1. IS 425 Enterprise Information I LECTURE 8 Autumn 2004-2005  2004 Norma Sutcliffe

2. IS425 Autumn 2004-2005 Norma Sutcliffe Session 82 Agenda Project Management News Items Exercise

3. IS425 Autumn 2004-2005 Norma Sutcliffe Session 83 Projects Definition: an organized method for reaching specific goals and planned benefits within a target schedule and defined budget. Project Management: The organized method Specific goals: These are the business, organizational, technological, physical, cultural, and political goals of the project. Planned benefits: Benefits can be financial, political, organizational, cultural, or any of many categories. Target schedule: One aim of the project management approach. Defined budget: Another aim of the project management approach.

4. IS425 Autumn 2004-2005 Norma Sutcliffe Session 84 Organizations Traditional Functional IT Organization Line Perform jobs directly related to the core activities Operations oriented Stable for people in the organization Vertical communication channels already in place Existing budgeting and cost accounting mechanisms Better technical control -- rare resources can be shared Great at handling routine and recurring tasks Horizontal communication between managers Organized around resources Traditional IT development

5. IS425 Autumn 2004-2005 Norma Sutcliffe Session 85 Traditional IT Applications “GL” Analysis IS Applications Mgr Analyst Mgr Programming Mgr “PR” Analysis “GL” Programming “PR” Programming Department handles Application Development and Maintenance The Payroll mgr has a problem with the way the system is calculating California withholding tax in the new system – Tell me how she would get this handled

6. IS425 Autumn 2004-2005 Norma Sutcliffe Session 86 Traditional IT Applications “GL” Analysis IS Applications Mgr Analyst Mgr Programming Mgr “PR” Analysis “GL” Programming “PR” Programming Department handles Application Development and Maintenance What are the goals of the Analyst Manager? What are the goals of the Programming Manager? The IS Applications Manager?

7. IS425 Autumn 2004-2005 Norma Sutcliffe Session 87 Traditional IT Applications “GL” Analysis IS Applications Mgr Analyst Mgr Programming Mgr “PR” Analysis “GL” Programming “PR” Programming Department handles Application Development and Maintenance Who is responsible for the GL application? Who is responsible for the PR application? Who is responsible for coordination between GL analysts and GL programmers?

8. IS425 Autumn 2004-2005 Norma Sutcliffe Session 88 The Failure of Line Lack of Focus and Attention Who keeps track of “GL” and “PR” Normal Maintenance is usually 60% of budget Development projects not part of the department goals

9. IS425 Autumn 2004-2005 Norma Sutcliffe Session 89 The Failure of Line Inability to Cope with Different Project Characteristics Often development projects using new platforms/technologies Projects “GL” and “PR” require constant attention Analyst and Programming Managers are mostly interested in meeting goals aimed at efficient use of resources

10. IS425 Autumn 2004-2005 Norma Sutcliffe Session 810 The Failure of Line continued Feelings of Being Used and Exploited Often no new people are added for “GL” or “PR” Both “GL” and “PR” are “tack-on’s” Rewards are rarely tied to project’s success

11. IS425 Autumn 2004-2005 Norma Sutcliffe Session 811 The Failure of Line continued Lack of project experience Programming and Analyst manager are focused on deploying their resources efficiently Neither is focused on making sure project is done on time and within budget.

12. IS425 Autumn 2004-2005 Norma Sutcliffe Session 812 Then came Matrix Management A table of rows and columns The line departments are the rows The projects are the columns with one for the “bench” People are in a row and when assigned to project move to that column within the row Two bosses – line manager and project manager Government contractors and S/W developers often use matrix organization – projects are big part of business

13. IS425 Autumn 2004-2005 Norma Sutcliffe Session 813 Matrix Management Advantages Good for projects oriented firms People on projects utilized Project mgt powerful at getting resources People develop skills while moving between projects Provides formal structure to projects Can track what people are working on in projects Disadvantages Good grabbed/others not Assigning control difficult Line mgrs tend to be weak Projects with long lives confused with line mgt Sharing resources difficult More difficult for skills to cross projects Project prospers and traditional org suffers More difficult to anticipate resource needs/staff requirements More difficult to address small projects

14. IS425 Autumn 2004-2005 Norma Sutcliffe Session 814 Matrix Modification Use the Matrix with large projects Each project is an entity for duration with project manager Use the Functional for all small projects One functional manager with all reporting to same line manager

