course - dt249/1 subject - information systems in organisations system projects and project planning...
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Course - DT249/1Course - DT249/1
Subject - Information Systems in Organisations
SYSTEM PROJECTS AND PROJECT PLANNING
Semester 1, Week 9
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Model Content TitleModel Content Title
From the course document, this week’s lecture refers to:
1.Information systems projects and their stages
2.Project planning and estimating3.Project management and control
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Textbooks?Textbooks?The Laudon and Laudon book,
‘Management Information Systems’ (Seventh Edition) – Chapters 5 and 6 (bits and pieces), most of Chapter 10.
Project ManagementProject ManagementProject management is the
application of processes, methods, knowledge, skills and experience to achieve the project objectives.
(www.apm.org.uk/WhatIsPM)
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Project Management (2)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.
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Information Information SystemSystem as as ProjectProjectThe 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.
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Information TInformation Technologyechnology as as ProjectProjectAn 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.
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Information Technology as Information Technology as Project (2)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.
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Information Technology as Information Technology as Project (3)Project (3)IT project categories:ResearchServiceSoftware developmentSystem deploymentChange managementInfrastructureNeeds assessment
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System Project StagesSystem Project StagesStages 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
System Project Stages (2)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 andmeasuring the project’s results.
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Plan
Moving to the Next Phase
Key Purpose
Key Questions
Key Deliverables
Key Activities
System Project Stages (3)System Project Stages (3)
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Define – Key PurposeDefine – Key PurposePropose 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.
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Define – Key QuestionsDefine – Key Questions Is this the right project? What results should it achieve? How will success be measured?
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Define – Key ActivitiesDefine – Key Activities Understand stakeholder interests and expectations.
Establish a shared high-level understanding of the proposed project and its intended results.
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Define – Key DeliverablesDefine – Key DeliverablesProject Definition Document
and/or Business Case
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Define – Moving to the Next Define – Moving to the Next PhasePhaseWhen your Project Definition
Document and/or Business Case are approved by senior management, move to the Plan Phase.
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Plan – Key PurposePlan – Key PurposePropose a project in more detail,
and outline a clear approach for executing the project in a Plan, Schedule and Budget.
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Plan – Key QuestionsPlan – Key QuestionsHow 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?
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Plan – Key ActivitiesPlan – Key ActivitiesThoroughly plan the project
activities, schedule and resource requirements.
Provide more detailed information to senior management for discussion and approval.
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Plan – Key DeliverablesPlan – Key DeliverablesProject PlanProject ScheduleProject Budget
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Plan – Moving to the Next Plan – Moving to the Next PhasePhaseWhen your Project Plan, Schedule
and Budget are approved by senior management, move to the Implement Phase.
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Implement – Key Purpose Implement – Key Purpose Do the work described in the
Project Plan, aligned with the Schedule and Budget.
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Implement – Key Implement – Key Questions 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?
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Implement – Key Activities 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.
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Implement – Key Implement – Key Deliverables Deliverables Project ManualStatus ReportsRisk, Issue and Change LogsUpdated Plans, Schedules,
Budgets
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Implement – Moving to the Implement – Moving to the Next PhaseNext PhaseAs project deliverables near
completion, move to the Close Phase.
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Close – Key PurposeClose – Key PurposeShut down the project in a
controlled manner.
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Close – Key QuestionsClose – Key QuestionsIs the work of the project
complete?Did the project achieve its
results/outcomes?What did the team learn that
couldhelp other projects?
Where do project staff go next?
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Close – Key ActivitiesClose – Key ActivitiesDemonstrate that the project is
complete.Assess the success of the project.Undertake administrative close-
out.Transfer knowledge to the
permanent organisation.Support departing staff.
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Close – Key DeliverablesClose – Key DeliverablesFinal Acceptance DocumentLessons Learned DocumentProject Archives
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Close – Moving to the Next Close – Moving to the Next PhasePhaseWhen this phase is complete, the
projectis finished.
