Corporate Information Systems Meltem Özturan www.mis.boun.edu.tr/ozturan/mis301

IP-CIS : CIS Project Management Introduction to Project Management Project Management Knowledge Areas Overview of IS Projects Project Life Cycle Project Management Tools and Techniques

IP-CIS : CIS Project Management Introduction to Project Management (IPM) What is a Project? Project Management Project Management Associations Benefits of Project Management Role of the Project Manager

IP-CIS : CIS Project Management IPM – What is a Project? “... a temporary endeavour undertaken to create a unique product or service. Temporary means that every product has a definite end. Unique means that the product or service is different in some distinguishing way from all similar products and services.” (PMBOK) “...an endeavour in which human (or machine), material and financial resources are organized in a novel way, to undertake a unique scope of work, of given specification, within constraints of cost and time, so as to deliver beneficial change defined by quantitative and qulitative objectives.” (Turner)

IP-CIS : CIS Project Management IPM – What is a Project? Features of a project: Size Scope Cost Time Start and finish Life-cycle Budget Non-repetitive Resources Single point of responsibility Fast tracking Team roles

IP-CIS : CIS Project Management IPM – What is a Project? The triple constraint: http://slideplayer.com/slide/1724488/

IP-CIS : CIS Project Management IPM – Project Management “... the application of knowledge, skills, tools and techniques to project activities in order to meet stakeholder’s needs and expectations from a project.” (PMBOK) “... the process of integrating everything that needs to be done (typically using a number of special project management techniques) as the project evolves through its life-cycle [form concept to handover] in order to meet the project’s objectives.” (Morris)

IP-CIS : CIS Project Management IPM – Project Management Project Life-Cycle: “... Because projects are unique and involve a certain degree of risk, companies performing projects will generally subdivide their projects into several project phases to provide better management control. Collectively these project phases are called the project life-cycle.” Phases of Project Life-Cycle: Initiating Phase Planning Executing Closing

IP-CIS : CIS Project Management IPM – Project Management https://www.linkedin.com/pulse/plan-do-check-act-pmbok-guide-process-groups-sukad-group

IP-CIS : CIS Project Management IPM – Project Management Knowledge Areas (PMBOK) - Components Processes: Integration Management Scope Management Time Management Cost Management Quality Management Human Resource Management Communications Management Risk Management Procurement Management

IP-CIS : CIS Project Management IPM – Project Management Along with the project life-cycle and within the context of knowledge areas, special project management tools and techniques, that form part of the project management integrative process, can be used. Main tools and techniques are as follows: Feasibility Analysis Organizational Breakdown Structure Work Breakdown Structure Scheduling Earned Value Analysis

IP-CIS : CIS Project Management IPM – Project Management http://www.slideshare.net/ValeRon46/pertemuan-1-manajemen-proyek-ibsi

IP-CIS : CIS Project Management IPM – Project Management Associations APM – Association of Project Managers PMI – Project Management Institute IPMA – International Association of Project Managers A number of project management and associations and institutions have formed chapters around the world to encourage the development of project management as a profession, especially about the following project management issues: Body of knowledge; Certification of project managers; Unit standards; Ethics; Global forum

IP-CIS : CIS Project Management IPM – Benefits of Project Management Main Benefits of Project Management: Better Efficiency in Delivering Services Improved / Increased / Enhanced Customer Satisfaction Enhanced Effectiveness in Delivering Services Improved Growth and Development Within your Team Greater Standing and Competitive Edge Increase in Quantity Better Flexibility Increased Risk Assessment Increase in Quality Opportunities to Expand your Services

IP-CIS : CIS Project Management IPM – Role of the Project Manager Poject Manager → Single Point of Responsibility Some Desirable Project Manager Attributes: Ability to select and develop an operational team from a standing start Leadership and management ability Ability to anticipate problems, solve problems and make decisions Ability to integrate the project stakeholders Operational flexibility Ability to plan, expedite and get things done Ability to negotiate and get things done Understand the environment within the project is being managed Ability to review monitor and apply control Ability to administer the contract, the scope of work and scope changes Ability to manage within an environment of constant change Ability to keep the client happy

IP-CIS : CIS Project Management Project Management Knowledge Areas (PMKA) Integration Management Scope Management Time Management Cost Management Quality Management Human Resource Management Communications Management Risk Management Procurement Management

IP-CIS : CIS Project Management PMKA - Integration Management Integration management is concerned with identifying / defining the work of the project and then combining / integrating with the appropriate processes. It also includes managing issues and change, and replanning if required. Integration management is used in project management to coordinate activities that occur across all of the process groups and knowledge areas. Monitoring and controlling project performance and the ability to be flexible when a decision or risk may impact multiple aspects of the project are important parts of integration management.

