1. J. R. Burns, Texas Tech University Welcome to ISQS 4350 n Information Systems Project Management n The Capstone Course for MIS n INSTRUCTOR: Dr. Burns n Off Hrs: 11:00-11:50 a.m. 1:15-3:20 p.m., Mon., Wed. n By appointment: 742-1547, BA 714 n Email: jimburns@ttu.edu

2. J. R. Burns, Texas Tech University TEXTs: n Schwalbe, Information Technology Project Management, 2000, Second Edition n Burns, Project and Process Management (Copy packet to be purchased downstairs), 2001 n Goldratt, Critical Chain, (purchased downstairs), 1997

3. J. R. Burns, Texas Tech University Outline for Today n Objectives n Requirements for Completion n Jobs n Term Project n Schwalbe--Chapters 1 and 2

4. J. R. Burns, Texas Tech University Objectives n Present technology of Project Management Companies are organizing around processes and projects, eliminating jobs MIS Advisory Board has mandated this course n Present contemporary topics n Listed on front page of your syllabus

5. J. R. Burns, Texas Tech University Introduction of Lecturer n Taught the course for seven years, from a half dozen different texts n Written several papers about Project Management n An active area of writing interest

6. J. R. Burns, Texas Tech University What? Contemporary Topics!!??$ n Internet Development n XML/Visual Interdev Projects n Systems Thinking/Integration n Process Improvement, Innovation, Reengineering n Process Impediment Identification and Removal n Process Maturity n Enterprise architecture

7. J. R. Burns, Texas Tech University Requirements for Completion n Two EXAMS, each worth 23% n Term Project, worth 24% n Homework, worth 20% n Class participation worth 10%

8. J. R. Burns, Texas Tech University GRADING n 90-100 -- A n 80-89.9999 --B n 70-79.9999 --C

9. J. R. Burns, Texas Tech University JOIN AITP n Application forms are in BA 604, the ISQS Office n Its important to affiliate yourself with a professional organization n Dues for the first few years are cheap if you join as a student n Discounts on airlines and hotels n Low interest credit card n It’s the way MIS (and other) majors market themselves to recruiters.

10. J. R. Burns, Texas Tech University My Expectations of You n Attend class n Perform reading assignments before coming to class n Tech policy for academic honesty enforced n Assistance for Disabled students

11. J. R. Burns, Texas Tech University Course Deliverables--Page 6 of your syllabus n Preliminary proposal (one-page description) due 9-5 (evening class) This will not be graded n Requirements Document due 9-10 n Project Plan is due 10-10 n Proposal due 10-1 n Mid-Term report due 10-29 Won’t be included in your final term project report

12. J. R. Burns, Texas Tech University More Course Deliverables n Functional Specification is due 11- 7 n Earned value analysis is due 11-14 n Final project is due 12-3 n Possible Topics are discussed in Handout n Format/Grading is discussed in Handout

13. J. R. Burns, Texas Tech University Project Topics n Taken from past employment involvements n Taken from current involvements n Uses analysis project completed for ISQS 4348 n Based on a prototypical contemporary initiative

14. J. R. Burns, Texas Tech University Project Protocol n Performed in groups of two or less n You get to choose topic n will require a presentation in late April

15. J. R. Burns, Texas Tech University Project Expectations n Doesn’t have to be actually performed to completion n Must be completely planned in detail, however completely Scheduled completely Resourced completely Budgeted, costed n Must include Preliminary (one page) and formal proposals as appendices n Must include all course deliverables as appendices except the mid-term report

16. J. R. Burns, Texas Tech University Project Format n Title Page n Executive Summary n Body Description of the Problem Goal and Success Criteria Assumptions/Risks Recommended prescriptive Software Solution Impediments/Obstacles Current Status n 8-page minimum for the material above n Bibliography n Appendices

17. J. R. Burns, Texas Tech University Appendices n Requirements Document Revised Old n Project Plan Revised Old n FORMAL PROPOSAL n Functional Specification n See Chapter 11 of the copy packet for more details as to format

18. J. R. Burns, Texas Tech University Questions n About course requirements n About project n About exams n About homework

19. J. R. Burns, Texas Tech University Our Business -- The Outlook n 1995-1998: MONEY MAGAZINE: Computer Systems Analyst: #1 n Computer programmer: #13 n Computer systems Consultant: #17 n Physician: #2 n Electrical Engineer: #4

20. J. R. Burns, Texas Tech University How the Outlook is Computed n Based on: Security, stress, salary, challenge, variety, availability, demand n Over 500,000 new jobs between now and 2005 n However, recruiting will be slower this semester Some firms will not be coming to campus

21. J. R. Burns, Texas Tech University Our Business -- Some Anomalies n Your first assignment may involve maintenance, not development n Systems Integration is becoming an imperative n Formal analysis is becoming too expensive n Many projects start at the design level and go to construction and execution.

