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J. R. Burns, Texas Tech University
Welcome to Project Management
Information Systems Project Management, that is….
A Capstone Course for Undergrad MIS
INSTRUCTOR: Dr. Burns Off Hrs:
• By appointment: 834-1547, BA E306
Email: [email protected]
J. R. Burns, Texas Tech University
TEXTS & REFERENCE:
Schwalbe, Information Technology Project Management, 2013, Seventh Edition
Burns, Project and Process Management (will be handed out one chapter at a time) 2012-2015
REFERENCE Goldratt, Critical Chain, 1997
J. R. Burns, Texas Tech University
Outline for Today
Course Objectives Requirements for Completion Jobs Term Project Burns--Chapter 1
J. R. Burns, Texas Tech University
Course Objectives Present technology of Project
Management• Companies have organized around processes and
projects• MIS Advisory Board has mandated this course for
20 years
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 Holds the PMP credential from PMI 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 and a book about Project Management
An active area of writing and research interest
J. R. Burns, Texas Tech University
Requirements for Completion
Two EXAMS and a FINAL, each worth 17%
Mid-semester report, worth 8% 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 four
• 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 PMI – Project Management Institute(PMI student membership fee is $32 a year.) Can learn to be credentialed—CAPM and
better…PMP A TTU student chapter has been formed
(no cost to join and/or attend the meetings)
Our first meeting will be 6 pm, August 25, 2015 in Rm 268 of Mass Comm—if you attend, 10 extra credit points will be added to your class participation grade. (Hey, that’s tonight, kiddos)
J. R. Burns, Texas Tech University
Course Deliverables—Page 8 of your syllabus Preliminary proposal (one-page
description) – also called Statement of Work -- due 9-1-15—one week from today
• This will not be graded
• You must have your teams formed and your project topic decided upon to submit this
Requirements Document due 9-17-15 Project Plan due 10-15-15
• Your plan must consist of at least 50 tasks/steps/activities
Proposal due 10-27-15
J. R. Burns, Texas Tech University
More Course Deliverables
Mid-semester Report due 11-3-15• Won’t be included in your final term project report
• Done individually—not in teams
Project Earned Value Analysis due 11-19-15
Final Project due 12-1-15 Possible Topics are discussed in Syllabus Format/Grading is discussed in Syllabus
J. R. Burns, Texas Tech University
Project Topics
Taken from past employment involvements
Taken from current involvements May use extensions of analysis
project completed for ISQS 4348 Based on a prototypical
contemporary initiative
J. R. Burns, Texas Tech University
Term Project Protocol
Performed in groups of four You get to choose team & topic Will require a presentation
beginning 11-19 and concluding on 11-24
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 mid-semester report
Must consist of at least 50 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 Maturity
AGILE, Scrum, RupAGILE, 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).
RUP – Rational Unified Process
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 Annual starting salaries for IT
(MIS) majors are around 65k
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? PMBOK – “a temporary endeavor
undertaken to create a unique product, service or result”
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
How does a Project differ from Operations?
Operations are sometimes accomplished by use of projects—25% of the time
Otherwise Operations are ongoing and don’t have a definite starting and stopping date
Such is true of batch operations, mass production, and continuous production
J. R. Burns, Texas Tech University
Sequential Work
Time
Activity 1
Activity 2
Activity 3
Activity 4
J. R. Burns, Texas Tech University
Concurrent Teamwork
Time
Activity 1
Activity 2
Activity 3
Activity 4
J. R. Burns, Texas Tech University
Characteristics of Projects
Project
Starting Point Stopping PointTime
Deliverables/Customer
Project Manager
Project Team
Stakeholders
Tasks, Activities
J. R. Burns, Texas Tech University
Sooo What Is a Project, exactly?? A project is a temporary endeavor
undertaken to create a unique product• As defined by the Project Management Institute
Attributes of projects• Unique• 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: PMI
STAGE 1:Initiating
STAGE 2:Planning
STAGE 3:Executing
STAGE 5:Closing
STAGE 4:Monitoring-and-Controlling
J. R. Burns, Texas Tech University1–33
Project Life Cycle
FIGURE 1.1
J. R. Burns, Texas Tech University1–34
Comparison of Routine Work with Projects
TABLE 1.1
Routine, Repetitive Work
Taking 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 iPod
Attaching tags on a manufactured product
Projects
Writing a term paper
Setting up a sales kiosk for a professional accounting meeting
Developing a supply-chain information system
Writing a new piano piece
Designing 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, 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
Compared to IT PROJECTS, construction projects have
Much more visibility Much less risk Much more maturity
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 (planning) 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, entail communications, etc.
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 Catch-22 in Software Development
LIFECYCLE COSTS OVER TIME
Cost
Development Maintenance Time
J. R. Burns, Texas Tech University
Project management involves Initiating
• Develop project charter and identify stakeholders
Planning • Definition of work requirements--WORK
BREAKDOWN STRUCTURE--WBS• 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 planned outcomes• Analyzing impact/Making adjustments
Closing and Terminating• Deliver the product. 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
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
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
MS PROJECT Gantt chart
J. R. Burns, Texas Tech University
Figure 1-4. Sample Gantt Chart*
*This template file comes with MS Project
Gantt Chart
J. R. Burns, Texas Tech University
NETWORK CHART 1
J. R. Burns, Texas Tech University
MS Project Network Chart
J. R. Burns, Texas Tech University
Figure 1-5. Sample Network Chart
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 thecritical path take longer than planned, the whole project will slip unless something is done.
B
2 2 days
Mon 8/3/98 Tue 8/4/98
C
3 3 days
Mon 8/3/98 Wed 8/5/98
D
4 4 days
Tue 8/4/98 Fri 8/7/98
E
5 5 days
Wed 8/5/98 Tue 8/11/98
G
7 6 days
Thu 8/6/98 Thu 8/13/98
H
8 6 days
Wed 8/12/98 Wed 8/19/98
I
9 2 days
Fri 8/14/98 Mon 8/17/98
F
6 4 days
Wed 8/5/98 Mon 8/10/98
A
1 1 day
Mon 8/3/98 Mon 8/3/98
J
10 3 days
Thu 8/20/98 Mon 8/24/98
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 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
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 and integrates them
J. R. Burns, Texas Tech University
PM Knowledge Areas
ProjectScope Management
ProjectTime Management
ProjectCost Management
ProjectQuality Management
ProjectHuman Resource Management
ProjectCommunications Management
ProjectRisk Management
ProjectProcurement Management
Project Integration Management
Core Knowledge Areas Facilitating Knowledge Areas
ProjectStakeholder Management
J. R. Burns, Texas Tech University
Figure 1-2 Project Management Framework—according to PMI
Information Technology Project Management, Seventh Edition
64
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
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
71
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
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)
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?