1. Course - DT249/1 Subject - Information Systems in Organisations SYSTEM PROJECTS AND PROJECT PLANNING Semester 1, Week 9 1

2. 2 Model Content Title From the course document, this week’s lecture refers to: 1. Information systems projects and their stages 2. Project planning and estimating 3. Project management and control

3. 3 Textbooks? The Laudon and Laudon book, ‘Management Information Systems’ (Seventh Edition) – Chapters 5 and 6 (bits and pieces), most of Chapter 10.

4. Project Management Project management is the application of processes, methods, knowledge, skills and experience to achieve the project objectives. (www.apm.org.uk/WhatIsPM) 4

5. Project Management (2) Components of project management: defining the reason why a project is necessary; capturing project requirements, specifying quality of the deliverables, estimating resources and timescales; preparing a business case to justify the investment; securing corporate agreement and funding; developing and implementing a management plan for the project; leading and motivating the project delivery team; managing the risks, issues and changes on the project; monitoring progress against plan; managing the project budget; maintaining communications with stakeholders and the project organisation; provider management; closing the project in a controlled fashion when appropriate. 5

6. Information System as Project The Information Systems Project is the practical application of technical skills – working with organisations on real-world projects. The goal of these projects is to utilise necessary skills to structure, manage and carry out information systems projects within an organisation. 6

7. Information Technology as Project An Information Technology (IT) project can be any type of project that deals with IT infrastructure, information systems or computer technology. This can include software development activities, such as programming a simple mobile app or a programming large scale software system. 7

8. Information Technology as Project (2) Common examples of IT projects include: designing an organisation’s IT infrastructure, deploying systems and software, employing IT security measures. A collective example: Web development, including updating a web page, creating an online shopping site, or developing an entire Web infrastructure. 8

9. Information Technology as Project (3) IT project categories: Research Service Software development System deployment Change management Infrastructure Needs assessment 9

10. System Project Stages Stages of an information systems project effort might involve assessing, prioritising and planning potential systems projects. This includes: determining the scope of work, determining available resources, assigning resources and setting expectations for project milestones. 10

11. System Project Stages (2) Other IT project management activities include: coordinating the project workload, managing the actual work, facilitating communication, collaboration between team members, producing project deliverables and measuring the project’s results. 11

12. Plan Moving to the Next Phase Key Purpose Key Questions Key Deliverables Key Activities System Project Stages (3) 12

13. Define – Key Purpose Propose a project to senior management with a brief written document to establish a shared understanding of the proposal before writing a Plan, Schedule and Budget. 13

14. Define – Key Questions Is this the right project? What results should it achieve? How will success be measured? 14

15. Define – Key Activities Understand stakeholder interests and expectations. Establish a shared high-level understanding of the proposed project and its intended results. 15

16. Define – Key Deliverables Project Definition Document and/or Business Case 16

17. Define – Moving to the Next Phase When your Project Definition Document and/or Business Case are approved by senior management, move to the Plan Phase. 17

18. Plan – Key Purpose Propose a project in more detail, and outline a clear approach for executing the project in a Plan, Schedule and Budget. 18

19. Plan – Key Questions How will the project achieve its objectives? When will the project finish? Who will do what? What will it cost? How will risks/issues be managed? 19

20. Plan – Key Activities Thoroughly plan the project activities, schedule and resource requirements. Provide more detailed information to senior management for discussion and approval. 20

21. Plan – Key Deliverables Project Plan Project Schedule Project Budget 21

22. Plan – Moving to the Next Phase When your Project Plan, Schedule and Budget are approved by senior management, move to the Implement Phase. 22

23. Implement – Key Purpose Do the work described in the Project Plan, aligned with the Schedule and Budget. 23

24. Implement – Key Questions How is project work progressing? What issues and risks does the project face, and how should these be managed? How much is the project actually costing? 24

25. Implement – Key Activities Mobilise the team to execute the Project Plan. Control the execution of the Project Plan. Communicate with stakeholders. Report project status. Update the Project Plan, Schedule, Budget and Business Case as needed. 25

26. Implement – Key Deliverables Project Manual Status Reports Risk, Issue and Change Logs Updated Plans, Schedules, Budgets 26

27. Implement – Moving to the Next Phase As project deliverables near completion, move to the Close Phase. 27

28. Close – Key Purpose Shut down the project in a controlled manner. 28

29. Close – Key Questions Is the work of the project complete? Did the project achieve its results/outcomes? What did the team learn that could help other projects? Where do project staff go next? 29

