3Project Management _Chapter10

7/28/2019 3Project Management _Chapter10

1/40

+

How Do We Build SystemsAnd Manage Projects?

Chapter 10


2/40

2

2

The Challenge

20 Sticks of Spaghetti 1 yard masking tape 1 yard string 1 marshmallow

Your Resources:18 minutes

A Team of Four

To Build the Tallest FreeStanding Structure

(must support marshmallow at top of structure)

Management Information SystemsMGIS 321 Spring 2013

Activity


3/40

+The Rules

Build the Tallest Freestanding Structure:

The winning team is the one that has the tallest structure measured from the table top surface to the top of the

marshmallow. That means the structure cannot be suspended from a higher structure, like a chair, ceiling or

chandelier.

The Entire Marshmallow Must be on Top:

The entire marshmallow needs to be on the top of the structure. Cutting or eating part of the marshmallow

disqualifies the team.

Use as Much or as Little of the Kit:

The team can use as many or as few of the 20 spaghetti sticks, as much or as little of the string or tape.

Break up the Spaghetti, String or Tape:

Teams are free to break the spaghetti, cut up the tape and string to create new structures.

The Challenge Lasts 18 minutes:

Teams cannot hold on to the structure when the time runs out. Teams touching or supporting the structure at the end

of the exercise will be disqualified.

Ensure Everyone Understands the Rules:

Dont worry about repeating the rules too many times. Repeat them at least three times. Ask if anyone has any

questions before starting.

Management Information Systems

3

3MGIS 321 Spring 2013

Activity


4/40

Management Information Systems

4

4MGIS 321 Spring 2013

Activity
http://www.ted.com/talks/tom_wujec_build_a_tower.htmlhttp://www.ted.com/talks/tom_wujec_build_a_tower.html


5/40

+Our Goal is to


5

Process

Systems

People

Point A = Data Point B = Information


6/40

+


6Business Process Management

(BPM) Symbols

Flow objects for events,

activities and decisionsConnecting objects


7/40

+


7

Business Process Modeling Exercise

A customer can place one or more orders froman online store. Each customer has a creditrating. If the credit rating is good, the customercan make the payment either with a credit cardor a bank check. However, if the credit rating ispoor, the customer has to pay in cash. Eachorder is an aggregate of different order items. Acustomer's order can have multiple items with

varying quantities.

Draw a Business Process Diagram for the aboveonline store transaction.


8/40

+Business Process Model of Online Store

Transaction - Example


8

Start

End

Place Order

Receive Order

Receive Invoice

Settle Payment

Ship Order

items

Good

Customer

Credit

ratingDecision Point (Exclusive gateway)

Customer

On-line store

Request payment in

Credit card

Request payment in cash


9/40

+


9

Business Process Model of Online Store

Transaction - Example


10/40

+Why?

How do you develop systems?

How do you manage projects?

What are some architectural trends?


10


11/40

+1st Question: How Feasible is It?


11

Is it a good fit?Organizational Feasibility

Will it be accepted?Operational Feasibility

Can we afford it?Economic Feasibility

Does the

capability exist?Technical Feasibility


12/40

+2nd Question: Can We Integrate it into Our

Organization?


12

Finance

Silo

Accounting

Silo

Operations

SiloData Data

Data

Paths of Integration


13/40

+Can We...

Is there familiarity with application?

Does the application have build inknowledge of business domain?

Is there familiarity with technology?

Does it extends or uses firmsexisting technologies?

Is it a new technology?

What is the Project size?

Number of people, time, orfeatures?

Is it Compatible?

With it be difficult to integrate withexisting technology?

IT projects have a large impacts

in terms of budget or personnel

Scope

Start and end date

Temporary use of resources

Unique

Accomplish something new


13

Build It? What are the Risks?

Te

chnicalFeasib

ility


14/40

+What is the Value of the Project?

Cost-Benefit Analysis

Estimate financial impact (ROI)

Development costs

Annual operational costs

Annual benefits

Intangible costs and benefits


14

EconomicFeasib

ility


15/40

+Is the Technology Going to be Accepted?


15

OperationalFeasibility
http://www.metacafe.com/watch/1938420/


16/40

+3rd Question: Can we Manage the Project?Can we manage the Project Management Variables


16


17/40

+What is Project Management?


17


18/40

+What are the Important Parts of Project

Planning?

The Project Charter

A document issued by the project initiator or sponsor that formally

authorizes the existence of a project and typically contains the:

Project scope Project objectives

Project constraints

Project assumptions


18


19/40

+How do you Set Project Scope?

By Defining the work that must be completed to deliver a

product with the specified features and functions

A Good Tool:

SMART criteria are useful

reminders on how to ensure

that the project has created

understandable andmeasurable objectives


19


20/40


21/40

+How do you Convert an New System?

