Dr. Henry Deng

1. IS 488 Information Technology Project Management Dr. Henry Deng Assistant Professor MIS Department UNLV

2. Educational Background Ph.D.,Red McCombs School of Business, University of Texas at Austin, 2002 --MSIS, OR/OM, Finance --Co-Supervised by Dr.s William W. Cooper & Patrick Brockett

3. Educational Background Ph.D.,Red McCombs School of Business, University of Texas at Austin, 2002 --MSIS, OR/OM, Finance --Co-Supervised by Dr.s William W. Cooper & Patrick Brockett Visiting Scholar, Red McCombs School of Business, UT-Austin, 1997-1999 --Marketing Department MBA, College of Business Administration, Chongqing University, China, 1994 --Marketing & Finance B.E, Chongqing University, 1990 --Electronic and Computer Engineering

4. Working Experience Academic Experience: Assistant Professor, School of Business, the University of Nevada, Las Vegas Research Associate, Center of Risk Management & Insurance, School of Business, University of Texas at Austin Instructor, MSSTC Program, The Innovation Creativity Capital Institute (IC2), Visiting Professor, Marketing Dept., School of Business, UT Austin Project Official, The Ministry of Education of China, Beijing, China Lecturer, College of Electronic Information Engineering, Chongqing University, China Industrial Experience: StrategyConsultant，Rapp Collins Inc. of Omnicom Group Ass. of Director & Consultant，IC2 and Texas Tech. Incubator Co-Founder & CEO, HHD Consulting LLC. Membership: The Institute of Operations Research and the Management Sciences (INFORMS) Association of Risk Management & Insurance Association for Information Systems (AIS)

5. Current Research • IT Strategy & Organization • Knowledge Management • Operations Research • Management Science • Risk Management and Insurance • Decision Science • Data Communication & Networks

6. Teaching Experience • Data Communications & Networks • Management Information Systems • Commercialization Strategy • Statistics I • Applied Information Technology • Supply Chain Management & Operation Strategy • Project Management

7. Agenda for Today • Information Technology Project Management Landscape • Overview of syllabus and course objectives • Student information sheet • Chapter 1

8. New Challenge of Information Technology • Knowledge Economy/Firm • Dell Computer Inc. • Increasing Digitalization of IT Industry • Amazon. com, CD.com etc.

9. In the first half of the twentieth century industry replaced agriculture, in the second half of the twentieth century –“service” has replaced “manufacturing” -and right now, the knowledge industry is beginning to replace the others. −−George Kotzmetzk

10. George Kotzmetzk

11. Stage of Information Systems • A collection of data is not information. • A collection of information is not knowledge. • A collection of knowledge is not wisdom. • A collection of wisdom is not truth.

12. Project Management Framework

13. IS 488 CHAPTER 1 Introduction of IT Project Management

14. Projects — Concepts PM1 Definition/Example Alton Bridge

15. 1. Motivation to study PM • Information system projects are notorious for budget overrun and delay. • More importantly, the challenges of satisfying rising expectations for information systems require better management of project development.

16. 1. Motivation to study PM • A 1995 Standish Group study found that only • a. 16.2% • b. 35.4% • c. 49.3% • d. 62.9% of IT projects were successful.

17. 1. Motivation to study PM • A 1995 Standish Group study found that • a. 16.2% * • b. 35.4% • c. 49.3% • d. 62.9% of IT projects were successful.

18. 1. Motivation to study PM • The same study also found that • a. 31% • b. 22% • c. 17.3% • d. 37.5% of IT projects were cancelled before completion, costing over $81B in the U.S. alone.

19. 1. Motivation to study PM • The same study also found that • a. 31% * • b. 22% • c. 17.3% • d. 37.5% of IT projects were cancelled before completion, costing over $81B in the U.S. alone.

20. 1. Motivation to study PM • Studies have shown that • a. 73% • b. 55% • c. 42.3% • d. 31.5% of all ERP implementations fail!

21. 1. Motivation to study PM • Studies have shown that • a. 73% * • b. 55% • c. 42.3% • d. 31.5% of all ERP implementations fail!

