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  Ch 14 - Managing Projects

1. Importance of Project Mgt    (p523)
   1. Importance of project mgt - many (30-40%) software projects:
      1. Far exceed original schedule and budget,
      2. Fail to perform as originally specified.
   2. Def - Project - a series of related activities for achieving a specific business objective.
   3. Project management activities include:
      1. Planning the work - assessing risk, estimating required resources,
      2. Organizing,
      3. Staffing - acquiring human resources, assigning tasks,
      4. Directing,
      5. Controlling - reporting progress, analyzing results.
   4. Project Quality - how well end result satisfies objectives (p526):
      1. Improved organizational performance and decision making,
      2. Accuracy and timeliness of information,

      3. Ease of use.
         Note by PJL from Mgt 3325 (for your info only): can use Heizer's User-based, Design-based and Production-based definition of quality.  See www.patlyons.com/m3325/chapters/h906.htm.

   5. Project Risk - potential problems that would threaten the success of the project.
   6. Project Team

      1. Consists of end-users, systems analysts, programmers, database specialists.

      2. Many times, end-users are given leadership responsibilities so as to improve the probability of project success.
          

2. Selecting Projects     (p526)

   1. Linking Systems Projects to the Business Plan

      1. Information Systems Plan (Table 14-1, p529)

         1. Contains statement of corporate goals and specifies how IT will support the attainment of those goals,

         2. Lists desired new system projects.

   2. Scoring Models (see Table 14-2, p532)

      1. Used to select a project from several candidate projects when many criteria must be considered.

      2. Note by PJL from Mgt 3325 (for your info only): supplementing this Scoring Model with Ben Franklin's Prudential Algebra can facilitate group decision making.  See www.patlyons.com/research/PrudentialAlgebra.htm.
          

3. Establishing the Business Value of Information Systems     (p532)

   1. Information System Costs and Benefits (Table 14-3, p533)

      1. Costs - hardware, software, personnel, ...

      2. Benefits

         1. Increased productivity,

         2. Improved decision making - see Ch 12, Item I.B,

         3. Improved operations,

         4. Higher client satisfaction (reduced number of complaints), ...

      3. Note by PJL from Mgt 3325 (for your info only): the analysis used for the Mgt 3325 Application of Operations Management Presentation is appropriate for quantifying the costs and benefits of an information system.

         1. For the overall project, see www.patlyons.com/m3325/hw/apre.htm,

         2. For the PowerPoint, see www.patlyons.com/m3325/hw/appompre.ppt,

         3. For the supporting data, see www.patlyons.com/m3325/hw/AppOMData.xls.
             

4. Managing Project Risk     (p535)

   1. Change Management

      1. As discussed in Ch 3, Item III.C.3, many new info systems require changes in business processes, politics, culture, environment, and structure (p90).

         1. Unless there is a corresponding benefit, most people resist such changes.

      2. As discussed in Ch 13, Item II.C, end-user involvement in the entire Systems Development process is critical to the success of the information system (p491).

      3. As part of Systems Analysis, conduct an Organizational Impact Analysis to identify how any proposed system will affect organizational structure, attitudes, decision making, and operations (p542).

   2. Controlling Risk Factors     (p538)

      1. Use formal planning and control tools

         1. Gantt Chart - visually depicts the timing and duration of project activities (Fig 14-8, p578).

         2. PERT (Program Evaluation and Review Technique) - a method to determine the activities which are critical to completing a project on time.
            Note by PJL from Mgt 3325 (for your info only): PERT is similar to the Critical Path Method.  See www.patlyons.com/m3325/chapters/h903.htm.

      2. Increase end-user commitment to the new system by:     (p541)

         1. Involving end-users in Systems Analysis, particularly the initial Organizational Impact Analysis.
                 Identify end-users who perceive they will not benefit from the new system.
                 Elicit improvements from them, such as additional reports and/or changes in tasks.

         2. Involving end-users in Systems Design, particularly design of user interfaces.

         3. Involving end-users in training - developing materials and giving sessions.

         4. Having management at various levels communicate their support for the new system.

                                                (This page was last edited on January 17, 2010 .)