J. R. Burns, Texas Tech University
Welcome to Project ManagementISQS 7342 Information Systems Project
Management, that is…. INSTRUCTOR: Dr. Burns Off Hrs:
• By appointment: 834-1547, BA E306 Email: [email protected]
J. R. Burns, Texas Tech University
TEXTS & REFERENCES:
Larson & Gray, Project Management: the managerial process, Fifth Edition, 2011.
Burns, Project and Process Management (will be handed out one chapter at a time) 2012-2013
REFERENCE Goldratt, Critical Chain, 1997 Schwalbe, Information Technology Project
Management, 2014, Seventh Edition
J. R. Burns, Texas Tech University
Outline for Today
Objectives Requirements for Completion Jobs Term Project Burns--Chapter 1
J. R. Burns, Texas Tech University
Objectives Present technology of Project
Management• Companies have organized around processes and
projects, eliminating jobs• MIS Advisory Board has mandated this course
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)
J. R. Burns, Texas Tech University
Introduction of Lecturer
Taught the course for more than twenty years, from a half dozen different texts
Participated in several projects over many years as both project professional and project manager
Written many papers about Project Management
An active area of writing and research interest
J. R. Burns, Texas Tech University
Requirements for Completion
Three EXAMS and a FINAL, each worth 13%
Mid-semester report, worth 7% Term Project, worth 21% Homework, worth 10% Class participation, worth 10%
J. R. Burns, Texas Tech University
GRADING 90-100 -- A 80-89.9999 -- B 70-79.9999 -- C
97.5 – up -- A+ 92.5 - 97.5 -- A 90 – 92.5 – A- Similarly for
• B and C
J. R. Burns, Texas Tech University
My Expectations of You
Attend class—attendance is noted Perform reading assignments before
coming to class Do most work in teams—of three
• Homework, mid semester report and exams will be completed individually
Tech policy for academic honesty enforced
Assistance for Disabled students
J. R. Burns, Texas Tech University
You may want to JOIN AITP AITP stands for American Association of
Information Technology Professionals Application forms are in BA E310, the ISQS
Office and online at //aitp.ba.ttu.edu Its important to affiliate yourself with a
professional organization Dues for the first few years are cheap if
you join as a student Discounts on airlines and hotels Low interest credit card It’s the way MIS (and other) majors market
themselves to recruiters.
J. R. Burns, Texas Tech University
Will you be interviewing this semester?? 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.
J. R. Burns, Texas Tech University
Course Deliverables—Page 6-8 of your syllabus Preliminary proposal (one-page
description) due 9-4• This will not be graded• You must have your teams formed and your project
topic decided upon to submit this Requirements Document due 9-23 Project Plan due 11-1 Proposal due 11-13-13 Mid-semester Report due 11-18-13
• Won’t be included in your final term project report• Done individually—not in teams
J. R. Burns, Texas Tech University
More Course Deliverables
Earned Value Analysis due 11-22-13
Final Project due 12-4-13 Possible Topics are discussed in Handout Format/Grading is discussed in Handout
J. R. Burns, Texas Tech University
Project Topics
Taken from past employment involvements
Taken from current involvements Based on a prototypical
contemporary initiative
J. R. Burns, Texas Tech University
Term Project Protocol
Performed in groups of three, roughly
You get to choose topic Will require a presentation
beginning 11-22 and concluding on 12-4
J. R. Burns, Texas Tech University
Project Expectations Doesn’t have to be actually performed
to completion Must be completely planned in detail,
however• completely Scheduled• completely Resourced• completely Budgeted, costed
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 60 steps (tasks)
J. R. Burns, Texas Tech University
Project Format Title Page Executive Summary Body
• 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
J. R. Burns, Texas Tech University
Appendices Requirements Document
• Revised• Old (with grade sheet and a description of revisions)
Project Plan• Revised• Old (with grade sheet and a description of revisions)
FORMAL PROPOSAL• Revised• Old (with grade sheet and a description of revisions)
Earned Value Analysis• Revised• Old (with grade sheet and a description of revisions)
See Chapter 11 of the copy packet for more details as to format
J. R. Burns, Texas Tech University
Questions
About course requirements About project About exams About homework
J. R. Burns, Texas Tech University
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 MaturityAGILE, Scrum, Rup
J. R. Burns, Texas Tech University
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).
J. R. Burns, Texas Tech University
The IT Business – the Outlook
Getting somewhat better Project Management is strong Some students got up to three
offers last semester
J. R. Burns, Texas Tech University
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
J. R. Burns, Texas Tech University
Our Business -- Some Anomalies Your first real work experience
may involve maintenance, not development
It’s still true that you must know how to carve code
Systems Integration is an imperative
Formal analysis is too expensive for some initiatives• Many projects start at the design level and
go to construction and execution.
