Information Technology Project Management Fourth Edition By Jack

Information Technology Project Management – Fourth Edition By Jack T. Marchewka Northern Illinois University Power Point Slides by Gerald De. Hondt Grand Valley State University 1 -1 Copyright 2012 John Wiley & Sons, Inc.

The Nature of Information Technology Projects Chapter 1 1 -2 Copyright 2012 John Wiley & Sons, Inc.

Learning Objectives Describe the dominant eras of information systems called the electronic data processing (EDP) era, the micro era, the network era, and the globalization era, and understand how managing IT projects has evolved during these eras. Understand the current state of IT project management and how successfully managing IT projects remains a challenge for most organizations. Explain the value-driven, socio-technical, project management, and knowledge management approaches that support ITPM. Define what a project is and describe its attributes. Define the discipline called project management. Describe the role and impact IT projects have on an organization. Identify the different roles and interests of project stakeholders. Describe Extreme project management. 1 -3 Copyright 2012 John Wiley & Sons, Inc. Identify the Project Management Body of Knowledge

IT and Modern Day Project Management 1940 s First Electronic Computer 1 -4 1950 s 1960 s EDP Era 1970 s PC Era 1980 s 1990 s Network Era Copyright 2012 John Wiley & Sons, Inc. 2000 s 2010 s Globalization

Introduction Information Technology (IT) projects are organizational investments that require Time Money And other resources such as people, technology, facilities, etc. Organizations expect some type of value in return for this investment IT Project Management is a relatively new discipline that attempts to make IT projects more successful andcombines traditional Project Management with Software Engineering/Management Information Systems 1 -5 Copyright 2012 John Wiley & Sons, Inc.

An ITPM Approach Organizational resources are limited, so organizations must choose among competing interests to fund specific projects This decision should be based on the value a competing project will provide to an organization 1 -6 Copyright 2012 John Wiley & Sons, Inc.

Modern Project Management Often credited to the U. S. Navy as an outgrowth of the Polaris Missile Project in the 1950’s. Focuses on reducing costs and product cycle time. Provides an important link between an organization’s strategy and the deployment of that strategy. Can have a direct impact on an organization’s bottom line and competitiveness. 1 -7 Copyright 2012 John Wiley & Sons, Inc.

Which Situation is Worse? Successfully building and implementing a system that provides little or no value to the organization? Or… Failing to implement an information system that could have provided value to the organization, but was underdeveloped or poorly managed? 1 -8 Copyright 2012 John Wiley & Sons, Inc.

Why Do IT Projects Fail? Larger projects have the lowest success rate and appear to be more risky than medium and smaller projects Technology, business models, and markets change too rapidly so projects that take more than a year can be obsolete before they are completed The CHAOS studies also provides some insight as to the factors that influence project success 1 -9 Copyright 2012 John Wiley & Sons, Inc.

The Software Crisis The CHAOS study published in 1995 by The Standish Group found that although the U. S spent over $250 billion on IT projects, approximately… 31% were cancelled before completion 53% were completed but over budget, over schedule, & did not meet original specifications 1 -10 For mid-size companies, average cost overruns were 182%, while average schedule overruns were 202%! Copyright 2012 John Wiley & Sons, Inc.

Has the Current State of IT Projects Changed Since 1994? The Standish Group has continued to study IT projects over the years. In general, IT Projects are showing higher success rates due to Better project management tools & processes Smaller projects Improved communication among stakeholders More skillful IT project managers But there is still ample opportunity for improvement! 1 -11 Copyright 2012 John Wiley & Sons, Inc.

Figure 1. 1 - Summary of the Chaos Studies from 1994 to 2008 1 -12 Copyright 2012 John Wiley & Sons, Inc.

Table 1. 1 Summary of CHAOS Study Factor Rankings for Successful Projects Sources: Adapted from the Standish Group. CHAOS (West Yarmouth, MA: 1995, 2010) & http: //www. infoq. com/articles/Interview-Johnson-Standish-CHAOS Rank 1994 2001 2006 2008 1 User Involvement Executive Support User Involvement 2 Executive Management Support User Involvement Executive Management Support Executive Support 3 Clear Statement of Requirements Experienced Project Manager Clear Business Objectives 4 Proper Planning Clear Business Objectives Optimizing Scope Emotional Maturity 5 Realistic Expectations Minimized Scope Agile Process Optimizing Scope 6 Smaller Project Milestones Standard Software Infrastructure Project Management Expertise Agile Process 7 Competent Staff Firm Basic Requirements Financial Management Project Management Expertise 8 Ownership Formal Methodology Skilled Resources 9 Clear Vision & Objectives Reliable Estimates Formal Methodology Execution 10 Hard-working, focused team Other Standard Tools and Infrastructure Tools & Infrastructure 1 -13 Copyright 2012 John Wiley & Sons, Inc.

