1. © 2004, David Gadish, Ph.D.1 Project Management CIS 486 Fall 2005 Week 7 Lecture Dr. David Gadish

2. © 2004, David Gadish, Ph.D.2 Week 6 Review  Midterm Exam  Case Studies - Discussion

3. © 2004, David Gadish, Ph.D.3 Week 7 Overview  Incorporating Geographic Information Systems (GIS) in IT Projects  Project Communications Management (Ch 10)

4. 4 Incorporating and Managing GIS in IT Projects Not in Book

5. © 2004, David Gadish, Ph.D.5 What is GIS ?  Combination of computer hardware, software, data, business processes and people to manage data that has a location component  A technology to visualize, manipulate, analyze, and display spatial data  Analysis allowing for timely, informed decisions  “ Smart Maps ” linking a database to a map

6. © 2004, David Gadish, Ph.D.6 Geographic Information Systems (GIS) Customers Buildings Streets Reality

7. © 2004, David Gadish, Ph.D.7 Traditional Business Databases “ Not Easy to Interpret ”

8. © 2004, David Gadish, Ph.D.8 Visualization “ Worth a Thousand Words ”

9. © 2004, David Gadish, Ph.D.9 Asking A Question – Interaction

10. © 2004, David Gadish, Ph.D.10 Maps and Database are “ Interactive ”

11. 11 Applications of GIS

12. © 2004, David Gadish, Ph.D.12 Some ways GIS is Used  Emergency Services – Fire & Police  Environmental – Monitoring & Modeling  Business – Site Location, Delivery Systems  Industry – Transportation (Fleet Mgmt), Communication,  Mining, Pipelines, Healthcare  Government – Local, State, Federal, Military  Education – Research, Teaching Tool, Administration

13. © 2004, David Gadish, Ph.D.13 GIS for Business  The following are key areas of interest for businesses: –Marketing –Sales –Inventory –Demographic profiles –Mailing lists, and much more.

14. © 2004, David Gadish, Ph.D.14 GIS for Business  At the core of this business information is an: –Address –A service boundary –A sales territory –or a delivery route that can be illustrated and interactively managed on a map.

15. © 2004, David Gadish, Ph.D.15 GIS for Business  By tying business information to specific locations on interactive maps, businesses can: –identify business patterns –understand relationships not apparent from static tables and charts

16. © 2004, David Gadish, Ph.D.16 Example: Banking and Insurance Companies  GIS technology provides financial users with insight about their customer's purchasing habits, financial behavior, and needs for additional products or services.  As a result, banks are able to target their best prospects and not misdirect marketing and advertising resources.

17. © 2004, David Gadish, Ph.D.17 Real Estate Where to buy a home?

18. © 2004, David Gadish, Ph.D.18 Learn GPS  A GPS receiver is a device that communicates with satellites to determine locations.  Learn to navigate using the Global Positioning System (GPS).

19. © 2004, David Gadish, Ph.D.19 Learn How GPS Works With GIS  Use GPS for GIS data collection and data maintenance is essential for timely decision-making and the wise use of resources.

20. 20 Current Projects City of Los Angeles Los Angeles Airport (LAX)

21. © 2004, David Gadish, Ph.D.21 City of Los Angeles

22. © 2004, David Gadish, Ph.D.22 City of Los Angeles  Economic Development  Business Improvement Districts  Revitalization Districts  City Infrastructure Evaluation and Upgrade  Bureau of Street Services

23. © 2004, David Gadish, Ph.D.23 Airport Assets Mapping

24. © 2004, David Gadish, Ph.D.24 Pavement Condition Mapping w/GPS Tracking Airside-1 Pavement PCC 6-09-XX 3-11-XX A1 Airside-1 Ramp Pav Type Date Paved Last Inspected Condit’n Index

25. © 2004, David Gadish, Ph.D.25 More About GIS  Register for my course next quarter (Winter):  CIS 454-01 – GIS: Introduction to Business GIS  Mondays 6:10pm  9:00pm  Fun course!

