1. Welcome to Project Management
Information Systems Project Management, that is….
A Capstone Course for Undergrad MIS
INSTRUCTOR: Dr. Burns
Off Hrs:
By appointment: , BA E306
BlackBoard: or

2. TEXTS & REFERENCE:
Larson and Gray, Project Management: The Managerial Process, 6th edition, 2014
Burns, Project and Process Management (will be made available one chapter at a time) 2017
REFERENCE
Goldratt, Critical Chain, 1997

3. Outline for Today Course Objectives Requirements for Completion Jobs
Term Project
Burns--Chapter 1

4. Course Topics Present technology of Project Management
Companies have organized around processes and projects
MIS Advisory Board has mandated this course for 20 years
Present contemporary topics
Focus on systems (processes)
Focus on best practices
Focus on rapid completion times
Objectives are listed on page 5 of your syllabus (today’s handout)

5. Introduction of Lecturer
Holds the PMP credential from PMI
Taught the course for more than twenty years, from a half dozen different texts
Participated in several projects over many years as both project professional and project manager
Written many papers and a book about Project Management
An active area of writing and research interest

6. Requirements for Completion
Two EXAMS and a FINAL, each worth 18%
Term Project, worth 23%
Homework, worth 12%
Class attendance/participation, worth 11%

7. The Larson Text book
Cost: for the electronic version of the sixth edition--$ Cost: Used off of Amazon--$ Cost: to rent off of Amazon--$65.49

8. GRADING 90-100 -- A 80-89.999 -- B 70-79.999 -- C 97.5 – up -- A+
Similarly for
B, C and D

9. My Expectations of You Attend class—attendance is noted
Perform reading assignments before coming to class
Do most work in teams—of four
Homework and exams will be completed individually
Tech policy for academic honesty enforced
Assistance for Disabled students
The seat you sit in on Thursday will be your seat for the duration of the semester—we will collect seat data on Thursday, Aug 31

10. You may want to join PMI – Project Management Institute (PMI student membership fee is $32 a year.)
Can learn to be credentialed—CAPM and better…PMP
A TTU student chapter has been formed (no cost to join and/or attend the meetings)
Our first PMI meeting will be 7 pm, Tuesday September 26, 2017 (room: TBA)—if you attend, 10 extra credit points will be added to your class participation grade.

11. Course Deliverables—Pages 2-4 of your syllabus
Preliminary proposal (one-page description) – also called Statement of Work - due —one week from today
This will not be graded
You must have your teams formed and your project topic decided upon to submit this.
Requirements Document due
Project Plan due
Your plan must consist of at least 60 tasks/steps/activities
Proposal due
Project Earned Value Analysis due
Final Project due
Possible Topics are discussed in Syllabus
Format/Grading is discussed in Syllabus

12. Project Topics Taken from past employment involvements
Taken from current involvements
May use extensions of analysis project completed for ISQS 4348
Based on a prototypical contemporary initiative
Your project can produce a produce or deliver a service

13. Term Project Protocol Performed in groups of four
You get to choose team & topic
Will require a presentation beginning and concluding on 12-5

14. Project Expectations
Doesn’t have to be actually performed to completion
Must be completely planned in detail, however
completely Scheduled
completely Resourced
completely Budgeted, costed
Must include Preliminary (one page) and formal proposals as appendices
Must include all course deliverables as appendices except the mid-semester report
Must consist of at least 60 steps (tasks)

15. Final Project Format Title Page Executive Summary Body
Description of the Problem
Goal and Success Criteria
Assumptions/Risks
Recommended prescriptive Software Solution
Impediments/Obstacles
Current Status
Lessons Learned
8-page minimum for the material above
Bibliography
Appendices

16. Appendices Requirements Document Project Plan Formal Proposal
(old grade sheet and a description of revisions)
Revised document and then Old document
Project Plan
old grade sheet and a description of revisions)
Formal Proposal
Earned Value Analysis
See Burns, Chapter 11 for more details as to format

17. Questions About course requirements About project About exams
About homework

18. AGILE, Scrum, Rup Contemporary Topics Internet Development
XML/Visual Interdev Projects
Lean-Agile Project Management
Systems Thinking/Integration
Process Improvement, Innovation, Reengineering
Process Impediment Identification and Removal
Process/Project Maturity and Learning
AGILE, Scrum, Rup

19. What about SCRUM and RUP?
SCRUM is an Agile technique whereby the total development effort is broken up into time boxes of 30-days duration and something of value is delivered within that time box (every 30 days).
RUP – Rational Unified Process—based on USE CASES—have you heard of Rational Rose??