22. J. R. Burns, Texas Tech University What’s the deal with maintenance? n the 1 to 5 rule n 80-90% of MIS budgets

23. J. R. Burns, Texas Tech University As you depart for that Job, n You have a responsibility to Texas Tech n Keep us updated n Financial support n Stay in touch

24. J. R. Burns, Texas Tech University What is a project? n A specific objective must be completed within certain specifications n Has a definite starting date and end date n Has funding limitations n Consumes resources (money, people, equipment) n Made up of activities (tasks)

25. J. R. Burns, Texas Tech University Project management involves n Defining and Conceiving Definition of work requirements--WORK BREAKDOWN STRUCTURE--WBS n Planning and Budgeting Determination of quantity and quality of work Determination of what resources are needed when n Executing and Controlling Tracking progress Comparing actual to predicted outcomes Analyzing impact/Making adjustments n Closing and Terminating

26. J. R. Burns, Texas Tech University Successful Project management requires completion of the project n on time n within budget n with the desired performance/technology level n with good customer relations n while using the assigned resources effectively

27. J. R. Burns, Texas Tech University Further elements of success include n with acceptance by the customer/user n without disturbing the main work flow of the organization n without changing the corporate culture {unless that is the objective of the project}

28. J. R. Burns, Texas Tech University Project managers and line managers n are peers n line managers control all resources except money n project managers control money

29. J. R. Burns, Texas Tech University Project managers must n coordinate and integrate activities across functional lines n have good interpersonal skills n have a general knowledge of the technology being used n be familiar with the operations of each line organization n negotiate with upper-level management for resources

30. J. R. Burns, Texas Tech University Functional (line) managers must n define how and where the task will be done n determine who will do the task n not be a project manager n control all resources promotion, grade, salary, bonus, overtime, responsibility, future work assignments

31. J. R. Burns, Texas Tech University Project Manager, as planner, provides n input to the line manager regarding above n complete task definitions n resource requirement definitions n major timetable milestones n definition of end-item quality, features, and requirements n the basic performance measurements

32. J. R. Burns, Texas Tech University Project champions and project managers n champions create the ideas for products which require projects for their creation and completion n champions don’t make good PM’s because they are introverted, prefer to work with ideas rather than people committed to technology rather than responsibility they are perfectionists, rather than doers that get things done

33. J. R. Burns, Texas Tech University Growth of Project management n Many companies are organizing around projects rather than jobs per se n In the software business, a typical software product has grown by two orders of magnitude in terms of lines of code required--WHY?

34. J. R. Burns, Texas Tech University When is project management necessary? n when jobs are complex n when there are dynamic environmental considerations n when constraints on time and budget are tight n when there are several activities to be integrated n when there are functional boundaries to be crossed

35. J. R. Burns, Texas Tech University GANTT CHART

36. J. R. Burns, Texas Tech University PERT CHART 1

37. J. R. Burns, Texas Tech University PERT CHART 2

38. J. R. Burns, Texas Tech University WORK BREAKDOWN 1

39. J. R. Burns, Texas Tech University WORK BREAKDOWN 2

40. J. R. Burns, Texas Tech University n IT Projects have a poor track record A 1995 Standish Group study found that only 16.2% of IT projects were successful Over 31% of IT projects were canceled before completion, costing over $81 B in the U.S. alone n A 1999 ComputerWorld article listed “project manager” as the #1 position IT managers say they need most for contract help Often, this leads to distributed PM n The demand for IT projects is increasing Motivation for Studying Information Technology (IT) Project Management

41. J. R. Burns, Texas Tech University What Is a Project? n A project is a temporary endeavor undertaken to accomplish a unique purpose n Attributes of projects unique purpose temporary require resources, often from various areas should have a primary sponsor and/or customer involve risk and uncertainty

42. J. R. Burns, Texas Tech University Samples of Projects n Northwest Airlines developed a new reservation system called ResNet (see Chapters 12-16 of Schwalbe) n Bank of America created a system to integrate check processing, checking accounts, and savings accounts in various states (pg. 130) n Kodak created the Advantix Advanced Photo System in one of their most ambitious projects ever (pg. 302)

43. J. R. Burns, Texas Tech University The Triple Constraint n Every project is constrained in different ways by its Scope goals Time goals Cost goals n It is the project manager’s duty to balance these three often competing goals

44. J. R. Burns, Texas Tech University Figure 1-1. The Triple Constraint of Project Management

45. J. R. Burns, Texas Tech University What is Project Management? Project management is “the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project” (PMI*, Project Management Body of Knowledge (PMBOK Guide), 1996, pg. 6) *The Project Management Institute (PMI) is an international professional society. Their web site is www.pmi.org. Over 213,000 copies of the PMBOK Guide were in circulation by Nov. 1998

46. J. R. Burns, Texas Tech University Project Stakeholders n Stakeholders are the people involved in or affected by project activities n Stakeholders include the project sponsor and project team support staff customers users upper management line management suppliers opponents to the project

