Goal and Success Criteria
Assumptions/Risks
Recommended prescriptive Software Solution
Impediments/Obstacles
Current Status
Lessons Learned
8-page minimum for the material above
Bibliography
Appendices
Appendices
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Requirements Document
• Revised
• Old (with grade sheet and a description of revisions)
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Project Plan
• Revised
• Old (with grade sheet and a description of revisions)
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FORMAL PROPOSAL
• Revised
• Old (with grade sheet and a description of revisions)
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Earned Value Analysis
• Revised
• Old (with grade sheet and a description of revisions)
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See Chapter 11 of the copy packet for
more details as to format
Questions
About course requirements
n About project
n About exams
n About homework
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What? Contemporary Topics!!??$
Internet Development
XML/Visual Interdev Projects
Lean-Agile Project Management
Systems Thinking/Integration
Process Improvement, Innovation,
Reengineering
Process Impediment Identification and
Removal
Process Maturity
AGILE, Scrum, Rup
What about SCRUM and RUP?
SCRUM is an Agile technique
whereby the total development
effort is broken up into time boxes
of 30-days duration and something
of value is delivered within that
time box (every 30 days).
The IT Business – the Outlook
Getting somewhat better
Project Management is strong
Some students got up to three
offers last semester
IT Overseas/Mechanized Sourcing
Much of the programming has gone
overseas to India, Ireland, Argentina,
China, etc. But this has slowed, even
reversed
There is even talk of mechanizing some
complex code development work
But there is still a great need for
project management,
which does not get
outsourced or offshored
What’s the deal with
maintenance?
the 1 to 4 rule
80% of some MIS budgets
What is a project?
A specific objective must be completed
within certain specifications
Has a definite starting date and end
date
Has funding limitations
Consumes resources (money, people,
time, equipment)
Made up of activities (tasks)
Accomplished in teams
Sequential Work
Activity 1
Activity 2
Activity 3
Activity 4
Time
Concurrent Teamwork
Activity 1
Activity 2
Activity 3
Activity 4
Time
Characteristics of Projects
Stakeholders
Project Team
Project
Manager
Deliverables/
Customer
Project
Tasks, Activities
Time
Starting Point
Stopping Point
Sooo What Is a Project, exactly??
A project is a temporary endeavor
undertaken to accomplish a unique
purpose
• As defined by the Project Management Institute
Attributes of projects
•
•
•
•
•
•
Unique purpose
Temporary
Require resources, often from various areas
Should have a primary sponsor and/or customer
Involves risk and uncertainty
Has stakeholders
STAGE 1:
Conceptualizing
-and-Defining
STAGE 2:
Planning-andBudgeting
STAGE 3:
Executing
STAGE 5:
Terminatingand-Closing
STAGE 4:
Monitoring-and-Controlling
The Project LifeCycle: PMI
STAGE 1:
Initiating
STAGE 2:
Planning
STAGE 3:
Executing
STAGE 5:
Closure
STAGE 4:
Monitoring-and-Controlling
The Project LifeCycle: PMI
Project Life Cycle
FIGURE 1.1
1–34
Comparison of Routine Work with Projects
Routine, Repetitive Work
Projects
Taking class notes
Writing a term paper
Daily entering sales receipts into
the accounting ledger
Setting up a sales kiosk for a
professional accounting meeting
Responding to a supply-chain
request
Developing a supply-chain
information system
Practicing scales on the piano
Writing a new piano piece
Routine manufacture of an Apple
iPod
Designing an iPod that is
approximately 2 X 4 inches,
interfaces with PC, and
stores 10,000 songs
Attaching tags on a
manufactured product
TABLE 1.1
1–35
How do IT Projects differ from
ordinary projects?
Ordinary projects might be projects in
construction, aerospace, defense, space,
government, etc.
Each IT Project is unique and thus
involves more risk
The technology is continually changing
Construction projects have much more
definitive requirements, much less risk
IT Projects have less
visibility
How do IT Projects differ from
ordinary projects, continued?
There is a tendency to spend too
much time on concept definition and
analysis in IT projects
There tends to be less organizational
maturity in IT projects
Maturity is a big
issue here
•Watts Humphrey
How are IT Projects similar to
ordinary projects?