26. © 2004, David Gadish, Ph.D.26 When Can I Use GIS In A Project ?  Any projects that have data that consists of a location component  Likely that people involved not aware how GIS can help – show them what it can do

27. © 2004, David Gadish, Ph.D.27 What is Involved in Managing GIS Projects ?  All components PM aspects discussed in this course: –They have implications related to the location component  GIS specific aspects: –GIS data –GIS data acquisition, maintenance and QC

28. © 2004, David Gadish, Ph.D.28 Examples of GIS Projects  Discussed in class

29. 29 Project Communications Management Chapter 10

30. © 2004, David Gadish, Ph.D.30 Learning Objectives  Understand the importance of good communication on projects and describe the major components of a communications management plan  Discuss the elements of project communications planning, including information distribution, performance reporting, and administrative closure  Discuss various methods for project information distribution and the advantages and disadvantages of each

31. © 2004, David Gadish, Ph.D.31 Learning Objectives  Understand individual communication needs and how to determine the number of communications channels needed for a project  Understand how the main outputs of performance reporting help stakeholders stay informed about project resources

32. © 2004, David Gadish, Ph.D.32 Learning Objectives  Recognize how the main outputs of administrative closure are used to formally end a project  List various methods for improving project communications, such as managing conflicts, running effective meetings, using e-mail effectively, and using templates  Describe how software can enhance project communications

33. © 2004, David Gadish, Ph.D.33 Importance of Good Communications  The greatest threat to many projects is a failure to communicate  Our culture does not portray IT professionals as being good communicators  Research shows that IT professionals must be able to communicate effectively to succeed in their positions  Strong verbal skills are a key factor in career advancement for IT professionals

34. © 2004, David Gadish, Ph.D.34 Project Communications Management Processes  Communications planning: determining the information and communications needs of the stakeholders  Information distribution: making needed information available in a timely manner

35. © 2004, David Gadish, Ph.D.35 Project Communications Management Processes  Performance reporting: collecting and disseminating performance information  Administrative closure: generating, gathering, and disseminating information to formalize phase or project completion

36. © 2004, David Gadish, Ph.D.36 Communications Planning  Every project should include some type of communications management plan, a document that guides project communications  Creating a stakeholder analysis for project communications also aids in communications planning

37. © 2004, David Gadish, Ph.D.37 Communications Management Plan Contents  A description of a collection and filing structure for gathering and storing various types of information  A distribution structure describing what information goes to whom, when, and how  A format for communicating key project information

38. © 2004, David Gadish, Ph.D.38 Communications Management Plan Contents  A project schedule for producing the information  Access methods for obtaining the information  A method for updating the communications management plans as the project progresses and develops  A stakeholder communications analysis

39. © 2004, David Gadish, Ph.D.39 Sample Stakeholder Analysis for Project Communications

40. © 2004, David Gadish, Ph.D.40 Information Distribution  Getting the right information to the right people at the right time and in a useful format is just as important as developing the information in the first place  Important considerations include –using technology to enhance information distribution –formal and informal methods for distributing information

41. © 2004, David Gadish, Ph.D.41 What Went Wrong? A well publicized example of misuse of e-mail comes from the 1998 Justice Department's high profile, antitrust suit against Microsoft. E-mail emerged as a star witness in the case. Many executives sent messages that should never have been put in writing. The court used e-mail as evidence, even though the senders of the notes said the information was being interpreted out of context. See example of misunderstanding “pedagogical approach” on p. 358

42. © 2004, David Gadish, Ph.D.42 Media Choice Table

43. © 2004, David Gadish, Ph.D.43 The Impact of the Number of People on Communications Channels

44. © 2004, David Gadish, Ph.D.44 Performance Reporting  Performance reporting keeps stakeholders informed about how resources are being used to achieve project objectives –Status reports describe where the project stands at a specific point in time –Progress reports describe what the project team has accomplished during a certain period of time

45. © 2004, David Gadish, Ph.D.45 Performance Reporting –Project forecasting predicts future project status and progress based on past information and trends –Status review meetings often include performance reporting

46. © 2004, David Gadish, Ph.D.46 Administrative Closure  A project or phase of a project requires closure  Administrative closure produces –project archives –formal acceptance –lessons learned

47. © 2004, David Gadish, Ph.D.47 Suggestions for Improving Project Communications  Manage conflicts effectively  Develop better communication skills  Run effective meetings  Use e-mail effectively  Use templates for project communications