47. J. R. Burns, Texas Tech University 9 Project Management Knowledge Areas n Knowledge areas describe the key competencies that project managers must develop 4 core knowledge areas lead to specific project objectives (scope, time, cost, and quality) 4 facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management 1 knowledge area (project integration management) affects and is affected by all of the other knowledge areas

48. J. R. Burns, Texas Tech University Figure 1-2. Project Management Framework T T

49. J. R. Burns, Texas Tech University Project Management Tools and Techniques n Project management tools and techniques assist project managers and their teams in various aspects of project management n Some specific ones include Project Charter and WBS (scope) Gantt charts, PERT charts, critical path analysis (time) Cost estimates and Earned Value Analysis (cost)

50. J. R. Burns, Texas Tech University Sample WBS for Intranet Project in Chart Form

51. J. R. Burns, Texas Tech University Figure 1-4. Sample Gantt Chart* *This template file comes with Project 98 WBSGantt Chart

52. J. R. Burns, Texas Tech University Figure 1-5. Sample PERT Chart Each box is a project task from the WBS. Arrows show dependencies between tasks. The tasks in red are on the critical path. If any tasks on the critical path take longer than planned, the whole project will slip unless something is done.

53. J. R. Burns, Texas Tech University Sample Earned Value Chart

54. J. R. Burns, Texas Tech University Advantages of Project Management n Bosses, customers, and other stakeholders do not like surprises n Good project management (PM) provides assurance and reduces risk n PM provides the tools and environment to plan, monitor, track, and manage schedules, resources, costs, and quality n PM provides a history or metrics base for future planning as well as good documentation n Project members learn and grow by working in a cross-functional team environment Source: Knutson, Joan, PM Network, December 1997, p. 13

55. J. R. Burns, Texas Tech University How Project Management (PM) Relates to Other Disciplines n Much of the knowledge needed to manage projects is unique to PM n However, project managers must also have knowledge and experience in general management the application area of the project n Project managers must focus on meeting specific project objectives

56. J. R. Burns, Texas Tech University Figure 1-3. Project Management and Other Disciplines

57. J. R. Burns, Texas Tech University History of Project Management n Modern project management began with the Manhattan Project, which the U.S. military led to develop the atomic bomb n In 1917 Henry Gantt developed the Gantt chart as a tool for scheduling work in job shops n In 1958, the Navy developed PERT charts n In the 1970s, the military began using project management software, as did the construction industry n By the 1990s, virtually every industry was using some form of project management

58. J. R. Burns, Texas Tech University The Project Management Profession n A 1996 Fortune article called project management the “number one career choice” n Other authors, like Tom Peters and Thomas Stewart, stress that projects are what add value to organizations n Professional societies like the Project Management Institute have grown tremendously

59. J. R. Burns, Texas Tech University Project Management Certification n PMI provides certification as a Project Management Professional (PMP) n A PMP has documented sufficient project experience, agreed to follow a code of ethics, and passed the PMP exam n The number of people earning PMP certification is increasing quickly

60. J. R. Burns, Texas Tech University Figure 1-6. Growth in PMP Certification, 1993-1998

61. J. R. Burns, Texas Tech University Code of Ethics n PMI developed a project management code of ethics that all PMPs must agree to abide by n Conducting work in an ethical manner helps the profession earn confidence n Ethics are on the web at www.pmi.org/certification/code.ht m www.pmi.org/certification/code.ht m

62. J. R. Burns, Texas Tech University Discussion Questions n Give three examples of activities that are projects and three examples of activities that are not projects n How is project management different from general management? n Why do you think so many information technology projects are unsuccessful?

63. J. R. Burns, Texas Tech University A new IS Professional: THE INTEGRATOR n Will possess traditional IS skills but will be focused on integration rather than systems development n Integrating activities include: joint ventures, mergers, downsizing, globalization, client/server migration, business reengineering, cost control--TESTING, TESTING, TESTING n Must be able to cross boundaries in order to solve problems

64. J. R. Burns, Texas Tech University A new IS Professional: THE INTEGRATOR n Devotes even-handed effort to analysis and synthesis n Integrates technologies and software applications n Maintains a strategic orientation

65. J. R. Burns, Texas Tech University Technical Skills of THE INTEGRATOR n Telecommunications and Integration n Data access and management n Decision support, 4GL’s and CASE n Firm-specific technologies n Strong contextual orientation

66. J. R. Burns, Texas Tech University Really, three IS professional careers are needed n Technical Specialist n Software developers n Functional IT integrator

67. J. R. Burns, Texas Tech University IMPLICATIONS, according to Trauth n Formal SDLC emphasis must diminish n Integration must take center stage n Analysis skills will remain important n Skills to re-engineer business processes becomes important n Skills to promote change and improvement

68. J. R. Burns, Texas Tech University GREATEST NEED n Skills and knowledge associated with integration n What is the skill set??? n Internships are a mechanism for real-world learning about integration n Practitioners can assist here (everywhere)

69. J. R. Burns, Texas Tech University