1. Chapter 12: Project Management and Strategic Planning Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 1

2. Learning objectives 1.Project definition 2.Project management processes 3.Project management software 4.Success and failure 5.IS strategic planning 6.Human element Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 2

3. Electronic medical records $3 million project fell behind Some physicians did not support Many projects struggle because of project management Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 3

4. ProjectsProcesses Temporary Own budgets and timelines Unique Uncertain Repeated Efficient and cost effective Streamlined and predictable Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 4 Update Figure Projects vs. processes

5. Triple constraint Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 5

6. Initiating  Monitoring Planning  Closing Executing Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 6 Project management processes

7. Initiating Ground work Project charter Kickoff meeting Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 7

8. Project management plan Deliverables Work breakdown structure Gantt chart Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 8 Planning

9. Executing Coordinating efforts Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 9

10. Monitoring Track progress Predecessors Critical path Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 10

11. Closing End in orderly way Document lessons learned Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 11

12. Role of project manager Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 12

13. Project management software Managing time Managing people and resources Managing costs Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 13

14. Why do projects fail? Lack of executive support Lack of stakeholder involvement Unclear requirements Scope creep Poor communications Escalation of commitment Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 14

15. Success factors Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 15

16. Strategic planning for IS Vision, principles, and policies Project portfolio management Disaster recovery Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 16

17. Vision, principles, and policies Funding models Acceptable-use and security policies Enterprise architecture Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 17

18. Deciding which projects to pursue Managing the portfolio Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 18 Project portfolio management

19. Disaster recovery and business continuity Disaster recovery Business continuity Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 19

20. Human element Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 20

21. Summary 1.Project definition 2.Project management processes 3.Project management software 4.Success and failure 5.IS strategic planning 6.Human element Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 21

22. Leading research and advisory company Hype cycle Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 22 Gartner case

23. WestJetJetBlue Did not warn customers Did not reduce volume Migration glitches Long waits Communicated with customers Backup site and temporary agents High marks from observers Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 23 JetBlue and WestJet case

24. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 24