They have all the common basic
attributes of projects—starting point,
stopping point, duration, finite,
temporary, creating a deliverable or
product, utilizing resources,
accomplished in teams, consisting of
steps (tasks), accruing cost, etc.
All projects involve risk, accrue
expenditures, involve procurement,
human resources, etc.
Who does project work?
Accountants—each customer is a
‘project’
Engineers, Lawyers
Scientists, Administrators
Contractors—electrical, plumbing, AC
For these people project management
is not a title but a critical job
requirement
The Catch-22 in Software
Development
LIFECYCLE COSTS OVER TIME
Cost
Development
Maintenance
Time
STAGE 1:
Conceptualizing
-and-Defining
STAGE 2:
Planning-andBudgeting
STAGE 3:
Executing
STAGE 5:
Closing and
Terminating
STAGE 4:
Monitoring-and-Controlling
The Project LifeCycle
Project management involves
Conceptualizing and Defining
• Definition of work requirements--WORK
BREAKDOWN STRUCTURE--WBS
Planning and Budgeting
• Determination of quantity and quality of work
• Determination of what resources are needed when
Executing
•
•
•
•
Actual execution of the project tasks take place here
Tracking progress
Comparing actual to predicted outcomes
Analyzing impact/Making adjustments
Closing and Terminating
• Deliver the product. What went right?
• What went wrong? What can be learned?
Monitoring and Controlling
Successful Project management
requires completion of the project
on time
within budget
with the desired
performance/technology level
with good customer
satisfaction/relations
while using the assigned resources
effectively
What is the probability of pulling
this off for IT projects????
Further elements of success
include
with acceptance by the
customer/user
without disturbing the main work
flow of the organization
without changing the corporate
culture
• {unless that is the objective of the project}
Why do bad things happen to
good projects???
Ill-defined requirements
• Poorly conceived project deliverable
• No shared vision of what the project is to
accomplish
Poor planning
• No schedule
• No budget
• No concern for quality/risk/procurement
Resources don’t materialize when they
are needed
Subcontractors don’t deliver on time
Requirements change
Technology changes
When is project management
necessary?
when jobs are complex
when there are dynamic
environmental considerations
when constraints on time and
budget are tight
when there are several activities to
be integrated
when there are functional
boundaries to be crossed
Project management
encompasses many disciplines
Operations management
Operations research
Psychology
Sociology
Organization theory
Organizational behavior
Systems thinking and
management
GANTT CHART
MS PROJECT Gantt chart
Figure 1-4. Sample Gantt Chart*
Gantt Chart
*This template file comes with MS Project
NETWORK CHART 1
MS Project Network Chart
Figure 1-5. Sample Network
Chart
A
D
H
J
1
1 day
4
4 days
8
Mon 8/3/98
Mon 8/3/98
Tue 8/4/98
Fri 8/7/98
Wed 8/12/98 Wed 8/19/98
6 days
10
3 days
Thu 8/20/98 Mon 8/24/98
E
5
5 days
Wed 8/5/98 Tue 8/11/98
B
2
2 days
Mon 8/3/98
Tue 8/4/98
F
6
4 days
Wed 8/5/98 Mon 8/10/98
C
G
I
3
3 days
7
6 days
9
2 days
Mon 8/3/98
Wed 8/5/98
Thu 8/6/98
Thu 8/13/98
Fri 8/14/98
Mon 8/17/98
Each box is a project task from the WBS. Arrows show dependencies
between tasks. The tasks in red are on the critical path. If any tasks on the
critical path take longer than planned, the whole project will slip
unless something is done.
WORK BREAKDOWN 1
WORK BREAKDOWN 2
Motivation for Studying Information
Technology (IT) Project Management
IT Projects have a poor track record
• A 1995 Standish Group study found that only
16.2% of IT projects were successful
• Over 31% of IT projects were canceled before
completion, costing over $81 B in the U.S. alone
A 2009 ComputerWorld article listed
“project manager” as the #1 position IT
managers say they need most for
contract help
• Often, this leads to distributed PM
Projects create ¼ of the US and world GDP
The Triple Constraint
Every project is constrained in
different ways by its
• Scope goals
• Time goals
• Cost goals
It is the project manager’s duty to
balance these three often
competing goals
Figure 1-1. The Triple Constraint
of Project Management
PMI’s Definition of Project
Management?