22. 1. Motivation to study PM • Of the few companies that actually do implement an ERP system, • _____% of the implementations run • _____% behind schedule and cost • _____% more than originally planned.

23. 1. Motivation to study PM • Of the few companies that actually do implement an ERP system, • _50_% of the implementations run • _50_% behind schedule and cost • _50_% more than originally planned.

24. 1. What is project management • Project management is “the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project.” Source: PMI, Project Management Body of Knowledge (PMBOK Guide), 1996, p. 6

25. Build A A Done Build B B Done Build C C Done Build D Ship JAN FEB MAR APR MAY JUN On time! Projects Unique, one-time operations designed to accomplish a specific set of objectives in a limited time frame.

26. 1. Stakeholders • Stakeholders are all the people involved with the project or with the outcome of the project: • Project sponsors • Project manager • Team members • Management • Customers • Suppliers

27. 1. Attributes • Attributes of information system projects • is temporary • has a specific purpose • has primary sponsors or customers • involves uncertainty • requires resources (human, financial, structural, organizational) • is subject to expectation change

28. 1. Constraints • Triple constraints • scope (requirements) • time • cost • There is a trade off between these competing constraints for any project. For example, it may cost more to reduce time. • The project manager must think of a balance between these constraints for each project.

29. Figure 1-1. The Triple Constraint of Project Management Successful project management means meeting all three goals (scope, time, and cost) – and satisfying the project’s sponsor!

30. 1. Activities • Important activities for any information system development: • initiating • planning • executing • controlling • closing

31. 1. Important PM skills • Technical abilities • Communication skills • Documentation/organization • People skills • Fiscal understanding • Change management • Leadership • Time management • Problem solving • Administrative skills/closure

32. 1. Modern organizations • Information technology has: • Empowered workers • provided greater control over tasks • revised job descriptions • added responsibilities • increased integration • reduced need for middle level management • increased work planning, horizontal and vertical communication

33. 1. Modern organizations • Information technology has reshaped the role and definition of work: • Instant coordination • jobs have become more abstract • jobs involve sense making • careers are more specialized • technology application across functions • technology application in the context of business mission, goals, and objectives.

34. 1. Impact • The traditional job of system analyst is gradually redefined beyond needs analysis, design, development, and implementation. • Project managers have replaced middle managers in many organizations. • Project management responsibilities span from understanding the technology to managing people to understanding business needs.

35. 1. IS project life cycle • Different project life cycle models exist. A typical information system project goes through: • Initiation stage • planning stage • development stage • implementation stage • closing stage

36. 1. Course perspective • A three-fold perspective: • the job of information systems project management • the person responsible for the project from the beginning to the end • the tools and procedures necessary to accomplish project objectives • These are interrelated and difficult to discuss separately.

37. 1. Course perspective • For a broad spectrum of information system professionals. • Balance between the science and the art of information system project management. • Critical issues such as evaluation, planning, and strategy are discussed as well as analytical skills such as use of networks and PERT-CPM. • Both set of skills are necessary.

38. Q&A

39. Quick Quiz • What three knowledge areas comprise the triple constraint of Project Management? • Modern Project Management began with what Project? • What is project? How is it different from what most people do in their day-to-day job?

40. 1. Discussion question • It is suggested that technical aspect represents the “science” of project management and sociocultural aspect represents the “art” of managing a project. What do you think of this statement?

41. 1. Discussion question • In your opinion, what are the most important individual traits for a successful information system project manager? • What in your opinion would be the three most important traits? • Would that list change from project to project?

42. Leadership by example Visionary Technically competent Decisive Good communication Good motivator Stands up to upper management when necessary Supports team members Encourages new ideas Sets bad example Not self-assured Lacks technical expertise Poor communicator Poor motivator Characteristics(How would you rank these?) Effective Project Managers Ineffective Project Managers

43. 1. Discussion question • What makes an information system different from other projects such as constructing a bridge, planning a conference, planning a holiday, or developing a new degree program? • Do you expect skill difference across different projects? List three differences.

44. 1. Discussion question • Write an exam question based on the content of this chapter. Ask the person sitting next to you for an answer to your question. Share with the class your question and the response and point out whether you would agree with the response or not and why.