15. IS425 Autumn 2004-2005 Norma Sutcliffe Session 815 Project Management vs Line Management ProjectLine FocusPjt: single focusOrg: multiple foci Time FocusShort termShort to Long AttitudeFocus on projectOverall org perf PersonnelClose working relationship Overall mgt BudgetProjectOrganization DriversMilestonesGeneral objectives

16. IS425 Autumn 2004-2005 Norma Sutcliffe Session 816 Project Environment/Infrastructure Formalizes Project Recognition The process exists for Project: Creation Oversight Management Termination Modification

17. IS425 Autumn 2004-2005 Norma Sutcliffe Session 817 Project Environment/Infrastructure Project Tier Structure (5 tiers max) Simple (Intra-departmental) IOIS Inter-Organizational Information Systems Enterprise-wide Process-wide Inter-departmental Transition Process Necessary – Between Tiers Changing Project Plans Adjusting Resources Reexamining Control Mechanisms

18. IS425 Autumn 2004-2005 Norma Sutcliffe Session 818 Projects – Scarce Resources Types: Human Hardware/Software Capital Information Resource Portfolio Management Line managers m/assign resources to projects No resources permanently assigned (specifying time frame)

19. IS425 Autumn 2004-2005 Norma Sutcliffe Session 819 Project Manager 3 Management Responsibilities Resource Manager manages & directs project resources to achieve project objectives Planning/Control Manager develops project plan to ensure the work is completed on time / within budget / with acceptable quality Coordinating Manager interfaces with upper management regarding: project reviews approvals project issues

20. IS425 Autumn 2004-2005 Norma Sutcliffe Session 820 Project Manager Directs activities and resources Motivates team Plans activities Supervises team’s work Administers tasks Interfaces and Coordinates through meetings Does some tasks Trains members Counsels management on technical issues Delegates work Resolves conflicts over resources and schedules

21. IS425 Autumn 2004-2005 Norma Sutcliffe Session 821 Power Sources for Project Managers Formal Authority -- weakest form of power – can only be used effectively Rewards/Penalties -- few tangible rewards and penalties Technical Authority -- somewhat rare, too many technical areas Respect / Trust -- leads to leadership -- best and most lasting form of power

22. IS425 Autumn 2004-2005 Norma Sutcliffe Session 822 Team Characteristics Work on shared tasks Some tasks require milestones Share common – Methods Tasks Goals Results Sink or Swim together

23. IS425 Autumn 2004-2005 Norma Sutcliffe Session 823 Leadership Definition: process of influencing members of an organization to achieve established long term and short term goals on a day-to-day basis.

24. IS425 Autumn 2004-2005 Norma Sutcliffe Session 824 Leadership Behavior What someone actually does to influence people to carry out the organizational goals

25. IS425 Autumn 2004-2005 Norma Sutcliffe Session 825 Flamholtz Leadership Effectiveness F/W The situation in which the leader is operating The work that the group is doing The nature of the people doing the work The leader performs tasks relating to the Goals Work tasks Team interactions Feedback Member career development The style in which work is done

26. IS425 Autumn 2004-2005 Norma Sutcliffe Session 826 Flamholtz Leadership Effectiveness F/W

27. IS425 Autumn 2004-2005 Norma Sutcliffe Session 827 Flamholtz Leadership Effectiveness F/W To use the framework Look at the situation Is the work creative and unpredictable –or – Is it repetitive and best practices are easily documented? Are the people highly trained and experienced – or – are the people inexperienced and untrained? Determine the appropriate style Perform the task in that style

28. IS425 Autumn 2004-2005 Norma Sutcliffe Session 828 Project Manager Types Administrator – people skills poor -- written skills good Doer – no delegation Upward-Oriented – delegates but does not monitor Task Master – monitors excessively Leader -- the BEST!!! – monitors – delegates -- people skills good

29. IS425 Autumn 2004-2005 Norma Sutcliffe Session 829 Some ending thoughts When researchers went out to look at effective leaders — There are NO common traits Charisma is the least effective form of governance – why? Trust is the most important – easiest to loose -- hardest to rebuild Why?

30. IS425 Autumn 2004-2005 Norma Sutcliffe Session 830 Quiz Next Week 10 Questions 4 on the Leadership Effectiveness Framework 2 on the Project Environment/Infrastructure 2 on Project Manager Role Closed Book / Closed Notes

31. IS425 Autumn 2004-2005 Norma Sutcliffe Session 831 News Items 1 Pro 1 Con 2 Pro 2 Con