Learning Diary1.docx

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Name: Dileep KumarRoll No. N019

MBA Exe. -2015-17

Learning Diar !Le"#ure $ 1%

Ma&ing '( )ro*e"#+ +u""e++,ul

The learning during the first session are

a# i+ an 'n,orma#ion /+#em

The authors Definition:

An Information system is composed of software, hardware, communication

systems, and people. It is a critical investment for organizational survival. Itincreases the efficiency and effectiveness of daily business by integration

organizational processes and structures

'n,orma#ion /+#em !'/%

!erves to coordinate the wor" of different organizational functions and is

the core of any business.

Aims to increase efficiency and effectiveness of business practices.

Implementation of an I! involves the design, delivery, and use of the

software systems in the organization.

Information Technology #IT$ is the enabling tool that powers the I!. IT is

used by I!.

'/ i+ neee e"au+e

Technology has become embedded in

o the way we define and e%ecute strategy,

o the way we organizes and lead businesses, and

o the way we define a uni&ue value proposition.

IT is no longer a tool for bac" office activities but a strategic part of most

businesses.

Distance and time have become much less significant determinants of

mar"et and organization structures and processes.


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3anging Role o, '/

'( +oul ,ollo4 a Ma#ura#ion )a#


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(e role o, '( +eri"e+ are "anging


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Anal+i+ o, 3/6 ,or '/ +u""e++

'ost occurring &ualities of !uccessful systems:

(n time, under budget.

)ro*ect Delivers its functionality. +lear ision - (b*ectives

%ecutive 'anagement !upport

an I! system is some combination of hardware, communication technology

and software designed to handle information related to one or more businessprocesses

the failure of an I! occurs when the system as a whole does not operate as

e%pected and its overall performance is sub/optimal

#0lowers, 1223$

ner+#aning '/ )ro*e"# 6ailure

456 of large/scale I! investment fail.

)ro*ect must meet a number of ob*ectives and goals.

Important parameters to meet will be:


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o 7eturn on Investment

o )rofitability

o +ompetition

o 'ar"et Ability

an I! can be termed if, on implementation it does not perform as originallyintended or if it is so 8user/hostile9 is re*ected by users - is underutilised;

#0lowers, 1223$

If cost of I! development e%ceeds any benefits system may bring

throughout its use

0ailure if pro*ect abandoned before +ompletion

De,ining )ro*e"# 6ailure

+ategory of 0ailure Description of 0ailure

1. +orrespondence 0ailure The I! fails to meet it9s designated

ob*ectives.

. %pectation 0ailure The I! does not meet sta"eholders

e%pectations.

Di,,eren# egree o, ,ailure+

Total 0ailure system not operational

)artial 0ailure Type 1 ?oal 0ailure #main stated goals not attained$

)artial 0ailure Type < !ustainability 0ailure #succeeds initially but then

fails after a year or so$ )artial 0ailure Type = @ero/!um 0ailure #succeeds for one sta"eholder

group but fails for another$

7ichard ee"s, ID)', Bniversity of 'anchester

Leel+ o, 6ailure


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Cevel one is considered minor. 0inal I! pro*ect does still meet its

ob*ectives and is completed.

Cevel two failure is ma*or. I! pro*ect does not meet all re&uirements and

will not be achieved within budget and one time. Cevel three is critical failure. I! pro*ect odes not meet any of its

re&uirements and ob*ectives. 'ost li"ely to be scrapped after runningover time and budget.

CC (0 0AICB7

CC ( CC TE( CC T7

#'I(7$ #'AF(7$ #+7ITI+AC$

/ )rofitability

/ )oor stimates

/ BnprovenTechnology/ Cac" of 7esources

/ Cac" of 0eatures

/ Cac" of Bsability/ Cac" of )ro*ect

organization/ Transparency in I!

)ro*ect

/ )rogress 'eetings

/ ?oals not all achieved

/ +omple% !olutions

/ Cac" of )lanning/ Cac" of BserInvolvement

/ Cac" of 7esources

/ Cac" of +ommitment/ Bnrealistic %pectations

/ Cac" of %ecutive!upport

/ +hanging re&uirements

and

specifications/ !chedule overrun/ Gudget overrun

/ )oor leadership and

management/ Debugging incomplete

/ Cac" of ownership/ Too many vested

interests

/ !crapped Gefore

+ompletion

/ endor9s Inability tomeet

re&uirements

/ +lient consultation

duringdevelopment stage.

3ri#i"al 6a"#or+ ,or '/ )ro*e"# /u""e++

Ga"er et. al.

#12H=$

'orris and ough

#12H4$

)into and !levin

#12H2$

Turner, F.7.

#122=$

/ +lear !tatement

of 7e&uirements/ )roper )lanning

/ +lear !tatement

of7e&uirements

/ Bser

Involvement/ %ecutive mgt.

/ Bser

Involvement/ %ecutive mgt.


