© 2004, David Gadish, Ph.D.1 Project Management CIS 486 Fall 2005 Week 7 Lecture Dr. David Gadish

© 2004, David Gadish, Ph.D.2 Week 6 Review  Midterm Exam  Case Studies - Discussion

© 2004, David Gadish, Ph.D.3 Week 7 Overview  Incorporating Geographic Information Systems (GIS) in IT Projects  Project Communications Management (Ch 10)

4 Incorporating and Managing GIS in IT Projects Not in Book

© 2004, David Gadish, Ph.D.5 What is GIS ?  Combination of computer hardware, software, data, business processes and people to manage data that has a location component  A technology to visualize, manipulate, analyze, and display spatial data  Analysis allowing for timely, informed decisions  “ Smart Maps ” linking a database to a map

© 2004, David Gadish, Ph.D.6 Geographic Information Systems (GIS) Customers Buildings Streets Reality

© 2004, David Gadish, Ph.D.7 Traditional Business Databases “ Not Easy to Interpret ”

© 2004, David Gadish, Ph.D.8 Visualization “ Worth a Thousand Words ”

© 2004, David Gadish, Ph.D.9 Asking A Question – Interaction

© 2004, David Gadish, Ph.D.10 Maps and Database are “ Interactive ”

11 Applications of GIS

© 2004, David Gadish, Ph.D.12 Some ways GIS is Used  Emergency Services – Fire & Police  Environmental – Monitoring & Modeling  Business – Site Location, Delivery Systems  Industry – Transportation (Fleet Mgmt), Communication,  Mining, Pipelines, Healthcare  Government – Local, State, Federal, Military  Education – Research, Teaching Tool, Administration

© 2004, David Gadish, Ph.D.13 GIS for Business  The following are key areas of interest for businesses: –Marketing –Sales –Inventory –Demographic profiles –Mailing lists, and much more.

© 2004, David Gadish, Ph.D.14 GIS for Business  At the core of this business information is an: –Address –A service boundary –A sales territory –or a delivery route that can be illustrated and interactively managed on a map.

© 2004, David Gadish, Ph.D.15 GIS for Business  By tying business information to specific locations on interactive maps, businesses can: –identify business patterns –understand relationships not apparent from static tables and charts

© 2004, David Gadish, Ph.D.16 Example: Banking and Insurance Companies  GIS technology provides financial users with insight about their customer's purchasing habits, financial behavior, and needs for additional products or services.  As a result, banks are able to target their best prospects and not misdirect marketing and advertising resources.

© 2004, David Gadish, Ph.D.17 Real Estate Where to buy a home?

© 2004, David Gadish, Ph.D.18 Learn GPS  A GPS receiver is a device that communicates with satellites to determine locations.  Learn to navigate using the Global Positioning System (GPS).

© 2004, David Gadish, Ph.D.19 Learn How GPS Works With GIS  Use GPS for GIS data collection and data maintenance is essential for timely decision-making and the wise use of resources.

20 Current Projects City of Los Angeles Los Angeles Airport (LAX)

© 2004, David Gadish, Ph.D.21 City of Los Angeles

© 2004, David Gadish, Ph.D.22 City of Los Angeles  Economic Development  Business Improvement Districts  Revitalization Districts  City Infrastructure Evaluation and Upgrade  Bureau of Street Services

© 2004, David Gadish, Ph.D.23 Airport Assets Mapping

© 2004, David Gadish, Ph.D.24 Pavement Condition Mapping w/GPS Tracking Airside-1 Pavement PCC 6-09-XX 3-11-XX A1 Airside-1 Ramp Pav Type Date Paved Last Inspected Condit’n Index

© 2004, David Gadish, Ph.D.25 More About GIS  Register for my course next quarter (Winter):  CIS – GIS: Introduction to Business GIS  Mondays 6:10pm  9:00pm  Fun course!

