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IS 425

IS 425. Enterprise Information I LECTURE 8 Autumn 2004-2005 2004 Norma Sutcliffe. Agenda. Project Management News Items Exercise. Projects. Definition: an organized method for reaching specific goals and planned benefits within a target schedule and defined budget.

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IS 425

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  1. IS 425 Enterprise Information ILECTURE 8 Autumn 2004-20052004 Norma Sutcliffe

  2. Agenda • Project Management • News Items • Exercise Session 8

  3. Projects • Definition: an organized method for reaching specific goals and planned benefits within a target schedule and defined budget. • Project Management: The organized method • Specific goals: These are the business, organizational, technological, physical, cultural, and political goals of the project. • Planned benefits: Benefits can be financial, political, organizational, cultural, or any of many categories. • Target schedule: One aim of the project management approach. • Defined budget: Another aim of the project management approach. Session 8

  4. Organizations • Traditional Functional IT Organization • Line • Perform jobs directly related to the core activities • Operations oriented • Stable for people in the organization • Vertical communication channels already in place • Existing budgeting and cost accounting mechanisms • Better technical control -- rare resources can be shared • Great at handling routine and recurring tasks • Horizontal communication between managers • Organized around resources • Traditional IT development Session 8

  5. Traditional IT Applications IS ApplicationsMgr Department handlesApplication Development and Maintenance AnalystMgr ProgrammingMgr “PR” Programming “GL”Analysis “GL”Programming “PR”Analysis The Payroll mgrhas a problem with theway the system is calculating Californiawithholding tax in the new system – Tell me how she would get this handled Session 8

  6. Traditional IT Applications IS ApplicationsMgr Department handlesApplication Development and Maintenance AnalystMgr ProgrammingMgr “PR” Programming “GL”Analysis “GL”Programming “PR”Analysis What are the goals of the Analyst Manager? What are the goals of the Programming Manager? The IS Applications Manager? Session 8

  7. Traditional IT Applications IS ApplicationsMgr Department handlesApplication Development and Maintenance AnalystMgr ProgrammingMgr “PR” Programming “GL”Analysis “GL”Programming “PR”Analysis Who is responsible for the GL application? Who is responsible for the PR application? Who is responsible for coordination between GL analysts and GL programmers? Session 8

  8. The Failure of Line • Lack of Focus and Attention • Who keeps track of “GL” and “PR” • Normal Maintenance is usually 60% of budget • Development projects not part of the department goals Session 8

  9. The Failure of Line • Inability to Cope with Different Project Characteristics • Often development projects using new platforms/technologies • Projects “GL” and “PR” require constant attention • Analyst and Programming Managers are mostly interested in meeting goals aimed at efficient use of resources Session 8

  10. The Failure of Line continued • Feelings of Being Used and Exploited • Often no new people are added for “GL” or “PR” Both “GL” and “PR” are “tack-on’s” • Rewards are rarely tied to project’s success Session 8

  11. The Failure of Line continued • Lack of project experience • Programming and Analyst manager are focused on deploying their resources efficiently • Neither is focused on making sure project is done on time and within budget. Session 8

  12. Then came Matrix Management • A table of rows and columns • The line departments are the rows • The projects are the columns with one for the “bench” • People are in a row and when assigned to project move to that column within the row • Two bosses – line manager and project manager • Government contractors and S/W developersoften use matrix organization – projects are big part of business Session 8

  13. Advantages Good for projects oriented firms People on projects utilized Project mgt powerful at getting resources People develop skills while moving between projects Provides formal structure to projects Can track what people are working on in projects Disadvantages Good grabbed/others not Assigning control difficult Line mgrs tend to be weak Projects with long lives confused with line mgt Sharing resources difficult More difficult for skills to cross projects Project prospers and traditional org suffers More difficult to anticipate resource needs/staff requirements More difficult to address small projects Matrix Management Session 8

  14. Matrix Modification • Use the Matrix with large projects • Each project is an entity for duration with project manager • Use the Functional for all small projects • One functional manager with all reporting to same line manager Session 8

  15. Project Management vs Line Management Session 8

  16. Project Environment/Infrastructure • Formalizes Project Recognition • The process exists for Project: • Creation • Oversight • Management • Termination • Modification Session 8

  17. Project Environment/Infrastructure • Project Tier Structure (5 tiers max) Inter-departmental Enterprise-wide IOISInter-OrganizationalInformation Systems Simple(Intra-departmental) Process-wide • Transition Process Necessary – Between Tiers • Changing Project Plans • Adjusting Resources • Reexamining Control Mechanisms Session 8

  18. Projects – Scarce Resources • Types: • Human • Hardware/Software • Capital • Information • Resource Portfolio Management • Line managers m/assign resources to projects • No resources permanently assigned (specifying time frame) Session 8

  19. Project Manager • 3 Management Responsibilities • Resource Managermanages & directs project resources to achieve project objectives • Planning/Control Managerdevelops project plan to ensure the work is completed on time / within budget / with acceptable quality • Coordinating Managerinterfaces with upper management regarding: project reviews approvals project issues Session 8

  20. Project Manager • Directs activities and resources • Motivates team • Plans activities • Supervises team’s work • Administers tasks • Interfaces and Coordinates through meetings • Does some tasks • Trains members • Counsels management on technical issues • Delegates work • Resolves conflicts over resources and schedules Session 8

  21. Power Sources for Project Managers • Formal Authority-- weakest form of power – can only be used effectively • Rewards/Penalties-- few tangible rewards and penalties • Technical Authority-- somewhat rare, too many technical areas • Respect / Trust -- leads to leadership -- best and most lasting form of power Session 8

  22. Team Characteristics • Work on shared tasks • Some tasks require milestones • Share common – • Methods • Tasks • Goals • Results • Sink or Swim together Session 8

  23. Leadership • Definition:process of influencing members of an organization to achieve established long term and short term goals on a day-to-day basis. Session 8

  24. Leadership Behavior • What someone actually does to influence people to carry out the organizational goals Session 8

  25. Flamholtz Leadership Effectiveness F/W • The situation in which the leader is operating • The work that the group is doing • The nature of the people doing the work • The leader performs tasks relating to the • Goals • Work tasks • Team interactions • Feedback • Member career development • The style in which work is done Session 8

  26. Flamholtz Leadership Effectiveness F/W Session 8

  27. Flamholtz Leadership Effectiveness F/W To use the framework • Look at the situation • Is the work creative and unpredictable –or –Is it repetitive and best practices are easily documented? • Are the people highly trained and experienced – or – are the people inexperienced and untrained? • Determine the appropriate style • Perform the task in that style Session 8

  28. Project Manager Types • Administrator – people skills poor -- written skills good • Doer – no delegation • Upward-Oriented– delegates but does not monitor • Task Master – monitors excessively • Leader -- the BEST!!! – monitors – delegates -- people skills good Session 8

  29. Some ending thoughts • When researchers went out to look at effective leaders — • There are NO common traits • Charisma is the least effective form of governance – why? • Trust is the most important – easiest to loose-- hardest to rebuild • Why? Session 8

  30. Quiz Next Week • 10 Questions • 4 on the Leadership Effectiveness Framework • 2 on the Project Environment/Infrastructure • 2 on Project Manager Role • Closed Book / Closed Notes Session 8

  31. News Items • 1 Pro • 1 Con • 2 Pro • 2 Con Session 8

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