Upload
others
View
0
Download
0
Embed Size (px)
Citation preview
COMM 391Introduction to Management Information Systems
Winter 2014 – Term 1
INFORMATION SYSTEMS SOURCING AND PROJECT MANAGEMENT
Learning Objectives1. Explain the basic concepts of IS projects.
2. Describe the seven phases of the system development life cycle (SDLC).
3. Explain the major reasons of IS project failure.
4. Explain the fundamentals of project management.
5. Describe the role of a project manager.6. Apply project management software,
Microsoft Project 2010, to create a project plan.
© 2014 – Y.M. Cheung 3COMM 391 - W2014 Term 1
Learning Objective 1
• Explain the basic concepts of IS projects.
44© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1
What is a Project? A planned set of interrelated tasks to be executed over
a fixed period and within certain cost and other limitations.
A project is a way of organizing resource. It is a group of individuals who are assembled to perform different tasks on a common set of objectives for a defined period of time. Projects need a leader who can define the work objectives and
criteria for success and recruit staff from all relevant areas of expertise.
5
(Source: http://www.businessdictionary.com/definition/project.html)
(Source: http://www.projectleadersolutions.com)
5© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1
Common Characteristic of a Project
A project is a temporary endeavour has a specific, unique purpose has a primary customer or sponsor, as well as
stakeholders requires resources, staff time, and expertise
from different areas includes an element of uncertainty has metrics for success
66© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1
Three Primary Project Variables The three Primary
Variables in any project are time, cost and scope.
These three variables are interdependent.
All projects are limited by these three constraints.
PMI (Project Management Institute) calls this framework the “Triple Constraint”.
7
Project Management Interdependent Variables
Triple Constraint
7© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1
What is an IT / IS Project?
8
What is an IT / IS
Project?
Can you find an answer on the web?
Please try to search for “top IT projects”
8© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1
Examples of Organization Projects
9
(Source: Business Driven Information Systems, 4th edition)
Are any of these considered to be IT / IS Projects?
9© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1
Learning Objective 2
• Describe the seven phases of the system development life cycle (SDLC)
1010© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1
System Development Life Cycle (SDLC) • The overall process for developing information
systems from planning and analysis through implementation and maintenance.
1111© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1
SDLC – What will the System Accomplish? Plan Involves establishing a high-level
plan of the intended project and determining project goals Define the system to be
developed. Set the project scope. Develop the project plan
including tasks, resources, and timeframes.
Conduct feasibility study / develop business case Determine if a project is
technically, economically and operationally feasible.
1212© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1
SDLC – What Functions will the System Perform? Analysis
The end users & the IT specialists work together to understand and document the business requirements for the system.
Deliverable: Business needs - the detailed set of end user requests that the system must meet in order to be successful. Requirements definition document – prioritizes the business
requirements and places them in a formal comprehensive document.
Sign-off - the knowledge workers’ actual signatures indicating they approve all of the business requirements. This is best used to make sure that the requirements definition is
taken seriously, rather than a commitment that they won’t be changed…
Requirements should be based on the “to-be” process model, not the “as-is” model.
© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1 13
SDLC – How will theSystem Work? Design Involves describing the desired features and operations
of the system, based on business requirements identified in the Analysis phase. Translation of the business requirements into detailed
functions of the system, suitable for a developer
Drawing a graphical representation of a design. E.g., E-R Diagram, Data Flow Diagram, Flow Charts, UML
Diagrams
Determine hardware, software andtelecommunications equipment requiredto run the system.
14© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1
SDLC – make it so…
Development Take all of detailed design documents from the
design phase and transform them into an actual system. Testing
Verify that the system works and meets all of the business requirements defined in the analysis phase.
Implementation Distribute the system to all of the knowledge workers and they begin
using the system to perform their everyday jobs. User Documentation End-User Training Data Conversion Four Types of Conversion Strategies
Parallel, Direct cutover, Phased, and Pilot
Maintenance
15© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1
System Development Methodologies
Methodology – is a set of policies, procedures, standards, processes, practices, tools, techniques and tasks that people apply to technical and management challenges.
Systems Development Methodologies include: Waterfall Agile
Rapid application development (RAD) Extreme programming (XP) methodology Rational unified process (RUP) methodology Scrum methodology
Participatory design methodology
16© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1
Traditional Waterfall Methodology
• Waterfall methodology – a sequential, activity-based process in which each phase in the SDLC is performed sequentially from planning through implementation and maintenance.
17© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1
Learning Objective 3
• Explain the major reasons of IS project failure.
18© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1
Gartner – more than 600 billion $ thrown away annually on ill conceived or ill executed IT projects
Credit: John Thorp
How Successful are IS Development Projects?