48. © 2004, David Gadish, Ph.D.48 Conflict Handling Modes, in Preference Order  Confrontation or problem-solving: directly face a conflict  Compromise: use a give-and-take approach  Smoothing: de-emphasize areas of differences and emphasize areas of agreement  Forcing: the win-lose approach  Withdrawal: retreat or withdraw from an actual or potential disagreement

49. © 2004, David Gadish, Ph.D.49 Conflict Can Be Good  Conflict often produces important results: –new ideas –better alternatives –motivation to work harder and more collaboratively

50. © 2004, David Gadish, Ph.D.50 Conflict Can Be Good  Groupthink can develop if there are no conflicting viewpoints  Research by Karen Jehn suggests that task- related conflict often improves team performance, but emotional conflict often depresses team performance

51. © 2004, David Gadish, Ph.D.51 Developing Better Communication Skills  Companies and formal degree programs for IT professionals often neglect the importance of developing speaking, writing, and listening skills  As organizations become more global, they realize they must invest in ways to improve communication with people from different countries and cultures  It takes leadership to improve communication

52. © 2004, David Gadish, Ph.D.52 Running Effective Meetings  Determine if a meeting can be avoided  Define the purpose and intended outcome of the meeting  Determine who should attend the meeting  Provide an agenda to participants before the meeting  Prepare handouts, visual aids, and make logistical arrangements ahead of time  Run the meeting professionally  Build relationships

53. © 2004, David Gadish, Ph.D.53 Using E-Mail Effectively  Make sure that e-mail is an appropriate medium for what you want to communicate  Be sure to send the e-mail to the right people  Use meaningful subjects  Limit the content to one main subject, and be as clear and concise as possible  Limit the number and size of attachments

54. © 2004, David Gadish, Ph.D.54 Using E-Mail Effectively  Delete e-mail you don’t need, and don’t open it if you question the source  Make sure your virus software is up to date  Respond to and file e-mails quickly  Learn how to use important features

55. © 2004, David Gadish, Ph.D.55 Using Templates for Project Communications  Many technical people are afraid to ask for help  Providing examples and templates for project communications saves time and money

56. © 2004, David Gadish, Ph.D.56 Using Templates for Project Communications  Organizations can develop their own templates, use some provided by outside organizations, or use samples from textbooks  Companies that excel in project management make effective use of templates

57. © 2004, David Gadish, Ph.D.57 Sample Template for a Project Description

58. © 2004, David Gadish, Ph.D.58 Sample Template for a Monthly Progress Report

59. © 2004, David Gadish, Ph.D.59 Sample Template for a Letter of Agreement for a Class Project

60. © 2004, David Gadish, Ph.D.60 Outline for a Final Project Report

61. © 2004, David Gadish, Ph.D.61 Final Project Documentation Items

62. © 2004, David Gadish, Ph.D.62 Gantt Chart Template for a Class Project

63. © 2004, David Gadish, Ph.D.63 Guidance for Student’s Lessons Learned Report

64. © 2004, David Gadish, Ph.D.64 Sample Template for a Project Web Site

65. © 2004, David Gadish, Ph.D.65 Developing a Communications Infrastructure  A communications infrastructure is a set of tools, techniques, and principles that provide a foundation for the effective transfer of information –Tools include e-mail, project management software, groupware, fax machines, telephones, teleconferencing systems, document management systems, and word processors

66. © 2004, David Gadish, Ph.D.66 Developing a Communications Infrastructure –Techniques include reporting guidelines and templates, meeting ground rules and procedures, decision-making processes, problem-solving approaches, and conflict resolution and negotiation techniques –Principles include using open dialog and an agreed upon work ethic

67. © 2004, David Gadish, Ph.D.67 Using Software to Assist in Project Communications  There are many software tools to aid in project communications (see pages 380-381 for several examples)  Today more than 37 percent of people telecommute or work remotely at least part-time  Project management software includes new capabilities to enhance virtual communications  Project 2002’s enterprise edition includes features for portfolio management, resource management, and collaboration

68. © 2004, David Gadish, Ph.D.68 Questions?

69. © 2004, David Gadish, Ph.D.69 Next Week’s Agenda  Project Risk Management (Ch 11)  Student Project Presentations