Project Management for Information Systems Mr. Ahmed Bahgat El Seddawy AAST MIS & E-C Dep. 1

Text Book  Project Management for Information Systems – 5 th editon James Cadle and Donald Yeates James CadleDonald Yeates 2

Instructional Philosophy  Out-Come based education  Use class interaction, assignments, quizzes and projects to determine if outcomes are met. 3

The course consists of  Literature studies lectures  Assignments 2 assignments to be handed in during the course  Discussion sessions  Project (team based 1-2 students)  Group project including oral presentation 20%  Midterm exam 30%  Final exam 40%  Individual assignments, attendance,class participation and Case presentations 10% 4

Part 1 Project Management ‘Introduction’ 5

Introduction “Projects, rather than repetitive tasks, are now the basis for most value- added in business” -Tom Peters 6

Why do we need to learn project management?  It is different from system analysis  It will allow you to apply all the knowledge you have learned in IS, such as programming, data management, and system analysis, into the practices  But more – management  Consider you get a programming job. In the first week in the company you are asked: To work with someone to do some Java programming but you don’t know what it is for; To join a project group for internal software resource sharing project but you don’t know who are your colleagues before a meeting; or To look into the latest WiMax (IEEE e) technology to see the potential application to your company’s business. You here of it but wonder why To investigate the search engine market and write a proposal – it is a task for a programmer?  What should you do? 7

Objectives 1. To explain the main tasks undertaken by project managers 2. To introduce software project management and to describe its typical characteristics 3. To discuss project planning and the planning process 4. To show how graphical schedule representations are used by project management 5. To discuss the notion of risks and the risk management process 8

Advantages of Using Project Management  Better control of financial, physical, and human resources  Improved customer relations  Shorter development times  Lower costs  Higher quality and increased reliability  Higher profit margins  Improved productivity  Better internal coordination  Higher worker morale 9

What is Project?  A project Series of actions to achieve a result Single occurrence – a unique, non-repetitive assignment Time limitations – with a pre-defined date of delivery Clear purpose – specified from one or more goals (well defined, measurable and realistic), do not mix project goals and effect goals Unpredictable structure – it consists of a number of complex activities with mutual interdependencies Own organization – e.g. Not in the original line of work  A project is a temporary effort to create a unique product or service.  Projects usually include constraints and risks regarding cost, schedule or performance outcome. 10

What is a project plan?  The aim of a project plan is to go through, document and agree upon important issues that define the work in the project. 11

What is Project Management?  Project management is a set of principles, practices, and techniques applied to lead project teams and control project schedule, cost, and performance risks to result in delighted customers. 12

What is a Project and Process? Project  Take place outside the process world  Unique and separate from normal organization work Process  Ongoing, day-to-day activities  Use existing systems, properties, and capabilities A project is a unique business enterprise with a beginning and an end, conducted by people to meet established goals within parameters of cost, schedule and quality. 13

Elements of Projects  Complex, one-time processes  Limited by budget, schedule, and resources  Developed to resolve a clear goal or set of goals  Customer-focused 14

General Project Characteristics  Ad-hoc (informal) actions with a clear life cycle  Building blocks in the design and execution of organizational strategies  Responsible for the newest and most improved products, services, and organizational processes  Provide a philosophy and strategy for the management of change 15

General Project Characteristics (Cont.)  Entail crossing functional and organization boundaries  Traditional management functions of planning, organizing, motivating, directing, and controlling apply  Principal outcomes are the satisfaction of customer requirements within technical, cost, and schedule constraints  Terminated upon successful completion 16

Process & Project Management Process 1.Repeat process or product 2.Several objectives 3.On-going 4.People are homogeneous 5.Systems in place 6.Performance, cost, & time known 7.Part of the line organization 8.support of established practice Project 1.New process or product 2.One objective 3.One shot – limited life 4.More heterogeneous 5.Systems must be created 6.Performance, cost & time unknown 7.Outside of line organization 8.go against established practice 17

Information Technology Project “Success”  Software & hardware projects fail at a 65% rate  Over ½ of all IT projects become runaways  Up to 75% of all software projects are cancelled  Average cost overrun is 45%; schedule overrun is 63%; with only 67% of originally contracted features  47% of IT projects delivered but not used, 29% paid for but not delivered; 19% abandoned 18

Why are Projects Important? 1. Reduced product life cycles 2. Narrow product begin windows 3. Increasingly complex and technical products 4. Appearance of global markets 5. Economic period marked by low inflation 19

 Is useful in designing, implementing and monitoring a plan or a project  A clear concise visual presentation of all the key components of a plan and a basis for monitoring  It clarifies: How the project will work ? What it is going to achieve ? What factors relate to its success ? How progress will be measured ? Project cycle management (PCM)

Programming Implementation Formulation Evaluation Identification Financing decision Start Cycle The project cycle

Project Life Cycles Man Hours ConceptualizationPlanningExecutionTermination 22

Project Life Cycles and {Their Effects } ConceptualizationPlanningExecutionTermination Uncertainty Client Interest Project Stake Creativity Resources 23

Determinants of Project Success Success Budget Client Acceptance SchedulePerformance 24

Six Criteria for IT Project Success  System quality  Information quality  Use  User satisfaction  Individual Impact  Organizational impact 25

Four Dimensions of Project Success Project Completion Time Importance 1 Project Efficiency 4 Preparing for The Future 2 Impact on Customer 3 Business Success 26

Spider Web Diagram 27

Project Management Maturity Generic Model Low Maturity Ad hoc (informal) process, no common language, little support Moderate Maturity Defined practices, training programs, organizational support High Maturity Institutionalized, seeks continuous improvement 28

Project Elements and Text Organization 29

Project Management : The traditional approach Called (SDLC)  A traditional phased approach identifies a sequence of steps to be completed.  In the "traditional approach", we can distinguish 5 components of a project (4 stages plus control) in the development of a project:  Typical development phases of a project Project initiation stage; Project planning or design stage; Project planning Project execution or production stage; Project monitoring and controlling systems; Project completion stage. 30

IS Types Vs IS projects types 1. Executive Support Systems (ESS) 2. Management Information Systems (MIS) 3. Decision Support Systems (DSS) 4. Knowledge Work Systems (KWS) 5. Office Automation Systems (OAS) 6. Transaction Processing Systems (TPS) 1. Software development 2. Package implementation 3. System enhancement 4. Consultancy and business analysis assignments 5. System migration 6. Infrastructure implementation 7. Outsourcing (and in- sourcing) 8. Disaster recovery 9. Smaller IS projects 31