Project Management - topics Warm Up: Which factors determine the price for an IT-project? IVK – chapter 6 ‘Project Management’ discussion points ‘Waterfall’ versus ‘Agile’ approach to IT application project management Managing uncertainties in estimates Managing problems/risks IVK – chapter 7 ‘Runaway Project’ discussion points Why is the IR project in difficulties? What should Barton do to get the project back on track? The CISCO case – discussion point How do you evaluate the decisions they make?

Warm Up - a hypothetical situation The CIO of a Danish insurance company has hired you as an external project manager. She says: “I want you to be project manager for our project ‘New Customer System’. I urgently need a fixed price and a plan.” What do you need to know and why?” The CIO is not known for her patience and you should only request the most important information.

Warm Up - a hypothetical situation (my own 3 minute list) Is the project important for the CEO? (on top 5 on the to-do list)? Can I get the best team? What is the stakeholder complexity / organizational maturity? What is number of interfaces to other systems? What is the data quality of current customer data? What is the functional scope? Any preferences regarding software vendor / technology?

IVK – ‘Project Management’ discussion points ‘Waterfall’ versus ‘Agile’ approach to IT application project management. Pro et contra Managing uncertainties in estimates / budgeting for uncertainties Is it a good solution to ‘overestimate’ based on estimate uncertainty? Is it a good solution to operate with 2 plans: An internal and an external? Managing problems/risks How do you as a PM ensure you get ‘early warnings’ regarding problems/risks?

IVK – ‘Runaway project’ discussion points Why is it ‘Infrastructure Replacement’ project in difficulties? Are they actually doing anything right? What should Barton do to get the project back on track? Should he fire the system integrator? What else should he do?

‘CISCO case’ discussion points How do you evaluate the following decisions. To let each division decide systems for them selves – based on common architecture. CISCO’s accept of doing nothing until the big break down The approach: Standard package, big bang, few customizations Fast RFP-process: 10 days to prepare – 2 weeks to respond Decide for duration before scope Budget based on ‘value’ not ‘cost’ The Conference Room Pilot approach with CRP0 – CRP4 Reverse decision regarding ‘few customizations’ – including selecting a package Deselect historic data as part of the solution Go live with so many problems that the first months are very painful for the business