Chapter 12 Project Management and Strategic Planning Copyright

Chapter 12: Project Management and Strategic Planning Copyright © 2015 Pearson Education, Inc. Chapter 12 - 1

Learning objectives 1. 2. 3. 4. 5. 6. Project definition Project management processes Project management software Success and failure IS strategic planning Human element Copyright © 2015 Pearson Education, Inc. Chapter 12 - 2

Electronic medical records • $3 million project fell behind • Some physicians did not support • Many projects struggle because of project management Copyright © 2015 Pearson Education, Inc. Chapter 12 - 3

Projects vs. processes Projects Processes • Temporary • Own budgets and timelines • Unique • Uncertain • Repeated • Efficient and cost effective • Streamlined and predictable Update Figure Copyright © 2015 Pearson Education, Inc. Chapter 12 - 4

Triple constraint Copyright © 2015 Pearson Education, Inc. Chapter 12 - 5

Project management processes • Initiating Monitoring • Planning • Executing Closing Copyright © 2015 Pearson Education, Inc. Chapter 12 - 6

Initiating • Ground work • Project charter • Kickoff meeting Copyright © 2015 Pearson Education, Inc. Chapter 12 - 7

Planning • Project management plan • Deliverables • Work breakdown structure • Gantt chart Copyright © 2015 Pearson Education, Inc. Chapter 12 - 8

Executing • Coordinating efforts Copyright © 2015 Pearson Education, Inc. Chapter 12 - 9

Monitoring • Track progress • Predecessors • Critical path Copyright © 2015 Pearson Education, Inc. Chapter 12 - 10

Closing • End in orderly way • Document lessons learned Copyright © 2015 Pearson Education, Inc. Chapter 12 - 11

Role of project manager Copyright © 2015 Pearson Education, Inc. Chapter 12 - 12

Project management software • Managing time • Managing people and resources • Managing costs Copyright © 2015 Pearson Education, Inc. Chapter 12 - 13

Why do projects fail? • • • Lack of executive support Lack of stakeholder involvement Unclear requirements Scope creep Poor communications Escalation of commitment Copyright © 2015 Pearson Education, Inc. Chapter 12 - 14

Success factors Copyright © 2015 Pearson Education, Inc. Chapter 12 - 15

Strategic planning for IS • Vision, principles, and policies • Project portfolio management • Disaster recovery Copyright © 2015 Pearson Education, Inc. Chapter 12 - 16

Vision, principles, and policies • Funding models • Acceptable-use and security policies • Enterprise architecture Copyright © 2015 Pearson Education, Inc. Chapter 12 - 17

Project portfolio management • Deciding which projects to pursue • Managing the portfolio Copyright © 2015 Pearson Education, Inc. Chapter 12 - 18

Disaster recovery and business continuity • Disaster recovery • Business continuity Copyright © 2015 Pearson Education, Inc. Chapter 12 - 19

Human element Copyright © 2015 Pearson Education, Inc. Chapter 12 - 20

Summary 1. 2. 3. 4. 5. 6. Project definition Project management processes Project management software Success and failure IS strategic planning Human element Copyright © 2015 Pearson Education, Inc. Chapter 12 - 21

Gartner case • Leading research and advisory company • Hype cycle Copyright © 2015 Pearson Education, Inc. Chapter 12 - 22

Jet. Blue and West. Jet case West. Jet. Blue • Did not warn customers • Did not reduce volume • Migration glitches • Long waits • Communicated with customers • Backup site and temporary agents • High marks from observers Copyright © 2015 Pearson Education, Inc. Chapter 12 - 23

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