MANAGEMENT INFORMATION SYSTEMSMGIS 321 Spring 2013

21

Old System New System

Old System

New System

Old System

Old System New System

New System

Parallel

Pilot

Phased

Plunge

Risk

Technology People

+

+


22/40

+Conversion type of projects

Converting business activity from the old system to the new1. Pilot

Organization implements entire system on single, limited unit If systems fails, it only affects limited boundary Reduces exposure

2. Phased New system installed in phases

Tested after each phase Continues until installed at entire organization Cant be used in tightly integrated systems

3. Parallel

New system runs in parallel with old system during testing

Expensive and time consuming

Data must be entered twice

Provides easy fallback position

4. Plunge Direct installation

Install new system and discontinue old

There is no backup position


22


23/40

+2 MAIN BRANCHES OF PROJECT

MANAGEMENT METHODOLOGIES


23

Ag i le Method ologyaims for customer satisfaction with early and

continuous delivery of useful system or software components

meeting bare minimum requirements.

Iterat ive Development

consists of a series of fast, efficient,short, lower cost projects that achieve rapid feedback and

acceptance. Its speed, size and focus account for end user

satisfaction.


24/40

+What are the Development Methodologies?

Waterfall

Systems development life

cycle (SDLC)

Iterative

Rapid application

development (RAD)

SCRUM

Object-oriented systems

development (OOD)

Extreme programming (XP)

PD

No single process works in all

situations because of

Different requirements

Some systems whollyautomated, others are not

use augmentation system

to fill gaps


24


25/40

+What do we Base our Methodology Decisions

On?


25

Matching Needs

Cost of Finding Errors


26/40

+What are the Stages of SDLC?


26


27/40

+PROJECT METHODOLOGIES

Consider whether you would prefer group work with 10 people

or with three other people? Where people have to vote on what

will be done at each step? Where the vote and the step is

formally recorded in a report?


27


28/40

+What do Waterfall Methodologies Look Like?

A sequential, activity-based

process in which each phase

in the SDLC is performed

sequentially


28


29/40

+What the Issues with Waterfall Methodology?


29


30/40

+What do Agile Methodologies Look Like?Iterative development


30


31/40

+Rapid Application Design

Emphasizes extensive userinvolvement in the rapid andevolutionary construction ofworking prototypes of a system toaccelerate the systems

development process

The prototype is an essential partof the analysis phase when usinga RAD methodology

Prototype a smaller-scale

representation or working model ofthe users requirements or aproposed design for an informationsystem


31


32/40

+ Participatory Design

Part ic ipatory Design

views the users, not the developers asexperts

Promotes the active involvement of users in the information

systems development process

The people destined to use the system play a critical role in

designing it

Basic Tenet of PD

The design process makes a difference for participants

Implementation of the results from the design process is likely

It is fun to participate


32


33/40

+


33

Scrum Methodology

SCRUM Uses small teams to produce small pieces of deliverable

software using sprints, or 30-day intervals, to achieve an appointed

goal

Under this methodology, each day ends or begins with a stand-upmeeting to monitor and control the development effort

The term is simply borrowed from the game of rugby. In rugby, a scrum (short for scrummage) restarts a game after an accidental

interruption. Proponents of Scrum build further on this analogy by comparing the way rugby players interact with the whole team

during a scrummage, passing the ball back and forth. The hallmark of Scrum project management is its focus on teamwork and

meeting the ultimate goal one "sprint" at a time.


34/40

+


34

Developing Successful Systems

Slash the budget Small budgets force developers and users to

focus on the essentials

If it doesnt work, kill it Bring all key stakeholders together to

evaluate and assess the software

Keep requirements to a minimum Start each project with whatthe software must absolutely do

Test and deliver frequently As often as once a week, and not less

than once a month, complete a part of the project or a piece of

software

Assign non-IT executives to software projects Non-IT

executives should coordinate with the technical project manager, testiterations to make sure they are meeting user needs, and act as

liaisons between executives and IT


35/40

+What are the Benefits?

IT Costs

Ease of Change

Innovative Solutions

Sharing

Flexibility

Availability


35


36/40

+FUBINI LAW


36


37/40

+What Does Technology Do and Why Do We

Use It?

FubinisLaw

People initially use new technologies to do what they already do

only better

Then they gradually begin to use the technology to do new things These new things change the ways we live and work

The new lifestyles and workstyles change society and eventually

change technology


37


38/40

+Example of Fubini Law

With affordable automobiles, a lot of people moved from cities tothe suburbs. With the WEB, one could connect with anybody, atanytime and from anywhere. Now you can telecommute and workfrom home.

With airplane, you could take a round trip from Calgary to Torontoin the same day. You could be working on the airplane as if you

were in your office by using a laptop computer.

These technologies are changing our life-styles and workpractices.

With all this information, will you be less mobile and social?

What will be the key social element that will change technology PRIVACY.


38


39/40

+LEARNINGS

Marshmellow Learnings

BPM

Project Management

New system/Old system

Methodologies

Fubini Law


39

+


40/40

+

Thank You

40

Documents

3Project Management _Chapter10