CTIS493 INFORMATION SYSTEMS PROJECT MANAGEMENT SPECIAL TOPICS

1. CTIS493INFORMATION SYSTEMS PROJECT MANAGEMENTSPECIAL TOPICS

2. REFERENCE:A SYSTEMS APPROACH TO PLANNING, SCHEDULING, AND CONTROLLINGHarold Kerzner, Ph.D.

3. Ethics & Professional Conduct Internal unethical acts: Your company asks you to take actions that is in the best interest of your company, but violates your ethical beliefs. You are asked to lie to the customer in a proposal in order to win the contract. You are asked to withhold bad news from your own management. You are asked to withhold bad news from the customer. You are instructed to ship a potentially defective unit to the customer in order to maintain production quotas. You are ordered to violate ethical accounting practices to make your numbers "look good" for senior management. You are asked to cover up acts of embezzlement or use the wrong charge numbers.

4. Ethics & Professional Conduct External unethical acts: Your customers ask you to take action that is in their best interest but violates your ethical beliefs. You are asked to hide or destroy information that could be damaging to the customer during legal action against your customer. You are asked to lie to consumers to help maintain your customer's public image. You are asked to release unreliable information that would be damaging to one of your customer's competitors. The customer's project manager asks you to lie in your proposal so that he/she will have an easier time in approving contract award.

5. Professional Responsibilities Ensure Individual Integrity and Professionalism Adhere to all legal requirements and cultural standards Maintain moral and ethical standards Protect the community and all stakeholders Contribute to the Project Management Knowledge Base Share project management knowledge on current research, best practices, lessons learned in order advance the profession. Enhance Individual Competence Balance Stakeholder Interests Interact with the Team and Stakeholders in a Professional and Cooperative Manner

6. Professional Responsibilities Maintaining professional integrity Adhering ethical standards Recognizing diversity Avoiding/reporting conflict of interest Not making project decisions for personal gains Receiving gifts from customers and vendors Providing gifts to customers and vendors Managing the company’s intellectual property Managing the customer’s intellectual property Adhering to security and confidentiality requirements

7. Conflict of Interest / Inappropriate Connections An individual can gain personally based upon the decisions made (personal enrichment) Insider knowledge that the stock will be going up or down Allow employees to use charge numbers even though they are not working on the project Receiving or giving inappropriate gifts Providing customer with false information Loans with a very low interest rate Receiving insider/privileged information

8. Management of Time & Stress Disciplined time management is one of the keys to effective project management. Do you have trouble completing work within the allocated deadlines? How many interruptions are there each day? Do you have a procedure for handling interruptions? If you need a large block of uninterrupted time, is it available? With or without overtime? How do you handle drop-in visitors and phone calls? How is incoming mail handled? Do you have established procedures for routine work?

9. Management of Time & Stress Are you accomplishing more or less than you were three months ago? Six months ago? How difficult is it for you to say no? How do you approach detail work? Do you perform work that should be handled by your subordinates? Do you have sufficient time each day for personal interests? Do you still think about your job when away from the office? Do you make a list of things to do? If yes, is the list prioritized? Does your schedule have some degree of flexibility?

10. Time Robbers There are numerous time robbers in the project management environment. These include: A job poorly done that must be done over Telephone calls, mail, and email Lack of adequate responsibility and commensurate authority Changes without direct notification and explanation Waiting for people Failure to delegate, or unwise delegation

11. Time Robbers Not enough proven managers Too many people involved in minor decision-making Lack of technical knowledge Lack of authorization to make decisions Too much travel Lack of adequate project management tools Departmental "buck passing" Company politics

12. Effetive Time Management There are several techniques that project managers can practice in order to make better use of their time: Delegate Follow the schedule Decide fast Decide who should attend Learn to say no Work at travel stops Refuse to do the unimportant Know your energy cycle Control telephone and email time Send out the meeting agenda

13. Integrated Product/Project Teams Integrated Product/Project Teams (IPTs) have membership from across the entire organization. IPT consists of a sponsor, program manager, and the core team. The skills needed to be a member of the core team include: Self-starter ability Work without supervision Good communication skills Cooperative Technical understanding Willing to learn backup skills Decision maker Knowledgeable in risk management Understand the need for continuous validation

14. Project Management In Small Organizations In small companies the Project Manager (PM) has: To wear multiple hats and may have to act as a PM and technical manager at the same time. To handle multiple projects, perhaps each with a different priority. Limited resources Better understanding of interpersonal skills Shorter lines of communications Much greater risk to the total company with the failure of as little as one project To control budget with less sophisticated techniques

15. Competency Models