20. The IT Business – the Outlook
Is very good
Project Management is strong
Some students got up to three offers last semester
Annual starting salaries for IT (MIS) majors are around 65k

21. IT Overseas/Mechanized Sourcing
Much of the programming has gone overseas to India, Ireland, Argentina, China, etc. But this has slowed, even reversed
There is even talk of mechanizing some complex code development work
But there is still a great need for project management, which does not get outsourced or offshored (Thomas Friedman)

22. Our Business -- Some Anomalies
Your first real work experience may involve maintenance, not development
It’s still true that you must know how to carve code
Systems Integration is an imperative
Formal analysis is too expensive for some initiatives
Many projects start at the design level and go to construction and execution.

23. What’s the deal with maintenance?
the 1 to 4 rule
80% of some MIS budgets

24. What is a project? Accomplished in teams
PMBOK – “a temporary endeavor undertaken to create a unique product, service or result”
A specific objective must be completed within certain specifications
Has a definite starting date and end date
Has funding limitations
Consumes resources (money, people, time, equipment)
Made up of activities (tasks)
Accomplished in teams

25. How does a Project differ from Operations?
Operations are sometimes accomplished by use of projects—25% of the time
Otherwise Operations are ongoing and don’t have a definite starting and stopping date
Such is true of batch operations, mass production, and continuous production

26. Sequential Work

27. Concurrent Teamwork

28. Characteristics of Projects

29. Sooo, What Is a Project, exactly??
A project is a temporary endeavor undertaken to create a unique product
As defined by the Project Management Institute
Attributes of projects
Unique
Temporary
Require resources, often from various areas
Should have a primary sponsor and/or customer
Involves risk and uncertainty
Has stakeholders

30. The Project LifeCycle: PMI
STAGE 1:
Initiating
STAGE 2:
Planning
STAGE 3:
Executing
STAGE 5:
Closing
STAGE 4:
Monitoring-and-Controlling
The Project LifeCycle: PMI

31. Project Life Cycle
FIGURE 1.1

32. Comparison of Routine Work with Projects
Routine, Repetitive Work
Taking class notes
Daily entering sales receipts into the accounting ledger
Responding to a supply-chain request
Practicing scales on the piano
Routine manufacture of an Apple iPod
Attaching tags on a manufactured product
Projects
Writing a term paper
Setting up a sales kiosk for a professional accounting meeting
Developing a supply-chain information system
Writing a new piano piece
Designing an iPod that is approximately 2 X 4 inches, interfaces with PC, and stores 10,000 songs
TABLE 1.1

33. How do IT Projects differ from ordinary projects?
Ordinary projects might be projects in construction, aerospace, defense, government, etc.
Each IT Project is unique and thus involves more risk
The technology is continually changing
Construction projects have much more definitive requirements, much less risk
There is less visibility

34. Compared to IT PROJECTS, construction projects have
Much more visibility
Much less risk
Much more maturity

35. How do IT Projects differ from ordinary projects, continued?
There is a tendency to spend too much time on concept definition and analysis (planning) in IT projects
There tends to be less organizational maturity in IT projects
Maturity is a big issue here
Watts Humphrey

36. How are IT Projects similar to ordinary projects?
They have all the common basic attributes of projects—starting point, stopping point, duration, finite, temporary, creating a deliverable or product, utilizing resources, accomplished in teams, consisting of steps (tasks), accruing cost, etc.
All projects involve risk, accrue expenditures, involve procurement, utilize human resources, entail communications, etc.

37. Who does project work? Accountants—each customer is a ‘project’
Engineers, Lawyers
Scientists, Administrators
Contractors—electrical, plumbing, AC
For these people project management is not a title but a critical job requirement

38. The Catch-22 in Software Development
The Catch-22 in Software Development
LIFECYCLE COSTS OVER TIME
Cost   
Development Maintenance Time

39. Project management involves
Initiating
Develop project charter and identify stakeholders
Planning
Definition of work requirements--WORK BREAKDOWN STRUCTURE--WBS
Determination of quantity and quality of work
Determination of what resources are needed when
Executing
Actual execution of the project tasks take place here
Tracking progress
Comparing actual to planned outcomes
Analyzing impact/Making adjustments
Closing and Terminating
Deliver the product. What went right?
What went wrong? What can be learned?
Monitoring and Controlling

40. Successful Project management requires completion of the project
on time
within budget
with the desired performance/technology level
with good customer satisfaction/relations
while using the assigned resources effectively
What is the probability of pulling this off for IT projects????