30. Close – Key Activities Demonstrate that the project is complete. Assess the success of the project. Undertake administrative close-out. Transfer knowledge to the permanent organisation. Support departing staff. 30

31. Close – Key Deliverables Final Acceptance Document Lessons Learned Document Project Archives 31

32. Close – Moving to the Next Phase When this phase is complete, the project is finished. 32

33. Project Process – an Alternative View 33 Project Description Team Mission/ Assignment Major Milestones Boundaries Team Identification Measures of Success Roles & Responsibilities Operating Guidelines Work Breakdown Structure (WBS) / Master Deliverables List (MDL) Task Planning & Scheduling Budget Risk Planning Communication Plan Change Management Plan Quality (QA/QC) Plan Transition and Closure Plan Project Team Commitment Management Endorsement Implement Transition Plan Review Lessons Learned Reward and Recognise Archive Continuous Communication Managing Scope, Schedule & Budget Manage Risks Manage Change Communicate Progress Issues Lessons Learned Initiate & Align Endorse the Plan Work the Plan Transition & Closure Plan the Work

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35. Back to Project Planning There may be five phases to project planning: 1.Prepare the project overview 2.Develop an activity plan 3.Assign responsibilities 4.Put the plan into action, and track progress 5.Prepare the closeout report 35

36. Project Planning – Phase 1 Project Overview A high-level summary of the project Sets the overall scope Must be clearly written to communicate the description Team leader has responsibility It is critical to get this right! 36

37. Project Planning – Phase 1 (2) The project overview contains: A Statement of the problem (or opportunity) Goals and objectives Perceived measures of success Approach, process, and timing (schedule) Assumptions and risks 37

38. Project Planning – Phase 1 (3) Questions to ask, in relation to the project: ◦ What is the problem, opportunity or situation to be changed? ◦ What is our goal? 38

39. Project Planning – Phase 1 (4) Goals and objectives describe what ought to be achieved to solve the problem or take advantage of the opportunity. ◦ Keep them simple ◦ Focus on the important items ◦ Collectively, they define the scope ◦ They must be measurable for success ◦ Clearly written 39

40. Project Planning – Phase 1 (5) Goals and objectives: use the SMART test: S – Specific M – Measurable A – Attainable R – Relevant T – Time-Based Then, based on the project goal, what are the most important objectives? 40

41. Project Planning – Phase 1 (6) Finding measures of success, such as: Any desired results that can be quantified - numbers, frequency, degrees of change… Avoid intangible measures. Consider the statement, “ Make it ‘better’…” Superlatives can be hard to achieve! And avoid use of words like ‘all’ or ‘never’ in reports. 41

42. Project Planning – Phase 1 (7) What measures of success should we use in our project example? 42

43. Project Planning – Phase 1 (9) Approach, process and timing: Describe how work will progress – what will be done? Define the schedule to be followed Consider how success was achieved in similar projects For a new project – be creative! What approach should be followed for the project? What schedule is desirable/required? 43

44. Project Planning – Phase 1 (10) Consider the things expected to happen, and the ‘what ifs’. Assumptions: Things you believe will happen Things needed to be true for success Risks - These undermine success Actions can be planned to offset risks 44

45. Project Planning – Phase 1 (11) Assumptions and risks might include: Resources needed Timing of resources Events outside our control Potential delays and their effect 45

46. Project Planning – Phase 2 Activity plan: Define the activities and tasks needed to achieve the goals. Organise and prioritise activities and tasks. Identify which tasks depend on others. Assign team members to activities. Define dates to begin and finish. 46

47. Project Planning – Phase 2 (2) 47 Goal Activity Task Activity

48. Project Planning – Phase 2 (3) Activities and tasks should: pass the “SMART” test, have clear start and stop times, include estimated time and cost to complete, be assignable and manageable. 48

49. Project Planning – Phase 2 (4) Challenge assumptions that may cause problems. For example, consider the statement: “If you keep on doing what you’ve always done... you will keep on getting what you’ve always got.” To use a hackneyed cliché, “Think outside the box…” 49

50. Project Planning – Phase 3 Assigning activities The team leader should: confirm availability of resources, understand team member skills, match skills to tasks, establish progress milestones and reporting procedures. 50