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Project Process – an Alternative ViewProject Process – an Alternative View
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•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
Endorsethe Plan
Workthe Plan
Transition& Closure
Planthe Work
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Back to Project PlanningBack to Project Planning
There may be five phases to project planning:
1. Prepare the project overview2. Develop an activity plan3. Assign responsibilities4. Put the plan into action, and track
progress5. Prepare the closeout report
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Project Planning – Phase 1Project Planning – Phase 1
Project OverviewA high-level summary of the projectSets the overall scopeMust be clearly written to communicate the descriptionTeam leader has responsibilityIt is critical to get this right!
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Project Planning – Phase 1 Project Planning – Phase 1 (2)(2)The project overview contains:A Statement of the problem (or opportunity)Goals and objectivesPerceived measures of successApproach, process, and timing (schedule)Assumptions and risks
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Project Planning – Phase 1 Project Planning – Phase 1 (3)(3)Questions to ask, in relation to
the project:
◦What is the problem, opportunity or situation to be changed?
◦What is our goal?
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Project Planning – Phase 1 Project Planning – Phase 1 (4)(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
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Project Planning – Phase 1 Project Planning – Phase 1 (5)(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?
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Project Planning – Phase 1 Project Planning – Phase 1 (6)(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.
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Project Planning – Phase 1 Project Planning – Phase 1 (7)(7)What measures of success should
we use in our project example?
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Project Planning – Phase 1 Project Planning – Phase 1 (9)(9)Approach, process and timing:Describe how work will progress –
what will be done?Define the schedule to be followedConsider how success was achieved in
similar projectsFor a new project – be creative!What approach should be followed for
the project?What schedule is desirable/required?
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Project Planning – Phase 1 Project Planning – Phase 1 (10)(10)Consider the things expected to
happen, and the ‘what ifs’.
Assumptions:Things you believe will happenThings needed to be true for success
Risks - These undermine successActions can be planned to offset risks
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Project Planning – Phase 1 Project Planning – Phase 1 (11)(11)Assumptions and risks might
include:Resources needed Timing of resources Events outside our controlPotential delays and their effect
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Project Planning – Phase 2Project 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.
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Project Planning – Phase 2 Project Planning – Phase 2 (2)(2)
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Goal
Activity Activity Activity
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task
Activity
Project Planning – Phase 2 Project Planning – Phase 2 (3)(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.
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Project Planning – Phase 2 Project Planning – Phase 2 (4)(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…”
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Project Planning – Phase 3Project Planning – Phase 3
Assigning activitiesThe team leader should:confirm availability of resources,understand team member skills,match skills to tasks,establish progress milestones and
reporting procedures.
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Project Planning – Phase 3 Project Planning – Phase 3 (2)(2)Assigning activitiesThe 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.
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Project Planning – Phase 4Project 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’!
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Project Planning – Phase 4 Project Planning – Phase 4 (2)(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.
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Project Planning – Phase 5Project 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.
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Work the PlanWork the Plan
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Manage the Scope, Schedule and BudgetManage RisksManage ChangeCommunicate:
•Progress•Issues•Lessons Learned
Initiate& Align
Endorsethe Plan
Workthe Plan
Transitionand Closure
Planthe Work
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Manager of a ProjectManager of a Project
The Project Manager:Defines and reviews deliverables,Estimates resources,Plans, schedules and tracks tasks,Assesses risk,Resolves issues.
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Manager of a Project (2)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)
The Quality Assurance The Quality Assurance GroupGroupProcess 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?
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The Quality Assurance The Quality Assurance Group (2)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.
Managing the ChangeManaging the ChangeNew 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.
Managing the Change (2)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?
Managing the Change (3)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.
Managing the Change (4)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)
Managing Change (in Project Managing Change (in Project Management) - SummaryManagement) - Summary
Managers focus on solving problems and meeting challenges.
Project planning is an enterprise-wide focus…
Systems Development Systems Development MethodologiesMethodologies
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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)
Systems Development Systems Development Methodologies (2)Methodologies (2)
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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
What About Gantt Charts?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.
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What About Gantt Charts? What About Gantt Charts? (2)(2)See, at a glance:What the various activities areWhen each activity begins and endsHow long each activity is scheduled to
lastWhere activities overlap with other
activities, and by how muchThe start and end date of the whole
project
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Gantt Chart Examples:Gantt Chart Examples:
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Gantt Chart Examples (2)Gantt Chart Examples (2)
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What Next?What Next?
Next week:
(Information Systems) Security