41. Further elements of success include
with acceptance by the customer/user
without disturbing the main work flow of the organization
without changing the corporate culture
{unless that is the objective of the project}

42. Why do bad things happen to good projects???
Ill-defined requirements
Poorly conceived project deliverable
No shared vision of what the project is to accomplish
Poor planning
No schedule
No budget
No concern for quality/risk/procurement
Resources don’t materialize when they are needed
Subcontractors don’t deliver on time
Requirements change
Technology changes

43. When is project management necessary?
when jobs are complex
when there are dynamic environmental considerations
when constraints on time and budget are tight
when there are several activities to be integrated
when there are functional boundaries to be crossed

44. Project management encompasses many disciplines
Operations management
Operations research
Psychology
Sociology
Organization theory
Organizational behavior
Systems thinking and management

45. GANTT CHART

46. MS PROJECT Gantt chart

47. Sample Gantt Chart*
*This template file comes with MS Project

48. NETWORK CHART 1

49. MS Project Network Chart

50. Sample Network Chart
Each box is a project task from the WBS. Arrows show dependencies
between tasks. The tasks in red are on the critical path. If any tasks on the critical path take longer than planned, the whole project will slip
unless something is done.

51. WORK BREAKDOWN 1

52. WORK BREAKDOWN 2

53. Motivation for Studying Information Technology (IT) Project Management
IT Projects have a poor track record
A 1995 Standish Group study found that only 16.2% of IT projects were successful
Over 31% of IT projects were canceled before completion, costing over $81 B in the U.S. alone
A 2009 ComputerWorld article listed “project manager” as the #1 position IT managers say they need most for contract help
Often, this leads to distributed PM
Projects create ¼ of the US and world GDP

54. The Triple Constraint
Every project is constrained in different ways by its
Scope goals
Time goals
Cost goals
It is the project manager’s duty to balance these three often competing goals

55. The Triple Constraint of Project Management

56. PMI’s Definition of Project Management?
Project management is “a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates that a project has a definite beginning and end.” (PMI*, Project Management Body of Knowledge (PMBOK Guide), 5th edition, 2013, pg. 2)
*The Project Management Institute (PMI) is an international professional society. Their web site is

57. Project Stakeholders
Stakeholders are the people involved in or affected by project activities
Stakeholders include
the project sponsor and project team
The project sponsor is the person who funds the project
support staff
customers
users
upper management
line management
suppliers
opponents to the project

58. Ten Project Management Knowledge Areas
Knowledge areas describe the key competencies that project managers must develop
Four core knowledge areas lead to specific project objectives (scope, time, cost, and quality)
Five facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management
One knowledge area (project integration management) affects and is affected by all of the other knowledge areas and integrates them

59. Facilitating Knowledge Areas
PM Knowledge Areas
Core Knowledge Areas
Facilitating Knowledge Areas
Project
Stakeholder Management

60. Project Management Framework—according to PMI

61. Project Management Tools and Techniques
Project management tools and techniques assist project managers and their teams in various aspects of project management
Some specific ones include
Project Charter and WBS (scope)
Gantt charts, PERT charts, critical path analysis (time)
Cost estimates and Earned Value Analysis (cost)
MS Project, BaseCamp, Visio, others

62. How Project Management (PM) Relates to Other Disciplines
Much of the knowledge needed to manage projects is unique to PM
However, project managers must also have knowledge and experience in
general management
the application area of the project
Project managers must focus on meeting specific project objectives

63. Project Management and Other Disciplines

64. History of Project Management
Modern project management began with the Manhattan Project, which the U.S. military led to develop the atomic bomb
In 1917 Henry Gantt developed the Gantt chart as a tool for scheduling work in job shops
In 1958, the Navy developed PERT charts
In the 1970s, the military began using project management software, as did the construction industry
By the 1990s, virtually every industry was using some form of project management

65. The Project Management Profession
A 2006 Fortune article called project management the “number one career choice”
Other authors, like Tom Peters and Thomas Stewart, stress that projects are what add value to organizations
Professional societies like the Project Management Institute have grown tremendously

66. Growth in PMP Certification, 1993-2014

67. Project Management Certification
PMI provides certification as a Project Management Professional (PMP)
A PMP has documented sufficient project experience, agreed to follow a code of ethics, and passed the PMP exam
The number of people earning PMP certification is increasing quickly

68. Code of Ethics
PMI developed a project management code of ethics that all PMPs must agree to abide by
Conducting work in an ethical manner helps the profession earn confidence
Ethics are on the web at

69. CAPM (Certified Associate in Project Management)
Requires passing an exam prepared by PMI only.

70. Agile Certified Practitioner (ACP)
Yet another credential offered by PMI
It is expected that by now more than 80% of all IT projects are agile projects
User when requirements are unknown and unstable (changing)

71. Discussion Questions
Give three examples of activities that are projects and three examples of activities that are not projects
How is project management different from general management?
Why do you think so many information technology projects are unsuccessful?