IP-CIS : CIS Project Management PMKA - Integration Management Integration management processes are: Develop Project Charter Develop Project Management Plan Direct and Manage Project Execution Perform Integrated Change Control Monitor and Control Project Work Close Project or Phase

IP-CIS : CIS Project Management PMKA - Scope Management Scope is; The deliverables or work products that must be completed in order to achieve the project’s value. Provides a boundary so that what needs to get done – gets done. Defines what is part of the project team’s work and what is not. Provides a link between the project’s value and the project plan. Scope management is primarily concerned with defining and controlling what is or is not included in the project.

IP-CIS : CIS Project Management PMKA – Scope Management Scope management processes are: Initiation Scope Planning Scope Definition Scope Verification Scope Change Control http://www.slideshare.net/ValeRon46/pertemuan-1-manajemen-proyek-ibsi

IP-CIS : CIS Project Management PMKA – Time Management Time management typically refers to the skills, tools, and techniques used to manage time when accomplishing specific tasks, projects, and goals. To become an effective time manager, one should be able to clearly understand the activities of the project and have the necessary skill set to plan, schedule, and control a project timeline. Along with these skills, one must also be able to utilize time management tools to help analyze, measure, and assess time management techniques.

IP-CIS : CIS Project Management PMKA – Time Management Time management steps are Define the Activities Sequence the Activities Estimate Activity Resources Estimate Activity Durations Develop the Schedule Control the Schedule http://www.slideshare.net/ujjwaljoshi1990/communication-1-21211415

IP-CIS : CIS Project Management PMKA – Cost Management Cost management includes the processes involved in planning, estimating, budgeting and controlling costs so that a project can be completed within the approved budget. The project manager is responsible for assuring that the project team develops cost estimates based on the best information available and revises those estimates as new or better information becomes available. The project manager is also responsible for tracking costs against the budget and conducting an analysis when project costs deviate significantly from the project estimate.

IP-CIS : CIS Project Management PMKA – Cost Management Cost management processes are: Estimate Costs Determine Budget Control Costs http://thewhiteboardct.com/2012/01/18/the-practical-project-cost-management/

IP-CIS : CIS Project Management PMKA – Quality Management Quality can be defined as the final outcome being in compliance with the project’s requirements and/or how well the final product meets the intended use. Conforming to requirements and fitness for use are only two ways to define quality. Quality management is concerned with ensuring that the final product meets the business needs. Some measures of quality are measurable during the project, while others cannot be measured for months after the project ends. It is important to remember that the customer decides if the quality of final product is acceptable or not.

IP-CIS : CIS Project Management PMKA – Quality Management Quality management processes are: Quality Planning Quality Assurance Quality Control Quality Improvement

IP-CIS : CIS Project Management PMKA – Human Resources Management Human resource management involves organizing and managing a project team. The team is usually made up of people with specific skills and responsibilities. The project team, also known as project staff, should be involved in plans and decision making from the beginning of the project. Team members should feel invested in the outcome of the project. This will increase loyalty and commitment to project goals and objectives. The number of team members and their responsibilities can change as the project develops.

IP-CIS : CIS Project Management PMKA – Human Resources Management Human resources management processes are: Human Resource Planning Acquire Project Team Develop Project Team Manage Project Team

IP-CIS : CIS Project Management PMKA – Communication Management Includes the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval and ultimate disposition of project information. Project managers report that they spend 90% of their time communicating, which is not surprising since they are achieving results through the effort of others Communication is the glue that connects the project stakeholders

IP-CIS : CIS Project Management PMKA – Communication Management Communication management processes are: Identify Stakeholders Plan Communications Distribute Information Manage Stakeholder Expectations Report Performance

IP-CIS : CIS Project Management PMKA – Risk Management Risk management is the process of identifying, analyzing and responding to risks throughout the project. Early identification of risks is the responsibility of all project team members and is critical, as the earlier risks are identified the more time there is to perform risk analysis and plan the risk response. Communication of risks to stakeholders helps them understand the nature of the project and helps with managing their expectations. Proper risk management is a form of insurance to lessen the impact of potential adverse events. This is the area in which most organizations can improve project performance.