Table 1. 2: IT Project Success Criteria Source: http: //www. drdobbs. com/architecture-and-design/202800777. Criteria Response Schedule 61. 3% said it is more important to deliver a system when it is ready to be shipped than to deliver it on time. Scope 87. 3% said that meeting the actual needs of stakeholders is more important than building the system to specification. Money 79. 6% said that providing the best return on investment (ROI) is more important than delivering a system under budget. Quality 87. 3% said that delivering high quality is more important than delivering on time and on budget. Staff 1 -14 75. 8% said that having a mentally and physically healthy workplace is more important than delivering on time and on budget. Copyright 2012 John Wiley & Sons, Inc.

Table 1. 3: Summary of Factor Rankings for Challenged and Failed (Impaired) Projects Source: Adapted from the Standish Group. CHAOS (West Yarmouth, MA: 1995) Rank Factors for Challenged Projects Factors for Failed (Impaired) Projects 1 Lack of user input Incomplete requirements 2 Incomplete requirements Lack of user involvement 3 Changing requirements & specifications Lack of resources 4 Lack of executive support Unrealistic expectations 5 Technology incompetence Lack of executive support 6 Lack of resources Changing requirements & specifications 7 Unrealistic expectations Lack of planning 8 Unclear objectives Didn’t need it any longer 9 Unrealistic time frames Lack of IT management 10 New technology Technology illiteracy 1 -15 Copyright 2012 John Wiley & Sons, Inc.

Tata Consultancy Services 2007 Report Included 800 senior IT managers from the UK, US, France, Germany, India, Japan, & Singapore: 1 -16 62% of the IT projects failed to meet their schedules 49% experienced budget overruns 47% experienced higher-than expected maintenance costs 41% failed to deliver the expected business value and ROI Copyright 2012 John Wiley & Sons, Inc.

Figure 1. 2 - When IT projects have gone wrong, what has been the Don't know reaction from the business managers and the Board of Directors? 1% None Looked for a scapegoat among IT staff Sought compensation from IT vendors Reluctant to fund new IT projects 2% 9% 13% 19% Reduced IT budgets 21% Tend to accept problems as the norm (i. e. , a necessary evil) Continued to provide support to improve IT 1 -17 Copyright 2012 John Wiley & Sons, Inc. 43% 69%

Improving the likelihood of success A Value-Driven Approach Socio-technical Approach It’s not just about the technology or building a better mouse trap Project Management Approach Plain & Simple: IT Projects must provide value to the organization processes and infrastructure (Methodology) resources expectations competition efficiency and effectiveness Knowledge Management Approach 1 -18 2012&John Wileyknowledge & Sons, Inc. lessons learned, best. Copyright practices shared

The PMBOK® Guide’s Definitions for Project and Project Management A project is a temporary endeavor undertaken to create a unique product, service, or result. Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. A project manager is the person assigned by the performing organization to achieve the project objectives. 1 -19 Copyright 2012 John Wiley & Sons, Inc.

The Context of Project Management Project Attributes Time Frame Purpose (to provide value!) Ownership Resources (the triple constraint) Roles Project Manager Project Sponsor SME (domain & technical) Risk & Assumptions Interdependent Tasks progressive elaboration – steps & increments Planned Organizational Change Operate in Environments Larger than the Project Itself 1 -20 Copyright 2012 John Wiley & Sons, Inc. –

The Triple Constraint 1 -21 Figure 1. 3 Copyright 2012 John Wiley & Sons, Inc.

Extreme Project Management (XPM) A new approach & philosophy to project management that is becoming increasingly popular Characterizes many of today’s projects that exemplify speed, uncertainty, changing requirements, and high risks Traditional project management often takes an orderly approach while, XPM embraces the fact that projects are often chaotic and unpredictable XPM focuses on flexibility, adaptability, and innovation Traditional and new approaches together can provide us with a better understanding of how to improve the likelihood of project success 1 -22 Copyright 2012 John Wiley & Sons, Inc.

The Project Management Body of Knowledge (PMBOK®) The Guide to the Project Management Body of Knowledge (PMBOK® Guide) documents 9 project management knowledge areas The PMBOK® Guide is published and maintained by the Project Management Institute (PMI) http: //www. pmi. org PMI provides a certification in project management called the Project Management Professional (PMP) that many people today believe will be as relevant as a CPA certification PMP certification requires that you pass a PMP certification exam to demonstrate a level of understanding about project management, as well as satisfy education & experience requirements and agree to a professional code of conduct 1 -23 Copyright 2012 John Wiley & Sons, Inc.

Project Management Body of Knowledge Areas Figure 1. 8 1 -24 Copyright 2012 John Wiley & Sons, Inc.

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