CIS 499 Senior Seminar Introduction to IT project management

Purpose of Charter, Analysis and Design Charter – determine why something needs to be done by laying out justification and objectives Analysis - determine what needs to be done before deciding how it should be done. Design – determine how to accomplish what needs to be done, by evaluating all of the possible solutions.

Time Amount of Involvement Business Opportunity Problem/ Opportunity Verification & Validation Project Mgt process to track cost, schedule, functionality, and strategic objectives Validation of Technical Solution Technical Solution Development Business Analyst Application Developers Project Manager Business Units

The 9 Step Problem Solving Model 1.Identify Opportunities 2.Form Team and Scope Project 3.Analyze Current Process 4.Define Desired Outcomes for Improved Process 5.Identify Root Causes & Proposed Solutions 6.Prioritize, Plan, & Test Proposed Solutions 7.Refine & Implement Solutions 8.Measure Progress & Hold Gains 9.Acknowledge Team & Communicate Results

Identify Opportunities A problem statement can be simply defined as the definition of the problem to be solved by your project –Define the problem –Do it in such a way that you have enough information to solve the problem Three steps for coming up with a problem statement: 1.Define the overall reason why you need this project in the first place 2.Map out the problem. Break down the overall problem definition into its component parts 3.Describe the problem

Exercise. Write a testable problem statement in subject verb format.

Examples of questions that might be asked in an IT problem-solving scenario: –Is this a one-time problem, or is it an ongoing problem? –Does data need to be stored or retrieved? –Must reports be produced for later review? –Could a manual process be automated? –Would a procedural change solve the problem? –Would additional hardware, software, or manpower address the situation?

Form Team and Scope Project Deliverable - Project Charter Goal / Problem statement Objectives Recommended course of action, along with other alternatives Scope Project Plan Roles and Responsibilites Critical success factors / Risks Signatures

Form Team Project Stakeholders have a vested interest in the project outcome. –Examples of Project Stakeholders include the Project Manager, team members, customers, and others. Ghost Stakeholders have power and influence over the project but no direct involvement. –A high-level executive that the project Manager reports to could be considered a Ghost Stakeholder.

Opportunity / Problem Lifecycle Business opportunity Analyst Problem/opportunity verification and validation Project Management process to track cost, schedule, functionality, and strategic objectives Technical solution development Validation of the Technical Solution