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

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

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

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 Update Figure Projects vs. processes

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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 JetBlue and WestJet case

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