Welcome to Project Management ISQS 7342

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]


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


Outline for Today

Objectives Requirements for Completion Jobs Term Project Burns--Chapter 1


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)


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


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%


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


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


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.


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.

http://www.rawlscmc.ba.ttu.edu/


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


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


Project Topics

Taken from past employment involvements

Taken from current involvements Based on a prototypical

contemporary initiative


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


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)


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


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


Questions

About course requirements About project About exams About homework


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


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


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.


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

1 ) Work1


Concurrent TeamworkActivity 1timeConcurrent (Team) Work1

Activity 2timeConcurrent (Team) Work1Activity 3timeConcurrent (Team) Work1Activity 4timeConcurrent (Team) Work1


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


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


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


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.


The Catch-22 in Software Development

LIFECYCLE COSTS OVER TIME

Cost

Development Maintenance Time


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 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


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


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


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


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


NETWORK CHART 1


WORK BREAKDOWN 1


WORK BREAKDOWN 2


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


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


Figure 1-2. Project Management Framework – old, prior to 2013

TT


Figure 1-2 Project Management Framework—according to PMI

Information Technology Project Management, Seventh Edition

57


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


Figure 1-4. Sample Gantt Chart*

*This template file comes with MS Project

WBS Gantt Chart


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


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


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 Project Management, Seventh Edition

66


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.htm

http://www.pmi.org/certification/code.htm

http://www.pmi.org/certification/code.htm


CAPM (Certified Associate in Project Management) Requires passing an exam

prepared by PMI only.


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

http://portfolio-engineering.com/

Documents

Welcome to Project Management ISQS 7342