information system project management

1. 1
Chapter 1:
The Nature of Information Technology Projec
ts
Information Systems
Project Management (
MMIS 515)

2. 2
Contents
 Basics
 What is a project?
 What is project management?
 Why do we learn project management?
 The context of project management
 What is PMBOK?
 What is the career outlook for project managers in informati
on technology?
 The Project Life Cycle and IT Development
 How does project management relate to other disciplines?
 Software Outsourcing
 Summary

3. 3
What Is a Project?
 A project is “a temporary endeavor undertaken to a
ccomplish a unique product or service” (Project man
agement body of Knowledge (PMBOK®) Guide 200
0, p. 4)
 Attributes of projects
 unique purpose
 temporary
 require resources, often from various areas
 should have a primary sponsor and/or customer
 involve uncertainty

4. 4
Case #1: Caleb’s Mission Critical Schedule Sy
stem (MCSS) for Continental Airlines
 If an airline company has to make up a cancelled flight in an emergency, for exa
mple, a plane crash, it may take it several hours to reschedule the relevant flights
as well as the crew teams, and a couple of days to settle down other legacy proble
ms. Caleb has developed a mission critical schedule system for airline companies,
which can find the solution in minutes and solve other legacy problems in a few
hours.
 Continental Airlines, as a client of Caleb Technology (Austin) for years, has care
fully evaluated the system and decided to adopt the application. Delighted by the
winning of the contract, Caleb is facing the following several questions:
 EDS is the original application developer and will be working with Caleb in the user interface as Co
ntinental Airlines required. How to cooperate with Continental Airlines is the key issue.
 MCSS must be integrated into existing enterprise information system of Continental Airlines. How
this will be done?
 How to test MCSS in the real environment to guarantee its reliability and availability.
 How to switch from old system to the new system integrated with MCSS?

5. 5
Case #2: Online medical services appoi
ntment system
 Making the appointment with a specialist doctor is normally via phone call. Even th
ough e-commerce and many other online services are prevailing, such a service in
medical area has never been done yet. If there were such a system, this system woul
d have allowed patents to check the availability of a doctor or any other medical ser
vices from the Internet, making and changing the appointment. So, this is a promisi
ng system in several ways:
 It will greatly make the appointment convenient
 It can be connected to other networked medical information services, such as medical insurance.
 It will also benefit the medical service providers much in saving costs and improving service quality.
 There are several issues :
 Who will initialize the project?
 Who should be involved ?
 Who is to be a target buyer of the system?
 How this system can be co-operated with other medical information systems?
 Is this system really beneficial?

6. 6
The Software Crisis
If builders built buildings the way
programmers wrote programs, th
en the first woodpecker that cam
e along would destroy civilization.
-Gerald Weinberg

7. 7
Status of IT Projects
 31% IT projects were cancelled before compl
etion
 53% were completed, but were over-budget,
over-schedule, and did not meet the original r
equirements.
 The average cost overrun of medium-sized pr
ojects was 202%

8. 8
Why Projects Fail – CHAOS STUD
Y

9. 9
What is Project Management?
Project management is “the application of knowledge,
skills, tools, and techniques to project activities in order
to meet project requirements” (PMI*, Project Manage
ment Body of Knowledge (PMBOK® Guide), 2000, p. 6
)
*The Project Management Institute (PMI) is an international prof
essional society. Their web site is www.pmi.org.

10. 10
Improving the likelihood of succe
ss
 Socio-technical Approach
 Cooperation between developers and users
 Project Management Approach
 Depending more on processes and infrastructure
 Resources management
 Delivering the outcomes in a professional way as expecte
d
 Coping with greater internal and external competition
 Improving efficiency and effectiveness
 Knowledge Management Approach
 lessons learned
 best practices

11. 11
The 2001 Standish Group Report Showed Im
provement in Project Success
 Time overruns significantly decreased to 163% compared to 22
2%
 Cost overruns were down to 145% compared to 189%
 Required features and functions were up to 67% compared to 6
1%
 78,000 U.S. projects were successful compared to 28,000
 28% of IT projects succeeded compared to 16%

12. 12
Why the Improvements?
"The reasons for the increase in successful projects vary. First,
the average cost of a project has been more than cut in half.
Better tools have been created to monitor and control progres
s and better skilled project managers with better manage
ment processes are being used. The fact that there are pro
cesses is significant in itself.“*
*The Standish Group, "CHAOS 2001: A Recipe for Success" (2001)

