Welcome

1. Welcome • Find your team number on the list • Find your team number on the aisle • Sit with your team

2. Announcements • Visit the website • Check the book • Items due on Monday • Missing forms • Expense Reimbursements

3. Sending an electronic report • All electronic reports must be condensed into one file. If you have information from your client that cannot be electronically transmitted simply add it to the hard copy you turn in to your faculty advisor. • In the subject heading, list , in order, • The client name ( e.g. Cecil County) • The name of the report( e.g. progress/bi-weekly report #1) • The date • See example on the web schedule

4. Outside Assistance When working on your project, you may not seek assistance or help from: • a student who is not part of your team; • a professor other than the faculty manager for your team; • a professional other than your client; without written permission from your faculty manager.

5. Next Week • Everyone in SMI 130 on Monday 2/18 • All teams meet on Friday 2/22 • Check schedules on website: www.buec.udel.edu/wrightd/misy431

6. THINGS TO DO SOON 1. Become an expert on the industry in which your particular firm resides -Find out what the important problems are. -Find out what the successful firms are. -Find out how they do business. -Has there been media attention on the firm? the industry? Your sources of information are the library, experts in the field (including professors), trade organizations, chain organization headquarters, etc. 2. Meet your client -Define their perception of the problem. -Find how to measure the effectiveness of a solution. -Decide whether the problem is structured. -Determine what level within the organization the problem resides. 3. Weekly report due on Monday 2/18. (see schedule for details)

7. DOMAIN KNOWLEDGE • Knowledge about the industry your client is in and the business environment for that industry and the business environment in general • Knowledge about the client organization (maybe some history and current issues) and the "competition" (who are the "biggies" and what are they doing?) in your client’s industry • Knowledge about the generic business problem and how that problem is being addressed and solved in your client’s and related industries and other businesses in general (best practices)

8. SDLC Model for Project Management (Figure 3.1) R e v i s i o n Project and Team Organization Project Definition Proposed System System Delivery

10. Strategic Alignment Key Questions • What does the organization value? • Can the proposed solution add value to the organization? • Who is the client?

11. Project and Team Organization • How will the team function? Create the team contract. • What skills and resources do the members bring? Develop the skills matrix. • What deliverables (you get initial statement today) will the team produce for the client and the manager? Prepare an initial project schedule. • Who on the team will do each task and when? • How will the team keep the manager informed? Who will send the weekly report and set up meetings as needed.

12. Project Definition(What to do over the next two weeks) • What is the problem to solve? Meet with the client and write the project statement. • What is the current situation in the organization as it relates to the project? Meet with the client and develop the project definition report. • What can the client expect? Prepare a statement of work (note: does not have detailed analysis of current situation). • Are the team and client in agreement? Conduct the project definition presentation.

13. Progress Report • Part 1 Title and names • Part 2 Significant team accomplishments • Part 3 Problems addressed this week • Part 4 Plans for next week • Part 5 Client and team diary • Part 6 Attachments • Part 7 Gantt Chart

14. Team Contracts • Used to set performance expectations • Sometimes used for cross functional or inter-organizational teams • Often omitted when the team shares a commonly understood culture

15. Contract Components • Skills inventory: understand strengths and weaknesses of individual and team • Initial roles: get the work started. Roles should change over time • Performance rules: give objective, precise and enforceable guidance

18. Initial Roles • Coordinator: schedules meetings, tracks progress, and communicates to team. Not the same as the “leader” • Communicator(s): manages communication with manager and/or client • Standards Manager: makes sure that deliverables follow expected guidelines • Others as needed: give everyone something to do early

19. Code of Conduct • Writing clear, enforceable behavioral rules is difficult • Managerial skills are required to write conduct rules as a part of a set of personnel requirements. These skills usually are not part of the IT skill set

20. Good Rules of Conduct • Purpose: gives a legitimate purpose • Specific statement: states clearly what the rule requires • Definition of rule violation: provides objective criteria, minimizes interpretation • Actions upon violation: • Procedure for taking action • Single individual responsible • Process for appeals or exceptions

21. Identifying Tasks A task is required for every question and deliverable in the project during: • Project and Team Organization • Project Definition • Proposed System • System Delivery

22. Task Time and Sequence • Key task indicators: start and end time, person hours, sequence constraints • Time and effort estimators exist in PERT/CPM, COCOMO and others • The estimators require a history database to work well • For most teams: make a conservative guess (allow extra time) based on experience

23. Constructing the Schedule • Start by entering all of the predetermined times • Place as much work as possible early in the project • Activities with few or no sequence constraints can begin now or soon • Build in some “slack” before each due date

24. Project Organization Project Definition …………….. ………………. …………….. Build the Prototype Prepare the Final Report 0 1 2 3 4………...……. 10 11 12 13 14 15 Time Line (weeks) Gantt Chart Project Schedule(Figure 3.3)

25. Activity Table Project Schedule(Table 3.2)

26. Statement of Work • Description – a short problem description • Work Product – the major work and deliverables • Client resources the team expects to use • Project success criteria that the client will use • Project schedule in table or chart format • Signatures, normally, a client and a team member

27. Periodic Report Contents • Text summary of significant team accomplishments • Problems and the actions to solve them • Plans for the next week or longer • Time and effort report or Gantt Chart • Updated project plan showing work completed to date and project status • Note: Jump to slide 41

28. Proposed System Requirements Key Questions • What features and constraints does the client want for the new system? • What can the team learn from the current situation? • Can the proposed solution solve the client’s problem? • Is the project scope reasonable?

