Ch12 Proj Mgmt

7/24/2019 Ch12 Proj Mgmt

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E. Wainright Martin

Carol V. Brown

Daniel W. DeHayesJeffrey A. HofferWilliam C. Perkins

MANAGINGMANAGINGINFORMATIONINFORMATION

TECHNOLOGYTECHNOLOGYFIFH EDII!"

CHAPTER 12

ITPROJECT MANAGEMENT


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2005 Pearson Prentice-Ha

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Page 421

IT Pro$ect %ana&e%entre'(ires )no*e+&e o,sste% +e.eo"%ent %et!o+oo&ies/

1LC

Protot"in&

RA1

P(rc!asin& i,e cce


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Page 421

Pro$ect Mana&e%ent Instit(te 3PMI4 Internationa societ o, "ro$ect *or)ers

Certi,ie+ t!o(san+s o, "ro,essionas since #67

PM co%"etencies certi,ie+ 8 PMI inc(+e ei&!t

areas/

Figure 12.1 Eight Project Management Competencies


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Page 421

Most "ro$ects s!are co%%on c!aracteristics/

#9 Ris) an+ (ncertaint !i&!est at "ro$ect start

29 A8iit o, sta)e!o+ers to in,(ence "ro$ect &reatest at

"ro$ect start

9 Cost an+ sta,,in& e.es o*er at "ro$ect start an+

!i&!er to*ar+ en+

3PMI: #;4


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Page 422

Pro$ect/


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Page 422

Pro$ect/


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ITPORTFOLIO MANAGEMENT

Page 422

IT Port,oio= set o, IT "ro$ect initiati.es c(rrent in"ro&ress: as *e as re'(ests ,or IT "ro$ects t!at !a.e not

et 8een ,(n+e+


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ITPORTFOLIO MANAGEMENT

Page 422

Pro$ect cate&ories to !e" *it! "rioriti?ation/ Absolute must A %an+ate +(e to sec(rit: e&a: re&(ator: or en+-o,-i,e-cce IT

iss(es

Highly Desired/Business-Critical Inc(+es s!ort-ter% "ro$ects *it! &oo+ ,inancia

ret(rns

Wanted @a(a8e: 8(t *it! on&er ti%e "erio+s ,or ROI 3%ore t!an #2 %ont!s4 Nice to Have Pro$ects *it! &oo+ ret(rns: 8(t *it! o*er "otentia 8(siness .a(e

31enis: et a9: 20074


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PROJECT INITIATION

Page 424

Pro$ect c!arter

co"e state%ent

Feasi8iit anases

Econo%ic O"erationa

Tec!nica


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PROJECT INITIATION

Page 424

Econo%ic ,easi8iit For%a cost-8ene,it anasis (s(a con+(cte+

ROI cac(ate+ *!en 8ene,its can 8e easi %eas(re+

Aternati.es to ROI/

Figure 12.3 Alternaties to R!" #or $usti#%ing "nestments


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2005 Pearson Prentice-Ha-

PROJECT INITIATION

Page 424

Project Manager Characteristics

Pro$ect %ana&er can 8e/ I %ana&er

(siness %ana&er

ot!


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PROJECT INITIATION

Page 42&

Project Manager Characteristics

Figure 12.4 'ontechnical ()ills #or(uperior Project Management


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PROJECT INITIATION

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Project Sponsor and Champion Roles

"onsor/


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PROJECT INITIATION

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Project Sponsor and Champion Roles

C!a%"ion= a 8(siness %ana&er *!o/


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PROJECT PLANNING

Page 42*

T!ree %a$or co%"onents/ c!e+(e

(+&et

ta,, 3"ro$ect tea%4


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PROJECT PLANNING

Page 42*

Scheduling

Dor) 8rea)+o*n anasis/ I+enti,ies "!ases an+ tas) se'(ence to

%eet "ro$ect &oas Esti%ates ti%e o, co%"etion ,or eac! tas)

Res(ts in a "ro$ect %aster sc!e+(e t!at

i+enti,ies +ate an+ +ei.era8e %iestones


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PROJECT PLANNING

Page 42*

Scheduling

Ti%e8oin&= or&ani?ationa "ractice in *!ic!a sste% %o+(e is to 8e +ei.ere+ to (ser