Project management is “a temporary
endeavor undertaken to create a
unique product, service, or result. The
temporary nature of projects indicates
a definite beginning and end.” (PMI*,
Project Management Body of
Knowledge (PMBOK Guide), 2008, pg.
5)
*The Project Management Institute (PMI) is an international professional
society. Their web site is www.pmi.org.
Project Stakeholders
Stakeholders are the people involved in or
affected by project activities
Stakeholders include
• the project sponsor and project team
– The project sponsor is the person who funds the project
•
•
•
•
•
•
•
support staff
customers
users
upper management
line management
suppliers
opponents to the project
Ten Project Management
Knowledge Areas
Knowledge areas describe the key
competencies that project managers
must develop
• Four core knowledge areas lead to specific project
objectives (scope, time, cost, and quality)
• Five facilitating knowledge areas are the means
through which the project objectives are achieved
(human resources, communication, risk, and
procurement management
• One knowledge area (project integration
management) affects and is affected by all of the
other knowledge areas and integrates them
PM Knowledge Areas
Project Integration Management
Core Knowledge Areas
Facilitating Knowledge Areas
Project
Scope Management
Project
Human Resource Management
Project
Time Management
Project
Communications Management
Project
Cost Management
Project
Risk Management
Project
Quality Management
Project
Procurement Management
Project Stakeholder Management
Figure 1-2. Project Management
Framework – old, prior to 2013
T
T
Figure 1-2 Project Management
Framework—according to PMI
Information Technology
64
Project Management Tools and
Techniques
Project management tools and
techniques assist project managers and
their teams in various aspects of project
management
Some specific ones include
• Project Charter and WBS (scope)
• Gantt charts, PERT charts, critical path analysis
(time)
• Cost estimates and Earned Value Analysis (cost)
• MS Project, BaseCamp, Visio, others
How Project Management (PM)
Relates to Other Disciplines
Much of the knowledge needed to
manage projects is unique to PM
However, project managers must
also have knowledge and
experience in
• general management
• the application area of the project
Project managers must focus on
meeting specific project objectives
Figure 1-3. Project Management
and Other Disciplines
History of Project Management
Modern project management began with
the Manhattan Project, which the U.S.
military led to develop the atomic bomb
In 1917 Henry Gantt developed the Gantt
chart as a tool for scheduling work in job
shops
In 1958, the Navy developed PERT charts
In the 1970s, the military began using
project management software, as did the
construction industry
By the 1990s, virtually every industry was
using some form of project management
The Project Management
Profession
A 2006 Fortune article called
project management the “number
one career choice”
Other authors, like Tom Peters and
Thomas Stewart, stress that
projects are what add value to
organizations
Professional societies like the
Project Management Institute have
grown tremendously
Figure 1-9 Growth in PMP
Certification, 1993-2011
Information Technology
71
Project Management Certification
PMI provides certification as a Project
Management Professional (PMP)
A PMP has documented sufficient
project experience, agreed to follow a
code of ethics, and passed the PMP
exam
The number of people earning PMP
certification is increasing quickly
Code of Ethics
PMI developed a project
management code of ethics that all
PMPs must agree to abide by
Conducting work in an ethical
manner helps the profession earn
confidence
Ethics are on the web at
www.pmi.org/certification/code.ht
m
CAPM (Certified Associate in
Project Management)
Requires passing an exam
prepared by PMI only.
Agile Certified Practitioner (ACP)
Yet another credential offered by
PMI
It is expected that by now more
than 80% of all IT projects are agile
projects
User when requirements are
unknown and unstable (changing)
Discussion Questions
Give three examples of activities that
are projects and three examples of
activities that are not projects
How is project management different
from general management?
Why do you think so many information
technology projects are unsuccessful?
A Favorite Web Site
http://portfolio-engineering.com