51. Project Planning – Phase 3 (2) Assigning activities The team members should: know the project’s purpose, understand their assignments, know the availability of resources, be clear about deadlines, understand how to address issues that crop up in these stages of the project. 51

52. Project Planning – Phase 4 Work the plan - putting the plan into action Now the team gets on with the job of project itself – the main tasks. Staying to the plan is the clearest path to success. A well-laid plan will help ensure a team is performing... not ‘storming’! 52

53. Project Planning – Phase 4 (2) Work the plan. The leader should: get the project going, provide leadership to the team, assist with decisions and problems, obtain additional resources, monitor progress of activities, monitor team performance. 53

54. Project Planning – Phase 5 Closing out the project Recognise team members’ efforts. Prepare an after-action report. Are the goals and objectives met? Is the project completed on schedule? What are the lessons learned? Report ideas/recommendations for future projects. 54

55. Work the Plan 55 Manage the Scope, Schedule and Budget Manage Risks Manage Change Communicate: Progress Issues Lessons Learned Initiate & Align Endorse the Plan Work the Plan Transition and Closure Plan the Work

56. 56 Manager of a Project The Project Manager: Defines and reviews deliverables, Estimates resources, Plans, schedules and tracks tasks, Assesses risk, Resolves issues.

57. 57 Manager of a Project (2) Problems with poor project management: ◦ 60% of projects overrun budget, timescales or both, ◦ 33% were abandoned due to rising costs, ◦ 52% had timescales extended, ◦ 15% had more people assigned to the project. (From a 1989 Survey)

58. The Quality Assurance Group Process reviews done by this group ask: What went wrong and why? How could it have been avoided? What lessons can be learned for the future? What went right? How were new problems and challenges overcome?

59. 59 The Quality Assurance Group (2) Total Quality Management (TQM) Ensures quality is a planned rather than coincidental feature. Needs full management commitment to quality. Needs well-trained and highly motivated staff. Sends a positive signal to the outside world.

60. Managing the Change New information systems have a powerful impact on an organisation – behaviourally and organisationally. ◦ They change how information is used and this often leads to new distributions of authority and power. ◦ Sometimes internal organisational change fosters resistance and opposition from people. Change management is required for successful system building.

61. Managing the Change (2) During the Implementation Phase of a project: ◦ All organisational activities should be working towards the adoption, management and integration of an innovation. Who is the change agent?

62. Managing the Change (3) The change agent takes responsibility for the change caused by the new system. ◦ It could be a manager from te organisation, a project manager or a systems analyst. The systems analyst as change agent: ◦ She or he redefines the configurations (of tasks), interactions, job activities and power relationships of individuals and groups. ◦ They are a catalyst for the change process. ◦ Responsible for ensuring all parties accept the changes caused by the new system.

63. Managing the Change (4) Management can give support and commitment to the new system changes. This would provide: ◦ a positive perception by both users and technical staff ◦ assurances about sufficient funding and resources ◦ enforcement of required organizational changes (possibly)

64. Managing Change (in Project Management) - Summary Managers focus on solving problems and meeting challenges. Project planning is an enterprise-wide focus…

65. Systems Development Methodologies 65 Waterfall model Open Unified Process Structured Systems Analysis and Design Methodology (SSADM) Best practice Open source Constructionist design methodology (CDM) Cowboy coding Design By Use (DBU) Design-Driven Development (D3) Once and Only Once (O3) Dynamic Systems Development Method (DSDM)

66. Systems Development Methodologies (2) 66 Test-Driven Development (TDD) Unified Process Extreme Programming (XP) Agile software development Agile Unified Process (AUP) Rapid Application Management (RAD) Iterative and incremental development KISS principle (Keep It Simple, Stupid) Quick-and-Dirty Rational Unified Process (RUP) Spiral model

67. What About Gantt Charts? A Gantt chart, commonly used in project management, is one of the most popular and useful ways of showing activities (tasks or events) displayed against time. On the left of the chart is a list of the activities and along the top is a suitable time scale. Each activity is represented by a bar; the position and length of the bar reflects the start date, duration and end date of the activity. 67

68. What About Gantt Charts? (2) See, at a glance: What the various activities are When each activity begins and ends How long each activity is scheduled to last Where activities overlap with other activities, and by how much The start and end date of the whole project 68

69. Gantt Chart Examples: 69

70. Gantt Chart Examples (2) 70

71. 71 What Next? Next week: (Information Systems) Security