13. 13
Factors For Successful Projects
 User involvement
 Executive management support
 Clear statement of requirements
 Proper planning
 Realistic expectations
 Smaller project milestones
 Competent staff
 Ownership
 Clear vision & objectives
 Hard-working, focused team

14. 14
Chaos Study

15. 15
Why do we learn project managem
ent?
 It is different from system analysis
 It will allow you to apply all the knowledge you have learned in IS, such
as programming, data management, and system analysis, into the pract
ices
 But more – management
 Consider you get a programming job. In the first week in the company y
ou are asked:
 To work with someone to do some Java programming but you don’t know wh
at it is for;
 To join a project group for internal software resource sharing project but you
don’t know who are your colleagues before a meeting; or
 To investigate the search engine market and write a proposal – it is a task fo
r a programmer?
 What should you do?

16. 16
The context of project manag
ement
 Interdependent tasks
 Organizational change
 Operating Environment
 Time Frame
 Purpose
 Ownership
 Resources
 Roles
 Risks & Assumptions
Project Attributes:

17. 17
The Triple Constraint of Project Manage
ment

18. 18
Roles in a project
 Project Manager
 Project Sponsor
 Subject Matter Expert(s) (SME)
 Technical Expert(s) (TE)

19. 19
Risks & Assumptions
 Internal risk
 From the estimation process or from the fact th
at a key member of the project team could leav
e in the middle of the project
 External risk
 Arises from the dependencies on other contrac
tors or vendors
 Assumptions
 What we used to estimate scope, schedule, an
d budget and to assess the risk of the project

20. 20
What is PMBOK
 The Project management body of Knowledge
(PMBOK)
 A document providing a basis for identifying and d
escribing the generally accepted principles and pr
actices of project management
 Originally published in 1987
 Available from Project Management Institute (PMI
)

21. 21
Project Management Framework

22. 22
Project Management Knowl
edge Areas
1. Project integration management
2. Project scope management
3. Project time management
4. Project cost management
5. Project quality management

23. 23
Project Management Knowl
edge Areas
6. Project human resource management
7. Project communication management
8. Project risk management
9. Project procurement management

24. 24
Sample Gantt Chart
The WBS is on the left, and each task’s start and finish date
are shown on the right using a calendar timescale. Early Gantt
Charts, first used in 1917, were drawn by hand.

25. 25
Sample Network Diagram
Each box is a project task from the WBS. Arrows show dependencies
between tasks. The bolded tasks 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. Network diagrams were first used in 1958 on the Navy Pola
ris project, before project management software was available.

26. 26
The Project Management Prof
ession
 The job of IT Project Manager is in the list of the t
op ten most in demand IT skills
 Professional societies like the Project Manageme
nt Institute (PMI) have grown tremendously
 Project management research and certification pr
ograms continue to grow

27. 27
Top Ten Most in Demand IT Skills
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28. 28
Project Management Knowledge C
ontinues to Grow and Mature
 PMI hosted their first research conference in June 2000 in Paris,
France, and the second one in Seattle in July 2002
 The PMBOK® Guide 2000 is an American National Standar
ds Institute (ANSI) standard
 PMI’s certification department earned ISO 9000 certification
 Hundreds of new books, articles, and presentations related to pr
oject management have been written in recent years

29. 29
Project Management Certificati
on
 PMI provides certification as a Project Management Pr
ofessional (PMP)
 A PMP has documented sufficient project experience,
agreed to follow a code of ethics, and passed the PMP
exam
 The number of people earning PMP certification is incr
easing quickly
 PMI and other organizations are offering new certificati
on programs

30. 30
Growth in PMP Certification, 1993-
2002

31. 31
The Project Life Cycle and
IT Development

32. 32
Definitions
 Project Life Cycle (PLC)
 A collection of logical stages or phases that maps t
he life of a project from its beginning to its end for
a project
 Deliverable
 A tangible and verifiable product of work
 Phase exits, stage gates, or kill points
 Phase-end review of key deliverables that allow th
e organization to evaluate the project’s performanc
e and take immediate action to correct errors or pr
oblems

33. 33
Generic Project Life Cycle

34. 34
Phases/Stages of PLC
 Define project goal
 Plan project
 Answer questions (What, why, how, who, etc)
 Baseline plan
 Execute project plan
 Close project
 Evaluate project

35. 35
Systems Development Life Cycl
e

36. 36
Systems Development Life Cy
cle
 SDLC: sequential phases or stages an information s
ystem follows throughout its useful life.
 Phases/Stages
 Planning
 Analysis
 Design
 Implementation
 Maintenance and Support

