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Chapter 14

Chapter 14. Managing Projects. Importance of Project Management. Avoid system failure Fail to capture business requirements Fail to provide organizational benefits Poorly organized and complicated user interface Inaccurate or inconsistent data

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Chapter 14

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  1. Chapter 14 Managing Projects

  2. Importance of Project Management • Avoid system failure • Fail to capture business requirements • Fail to provide organizational benefits • Poorly organized and complicated user interface • Inaccurate or inconsistent data • Avoid runaway projects (exceed schedule and budget and do not perform as scheduled)

  3. Project Management • Project – planned series of related activities; achieve a business objective • Project Management – knowledge, skills, tools and techniques; within specified budget and time constraint • Scope • Time • Cost • Quality • Risk

  4. MANAGEMENT CONTROL OF SYSTEMS PROJECTS

  5. Selecting Projects • Information systems plan (see page 533) • Identify system projects that will deliver most business value; development must match business plan • Plan includes: Purpose of plan; Strategic business plan rationale; Current systems/situation; New developments to consider; Management strategy; Implementation plan; Budget • Critical success factors • Small number of operational goals; used to determine information requirements • Project Charter

  6. Selecting Projects (cont) • Portfolio analysis • Used to evaluate alternative system projects • Inventories information systems projects and assets • Seek to have a balance between types of systems and level of risk (similar to financial portfolio)

  7. Selecting projects (cont) • Scoring models – used to evaluate alternative system projects • Assign weights to various features of system and calculates weighted totals

  8. Business Value of Info Systems • Direct System costs • Tangible and Intangible benefits (see page 537) • Capital budgeting (measures value of investing in long-term capital investment projects) • Real Options Pricing Models (Can be used when future revenue streams of IT projects are uncertain and up-front costs are high; gives managers flexibility)

  9. Managing Project Risk • Dimensions of project risk • Level of project risk influenced by: • Project size • Indicated by cost, time, number of organizational units affected • Project structure • Structured, defined requirements run lower risk • Experience with technology

  10. Managing Project Risk (cont) • Change management • Required for successful system building • New information systems have powerful behavioral and organizational impact • Implementation • All organizational activities working toward adoption, management, and routinization of an innovation • Related Information • Change agent: One role of systems analyst • Role of end users • User-designer communication gap • Management support and commitment

  11. Controlling Risk Factors • Identify nature and level of project risk • Manage project with tools and risk-management approaches • Manage technical complexity • Increase user involvement and overcome user resistance • Use formal planning and control tools

  12. GANTT CHART The Gantt Chart in this figure shows the task, person-days, and initials of each responsible person, as well as the start and finish dates for each task. The resource summary provides a good manager with the total person-days for each month and for each person working on the project to manage the project successfully. The project described here is a data administration project. FIGURE 14-5

  13. PERT CHART This is a simplified PERT Chart for creating a small Web site. It shows the ordering of project tasks and the relationship of a task with preceding and succeeding tasks. FIGURE 14-6

  14. Controlling Risk (cont) • Organizational Factors to consider • Ergonomics and Sociotechnical design; health and safety; standards • Organizational impact analysis • Project management software tools

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