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/ +ompetent !taff/ +lear ision and

(b*ectives

/ ard Eor"ing!taff

/ Ceadership/ 7esources and

funding/ Cow start/up

difficulties

/ o )olitics

/ )roper )lanning/ +ompetent !taff

/ 7esources and

0unding/ Cow start/up

Difficulties/ o )olitics

!upport/ +ompetent !taff

/ ard Eor"ing

!taff/ (n time, under

budget/ !atisfies owners

needs/ Ceadership

/ Teamwor"

/ o )olitics

support/ +ompetent !taff

/ (n time, under

budget/ !atisfies owners

needs/ Teamwor"

/ o )olitics

+(A! 7)(7T

#122>$

Eateridge, F.

#122$

Ehita"er, G.

#1222$

Goehm, G.

#


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o valuate technology and report findings

a# "on#riu#e+ #o '/ ,ailure

Cac" of Bpper management +ommitment

o IT pro*ects are e%pensive and time consuming

o Bpper management needs to understands the e%pected benefits of

the pro*ect and is committed to it

/olu#ion

o !ee" upper management support


La"& o, 'npu# ,rom En +er+

o Bsers unwilling to use the a new system if they do not understand

it, or fail to meet their needs

+reating the system with inade&uate or no input from the end

users

/olu#ion

o Involve a good mi% of the intended end users in every phase of thepro*ect


)oor e,ini#ion o, )ro*e"# /"ope

o +ommencing the pro*ect before the pro*ect scope has been decided

0undamental design and architectural decisions are made,

hardware ac&uired, programming commences

/olu#ion

o +reate a detailed pro*ect specification, sign off it before starting the

wor"



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Dela+ in "omple#ion

o +hanges to feature set

o +hanges to underlying architecture of the system

o )oor estimation at the start of the pro*ect

o Jey employees assigned to new pro*ects, new employees fill the

gap and e%tra time getting up to the speed on the pro*ect

/olu#ion

o ?ood )ro*ect management

o +arefully monitor the progress

o 'issing an interim deadline immediately find out what is going

wrong and ta"e appropriate steps to correct the problem


3o+# oerrun+

o Delays in completion

o IT personnel demanding large salary and more e%tensive per"s

o Talented employees changing *obs more often

o Increased cost for training, recruitment

/olu#iono ?ood design and strong pro*ect management

o 7eusing standard components

o 7educing the staff turnover

%cellent leadership and management practices

+ompetitive compensation pac"ages

+areer advancement opportunities


'n+u,,i"ien# #e+#ing

o %pensive to create a proper test plan

o %pensive and time consuming to conduct the testing

o )ressure to deliver the pro*ect

)ressure from deadline and budget


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/olu#ion

o Thorough testing built into pro*ect budget

o ever ma"e up for delays by reducing the amount of Testing

/////////////////////////////////////////////////////////////////////////////////


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Learning Diar !Le"#ure $ 2%

Ma&ing '( )ro*e"#+ +u""e++,ul

)ro*e"#:A pro*ect is a temporary endeavor underta"en to accomplish a uni&ue

product or service #)'G(JK ?uide $

In contemporary business and science a pro*ect is a collaborative enterprise,involving research or design, that is carefully planned to achieve a particular

aim.

A pro*ect is an endeavor to accomplish a specific ob*ective through a uni&ue

set of interrelated tas"s and the effective utilization of resources.

A##riu#e+ o, pro*e"#+

uni&ue purpose

temporary

re&uire resources, often from various areas

should have a primary sponsor andLor customer

involve uncertainty

)ro*e"# Managemen#:

)ro*ect management is the application of "nowledge, s"ills, tools, and

techni&ues to pro*ect activities in order to meet pro*ect re&uirements#)'IM, )ro*ect 'anagement Gody of Jnowledge #)'G(JK ?uide$,


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N +ost

N !cope

These constraints are very important. All these three constraints needs to beproperly managed while e%ecuting a pro*ect. These constraints define the

right direction of the pro*ect. 'ilestone in a pro*ect should be properlymonitored, along with the cost incurred and whether the scope is being

fulfilled.

)ro*e"# Managemen# 6rame4or&:

A pro*ect management framewor" is the use of tools and processes to

transition a pro*ect from start to finish. A generic process includes: initiate,plan, e%ecute, control, monitor, and terminate. There are three main parts to

a pro*ect management framewor", which are lifecycle, control cycle, and

tools and templates.

A pro*ect management framewor" is a combination of processes, tas"s, andtools used by individuals wor"ing on a pro*ect to transition a pro*ect from

start to finish. An overview of a generic process used by this framewor" is:

Initiate is when the pro*ect starts )lan is when all of the "ey decisions are made

%ecute is when pro*ect wor" actually ta"es place

+ontrol is when ad*ustments are made to the plan

'onitor is when pro*ect progress is chec"ed

Terminate is when the pro*ect comes to an end


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ach stage of this process involves the completion of many tas"s by pro*ect

team members using various tools.

