Project management 9.200 Information systems for management1 Project Management
Project management 9.200 Information systems for management2 Project A sequence of connected activities having one goal or purpose and that must be completed by a specific time, within budget, and according to specification.
Project management 9.200 Information systems for management3 Project Management A set of techniques based on accepted principles of management used for planning, estimating, and controlling work activities to reach a desired end result on time, within budget and according to specification.
Project management 9.200 Information systems for management4 Project Managers Skills team player motivation skills communication skills ability to understand financial implication of decisions ability to understand relationships between tasks risk assessment aptitude
Project management 9.200 Information systems for management5 Project Managers Job Project planning - planning reduces uncertainty Managing the project - schedule and deploy resources Lead the project team, motivating, evaluating Building client partnerships, work jointly with client to define project goals and results Targeting solutions to the business priorities and direction
Project management 9.200 Information systems for management6 Five Phases in Project Management 1. Scoping the Project - Identify problems, opportunities, goals, resources, success criteria, risks, and obstacles 2. Develop a Detailed Plan - define, estimate duration, and resource the activities; prepare proposal 3. Launch the Plan - recruit and organize team, schedule and document work 4. Monitor/Control Progress - establish progress reporting, change control tools, monitor progress, amend plan 5. Closing - obtain client acceptance, install deliverables, complete documentation, post-implementation report, issue final project report.
Project management 9.200 Information systems for management7 Phase 1 – Scoping the Project Includes establishing deliverables success criteria, project activity/tasks, task duration estimates, identification of critical path, resource scheduling, consensus on the project plan. Obtaining senior management approval: importance of the problem/opportunity to the organization projects impact on organization acceptability of return on investment level of risk versus the business value
Project management 9.200 Information systems for management8 Phase 2 – Develop Detailed Plan Define tasks Define dates and duration of tasks Critical path: the longest (time) a sequence of tasks takes to get completed; if any critical task extended, the project total time is extended (problem!) Slack time – reserve, breaks; task with slack time can be extended without extending project end time Specify resources
Project management 9.200 Information systems for management9 Decide on people (staffing): Recruit and organize the project team - Project manager: head of the project Core team: will be there from beginning to end Contracted team: only there for selected activities/tasks Assign people to tasks Phase 3 Launch the Plan
Project management 9.200 Information systems for management10 Phase 4 – Monitoring and controlling progress Control versus risk in project management seek a balance that minimizes overall costs
Project management 9.200 Information systems for management11 Reporting on project progress: Gantt charts (task bars over time line) Milestone charts (main tasks accomplishment) Costs/Budget, allocations to workers (finances) Conduct regular status review meetings
Project management 9.200 Information systems for management12 Phase 5 - Closing the project Ensure all deliverables are installed Obtain client acceptance of deliverables Ensure documentation is complete includes project overview, RFP, detailed plan, meeting minutes, change control, testing, client acceptance, post implementation review, etc. Party! Conduct post-implementation review
Project management 9.200 Information systems for management13 Post-implementation Review Was project goals are achieved? Was the project done on time, on budget, in accordance with specifications? Was client satisfied with the project results? Was the business value realized? And most importantly: What were the lessons learned for the benefit of future projects?
Project management 9.200 Information systems for management14 Scope creep (initiated by customer) increase in scope may be due to competitive demands. the project manager must respond by documenting the alternatives and consequences of each that will result from the change of scope. Hope creep (please... no bad news!) project manager does not report that the project is behind schedule and hopes that the pace of progress increases and can be back on schedule by the next report. Project management creeps
Project management 9.200 Information systems for management15 Effort creep - Are we (almost) there yet? how much of effort is needed to get to 100% of task completion? Feature creep (initiated by provider, NOT customer) consequence is a feature that is not called for therefore: no support for customer, not documented probably not tested...... therefore, FORGET IT! Project management creeps
Project management 9.200 Information systems for management16 Causes of Project Failure poor planning (poor business case, risks improperly assessed, customers objectives not clarified; e.g., Denver International Airport Ticketing and baggage routing system) project no longer a priority; no one seems to be in charge schedule is too optimistic (often ERP projects) sufficient resources have not been committed More…
Project management 9.200 Information systems for management17 project execution is not correctly monitored against the plan no formal communications plan is in place the project has lost sight of its original goals lack of top management support (strategic systems)
Project management 9.200 Information systems for management18 Project Completion Time Fast start, pay later 100% Project on target (Normal S-Curve) Lazy start, end delayed Effect of Project Phases on Project Completion