Lecture 1 Title: Introduction to ITPM By: Mr Hashem Alaidaros MIS 434

Main points Definitions of ITPM Attributes of PM PM Stakeholder Triple Constrains of ITPM Why ITPM fail?

Which situation is the worst? Successfully building and implementing a system that provides little or no value to the organization. Or… Failing to implement an information system that could have provided value to the organization, but was poorly developed or poorly managed.

Definitions A project is a temporary effort undertaken to create a unique product, service, or result. Project Management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. Managing a project includes: Identifying requirements Establishing clear and achievable objectives Balancing the competing demands for quality, scope, time, and cost Adapting the specifications, plans, and approaches to the different concerns and expectations of the various stakeholders

Attributes of PM 1. Time Frame 2. Purpose (to provide value!) 3. Ownership 4. Resources (the triple constraint) 5. Roles 1. Project Manager 2. Project Sponsor 3. Project Team 6. Risk & Assumptions 7. Interdependent Tasks 8. Planned Organizational Change 9. Operate in Environments Larger than the Project Itself

Project Stakeholders Stakeholders are the people involved in or affected by project activities. Stakeholders include: Project sponsor Project manager Project team Support staff Customers Users Suppliers Opponents to the project

Triple Constrains of PM Every project is constrained in different ways by its: Scope goals: What work will be done? Time goals: How long should it take to complete? Cost goals: What should it cost? It is the project manager’s duty to balance these three often- competing goals. Successful project management means meeting all three goals (scope, time, and cost) – and satisfying the project’s sponsor!

Chaos Study

Why IT projects fail? Larger projects have the lowest success rate and appear to be more risky than medium and smaller projects Technology, business models, and markets change too rapidly so projects that take more than a year can be obsolete before they are completed It is estimated that before proper project management started approximately… 31% were cancelled before completion 53% were completed but over budget, over schedule, & did not meet original specifications

Rank User InvolvementExecutive SupportUser Involvement 2 Executive Management Support User Involvement Executive Management Support 3 Clear Statement of Requirements Experienced Project ManagerClear Business Objectives 4Proper PlanningClear Business ObjectivesOptimizing Scope 5Realistic ExpectationsMinimized ScopeAgile Process 6Smaller Project Milestones Standard Software Infrastructure Project Management Expertise 7Competent StaffFirm Basic RequirementsFinancial Management 8OwnershipFormal MethodologySkilled Resources 9Clear Vision & ObjectivesReliable EstimatesFormal Methodology 10Hard-working, focused teamOther Standard Tools and Infrastructure Table 1.1 Summary of CHAOS Study Factor Rankings for Successful Projects

RankFactors for Challenged ProjectsFactors for Failed (Impaired) Projects 1Lack of user inputIncomplete requirements 2 Lack of user involvement 3Changing requirements & specificationsLack of resources 4Lack of executive supportUnrealistic expectations 5Technology incompetenceLack of executive support 6Lack of resourcesChanging requirements & specifications 7Unrealistic expectationsLack of planning 8Unclear objectivesDidn’t need it any longer 9Unrealistic time framesLack of IT management 10New technologyTechnology illiteracy Table 1.3: Summary of Factor Rankings for Challenged and Failed (Impaired) Projects