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

TEXTS & REFERENCE: Larson and Gray, Project Management: The Managerial Process, 6th edition, 2014 Burns, Project and Process Management (will be made available one chapter at a time) 2017 REFERENCE Goldratt, Critical Chain, 1997

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

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)

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

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

The Larson Text book http://connect.mheducation.com/class/j-burns-section-1 Cost: for the electronic version of the sixth edition--$130.00 Cost: Used off of Amazon--$119.67 Cost: to rent off of Amazon--$65.49

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

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 Thursday will be your seat for the duration of the semester—we will collect seat data on Thursday, Aug 31

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 September 26, 2017 (room: TBA)—if you attend, 10 extra credit points will be added to your class participation grade.

Course Deliverables—Pages 2-4 of your syllabus Preliminary proposal (one-page description) – also called Statement of Work - due 9-5-17—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 9-21-17 Project Plan due 10-31-17 Your plan must consist of at least 60 tasks/steps/activities Proposal due 11-9-17 Project Earned Value Analysis due 11-21-17 Final Project due 12-5-17 Possible Topics are discussed in Syllabus Format/Grading is discussed in Syllabus

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

Term Project Protocol Performed in groups of four You get to choose team & topic Will require a presentation beginning 11-28 and concluding on 12-5

Project Expectations Doesn’t have to be actually performed to completion 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)

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

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

Questions About course requirements About project About exams About homework

AGILE, Scrum, Rup 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

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??

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

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)

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.

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

What is a project? Accomplished in teams 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

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

Sequential Work

Concurrent Teamwork

Characteristics of Projects

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

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

Project Life Cycle FIGURE 1.1

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 TABLE 1.1

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

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

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

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.

Who does project work? Accountants—each customer is a ‘project’ Engineers, Lawyers Scientists, Administrators Contractors—electrical, plumbing, AC For these people project management is not a title but a critical job requirement

The Catch-22 in Software Development     The Catch-22 in Software Development LIFECYCLE COSTS OVER TIME   Cost    Development Maintenance Time          

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

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????

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}

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

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

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

GANTT CHART

MS PROJECT Gantt chart

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

NETWORK CHART 1

MS Project Network Chart

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.

WORK BREAKDOWN 1

WORK BREAKDOWN 2

Motivation for Studying Information Technology (IT) Project Management IT Projects have a poor track record A 1995 Standish Group study found that only 16.2% of IT projects were successful Over 31% of IT projects were canceled before completion, costing over $81 B in the U.S. alone A 2009 ComputerWorld article listed “project manager” as the #1 position IT managers say they need most for contract help Often, this leads to distributed PM Projects create ¼ of the US and world GDP

The Triple Constraint Every project is constrained in different ways by its Scope goals Time goals Cost goals It is the project manager’s duty to balance these three often competing goals

The Triple Constraint of Project Management

PMI’s Definition of Project Management? Project management is “a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates that a project has a definite beginning and end.” (PMI*, Project Management Body of Knowledge (PMBOK Guide), 5th edition, 2013, pg. 2) *The Project Management Institute (PMI) is an international professional society. Their web site is www.pmi.org.

Project Stakeholders Stakeholders are the people involved in or affected by project activities Stakeholders include the project sponsor and project team The project sponsor is the person who funds the project support staff customers users upper management line management suppliers opponents to the project

Ten Project Management Knowledge Areas Knowledge areas describe the key competencies that project managers must develop Four core knowledge areas lead to specific project objectives (scope, time, cost, and quality) Five facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management One knowledge area (project integration management) affects and is affected by all of the other knowledge areas and integrates them

Facilitating Knowledge Areas PM Knowledge Areas Core Knowledge Areas Facilitating Knowledge Areas Project Stakeholder Management

Project Management Framework—according to PMI

Project Management Tools and Techniques Project management tools and techniques assist project managers and their teams in various aspects of project management Some specific ones include Project Charter and WBS (scope) Gantt charts, PERT charts, critical path analysis (time) Cost estimates and Earned Value Analysis (cost) MS Project, BaseCamp, Visio, others

How Project Management (PM) Relates to Other Disciplines Much of the knowledge needed to manage projects is unique to PM However, project managers must also have knowledge and experience in general management the application area of the project Project managers must focus on meeting specific project objectives

Project Management and Other Disciplines

History of Project Management Modern project management began with the Manhattan Project, which the U.S. military led to develop the atomic bomb In 1917 Henry Gantt developed the Gantt chart as a tool for scheduling work in job shops In 1958, the Navy developed PERT charts In the 1970s, the military began using project management software, as did the construction industry By the 1990s, virtually every industry was using some form of project management

The Project Management Profession A 2006 Fortune article called project management the “number one career choice” Other authors, like Tom Peters and Thomas Stewart, stress that projects are what add value to organizations Professional societies like the Project Management Institute have grown tremendously

Growth in PMP Certification, 1993-2014

Project Management Certification PMI provides certification as a Project Management Professional (PMP) A PMP has documented sufficient project experience, agreed to follow a code of ethics, and passed the PMP exam The number of people earning PMP certification is increasing quickly

Code of Ethics PMI developed a project management code of ethics that all PMPs must agree to abide by Conducting work in an ethical manner helps the profession earn confidence Ethics are on the web at www.pmi.org/certification/code.htm

CAPM (Certified Associate in Project Management) Requires passing an exam prepared by PMI only.

Agile Certified Practitioner (ACP) Yet another credential offered by PMI It is expected that by now more than 80% of all IT projects are agile projects User when requirements are unknown and unstable (changing)

Discussion Questions Give three examples of activities that are projects and three examples of activities that are not projects How is project management different from general management? Why do you think so many information technology projects are unsuccessful?