'( )ro*e"#+ /u""ee:

1. !ound pro*ect management processes

. ?ood change management

. Detailed re&uirements

3. 7ealistic schedule

4. ?ood sta"eholder relationships

H. mpowered pro*ect manager

2. !"illed and appropriate team members with defined roles and

responsibilities

15. Availability of funding


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Eith all of the tools, technologies, systems, plans, charts, diagrams and so

on that pro*ect managers have at their disposal, it9s easy to forget thatpro*ects succeed based on the people involved and more specifically,

whether they9re competent or not. 0or a successful pro*ect credit can directlybe given to the s"ill and ability of the people involved.

)ro*ect sponsors - pro*ect e%ecutives with important *ob titles are great atauthorizing pro*ect managers to do their *ob but they9re often not so

great at giving them the autonomy they need to succeed.As a result, many pro*ect managers and their teams spend an enormous

amount of time either wrestling for control of their pro*ect, or *ust as often,desperately trying to protect the integrity of their pro*ect from outsiders who

aren9t adding any value.

)erhaps the simplest way of saying this is that autonomy and success are gohand/in/hand. ?et rid of the former, and the latter is more by luc", and less

by design

?ood pro*ect management software is a fundamental re&uirement that

enables success of a pro*ect.

)ro*e"# Managemen# (ool+ 8 (e"niue+

)ro*ect management tools and techni&ues assist pro*ect managers and their

teams in various aspects of pro*ect management some specific ones include:

1. /"ope Managemen#: Gusiness cases, pro*ect charters, scopestatements, and wor" brea"down structures


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Bu+ine++ an Leaer+ip /&ill+

In addition to using appropriate )' tools and techni&ues, )'s must use

Bu+ine++ +&ill+: financial analysis, problem/ solving, decision/ma"ing

Leaer+ip +&ill+: negotiation, team/ building

3ommuni"a#ion +&ill+: listening, spea"ing, writing, presenting

Don# oerempa+i;e u+ing )M /o,#4are:

Oou can9t use )' software well if you don9t understand fundamental )'concepts. ?ood pro*ect management software is one which is:

Accessible via the cloud

ighly customizable

Transparent and offers real/time, live reporting

)owerful, yet simple to use

Integrated with other platforms and software solutions

!afe and secure


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Affordable and scalable.

a+ #o Mea+ure


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Develop streamlined, consistent pro*ect delivery processes

Install a sound but comprehensive set of pro*ect performance metrics

)ro*e"# Managemen# Ma#uri# Moel+

!everal )' firms have their own maturity models, most using levels 1/

The International Institute for Cearning, Inc. calls the five levels

common language, common processes, singular methodology,

benchmar"ing, and continuous improvement

!I9s five levels are called ad hoc, consistent, integrated,

comprehensive, and optimizing

)'I9s (rganizational )ro*ect 'anagement 'aturity 'odel #()'=$

released their model in

Ger"eley )ro*ect 'anagement 'aturity 'odel

Le"#ure- >


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(opi": - IT (utsourcing

Date: 11.51.


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Aan#age+ Di+aan#age+

(urn&e

ou#+our"ing

1. Guyer has minimal

responsibility for outsourcedprocesses


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Rea+on+ ,or ou#+our"ing: -

1. /#ra#egi" rea+on+ ,or ou#+our"ing

Improve company focus

?ain access to world class capabilities

?et access to resources that are not available internally

Accelerate reengineering benefits

Improve customer satisfaction

Increase fle%ibility

!haring ris"s


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?u#+our"ing in '(

It is necessary because IT systems are comple% and mission/critical.

All IT activities cannot be done in/house. !"ills, management attention

and ris" could be a challenge

A prudent choice between what to do in/house and what to outsource

to partners and vendors is needed

IT may not be core competency hence Jeeping a highly s"illed and

motivated in/house team in the long/term is difficult.

There are cost advantages due to wage differential in developing

countries.

nhanced connectivity through telecom infrastructure.

IT specialized services need specialized s"ills

a# #o ?u#+our"e: !trategic on/!trategic

+ompetitive No#?u#+our"e

=reArea

on/+ompetitive 'n @ou+e

i, )o++ile

?u#+our"e


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?u#+our"ing or oing i# 'n-ou+e:-/#ra#egi" Approa"


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(e ou#+our"ing pro"e++:

1. (e /#ra#egi" pa+e

(ree main ue+#ion+ in #e Strategic phase

1. Ehat is the motive to outsourceP

. (e ?pera#ional pa+e

'cQuiston #


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!hared goals and ob*ectives

'utual dependence

(pen lines for communication

+oncern for the other9s profitability

'utual commitment to customer

satisfaction

Trust

Developing a personal relationship

aving professional respect

Investment of effort by top management

+ommitment to continuous


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o 3ompanie+ ?u#+our"e


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@o4 #o 'mplemen# ?u#+our"ing

)rogram ini#ia#ion

(pinions and ideas shared to form draft contract

)rogram implemen#a#ion

Transferring staff!ervice Cevel Agreement #!CA$

stablish communications between partnersActual transfer of the service

stablish management procedures

N3on#ra"# agreemen#

3on#ra"# ,ul,ilmen#

/eri"e Leel Agreemen#!/LA+%

1. 'inimum level of service to be provided


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3ommuni"a#ion in a /? pro*e"#:

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