J. R. Burns, Texas Tech University
What’s the deal with maintenance? the 1 to 4 rule 80% of some MIS budgets
J. R. Burns, Texas Tech University
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
J. R. Burns, Texas Tech University
Sequential Work
Activity 1
1 ) Work1
J. R. Burns, Texas Tech University
Concurrent TeamworkActivity 1timeConcurrent (Team) Work1
Activity 2timeConcurrent (Team) Work1Activity 3timeConcurrent (Team) Work1Activity 4timeConcurrent (Team) Work1
J. R. Burns, Texas Tech University
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
J. R. Burns, Texas Tech University
The Project LifeCycle
STAGE 1:Conceptualizing
-and-Defining
STAGE 2:Planning-and-
Budgeting
STAGE 3:Executing
STAGE 5:Terminating-and-Closing
STAGE 4:Monitoring-and-Controlling
J. R. Burns, Texas Tech University1–31
Project Life Cycle
FIGURE 1.1
J. R. Burns, Texas Tech University1–32
Comparison of Routine Work with Projects
TABLE 1.1
Routine, Repetitive WorkTaking class notes Daily entering sales receipts into the accounting ledger Responding to a supply-chain request Practicing scales on the piano Routine manufacture of an Apple iPodAttaching tags on a manufactured product
ProjectsWriting a term paper Setting up a sales kiosk for a professional accounting meetingDeveloping a supply-chain information system Writing a new piano pieceDesigning an iPod that is approximately 2 X 4 inches, interfaces with PC, and stores 10,000 songs
J. R. Burns, Texas Tech University
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
There is less visibility
J. R. Burns, Texas Tech University
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
J. R. Burns, Texas Tech University
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.
J. R. Burns, Texas Tech University
The Catch-22 in Software Development
LIFECYCLE COSTS OVER TIME
Cost
Development Maintenance Time
J. R. Burns, Texas Tech University
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
J. R. Burns, Texas Tech University
The Project LifeCycle
STAGE 1:Conceptualizing
-and-Defining
STAGE 2:Planning-and-
Budgeting
STAGE 3:Executing
STAGE 5:Closing and Terminating
STAGE 4:Monitoring-and-Controlling
J. R. Burns, Texas Tech University
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• What went right? What went wrong?• What can be learned?
Monitoring and Controlling
J. R. Burns, Texas Tech University
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????
J. R. Burns, Texas Tech University
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}
J. R. Burns, Texas Tech University
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
J. R. Burns, Texas Tech University
Metzger’s List of Software Development Problems Ill-defined contract Poor planning Unstable problem definition Poor planning Inexperienced management Poor planning, training Political pressures Poor planning Ineffective change control Poor planning Unrealistic deadlines Poor planning
J. R. Burns, Texas Tech University
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
J. R. Burns, Texas Tech University
Project management encompasses many disciplines Operations management Operations research Psychology Sociology Organization theory Organizational behavior Systems thinking and
management
J. R. Burns, Texas Tech University
GANTT CHART
J. R. Burns, Texas Tech University
NETWORK CHART 1
J. R. Burns, Texas Tech University
WORK BREAKDOWN 1
J. R. Burns, Texas Tech University
WORK BREAKDOWN 2
J. R. Burns, Texas Tech University
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 1999 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
Motivation for Studying Information Technology (IT) Project Management
J. R. Burns, Texas Tech University
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
J. R. Burns, Texas Tech University
Figure 1-1. The Triple Constraint of Project Management
J. R. Burns, Texas Tech University
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.
J. R. Burns, Texas Tech University
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
J. R. Burns, Texas Tech University
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
J. R. Burns, Texas Tech University
Figure 1-2. Project Management Framework – old, prior to 2013
TT
J. R. Burns, Texas Tech University
Figure 1-2 Project Management Framework—according to PMI
Information Technology Project Management, Seventh Edition
57
J. R. Burns, Texas Tech University
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
J. R. Burns, Texas Tech University
Figure 1-4. Sample Gantt Chart*
*This template file comes with MS Project
WBS Gantt Chart
J. R. Burns, Texas Tech University
Figure 1-5. Sample Network Chart
Each box is a project task from the WBS. Arrows show dependenciesbetween tasks. The tasks in red are on the critical path. If any tasks on thecritical path take longer than planned, the whole project will slip unless something is done.
B
2 2 daysMon 8/3/98 Tue 8/4/98
C
3 3 daysMon 8/3/98 Wed 8/5/98
D
4 4 daysTue 8/4/98 Fri 8/7/98
E
5 5 daysWed 8/5/98 Tue 8/11/98
G
7 6 daysThu 8/6/98 Thu 8/13/98
H
8 6 daysWed 8/12/98 Wed 8/19/98
I
9 2 daysFri 8/14/98 Mon 8/17/98
F
6 4 daysWed 8/5/98 Mon 8/10/98
A
1 1 dayMon 8/3/98 Mon 8/3/98
J
10 3 daysThu 8/20/98 Mon 8/24/98
J. R. Burns, Texas Tech University
Advantages of Project Management Bosses, customers, and other stakeholders
do not like surprises Good project management (PM) provides
assurance and reduces risk PM provides the tools and environment to
plan, monitor, track, and manage schedules, resources, costs, and quality
PM provides a history or metrics base for future planning as well as good documentation
Project members learn and grow by working in a cross-functional team environment
Source: Knutson, Joan, PM Network, December 1997, p. 13
J. R. Burns, Texas Tech University
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
J. R. Burns, Texas Tech University
Figure 1-3. Project Management and Other Disciplines
J. R. Burns, Texas Tech University
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
J. R. Burns, Texas Tech University
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
J. R. Burns, Texas Tech University
Figure 1-9 Growth in PMP Certification, 1993-2011
Information Technology Project Management, Seventh Edition
66
J. R. Burns, Texas Tech University
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
J. R. Burns, Texas Tech University
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.htm
J. R. Burns, Texas Tech University
CAPM (Certified Associate in Project Management) Requires passing an exam
prepared by PMI only.
J. R. Burns, Texas Tech University
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?
J. R. Burns, Texas Tech University
A Favorite Web Site
http://portfolio-engineering.com
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