© 2004, David Gadish, Ph.D.26 When Can I Use GIS In A Project ?  Any projects that have data that consists of a location component  Likely that people involved not aware how GIS can help – show them what it can do

© 2004, David Gadish, Ph.D.27 What is Involved in Managing GIS Projects ?  All components PM aspects discussed in this course: –They have implications related to the location component  GIS specific aspects: –GIS data –GIS data acquisition, maintenance and QC

© 2004, David Gadish, Ph.D.28 Examples of GIS Projects  Discussed in class

29 Project Communications Management Chapter 10

© 2004, David Gadish, Ph.D.30 Learning Objectives  Understand the importance of good communication on projects and describe the major components of a communications management plan  Discuss the elements of project communications planning, including information distribution, performance reporting, and administrative closure  Discuss various methods for project information distribution and the advantages and disadvantages of each

© 2004, David Gadish, Ph.D.31 Learning Objectives  Understand individual communication needs and how to determine the number of communications channels needed for a project  Understand how the main outputs of performance reporting help stakeholders stay informed about project resources

© 2004, David Gadish, Ph.D.32 Learning Objectives  Recognize how the main outputs of administrative closure are used to formally end a project  List various methods for improving project communications, such as managing conflicts, running effective meetings, using effectively, and using templates  Describe how software can enhance project communications

© 2004, David Gadish, Ph.D.33 Importance of Good Communications  The greatest threat to many projects is a failure to communicate  Our culture does not portray IT professionals as being good communicators  Research shows that IT professionals must be able to communicate effectively to succeed in their positions  Strong verbal skills are a key factor in career advancement for IT professionals

© 2004, David Gadish, Ph.D.34 Project Communications Management Processes  Communications planning: determining the information and communications needs of the stakeholders  Information distribution: making needed information available in a timely manner

© 2004, David Gadish, Ph.D.35 Project Communications Management Processes  Performance reporting: collecting and disseminating performance information  Administrative closure: generating, gathering, and disseminating information to formalize phase or project completion

© 2004, David Gadish, Ph.D.36 Communications Planning  Every project should include some type of communications management plan, a document that guides project communications  Creating a stakeholder analysis for project communications also aids in communications planning

© 2004, David Gadish, Ph.D.37 Communications Management Plan Contents  A description of a collection and filing structure for gathering and storing various types of information  A distribution structure describing what information goes to whom, when, and how  A format for communicating key project information

© 2004, David Gadish, Ph.D.38 Communications Management Plan Contents  A project schedule for producing the information  Access methods for obtaining the information  A method for updating the communications management plans as the project progresses and develops  A stakeholder communications analysis

© 2004, David Gadish, Ph.D.39 Sample Stakeholder Analysis for Project Communications

© 2004, David Gadish, Ph.D.40 Information Distribution  Getting the right information to the right people at the right time and in a useful format is just as important as developing the information in the first place  Important considerations include –using technology to enhance information distribution –formal and informal methods for distributing information

© 2004, David Gadish, Ph.D.41 What Went Wrong? A well publicized example of misuse of comes from the 1998 Justice Department's high profile, antitrust suit against Microsoft. emerged as a star witness in the case. Many executives sent messages that should never have been put in writing. The court used as evidence, even though the senders of the notes said the information was being interpreted out of context. See example of misunderstanding “pedagogical approach” on p. 358

© 2004, David Gadish, Ph.D.42 Media Choice Table

© 2004, David Gadish, Ph.D.43 The Impact of the Number of People on Communications Channels

© 2004, David Gadish, Ph.D.44 Performance Reporting  Performance reporting keeps stakeholders informed about how resources are being used to achieve project objectives –Status reports describe where the project stands at a specific point in time –Progress reports describe what the project team has accomplished during a certain period of time

© 2004, David Gadish, Ph.D.45 Performance Reporting –Project forecasting predicts future project status and progress based on past information and trends –Status review meetings often include performance reporting

© 2004, David Gadish, Ph.D.46 Administrative Closure  A project or phase of a project requires closure  Administrative closure produces –project archives –formal acceptance –lessons learned

© 2004, David Gadish, Ph.D.47 Suggestions for Improving Project Communications  Manage conflicts effectively  Develop better communication skills  Run effective meetings  Use effectively  Use templates for project communications

