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Comprehensive Guide to Project Planning in Information Systems

Explore the importance of project planning in IS, including initial coordination, risk management, and stakeholder involvement. Learn about project launch meetings, major issues, and composite planning for successful project execution.

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Comprehensive Guide to Project Planning in Information Systems

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  1. Ch. 5: Project Planning • Good Quote: • Plans are only good intentions unless they immediately degenerate into hard work • Lame excuses for not planning: • Takes too much time • Customers don’t know what they want • If we commit, we will be held accountable

  2. Ch. 5.0: Reasons for Project Planning • Establish directions for project team • Support objectives of parent organization • Make allowance for risk • Put controls on the planned work

  3. Ch. 5.0: Project Planning in Information Systems View of several authors in the field of IS:

  4. Ch. 5.0: Contents of Project Planning Chapter • Initial project coordination • Systems integration • Sorting out the project • Work breakdown structure (WBS) and linearresponsibility charts • Interface coordination through integrationmanagement

  5. Ch. 5.1: Initial Project Coordination: Senior Management’s Role • Delineate the firm’s intent • Outline scope of project • Describe how project’s results reinforce firm’s goals

  6. Ch. 5.1 The Project Launch Meeting Project Launch Meeting=Visible symbol of top management’s commitment to the project

  7. Ch. 5.1 Major Issues at Project Launch Meeting • Existence of well-defined set of project objectives • Precise nature of scope statement • Uniqueness of project

  8. Ch. 5.1: Detail/Length of Project Launch Meeting • For routine projects: • “Touch base”, short meeting • Unique projects: • Extensive discussion

  9. Ch. 5.1: Potential Traps for Project Launch Meeting

  10. Ch. 5.1: Expected Outcome of Project Launch Meeting • Establish technical scope • Participants accept performance responsibility • Tentative overall schedules and budgets • Creation of a Risk Management Group

  11. Ch. 5.1: Major Risks Considered at Project Planning Initiation • Market reaction to new process/product • Project being stopped due to patent awarded to a competing innovation

  12. Ch. 5.1: Risk Management Plan Includes: • Project technology • Project schedule • Project resource base • Myriad of other risk factors • Makeup of project risk management group

  13. Ch. 5.1: Composite Plan • Combination of Risk Management Plan and Project Launch Meeting action items • Approved by all participating functional groups • Endorsed by PM and sent up the management ladder for approval

  14. Ch. 5.1: From Composite Plan to Project (Master) Plan • Modify composite plan with written “change orders” • Approve updated plan with functional unit involved and senior management • Iterate this process until no more changes are proposed • Hold post-planning review meeting

  15. Ch. 5.1: Carefully Determine Set of Deliverables! Typical Scenario: • Marketing over-promises deliverables • Engineering may not be able to produce deliverable on time • Marketing is unable to deliver on time

  16. Ch. 5.1: Marketing’s Objections to Early Involvement of Engineering

  17. Ch. 5.1: Why Involve the Customer in Planning? • Easier • Faster • Give customer a voice • Cheaper (to do things right the first time)

  18. Ch. 5.1: Multifunctional Teams (Concurrent Engineering) • Used when a system must be installed in a larger, more complex system • Integrates through cross functional groups

  19. Ch. 5.1: Project Plan Elements • Overview • Objectives • General approach • Contractual aspects • Schedules • Resources • Personnel • Evaluation methods • Potential problems

  20. Ch. 5.1: Project Charter Generated through negotiations involving the many parties at interest in the project

  21. Ch. 5.1: Classic SDLC (Left) vs. Aaron et. al. Model (Right)

  22. Ch. 5.2: Three Main Objectives of Systems Integration • Performance • Effectiveness • Cost

  23. Ch. 5.3: Even Planning Process • Make list of activities of similar importance in sequential order  Level 1 • Break each level 1 process into sub- processes as under a)  Level 2 • Continue to lower process levels until no further breaking is possible

  24. Ch. 5.3: Illustration of “Even Planning Process”

  25. Ch. 5.3: Form Useful for “Even Planning Process”

  26. Ch. 5.3: Tree Diagram Used in Hierarchical Planning

  27. Ch. 5.3: Strategic Factors in Project Planning • Project mission • Top management support • Project’s action plan

  28. Ch. 5.4: Example of a Work Breakdown Structure (WBS)

  29. Ch. 5.4: Steps in Designing a WBS • List task breakdown in succeedingly finer levels • Construct a responsibility matrix • Establish pricing control • Schedule milestones • Identify problems • Generate Project Master Schedule

  30. Ch. 5.4: Linear Responsibility Chart

  31. Ch. 5.5: Planning and Design using Multidisciplinary Teams • Generate integrated base for project design • Add software for conflict detection • Add software to generate production plan • Generate knowledge base

  32. Ch. 5.5: Example of Interface Map

  33. Ch. 5.5: Project Phases and Phase Gates in the SDLC • Feasibility • Project Proposal • System • Requirement Specifications • Design • Design Specs • Build • Programmer’s and User’s Manuals

  34. Ch. 5.5: Coordination Structure Model of Project Management

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