1. The Project Infrastructure
Chapter 4

2. Announcements/Outline
Credit Suisse Events – Moved to 9/26
Case Study Presentation – Thursday, 9/14
Keda
Assignment #2 – Thursday, 9/14
Outline
Methods for Selecting Project (Review)
Project Integration Management
Overview
Project Charter
Project Planning Process
Slides in this presentation include material from John Wiley & Sons, Inc., (Copyright 2012,2015)

3. Methods for Selecting Projects
There are usually more projects than available time and resources to implement them
Methods for selecting projects:

4. Method: Focus on Broad Organizational Needs
It is often difficult to provide strong justification for many IT projects, but everyone agrees they have a high value Three important criteria for projects

5. Sample Weighted Scoring Model Criteria

6. Sample Weighted Scoring Model - Projects
A director has been charged with finding ways to address the strategic goals for technology set at the recent board meeting. He has suggested an upgrade to the system that will take about a year to complete. Because their system is currently quite complex, this is based on estimates which could change frequently. He has support from many executives to move forward and, if they stay on budget, there will be a positive NPV.
Project 2
A manager wants to create an internal site to track project success and failures. She estimates a 6 month timeline with minimal risk of running longer or costing more than estimates. For right now, the NPV is negative.

7. Sample Weighted Scoring Model - Projects
New system implementation that may take 18 months to complete. This implementation is being supported by the CIO and executives as it will enable the company to meet the new strategy to become a leader in customer service. The payback period is 4 years but it will result in positive NPV.

8. The Business Case has been approved, but…

9. Introduction
The Project Planning Phase Attempts to Answer the Following Questions:

10. Introduction (continued)
Project’s have…
An Infrastructure
A Governance structure
Required Resources (must be obtained)
A Project Charter

11. Project Governance Should flow from organizational governance
Provides a framework to ensure that a project aligns with a chosen business strategy while ensuring that the time, money, and resources provide real value to the organization.
Projects governance must define:

12. The Formal Organization
Formal groupings & specializations
Published Lines of
Authority
Responsibilities
Reporting Relationships
Communication
Decision-Making

13. The Organization and Project Resources
Copyright 2015 John Wiley & Sons, Inc.

14. Procuring External Project Resources
Project resources can be internal or externally acquired.
The decision depends on
Business process outsourcing, including offshoring, is one option for acquiring external resources

15. Figure 4.4 – The Project Outsourcing Model
Copyright 2015 John Wiley & Sons, Inc.

16. Procurement Planning
Begins by determining which project needs can be fulfilled internally or externally by the project team
Focuses on not only what can best be filled internally or externally, but
How
When
How Many
And Where these products or services will be acquired
A Request for Proposal (RFP) may be developed and used to solicit bids, quotes, or proposals for services or goods from prospective sellers.

17. Contracts Between Sellers and Buyers
Once a seller is selected, the buyer may enter into contract negotiations so that a mutual agreement can be reached
A contract is a document signed by the buyer and seller that defines the terms and conditions of the buyer-seller relationship. IT serves as a legally binding agreement that obligates seller to provide specific products, services, or even results, while obligating the buyer to provide specific monetary or other consideration.
Copyright 2015 John Wiley & Sons, Inc.

18. General Categories of Procurement-type Contracts
Fixed-Price or Lump-Sum Contracts
Cost-Reimbursable Contracts

19. The Project Charter

20. The Project Charter

21. What Should Be in a Project Charter?

22. Project Charter

23. Project Charter (cont.)

24. Project Planning Framework
Figure 3.4
Copyright 2012 John Wiley & Sons, Inc.

25. Project Planning Framework
The MOV Define the Project’s Scope:

26. Project Planning Framework
Subdivide the Project into Phases Tasks-Sequence, Resources, and Time Estimates

27. Project Planning Framework
Schedule and Budget

28. The Kick-Off Meeting

29. Exercise: MIS 411 or 413 Project Charters
Get together in groups and develop a quick charter for the project you are doing for analysis or design.
Remember to include:
Project Title and Start/End dates
Key Milestones
Objectives
Success Criteria
Roles/Responsibilities

30. CAPM - Project Integration Management
In the project management context, integration includes characteristics of unification, consolidation, articulation, and integrative actions that are crucial to project completion, successfully managing stakeholder expectations, and meeting requirements. Project Integration Management entails making choices about resource allocation, making trade-offs among competing objectives and alternatives, and managing the interdependencies among the project management Knowledge Areas. (71)

31. PMBOK – Knowledge Areas

32. Project Integration Processes
Develop Project Charter Develop Project Management Plan Direct and Manage Project Execution Monitor and Control Project Work Perform Integrated Change Control Close Project or Phase

33. Project Integration Management Processes
Process Group
Integration Management Process
Major
Output
Initiating
Developing the project charter
Project Charter
Planning
Developing the project management plan
Project Management Plan
Executing
Directing and managing project work
Deliverables, work performance info, change requests
Monitoring and Controlling
(1) Monitor/Control Project Work
(2) Perform Integrated Change
Control
(1) Change Requests
(2) Status updates
Closing
Close Project/Phase
Product Transition

34. Project Integration Management Summary

35. The Key to Overall Project Success: Good Project Integration Management
Project managers must coordinate all of the other knowledge areas throughout a project’s life cycle

36. Copyright 2012 John Wiley & Sons, Inc. All rights reserved
Copyright 2012 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in section 117 of the 1976 United States Copyright Act without express permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information herein.
Copyright 2012 John Wiley & Sons, Inc.