Source: Standish Group
© 2014 – Y.M. Cheung 19COMM 391 - W2014 Term 1
Standish Group – about 20% of projects
fail outright 50% are challenged only 30% are
successful
Information System Project Failures
Analysts estimate between $50 and $80 billion are lost annually due to failed system development projects.
The consequences of failed projects include: Damaged brand Lost goodwill Dissolution of partnerships Lost investment opportunities Low morale
© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1 20
IS Projects can be … Project success – The project is completed
on-time and on-budget, with all features and functions as initially specified.
Project challenged – The project is completed and operational but over-budget, over the time estimate, and offers fewer features and functions than originally specified.
Project impaired – The project is cancelled at some point during the development cycle.
(Source: Standish Group available at http://www.standishgroup.com)
© 2014 – Y.M. Cheung 21COMM 391 - W2014 Term 1
What is a Successful Project? On time Within budget Meets the
business’s requirements
Fulfills the customer’s needs
© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1 22
(Source: http://www.change-management.com)
Why do many IS development projects fail?
© 2014 – Y.M. Cheung 23COMM 391 - W2014 Term 1
Why IS Projects Fail?1. Incomplete Requirements 13.1%2. Lack of User Involvement 12.4%3. Lack of Resources 10.6%4. Unrealistic Expectations 9.9%5. Lack of Executive Support 9.3%6. Changing Requirements & Specifications 8.7%7. Lack of Planning 8.1%8. Didn't Need It Any Longer 7.5%9. Lack of IT Management 6.2%
10. Technology Illiteracy 4.3%
(Source: Standish Group Report )
© 2014 – Y.M. Cheung 24COMM 391 - W2014 Term 1
Why IS Projects Fail? (cont’d)
© 2014 – Y.M. Cheung 25COMM 391 - W2014 Term 1
Software Projects in a Nutshell
© 2014 – Y.M. Cheung 26COMM 391 - W2014 Term 1
What is Scope Creep?
Scope creep – uncontrolled changes or continuous growth in a project’s scope.
Scope creep can be a result of poor change control, unclear project objectives, weak project manager or executive sponsor, and poor communication between parties.
Scope creep is a risk in most projects. It often results in cost overrun.
© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1 27
Why do Requirements Change?An omission in defining initial scope.
A misunderstanding of the initial scope
An external event, such as government regulations that create new requirements
Availability of better technology
Shifts in planned technology
Users want the system to do more
Management reducing the funding or imposing an earlier deadline
© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1 28
How do I ensure that my project
doesn’t fail?
29© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1
How to Avoid Repeating the Same Mistakes? A project’s vision needs to be clear, concise, and
comprehensive. It also has to be the same for all stakeholders. Everyone has to be aligned with the direction of
the overall business and the project’s overall objectives.
Everyone has to understand how the company determines and prioritizes the project pipeline.
© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1 30
Learning Objective 4
• Explain the fundamentals of project management.
© 2014 – Y.M. Cheung 31COMM 391 - W2014 Term 1
Project Management Project management is used to ensure that
projects fulfill their requirements. It is the application of knowledge, skills,
tools, and techniques to project activities to meet project requirements.
It involves identifying and creating project deliverables as well as setting project milestones to verify the progress of the project.
© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1 32
Project Management Terms Project deliverable - Any measurable, tangible,
verifiable outcome, result, or item that is produced to complete a project or part of a project.
Project milestone - Represents key dates when a certain group of activities must be performed.
Gantt chart - A graph showing the tasks on the work breakdown structure along with each task’s projected start and finish dates.
© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1 33
Five Main Project Management Processes1. Initiating2. Planning3. Executing4. Monitoring and Controlling5. Closing
© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1 34
Initiating Projects
Lay the groundwork for the project by: clarifying the value it will bring to the
organization; setting its objectives; estimating the project’s length, scope and
cost; identifying major players (incl. the sponsor, the
project manager, the team members, and other stakeholders) and obtaining approval.
© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1 35
Setting the Project Scope
© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1 36
SMART criteria are useful reminders on how to ensure that the project has created understandable and measurable objectives.
Project scope – defines the work that must be completed to deliver a product with the specified features and functions.
Project Plan A formal, approved document (or roadmap)
that will be used to manage and control project execution.
A well-defined project plan should have: Description of Project Scope. A list of Activities A Schedule Time and Cost estimates Risk factors Assignments & Responsibilities Kill Switch
© 2014 – Y.M. Cheung 37COMM 391 - W2014 Term 1
Characteristics of aWell-defined Project Plan
© 2014 – Y.M. Cheung 38COMM 391 - W2014 Term 1
Easy to understand
Easy to read
Communicated to all key stakeholders
Appropriate to the project’s size, complexity, and criticality
Prepared by the team
Gantt Chart
A Gantt Chart is simple bar chart that depicts project tasks against a calendar.
