The Project Infrastructure Chapter 4

Announcements/Outline Credit Suisse Events – Moved to 9/26 Case Study Presentation – Thursday, 9/14 Keda Assignment #2 – Thursday, 9/14 Outline Methods for Selecting Project (Review) Project Integration Management Overview Project Charter Project Planning Process Slides in this presentation include material from John Wiley & Sons, Inc., (Copyright 2012,2015)

Methods for Selecting Projects There are usually more projects than available time and resources to implement them Methods for selecting projects:

Method: Focus on Broad Organizational Needs It is often difficult to provide strong justification for many IT projects, but everyone agrees they have a high value Three important criteria for projects

Sample Weighted Scoring Model Criteria

Sample Weighted Scoring Model - Projects A director has been charged with finding ways to address the strategic goals for technology set at the recent board meeting. He has suggested an upgrade to the system that will take about a year to complete. Because their system is currently quite complex, this is based on estimates which could change frequently. He has support from many executives to move forward and, if they stay on budget, there will be a positive NPV. Project 2 A manager wants to create an internal site to track project success and failures. She estimates a 6 month timeline with minimal risk of running longer or costing more than estimates. For right now, the NPV is negative.

Sample Weighted Scoring Model - Projects New system implementation that may take 18 months to complete. This implementation is being supported by the CIO and executives as it will enable the company to meet the new strategy to become a leader in customer service. The payback period is 4 years but it will result in positive NPV.

The Business Case has been approved, but…

Introduction The Project Planning Phase Attempts to Answer the Following Questions:

Introduction (continued) Project’s have… An Infrastructure A Governance structure Required Resources (must be obtained) A Project Charter

Project Governance Should flow from organizational governance Provides a framework to ensure that a project aligns with a chosen business strategy while ensuring that the time, money, and resources provide real value to the organization. Projects governance must define:

The Formal Organization Formal groupings & specializations Published Lines of Authority Responsibilities Reporting Relationships Communication Decision-Making

The Organization and Project Resources Copyright 2015 John Wiley & Sons, Inc.

Procuring External Project Resources Project resources can be internal or externally acquired. The decision depends on Business process outsourcing, including offshoring, is one option for acquiring external resources

Figure 4.4 – The Project Outsourcing Model Copyright 2015 John Wiley & Sons, Inc.

Procurement Planning Begins by determining which project needs can be fulfilled internally or externally by the project team Focuses on not only what can best be filled internally or externally, but How When How Many And Where these products or services will be acquired A Request for Proposal (RFP) may be developed and used to solicit bids, quotes, or proposals for services or goods from prospective sellers.

Contracts Between Sellers and Buyers Once a seller is selected, the buyer may enter into contract negotiations so that a mutual agreement can be reached A contract is a document signed by the buyer and seller that defines the terms and conditions of the buyer-seller relationship. IT serves as a legally binding agreement that obligates seller to provide specific products, services, or even results, while obligating the buyer to provide specific monetary or other consideration. Copyright 2015 John Wiley & Sons, Inc.

General Categories of Procurement-type Contracts Fixed-Price or Lump-Sum Contracts Cost-Reimbursable Contracts

The Project Charter

The Project Charter

What Should Be in a Project Charter?

Project Charter

Project Charter (cont.)

Project Planning Framework Figure 3.4 Copyright 2012 John Wiley & Sons, Inc.

Project Planning Framework The MOV Define the Project’s Scope:

Project Planning Framework Subdivide the Project into Phases Tasks-Sequence, Resources, and Time Estimates

Project Planning Framework Schedule and Budget

The Kick-Off Meeting

Exercise: MIS 411 or 413 Project Charters Get together in groups and develop a quick charter for the project you are doing for analysis or design. Remember to include: Project Title and Start/End dates Key Milestones Objectives Success Criteria Roles/Responsibilities

CAPM - Project Integration Management In the project management context, integration includes characteristics of unification, consolidation, articulation, and integrative actions that are crucial to project completion, successfully managing stakeholder expectations, and meeting requirements. Project Integration Management entails making choices about resource allocation, making trade-offs among competing objectives and alternatives, and managing the interdependencies among the project management Knowledge Areas. (71)

PMBOK – Knowledge Areas

Project Integration Processes Develop Project Charter Develop Project Management Plan Direct and Manage Project Execution Monitor and Control Project Work Perform Integrated Change Control Close Project or Phase

Project Integration Management Processes Process Group Integration Management Process Major Output Initiating Developing the project charter Project Charter Planning Developing the project management plan Project Management Plan Executing Directing and managing project work Deliverables, work performance info, change requests Monitoring and Controlling (1) Monitor/Control Project Work (2) Perform Integrated Change Control (1) Change Requests (2) Status updates Closing Close Project/Phase Product Transition

Project Integration Management Summary

The Key to Overall Project Success: Good Project Integration Management Project managers must coordinate all of the other knowledge areas throughout a project’s life cycle

Copyright 2012 John Wiley & Sons, Inc. All rights reserved Copyright 2012 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in section 117 of the 1976 United States Copyright Act without express permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information herein. Copyright 2012 John Wiley & Sons, Inc.