Welcome to Project Management

1. Welcome to Project Management • Information Systems Project Management, that is…. • A Capstone Course for Undergrad MIS • INSTRUCTOR: Dr. Burns • Off Hrs: • By appointment: 834-1547, BA E306 • Email: jburns@ba.ttu.edu • BlackBoard: http://ttu.blackboard.com or http://blackboard.ttu.edu

2. TEXTS & REFERENCE: • Larson and Gray, Project Management: The Managerial Process, 7th edition, 2017 • Burns, Project and Process Management (will be made available one chapter at a time) 2017 REFERENCE • Goldratt, Critical Chain, 1997

3. Outline for Today • Course Objectives • Requirements for Completion • Jobs • Term Project • Burns--Chapter 1

4. Course Topics • Present technology of Project Management • Companies have organized around processes and projects • MIS Advisory Board has mandated this course for 20 years • Present contemporary topics • Focus on systems (processes) • Focus on best practices • Focus on rapid completion times • Objectives are listed on page 5 of your syllabus (today’s handout)

5. Introduction of Lecturer • Holds the PMP credential from PMI • Taught the course for more than twenty years, from a half dozen different texts • Participated in several projects over many years as both project professional and project manager • Written many papers and a book about Project Management • An active area of writing and research interest

6. Requirements for Completion • Two EXAMS and a FINAL, each worth 18% • Term Project, worth 23% • Homework, worth 12% • Class attendance/participation, worth 11%

7. GRADING • 90-100 -- A • 80-89.999 -- B • 70-79.999 -- C • 97.5 – up -- A+ • 92.5 - 97.5 -- A • 90 – 92.5 -- A- • Similarly for • B, C and D

8. My Expectations of You • Attend class—attendance is noted • Perform reading assignments before coming to class • Do most work in teams—of four • Homework and exams will be completed individually • Tech policy for academic honesty enforced • Assistance for Disabled students • The seat you sit in on Tuesday will be your seat for the duration of the semester—we will collect seat data on Tuesday January 23

9. You may want to join PMI – Project Management Institute(PMI student membership fee is $32 a year.) • Can learn to be credentialed—CAPM and better…PMP • A TTU student chapter has been formed (no cost to join and/or attend the meetings) • Our first PMI meeting will be 7 pm, Tuesday, February 27, 2018 (room: BA 287)—if you attend, 10 extra credit points will be added to your class participation grade.

10. Course Deliverables—Pages 2-4 of your syllabus • Preliminary proposal (one-page description) – also called Statement of Work - due 1-25-18—one week from today • This will not be graded • You must have your teams formed and your project topic decided upon to submit this. • Requirements Document due 2-15-18 • Project Plan due 4-3-18 • Your plan must consist of at least 60 tasks/steps/activities • Proposal due 4-17-18 • Project Earned Value Analysis due 4-24-18 • Final Project due 5-8-18 • Possible Topics are discussed in Syllabus • Format/Grading is discussed in Syllabus

11. Project Topics • Taken from past employment involvements • Taken from current involvements • May use extensions of analysis project completed for ISQS 4348 • Based on a prototypical contemporary initiative • Your project can produce a produce or deliver a service

12. Term Project Protocol • Performed in groups of four • You get to choose team & topic • Will require a presentation beginning 4-26 and concluding on 5-3

13. Project Expectations • Doesn’t have to be actually performed to completion, but at least 1/3 of the execution tasks must be completed • Must be completely planned in detail, however • completely Scheduled • completely Resourced • completely Budgeted, costed • Must include Preliminary (one page) and formal proposals as appendices • Must include all course deliverables as appendices except the mid-semester report • Must consist of at least 60 steps (tasks)

14. Final Project Format • Title Page • Executive Summary • Body • Description of the Problem • Goal and Success Criteria • Assumptions/Risks • Recommended prescriptive Software Solution • Impediments/Obstacles • Current Status • Lessons Learned • 8-page minimum for the material above • Bibliography • Appendices

15. Appendices • Requirements Document • (old grade sheet and a description of revisions) • Revised document and then Old document • Project Plan • old grade sheet and a description of revisions) • Revised document and then Old document • Formal Proposal • (old grade sheet and a description of revisions) • Revised document and then Old document • Earned Value Analysis • (old grade sheet and a description of revisions) • Revised document and then Old document • See Burns, Chapter 11 for more details as to format

16. Questions • About course requirements • About project • About exams • About homework

17. Contemporary Topics • Internet Development • XML/Visual Interdev Projects • Lean-Agile Project Management • Systems Thinking/Integration • Process Improvement, Innovation, Reengineering • Process Impediment Identification and Removal • Process/Project Maturity and Learning • AGILE, Scrum, Rup

18. What about SCRUM and RUP? • SCRUM is an Agile technique whereby the total development effort is broken up into time boxes of 30-days duration and something of value is delivered within that time box (every 30 days). • RUP – Rational Unified Process—based on USE CASES—have you heard of Rational Rose??