29. Initial Project Activities • Contact the client and arrange visits • Plan, prepare for and make the first visits • Assemble the materials on strategic alignment, features, constraints and alternatives • Assemble the data, process, infrastructure, problems, retention and change materials for the current situation or operation • Prepare the draft Project Definition Report • Conduct the Project Definition Presentation • Complete the final Project Definition Report

30. Why Examine Strategic Alignment? • To gain organizational acceptance and credibilityfor the team • To obtain and retain financial sponsorship • To justify the recommendation • To make good ongoing project decisions

31. Determining Alignment • Understand the organization Vision Mission • Understand the organizations valuesGoals Objectives • Understand the project contribution

32. Understand the Organization • Vision -picture of what the organization wants to be in the future • Mission –a formal statement of what the organization thinks is important

33. Understand the Organization’s Values • Goal -an expression of a commitment to a state that the organization wants to achieve • Objective -a concrete, measurable action that supports that goal

34. Understand the Project Contribution • Features for the proposed system • Performance measures that the proposed system will impact • Success criteria for the project

35. Goals and Objectives for a Video Store(Table 6.1)

36. Project Definition Report The project definition report: • Sets forth the team’s understanding of the client’s problems and requirements in an organizational context • Is client-centric in that it reflects only the client’s views and desires

37. Title Page Table of Contents Executive Summary Introduction Project Definition Introduction Project Statement Strategic Alignment Functions and Features Constraints Current Situation (see Chapter 7) Proposed System (stub) System Delivery (stub) Appendix A. Statement of Work (see Ch. 3) Appendix B. Documents supplied by the client Other Appendices as needed Project Definition Report Format

38. Project Definition Report:Project Statement Define the project in a short paragraph. For GB Video the definition might read: “Design and acquire a new computer-based system for rental and return of videos because the current manual system maintains inadequate records and is too slow. The new system should address improved customer service and lower handling costs for each transaction.”

39. Project Definition Report:Strategic Alignment Strategic analysis: • Focuses on the strategy and values of the company or organization: • The organization • The organizations goals and objectives • Project contribution • Does not focus on the details of the information system or project

40. Desired System Features • Functions - organizational functions that the new system should and should not include • Structure - data and processes that support the performance of organizational functions • Performance - how well the organization carries out the functions

41. Constraint Types • Budget • Time • Function • Organization • Physical infrastructure • Procurement options

42. Features and Constraints • Potential features – define what the organization wants to do • Constraints – Set limits on what the organization will commit to do An acceptable solution includes the desired features and meets the constraints of the organization

43. All of the possible solutions for an area or problem Solutions that contain the features set wanted by the client Solutions that meet the client ‘s constraints The recommended solution Acceptable Solutions(Figure 6.2) Acceptable Solutions

44. Scope Problems • Too large • Too long a time to complete • Too complex and/or too demanding of skills the team does not possess • The wrong issues are the focus • Trivial

45. Scope Problems The team should carefully examine the scope issue with its managerat the beginning of the project Project success index = [(time available x people assigned)] / [(size) x (complexity)]

46. Working with a Client • Professional behavior – an information systems professional • Prepare for a visit – successful client visits start with good preparation • Make a visit - gain needed information for the team and leave the client feeling good about the relationship

47. Working with a Client:Professional Behavior Like a member of a major consulting firm • Demonstrate a professional regard for the role of the Client • Submit professional deliverables • Look like a professional • Protect your professional integrity

48. Working with a Client:Preparation for a Visit Identify what the team needs to do and collect the information to support the actions • Learn from available sources before asking the client questions • Schedule the visit • Build a good relationship with the client’s secretaries and/or assistants • Prepare an explicit, preferably written, plan and agenda

49. Working with a Client: The Visit Observe the organization and build a good relationship with the client. • Arrive on time • Safeguard client information • Ask permission in advance to record • Treat the client with professional respect • Encourage interaction • Demonstrate that you are listening • Take good and complete notes • Use feedback • Manage the end of the visit

50. Working with the Client:Showing Respect in Managing Meetings • Have a meeting plan and follow it • Don’t make any kind of a demeaning remark or expression if the client demonstrates a lack of understanding • Allow the client to finish a sentence or point • If the client makes a statement you believe is incorrect, ask for clarification politely and in a neutral way • Keep your discussion focused on relevant topics • Do not ask irrelevant or personal questions