*it!in a set ti%e i%it: s(c! as ; %ont!s

Dor) 8rea)+o*n= a 8asic %ana&e%ent tec!ni'(e t!atsste%atica s(8+i.i+es 8oc)s o, *or) +o*n to t!e e.e

o, +etai at *!ic! t!e "ro$ect *i 8e controe+


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PROJECT PLANNING

Page 42+

Budgeting

T*o tra+itiona a""roac!es to esti%atin& costs/

otto%-(" Cost ee%ents are esti%ate+ ,or o*est e.e o, *or) tas)s an+ t!en

a&&re&ate+ to &i.e tota "ro$ect cost esti%ate

To"-+o*n 3"ara%etric cost esti%atin&4 Pro.i+es cost esti%ates ,or %a$or 8(+&et cate&ories 8ase+ on

!istorica e"erience


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PROJECT PLANNING

Page 42+

Budgeting

Ine"erience+ esti%ators %a/

#9 e too o"ti%istic a8o(t *!at is nee+e+ to +o t!e $o8

29 Ten+ to ea.e o(t co%"onents

9 Not (se a consistent %et!o+oo&: an+ !a.e +i,,ic(t

recreatin& t!eir rationaes


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PROJECT PLANNING

Page 42+

Staffing

Pro$ect sta,,in& in.o.es/

#9 I+enti,in& IT s"eciaist s)i %i nee+e+

29 eectin& "ersonne *!o coecti.e !a.e necessar s)is an+assi&nin& t!e% to *or)

9 Pre"arin& "ersonne ,or s"eci,ic tea% %e%8er *or)

79 Pro.i+in& incenti.es to ac!ie.e "ro$ect &oas


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PROJECT PLANNING

Page 42,

Staffing

Figure 12.& Counterpro-uctie Characteristics o# Project Team Enironments

3ase+ on "ro+(cti.it st(+ 8 H(&!es Aircra,t Co%"an in Ro%an: #6;4

Co#nter$ro%#&ti'e Chara&teristi&s


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PROJECT PLANNING

Page 42,

Planning Documents

T*o t"ica "annin& +oc(%ents/

tate%ent o, Dor) 3OD4 For t!e c(sto%er

Hi&!-e.e +oc(%ent t!at +escri8es *!at "ro$ect +ei.ers an+ *!en

Contract 8et*een "ro$ect %ana&er an+ eec(ti.e s"onsor Pro$ect Pan

se+ 8 "ro$ect %ana&er to &(i+e: %onitor: an+ contro eec(tion o, "ro$ect

Re.ie*e+ 8 %ana&ers or co%%ittees t!at o.ersee "ro$ect


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PROJECT PLANNING

Page 42,

Planning Documents

T*o t"ica "annin& c!arts/

PERT 3or CPM4

Gantt


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PROJECT PLANNING

Page 42,

Planning Documents

PERT 3or CPM4 Gra"!ica %o+es se'(ence o, "ro$ect tas)s an+

interreations!i"s (sin& a ,o*c!art +ia&ra%

1e"icts a critica "at! = se'(ence o, acti.ities t!at *i ta)eon&est ti%e to co%"ete

He"s %ana&ers esti%ate e,,ects o, tas) si""a&e

I, (se+: ess i)e to !a.e cost an+ sc!e+(e o.err(ns


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PROJECT PLANNING

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Planning Documents

Figure 12.* PERT Chart E/ample

3Re"rinte+ ,ro% @aacic!: Geor&e: an+ Ho,,er: Essentials of Systems Analysis Design: Prentice Ha: 200#4


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PROJECT PLANNING

Page 42,

Planning Documents

Gantt Gra"!ica +e"icts esti%ate+ ti%es 3an+ ater act(a ti%es4

,or eac! "ro$ect tas) a&ainst a !ori?onta ti%e scae

Tas)s "resente+ in o&ica or+er aon& *it! 8ar &ra"!s!o*in& esti%ate+ ti%e +(ration ,or eac! tas) on a caen+ar

se,( ,or +is"ain& a "ro$ect sc!e+(e an+ trac)in&

"ro&ress o, a set o, tas)s a&ainst "ro$ect "an


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Page 431 Figure 12.+ 0antt Chart E/ample