19. The IT Business – the Outlook • Is very good • Project Management is strong • Some students got up to three offers last semester • Annual starting salaries for IT (MIS) majors are around 65k

20. IT Overseas/Mechanized Sourcing • Much of the programming has gone overseas to India, Ireland, Argentina, China, etc. But this has slowed, even reversed • There is even talk of mechanizing some complex code development work • But there is still a great need for project management, which does not get outsourced or offshored (Thomas Friedman)

21. Our Business -- Some Anomalies • Your first real work experience may involve maintenance, not development • It’s still true that you must know how to carve code • Systems Integration is an imperative • Formal analysis is too expensive for some initiatives • Many projects start at the design level and go to construction and execution.

22. What’s the deal with maintenance? • the 1 to 4 rule • 80% of some MIS budgets

23. What is a project? • PMBOK – “a temporary endeavor undertaken to create a unique product, service or result” • A specific objective must be completed within certain specifications • Has a definite starting date and end date • Has funding limitations • Consumes resources (money, people, time, equipment) • Made up of activities (tasks) • Accomplished in teams

24. How does a Project differ from Operations? • Operations are sometimes accomplished by use of projects—25% of the time • Otherwise Operations are ongoing and don’t have a definite starting and stopping date • Such is true of batch operations, mass production, and continuous production

25. Sequential Work

26. Concurrent Teamwork

27. Characteristics of Projects

28. Sooo, What Is a Project, exactly?? • A project is a temporary endeavor undertaken to create a unique product • As defined by the Project Management Institute • Attributes of projects • Unique • Temporary • Require resources, often from various areas • Should have a primary sponsor and/or customer • Involves risk and uncertainty • Has stakeholders

29. The Project LifeCycle: PMI STAGE 1: Initiating STAGE 2: Planning STAGE 3: Executing STAGE 5: Closing STAGE 4: Monitoring-and-Controlling

30. Project Life Cycle

31. Comparison of Routine Work with Projects Routine, Repetitive Work Taking class notes Daily entering sales receipts into the accounting ledger Responding to a supply-chain request Practicing scales on the piano Routine manufacture of an Apple iPod Attaching tags on a manufactured product Projects Writing a term paper Setting up a sales kiosk for a professional accounting meeting Developing a supply-chain information system Writing a new piano piece Designing an iPod that is approximately 2 X 4 inches, interfaces with PC, and stores 10,000 songs

32. How do IT Projects differ from ordinary projects? • Ordinary projects might be projects in construction, aerospace, defense, government, etc. • Each IT Project is unique and thus involves more risk • The technology is continually changing • Construction projects have much more definitive requirements, much less risk • There is less visibility

33. Compared to IT PROJECTS, construction projects have • Much more visibility • Much less risk • Much more maturity

34. How do IT Projects differ from ordinary projects, continued? • There is a tendency to spend too much time on concept definition and analysis (planning) in IT projects • There tends to be less organizational maturity in IT projects • Maturity is a big issue here • Watts Humphrey

35. How are IT Projects similar to ordinary projects? • They have all the common basic attributes of projects—starting point, stopping point, duration, finite, temporary, creating a deliverable or product, utilizing resources, accomplished in teams, consisting of steps (tasks), accruing cost, etc. • All projects involve risk, accrue expenditures, involve procurement, utilize human resources, entail communications, etc.

36. Who does project work? • Accountants, administrators, architects, attorneys—each customer is a ‘project’ • Engineers, Scientists—the Manhattan project • Contractors—electrical, plumbing, AC • For these people project management is not a title but a critical job requirement

37. The Catch-22 in Software Development LIFECYCLE COSTS OVER TIME Cost Development MaintenanceTime

38. Project management involves • Initiating • Develop project charter and identify stakeholders • Planning • Definition of work requirements--WORK BREAKDOWN STRUCTURE--WBS • Determination of quantity and quality of work • Determination of what resources are needed when • Executing • Actual execution of the project tasks take place here • Tracking progress • Comparing actual to planned outcomes • Analyzing impact/Making adjustments • Closing and Terminating • Deliver the product. What went right? • What went wrong? What can be learned? • Monitoring and Controlling

39. Successful Project management requires completion of the project • on time • within budget • with the desired performance/technology level • with good customer satisfaction/relations • while using the assigned resources effectively • What is the probability of pulling this off for IT projects????

40. Further elements of success include • with acceptance by the customer/user • without disturbing the main work flow of the organization • without changing the corporate culture • {unless that is the objective of the project}

41. Why do bad things happen to good projects??? • Ill-defined requirements • Poorly conceived project deliverable • No shared vision of what the project is to accomplish • Poor planning • No schedule • No budget • No concern for quality/risk/procurement • Resources don’t materialize when they are needed • Subcontractors don’t deliver on time • Requirements change • Technology changes

42. When is project management necessary? • when jobs are complex • when there are dynamic environmental considerations • when constraints on time and budget are tight • when there are several activities to be integrated • when there are functional boundaries to be crossed

43. Project management encompasses many disciplines • Operations management • Operations research • Psychology • Sociology • Organization theory • Organizational behavior • Systems thinking and management

44. GANTT CHART

45. MS PROJECT Gantt chart

46. Sample Gantt Chart* *This template file comes with MS Project

47. NETWORK CHART 1

48. MS Project Network Chart

49. Sample Network Chart Each box is a project task from the WBS. Arrows show dependencies between tasks.The tasks in red are on the critical path. If any tasks on the critical path take longer than planned, the whole project will slip unless something is done.

50. WORK BREAKDOWN 1