IP-CIS : CIS Project Management PMKA – Risk Management Risk management processes are: Identify Risks Prioritize Risks Analyze Risks and Select Response Strategies Plan Risk Responses Monitor and Control Risks

IP-CIS : CIS Project Management PMKA – Procurement Management Procurement management deals with all the activities related to the purchase of goods and services from external suppliers to attain project scope and the corresponding reporting. It includes evaluating the risks involved with each make-or-buy analysis, reviewing the type of contract planned to be used with respect to avoiding or mitigating risks, sometimes transferring risks to the seller.

IP-CIS : CIS Project Management PMKA – Procurement Management Procurement management processes are: Procurement Planning Solicitation and Contract Award Contract Management Asset/Disposal – Close-Out

IP-CIS : CIS Project Management Overview of IS Projects (OISP) A system development process is a set of activities, methods, best practices, deliverables, and automated tools that stakeholders use to develop and maintain information systems and software. It is often known as system development life cycle (SDLC) because every IS system is ‘born’ and eventually ‘dies’.

IP-CIS : CIS Project Management OISP – IS Project Triggers Information system projects are usually generated by 1.Problems 2.Opportunities 3.Directives

IP-CIS : CIS Project Management OISP – IS Project Triggers Goal of systems development is to produce a quality system on time within budget that meets the user’s requirements

IP-CIS : CIS Project Management OISP – Systems Development Life Cycle SDLC is the series of steps used to manage the phases of development for an information system. Phases are not necessarily sequential Each phase has a specific outcome and deliverable Individual companies use customized life cycles

IP-CIS : CIS Project Management OISP – Systems Development Life Cycle Commonly used SDLC:

IP-CIS : CIS Project Management OISP – Status of IS Projects 30 % - Successful 50 % - Challenged 20 % - Impaired

IP-CIS : CIS Project Management OISP – Status of IS Projects

IP-CIS : CIS Project Management OISP – Top 10 Factors for IS Project Success Rank Success Factor 1 Executive Support 2 User Involvement 3 Experienced Project Manager 4 Clear Business Objectives 5 Minimized Scope 6 Standard Software Infrastructure 7 Firm Basic Requirements 8 Formal Methodology 9 Reliable Estimates 10 Other

IP-CIS : CIS Project Management Project Life Cycle (PLC) Project Origination Project Initiation Project Planning Project Execution and Control Project Closeout

IP-CIS : CIS Project Management PLC - Phases Project Origination - Evaluation of projects proposed for the next planning cycle and to reach a consensus on the projects to be selected. Project Initiation - Beginning to develop the overall parameters of a selected project and establishing the appropriate project management and quality environment required to complete the project. Project Planning - Definition of the exact parameters of a project to be sure that all pre-requisites for the next phase are in place. Project Execution & Control - Development of the product or service that the project was commisioned to deliver. Project Closeout - Assessment of the project and derivation of lessons learned and best practices to be applied to future projects.

IP-CIS : CIS Project Management PLC – Relationship Between the PLC and SDLC

IP-CIS : CIS Project Management PLC – Project Origination Develop Project Proposals: Initial Business Case is made; and the initial project parameters are defined for each project concurrently Evaluate Project Proposals: Projects are evaluated against a set of business criteria Select Project(s): Selection of a project where a consensus is reached on the project’s feasibility and relative importance in comparison to other proposed projects

IP-CIS : CIS Project Management PLC – Project Initiaton Prepare for the Project Define Cost/Scope/Schedule/Quality (CSSO) Perform Risk Identification Develop Initial Project Plan Confirm Approval to Proceed to Next Phase

IP-CIS : CIS Project Management PLC – Project Planning Conduct Project Planing Kick-Off Refine CSSO Perform Risk Assessment Refine Project Plan Confirm Approval to Proceed to Next Phase

IP-CIS : CIS Project Management PLC – Project Execution and Control Conduct Project Execution and Control Kick-Off Manage CSSO Monitor and Control Risks Manage Project Execution

IP-CIS : CIS Project Management PLC – Project Closeout Conduct Post-Implementation Review Perform Administrative Closeout

IP-CIS : CIS Project Management CourseWork Consider a course project that you are required to lead. List what issues you have to think through to end up the project sucessfully (ie. get A).