Tasks are listed vertically and the project’s time frame is listed horizontally.
It also shows the actual progress of tasks against the planned duration.
© 2014 – Y.M. Cheung 39COMM 391 - W2014 Term 1
Gantt Chart Example
© 2014 – Y.M. Cheung 40COMM 391 - W2014 Term 1
Project Management Software PM software (e.g. MS Project 2010) provides
extensive tools to help project managers :
Manage Timeo automatically adjust start and end dates.Manage People and Resources
o assign people to tasks and then track their workloads and duties across the project.
Manage Costso calculate the baseline costs for the project and
provide reports on variances as the projectproceeds.
© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1 41
Learning Objective 5
• Describe the role of a project manager
© 2014 – Y.M. Cheung 42COMM 391 - W2014 Term 1
Project Manager (PM)
An individual who is an expert in project planning and management, defines and develops the project plan, and tracks the plan to ensure the project is completed on time and within budget.
© 2014 – Y.M. Cheung 43COMM 391 - W2014 Term 1
Project Managers’ Goals
Finish on Time Finish within or under budget Meet requirements Keep customer happy Keep team members happy
© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1 44
(Source: 5 Goals Every Project Manager Should Aspire to Achieve,http://www.cio.com)
Managing Projects
Managing a project includes
Identifying requirements. Establishing clear and achievable objectives. Balancing the competing demands of quality,
scope, time, and cost. Adapting the specifications, plans, and
approach to the different concerns and expectations of the various stakeholders.
© 2014 – Y.M. Cheung 45COMM 391 - W2014 Term 1
Measuring Project Value Difficult to measure all the benefits as well as all
the costs to determine ROI. Not everything is quantifiable such as morale. Not every cost or benefit is visible. How to measure problems that were prevented?
Designing metrics requires expertise. How to define success? How to apply quantitative measures to business
processes and qualitative deliverables? What information reflects progress or lack of it?
© 2014 – Y.M. Cheung 46COMM 391 - W2014 Term 1
Three Primary Areas of Focus A project manager must focus on managing
three primary areas to ensure success. Managing people Sponsors, users, and developers May be also consultants, contractors, and steering
committee Managing communications Project status Prioritization of projects User acceptance testing
Managing change
© 2014 – Y.M. Cheung 47COMM 391 - W2014 Term 1
Change Management Change management is a large part of the
project management process. It is a structured approach to the
transition individuals, teams, and organizations must make as they switch from their existing work processes to new work ones, especially with the introduction of a new information system.
However, change can be unintended (changing requirements.)
© 2014 – Y.M. Cheung 48COMM 391 - W2014 Term 1
Characteristics of Effective Project Managers1. Strong leadership skills2. Excellent communication abilities3. Outstanding interpersonal skills4. Technical competence in project area5. Good listening skills6. Strong team building skills7. Excellent presentation skills8. Good problem-solving and critical-thinking
skills9. Ability to balance priorities, stay organized,
and keep the team on track
© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1 49
Learning Objective 6
• Apply project management software, Microsoft Project 2010, to create a project plan.
© 2014 – Y.M. Cheung 50COMM 391 - W2014 Term 1
What MS Project 2010 can do for you?
Create a better project plan and schedule It forces you to think carefully about the details of your
project and accurately enter all tasks. It calculates and produces the best possible project
schedule based on the data you enter.
Detect problems or inconsistencies in the schedule It helps you resolve resource over-allocation and deadline
issues.
Help communicate project data and the schedule to stakeholders
Help you track progress and detect deviation from the plan
© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1 51
Use Project Schedule Templates or Create a New Project
© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1 52
MS Project 2010 Interface
© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1 53
Task Entry Time Phased Gannt Chart
Tim
elin
eR
ibbo
n
Summary Tasks
This example is based on the software development plan template.
Summary Tasks
Summary Tasks
SubtasksTask Name Duration Start Date &
Finish DateResource
Names
© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1 54
A Milestone is created as a task
with zero duration.
Gantt Chart
© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1 55
A Milestone is shown in
diamond shape in the timescale.
Create Task Dependency Relationships Link predecessor and successor tasks
using the Link Tasks button.
© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1 56
Link Tasks
Create Your Team
Enter all your resources and resource information on the Resource Sheet view.
© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1 57
Not all fields are shown in this example.
Assign Resources
You can assign resources to work on individual task.
© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1 58
Conclusion The traditional systems development approach
is the waterfall methodology. Due to its inflexibility and time intensiveness, other methodologies have been developed that are more agile (i.e. more flexible, less time intensive.)
Project management is the application of knowledge, skills, tools, and techniques to manage project activities to meet project requirements.
© 2014 – Y.M. CheungCOMM 391 - W2014 Term 1 59