© 2004, David Gadish, Ph.D.48 Conflict Handling Modes, in Preference Order  Confrontation or problem-solving: directly face a conflict  Compromise: use a give-and-take approach  Smoothing: de-emphasize areas of differences and emphasize areas of agreement  Forcing: the win-lose approach  Withdrawal: retreat or withdraw from an actual or potential disagreement

© 2004, David Gadish, Ph.D.49 Conflict Can Be Good  Conflict often produces important results: –new ideas –better alternatives –motivation to work harder and more collaboratively

© 2004, David Gadish, Ph.D.50 Conflict Can Be Good  Groupthink can develop if there are no conflicting viewpoints  Research by Karen Jehn suggests that task- related conflict often improves team performance, but emotional conflict often depresses team performance

© 2004, David Gadish, Ph.D.51 Developing Better Communication Skills  Companies and formal degree programs for IT professionals often neglect the importance of developing speaking, writing, and listening skills  As organizations become more global, they realize they must invest in ways to improve communication with people from different countries and cultures  It takes leadership to improve communication

© 2004, David Gadish, Ph.D.52 Running Effective Meetings  Determine if a meeting can be avoided  Define the purpose and intended outcome of the meeting  Determine who should attend the meeting  Provide an agenda to participants before the meeting  Prepare handouts, visual aids, and make logistical arrangements ahead of time  Run the meeting professionally  Build relationships

© 2004, David Gadish, Ph.D.53 Using Effectively  Make sure that is an appropriate medium for what you want to communicate  Be sure to send the to the right people  Use meaningful subjects  Limit the content to one main subject, and be as clear and concise as possible  Limit the number and size of attachments

© 2004, David Gadish, Ph.D.54 Using Effectively  Delete you don’t need, and don’t open it if you question the source  Make sure your virus software is up to date  Respond to and file s quickly  Learn how to use important features

© 2004, David Gadish, Ph.D.55 Using Templates for Project Communications  Many technical people are afraid to ask for help  Providing examples and templates for project communications saves time and money

© 2004, David Gadish, Ph.D.56 Using Templates for Project Communications  Organizations can develop their own templates, use some provided by outside organizations, or use samples from textbooks  Companies that excel in project management make effective use of templates

© 2004, David Gadish, Ph.D.57 Sample Template for a Project Description

© 2004, David Gadish, Ph.D.58 Sample Template for a Monthly Progress Report

© 2004, David Gadish, Ph.D.59 Sample Template for a Letter of Agreement for a Class Project

© 2004, David Gadish, Ph.D.60 Outline for a Final Project Report

© 2004, David Gadish, Ph.D.61 Final Project Documentation Items

© 2004, David Gadish, Ph.D.62 Gantt Chart Template for a Class Project

© 2004, David Gadish, Ph.D.63 Guidance for Student’s Lessons Learned Report

© 2004, David Gadish, Ph.D.64 Sample Template for a Project Web Site

© 2004, David Gadish, Ph.D.65 Developing a Communications Infrastructure  A communications infrastructure is a set of tools, techniques, and principles that provide a foundation for the effective transfer of information –Tools include , project management software, groupware, fax machines, telephones, teleconferencing systems, document management systems, and word processors

© 2004, David Gadish, Ph.D.66 Developing a Communications Infrastructure –Techniques include reporting guidelines and templates, meeting ground rules and procedures, decision-making processes, problem-solving approaches, and conflict resolution and negotiation techniques –Principles include using open dialog and an agreed upon work ethic

© 2004, David Gadish, Ph.D.67 Using Software to Assist in Project Communications  There are many software tools to aid in project communications (see pages for several examples)  Today more than 37 percent of people telecommute or work remotely at least part-time  Project management software includes new capabilities to enhance virtual communications  Project 2002’s enterprise edition includes features for portfolio management, resource management, and collaboration

© 2004, David Gadish, Ph.D.68 Questions?

© 2004, David Gadish, Ph.D.69 Next Week’s Agenda  Project Risk Management (Ch 11)  Student Project Presentations