37. 37
Systems Development Life Cycle
(SDLC)
1. Problem
Definition & Feasibility
6. Operations &
Maintenance
4. Development,
Coding
5. Implementation
2. Analysis
3. Design

38. 38
Implementing SDLC:
Structured Approaches:
Waterfall Method

39. 39
Implementing SDLC:
Rapid Application Development (RAD) Approaches:
 Prototyping
 Develop a small test system in a short time and improve it.
 Spiral Development
 The project is broken into mini-projects each addressing on
e or more risks until all risks are addressed
 Extreme Programming (XP)
 The system is transferred to the users in a series of release
s. Each release is a working system that only includes one
or several functions.

40. 40
The PLC vs the SDLC

41. 41
PLC vs. SDLC
 PLC focuses on the processes of managing a
project
 SDLC focuses on creating and implementing
a product – the information system
 SDLC is part of PLC – most of SDLC activitie
s occur during the execution phase of PLC.

42. 42
Enterprise System Implementatio
n Phases
1. Initiation
4. Realization
(Fulfill ERP)
5. Transition
2. Planning
3. Analysis &
process design
6. Operations &
Maintenance

43. 43
Software outsourcing
Supplemental material

44. 44
Offshore Software Outsourcin
g
 In next few years, about 2 million IT jobs will shift to foreign coun
tries because of outsourcing, e.g. to India.
 Companies have to do so because of the tough surviving environ
ment.
 This is the trend of globalization as the economies in different cou
ntries are more dependent of each other.
 While India’s position is reasonably secure, there is no room for
being complacent. Several upcoming destinations—Argentina, the
Czech Republic and China in particular. India scores over China in
employee costs, primarily due to that country importing project m
anagers from Hong Kong and Australia. East Europe is home to to
p-notch engineering talent; it is quite likely that high-end enginee
ring work will flow there.

45. 45
Software Industry in Developin
g Countries
 Many developing countries have adopted the development of Sof
tware Industry as a long-term strategy for economy growth
 As software outsourcing is a global trend for developed countries,
there are good opportunities for developing countries to speed up
their software industry development
 The suggested two-stage development strategy for the software i
ndustry in developing countries:
 Focus on the domestic market first
 Go to global market once the software companies are competitive e
nough
 Current two patterns of software industries reflect the two-stage d
evelopment strategy:
 International market oriented – normally providing outsourcing mark
et for the developed countries, which is the pattern for those “early bi
rds”, e.g. India,
 Domestic market oriented – for latecomers, e.g. China

46. 46
The Pattern of Export-Oriented:
India
 Comparatively, in 2002-2003, the software industry in In
dia was worth US$ 12 billion, of which software export w
as $9.5 billion with a growth rate of 25.3%.
 The software industry is expected to account for somethi
ng like 20% of India’s exports for 2002-03. (http://www.
expresscomputeronline.com/20030331/softserv.shtml).
 Heeks (1996) indicated that if the software exports grows
rapidly, the growth of the domestic market is prevented.

47. 47
The Pattern of Domestic Marke
t Oriented: China
 In the past 10 years China’s software industry revenue has
been growing at an annual rate between 20-40%. The revenu
e of software industry in 2002 reached US$13.3 billion, a 46.5
% increase from 2001.
 In the last three years its software export almost doubled ever
y year. However, China’s software market is domestic-orient
ed - nearly 90% software products were sold domestically.
 In 2002, China’s application software accounted for 64.5% o
f the total domestic software products.
 Foreign software and system integration still account for 95.3
% of the upper software market

48. 48
References in offshore outsou
rcing
 http://news.com.com/2030-1011-5130813.html
 http://www.expresscomputeronline.com/20030331/softserv.shtml
 Heeks, Richard, “Software strategies in developing countries”, Deve
lopment Informatics working paper series, 1999.
 Li, M., and M. Gao, “Strategies for Developing China’s Software In
dustry,” Information Technology and International Development (20
03).

49. 49
Summary
 Basics
 What is a project?
 What is project management?
 Why do we learn project management?
 The context of project management
 What is PMBOK?
 What is the career outlook for project managers in informati
on technology?
 The Project Life Cycle and IT Development
 How does project management relate to other disciplines?

50. 50
Group Assignment-1
 Form a group of 5 students and identify and des
cribe an IS project in the organizations listed bel
ow
 Mekelle University
 Ethio Telecom
 Messobo Cement Factory
 Due Date: 22.05.2018