Introduction to Project Management Chapter 5 Managing Project Scope (range)

1. Introduction to Project ManagementChapter 5 Managing Project Scope (range) Information Systems Project Management: A Process and Team Approach, 1e Fuller/Valacich/George © 2008 Prentice Hall

2. Five Process Phases of Project Management • Initiate • Plan • Execute • Monitor and Control • Close © 2008 Prentice Hall

3. Project Initiation • The process of authorizing a new or continuing an existing project • Four initiation activities: • Identifying information systems development projects • Classifying and ranking information systems development projects • Selecting information systems development projects • Establishing the project charter (contract) © 2008 Prentice Hall

4. 1. Identifying Information Systems Development Projects • Identification can be made by: • Top management or chief executive officer • Strategic focus • Steering committee • Cross-functional focus • User department(s) • Tactical focus • IT development group or IT management • System integration focus © 2008 Prentice Hall

5. Two Basic Project Planning Approaches • Isolated – attempts to solve individual organizational problems • What procedure (application program) is required to solve this particular problem as it exists today? • Dependent on current IT infrastructure © 2008 Prentice Hall

6. Two Basic Project Planning Approaches(cont.) • Planned – systematic identification of project that will provide solutions today and into the future • What information (or data) requirements will satisfy the decision-making needs or business processes of the enterprise today and well into the future? • Independent of current IT infrastructure constraints © 2008 Prentice Hall

7. Corporate Strategic Planning • An ongoing process that defines the mission, objectives, and strategies of an organization. • Required if project selection is going to be successful. • Three-step process • The current organization must be reviewed and understood • Management decides on future direction • Strategic plan is developed for transition from current to future state © 2008 Prentice Hall

8. Strategic Planning Requirements: • Mission Statement • Statement that makes it clear what business the company is in • Objective statements • Series of statements that express an organization’s qualitative and quantitative goals for reaching a desired future position. • Sometimes call Critical Success Factors or Corporate Values. • Competitive Strategy • Method by which an organization attempts to achieve its mission and objectives. © 2008 Prentice Hall

9. GenericCompetitive Strategy © 2008 Prentice Hall

10. Information Systems Planning • An orderly (arranged) means of assessing the information needs of an organization and defining the systems, databases, and technologies that will best satisfy those needs. © 2008 Prentice Hall

11. Information Systems PlanningThree-Step Process © 2008 Prentice Hall

12. System Service Request © 2008 Prentice Hall

13. Parallel Activities © 2008 Prentice Hall

14. Planning Methods • Top-Down • Generic information systems planning methodology that attempts to gain a broad understanding of the information system needs of the entire organization • Bottom-Up • Generic information systems planning methodology that identifies and defines information systems development projects based upon solving operational business problems or taking advantage of some business opportunities © 2008 Prentice Hall

15. Information Systems Plan Outline © 2008 Prentice Hall

16. 2. Classifying And Ranking Information Systems Development Projects • Completed by top management, steering committee, business units, or information systems development groups • Criteria varies among organizations © 2008 Prentice Hall

17. Possible Evaluation Criteria When Classifying And Ranking Projects © 2008 Prentice Hall

18. Business Case • Justification that presents the economic, technical, operational, schedule, legal and contractual, and political factors influencing a proposed information systems project. © 2008 Prentice Hall

19. Selected Feasibility Factors • Economic • Technical • Operational • Schedule • Legal and contractual • Political © 2008 Prentice Hall

20. Economic Feasibility • Identify the financial benefits and costs associated with a development project • Benefits • Tangible or intangible • Costs • Tangible or intangible © 2008 Prentice Hall

21. Benefits • Tangible – benefit derived from the creation of an information system that can be measured in dollars and with certainty. • Cost reduction and avoidance; error reduction; increased flexibility; increased speed of activity; improvement of management planning and control; opening new markets and increasing sales opportunities • Intangible – benefit derived from the creation of an information system that cannot be easily measured in dollars or with certainty. • Competitive necessity; increased organizational flexibility; increased employee morale; promotion of organizational learning and understanding; more timely information. © 2008 Prentice Hall

22. Cost Types • Tangible cost • Cost associated with an information system that can be measured in dollars and with certainty. • Intangible cost • Cost associated with an information system that cannot be easily measured in terms of dollars or with certainty. • Recurring cost • Cost resulting from the ongoing evolution and use of a system. • One-Time cost • Cost associated with project start-up and development or system start-up © 2008 Prentice Hall

23. Cost-Benefit Analysis • The use of a variety of analysis techniques for determining the financial feasibility of a project • Present Value • Discount Rate • Net Present Value • Break-even Analysis © 2008 Prentice Hall

