© McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-1 Session 2: Human Aspects of Information System Project Management

© McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-2 Learning Outcomes Students be able to identify the role of human resources in managing project Students be able to explain the role of project manager

© McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-3 Discussion Topics Communication Differences: Functional & Project

© McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-4 References Information Systems Project Management, David Olson, Olson, David L., 2003, Introduction to Information Systems Project Management, 2nd Ed., McGrawHill, ISBN: Schwalbe, Kathy, 2003, Information Technology Project Management, 3rd Ed., Course Technology, Inc., ISBN:

© McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-5 Organizational Forces Impeding IS Success Ward [1995] 1.Project scope & objectives rarely communicated to project team 2.Business rationale for project rarely disseminated 3.Project budgets inaccurate (or skipped) 4.Lack of project support 5.Project control contested or not firmly established 6.Rules changed during project execution

© McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-6 Project Communication Communications barriers natural –Within or across organizations In traditional organizations, people cope –In Projects, don’t know ropes (projects are new)

© McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-7 Customer Relationship Management Marks & Frolick [2001] Popular advanced information technology Data mine large sets of data –Find details of what each customer wants –Customer segmentation –Cross-selling Very expensive –Return can be very high

© McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-8 CRM Project Implementation of data warehouse –Needed to store large amount of data –Monitor value of each customer –Cross-selling opportunities Hired consultant to help implement –Needed to merge many brand files Problems –Defining database fields –Lack of cooperation across brands –No influential project champion –Consultant didn’t understand organization

© McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-9 CRM Project cont. Initial project failed Second attempt –More focused goals established –New project leadership –Consultants let go –Less functionality, more controllable 2 nd effort successful, project profitable

© McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-10 Project Managers Get work done through outsiders –Diverse people on project team Different skill sets From different organizations Projects are temporary –Matrix common Dual lines of authority Requires ability to convince Generalist rather than specialist

© McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-11 Comparison Functional managerProject manager Clear authority; quasi- permanent; can direct Low authority; temporary; must convince Established organizationDeveloping organization Long-term relationshipsShort-term relationships Small set of skills managedDiverse set of skills managed

© McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-12 Summary IS Project Managers need special abilities –Get things done without authority