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Lecture 19

Lecture 19. Chapter 10 A Portfolio Approach to Managing IT Projects. Final Exam Outline. 12 – 3pm, Wednesday June 14 Half short and long answers on theory and principles from course Half case-study. Question 1: Find New Zealand on a world map…. Final Exam Sample Questions. Short answer:

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Lecture 19

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  1. Lecture 19 Chapter 10 A Portfolio Approach to Managing IT Projects

  2. Final Exam Outline • 12 – 3pm, Wednesday June 14 • Half short and long answers on theory and principles from course • Half case-study

  3. Question 1: Find New Zealand on a world map…

  4. Final Exam Sample Questions Short answer: • What is the difference between security and reliability? • Give three advantages and three disadvantages of centralized IT support (as opposed to decentralized within the same organization) • In what ways is IT infrastructure different from other infrastructure resources? • Cite an example from one of the cases we studied that shows how customization can be implemented using IT

  5. Final Exam Sample Questions Long answer • Discuss what risks are associated with major IT projects, and what a company can do to mitigate against them • Describe the evolution of IT outsourcing over the past 30 years.

  6. IT Portfolio Management

  7. IT Disasters are still common • Companies fail to realize risk of project • Multiple projects lead to larger aggregate risk • Different projects require different management

  8. Sources of Implementation Risk • Project Size • Experience with Technology • Requirements Volatility • See fig 10.1

  9. Fig 10.1 Effect of Adding Risk Factors on Project Risk

  10. Project Categories and Degree of Risk

  11. Risk Assessment • Figure 10.3 Risk profile questionnaire • Higher risk score, higher management approval required • Repeated several times throughout project • Different perspectives on risk expectation can lead to disaster

  12. Project Implementation Dip • Most projects don’t go smoothly all the way • New system going live common point • Expectations not always realistic • Short term downward shift may be necessary • All happens in middle of business cycle and worker turnover • Need to focus on end goal to get through value of change when people are complaining • Ideally see it before it comes and get people ready

  13. Fig 10.4 Expectations vs. reality

  14. Portfolio Risk • Multiple projects can add or reduce risk • Low-risk not always good • All high-risk is vulnerable • Identify risks in all projects, then consider combined portfolio of risks • See fig 10.5

  15. Fig 10.5 Risk and Return Distribution for Portfolio of Projects

  16. Project Management • No single correct plan • Management Tools • External integration tools • Internal integration tools • Formal planning tools • Formal result controls • See table 10.1: Tools for project management

  17. Influences on Tool Selection • Low requirements volatility/low tech projects • Easy to manage • Least common • PERT (program evaluation review technique) • CPM (critical path method) • Low requirements volatility/high tech projects • Difficult to manage • Eg. Converting mainframe system, developing web access • Outputs well defined • Technical complexity drives characteristics of successful manager • Formal planning not likely to add as much value

  18. Influences on Tool Selection (ctd) • High requirements volatility/low tech projects • Involve users in design, development and implementation • Develop user support • Formal planning and control tools help • Close, aggressive management of external integration • Leadership from management not technologists • High Requirements Volatility/high-tech projects • Managers need technical expertise • Ill-defined projects common • Formal tools useful once clarity is reached in direction • Cross effects of different factors becomes important

  19. Project Management • Relative Contribution of Management Tools • Depends on specific project • Results-oriented tools work in structured/formal environment • Depends on corporate culture • Emergence of Adaptive Project Management Methods • Approaches to design, deployment, implementation and investment that assume a need to gather information and learn as one goes. • Not really effective universal methods yet • Software Development Life Cycles • SDLC breaks down development into stages: • Analysis and design • Construction • Implementation • Operation and maintenance

  20. Project Management (ctd.) • Adaptive Methodologies • Quickly build rough preliminary version • Iterate through stages rather than finish every stage • Fast cycle through stages • Aim to deliver limited functionality fast • Require skilled staff • Adaptive Methods and change management • Intensely involve users in evaluating outcomes • Strictly control migration of system features from development, testing to production • Separating stages avoids major problems

  21. Process Consistency and Agility in Project Management • Balancing tension between process consistency and process agility • Tools useful one place shouldn’t necessarily be applied to everything • Success in balance often includes minimal formalization • Flow • Understand interrelationships between projects • Completeness • Keeping track of all tasks in project • Visibility • Getting info on status of rest of project

  22. Survey

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