24. Technical Feasibility • Process of assessing the development organization's ability to construct a proposed system. © 2008 Prentice Hall

25. Technical Project Risk Assessment Factors • Project Size • Project Structure • Development Group • User Group © 2008 Prentice Hall

26. Risk Assessment Matrix © 2008 Prentice Hall

27. Potential Technical Risks • Failure to attain expected benefits from the project • Inaccurate project cost estimates • Inaccurate project duration estimates • Failure to achieve adequate system performance levels • Failure to adequately integrate the new system with existing hardware, software, or organizational procedures © 2008 Prentice Hall

28. Operational Feasibility • Process of assessing the degree to which a proposed system will solve business problems or takes advantage of business opportunities • What impact will the proposed system have on the organization’s structures and procedures? © 2008 Prentice Hall

29. Schedule Feasibility • Process of assessing the degree to which the potential time frame and completion dates for all major activities within a project meet organizational deadlines and constraints for affecting change. © 2008 Prentice Hall

30. Legal and Contractual Feasibility • Process of assessing potential legal and contractual ramifications تشعب due to the construction of a system. © 2008 Prentice Hall

31. Political Feasibility • Process of evaluating how key stakeholders within the organization view the proposed system © 2008 Prentice Hall

32. 3. Information Systems Development Selection © 2008 Prentice Hall

33. Popular Selection Methods • Value Chain Analysis • The process of analyzing an organization's activities to determine where value is added to products and/or services and the costs incurred for doing so • Multi-Criteria Analysis • A project selection method that uses weighted scoring for a variety of criteria to contrast alternative projects or system features. © 2008 Prentice Hall

34. Value Chain Analysis © 2008 Prentice Hall

35. 4. Establish a Project Charter • A short document prepared for the customer during project initiation that describes what the project will deliver and outlines generally at a high level all work required to complete the project. • Typically contains: • Project title and date of authorization (approval) • Project manager name and contact information • Customer name and contact information • Projected (anticipated) start and completion dates • Key stakeholders, project roles, and responsibilities • Project objectives and description • Key assumptions or approach • Signature section for key stakeholders © 2008 Prentice Hall

36. Project Scope Planning • Process of progressively elaborating and documenting the project work plan in order to effectively manage a project. • Occurs once a project has been formally selected for development. © 2008 Prentice Hall

37. Project Scope Planning Activities • Project workbook created • Project scope statement written • Baseline project plan is developed © 2008 Prentice Hall

38. Project Workbook • Serves as the central repository for all project-related documents and information • Contains • all project correspondence (mail), inputs, outputs, procedures, and standards established by the project team • Workbook can be paper or electronic © 2008 Prentice Hall

39. Project Scope Statement • Document prepared for the customer that describes what the project will deliver and outlines generally at a high level all work required to complete the project • Addresses: • What problem or opportunity does the project address? • What are the quantifiable results to be achieved? • What needs to be done? • How will success be measured? • How will the end of the project be identified? © 2008 Prentice Hall

40. Baseline Project Plan • Documents the best estimate of a project's scope, benefits, costs, risks, and resource requirements • Four sections: • Introduction • System Description • Feasibility Assessment • Management Issues © 2008 Prentice Hall

41. Baseline Project Plan Introduction • Provides a brief overview of the entire document and outlines a recommended course of action for the project © 2008 Prentice Hall

42. Baseline Project Plan System Description • Documents possible alternative solutions in addition to the one deemed (considered) most appropriate for the given situation © 2008 Prentice Hall

43. Baseline Project PlanFeasibility Assessment • Project costs and benefits, technical difficulties, and other such concerns are outlined • Gantt charts and network diagrams illustrate high-level project schedules © 2008 Prentice Hall

44. Baseline Project PlanManagement Issues • Documents management concerns related to the project • Typical issues include: • Team configuration and management • Communication plan • Project standards and procedures • Other project-specific topics © 2008 Prentice Hall

45. Project Scope Definition • Process of subdividing the major project deliverables – as identified in the project scope statement – into smaller, more manageable activities in order to make more accurate cost, task duration, and resource estimates © 2008 Prentice Hall

46. Project Scope Verification • Process of obtaining formal acceptance of a project’s scope from the project stakeholders © 2008 Prentice Hall

47. Project Scope Change Control • Formal process for assuring that only agreed- upon changes are made to the project’s scope • Submitted (proposed) change request should address: • Project specifications • Project schedules (calender) • Budgets • Resources © 2008 Prentice Hall

48. Scope Creep (يتغير شكله) • Progressive, uncontrolled increase in project scope © 2008 Prentice Hall

49. Questions? © 2008 Prentice Hall