3Re"rinte+ ,ro% @aacic!: Geor&e: an+ Ho,,er: Essentials of Systems Analysis Design: #stE+ition:

Co"ri&!t 200#9 Re"rinte+ 8 "er%ission o, Pearson E+(cation: Inc9 ""er a++e Ri.er: NJ4


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PROJECT EECTIONAN1CONTROL

Page 43

Pro$ect "an nee+s to 8e re,ine+ an+ reassesse+ t!ro(&!o(t i,e o, "ro$ect

o,t*are "ro$ect %ana&e%ent toos co%%on (se+ to !e" initiate an+

%onitor "ro$ect tas)s

Co%%(nication a%on& "ro$ect tea% %e%8ers critica ,or tas) coor+inationan+ inte&ration

Co%%(nication t!ro(&!o(t "ro$ect to a sta)e!o+ers is )e to "ro$ect

s(ccess


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Page 431 Figure 12. (tatus Reporting

3Ro%an: #6;4

(o#tine Pro)e&t *tat#s (e$orting


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Page 432

Managing Project Risks

PM Goa/ Mana&e ris) o, ,aiin& to ac!ie.e "ro$ect o8$ecti.es

Ca(ses o, Ris)/ H(%an error

Pro$ect sco"e c!an&es

nantici"ate+ tec!noo& c!an&es

Interna "oitics


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Page 432


Figure 12., Ten "TRelate- Ris)s an-Potential Conseuences

3as!ein: Mar)(s: an+ Fine: #>4


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Page 434 Figure 12.11 Ris) Controllailit% an- "mpact 0ri-

3A+a"te+ ,ro% Ha%iton: 20004



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Page 434 Figure 12.12 Ris) E/posure5Ris) ersus (ta)e

3A+a"te+ ,ro% Fra%e: #74



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Page 433

Managing Business Change

C!an&e %ana&e%ent/ A8iit to s(ccess,( intro+(ce c!an&e to in+i.i+(as an+

or&ani?ationa (nits e to "ro$ect s(ccess

O,ten in.o.es c!an&e to "o*er str(ct(res t!at %(st 8e reco&ni?e+

Can 8e ,aciitate+ 8 (sin& c!an&e %o+es: s(c! as Le*inc!ein

c!an&e %o+e


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Page 433

Managing Business Change

Figure 12.14 Three (tages o#6e7in8(chein Change Mo-el

Lewin/Schein Change Model


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PROJECT CLOING

Page 43*

IT "ro$ect +ei.era8es co%"ete+

For%a (ser acce"tance o8taine+ or ,aie+ "ro$ect ter%inate+

Co%%on '(estions ,or tea% %e%8ers/ What !ent right on this "ro#ect$

What !ent !rong on this "ro#ect$ What !ould you do differently on the ne%t "ro#ect& based on your

e%"erience !ith this "ro#ect$


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PECIAL IE/ MANAGINGCOMPLE IT PROJECT

Page 43+

T!ree ,actors critica to s(ccess o, ar&e: co%"e IT "ro$ects/

T!e 8(siness .ision an inte&ra "art o, "ro$ect

A testin& a""roac! (se+ at "ro&ra% e.e 3not $(st in+i.i+(a

a""ication e.e4

se+ a "!ase+-reease a""roac! 3rat!er t!an sin&e roo(t strate&4


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PECIAL IE/ MANAGINGCOMPLE IT PROJECT

Page 43+Figure 12.1& Comple/it% "ncreases 7ith!##site an- !##shore Resources 91 o# 2:

3A+a"te+ ,ro% Poria: 20074


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Page 43+Figure 12.1& Comple/it% "ncreases 7ith!##site an- !##shore Resources 92 o# 2:

3A+a"te+ ,ro% Poria: 20074


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2005 P P ti H

PECIAL IE/ POT-MERGER ITINTEGRATION PROJECT

P 43

What ma'es for a successful merger$ De-!one+ IT "ro$ect %ana&e%ent s)is: an+ a "ro&ra%

%ana&e%ent str(ct(re

Retainin& IT taent nee+e+ ,or "ost %er&er IT inte&ration

e,,orts

(ic) o,,erin& attracti.e retention contracts to )e

"ersonne

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