1. Corporate Information Systems
Meltem Özturan

2. IP-CIS : CIS Project Management
Introduction to Project Management
Project Management Knowledge Areas
Overview of IS Projects
Project Life Cycle
Project Management Tools and Techniques

3. IP-CIS : CIS Project Management
Introduction to Project Management (IPM)
What is a Project?
Project Management
Project Management Associations
Benefits of Project Management
Role of the Project Manager

4. IP-CIS : CIS Project Management
IPM – What is a Project?
“... a temporary endeavour undertaken to create a unique product or service. Temporary means that every product has a definite end. Unique means that the product or service is different in some distinguishing way from all similar products and services.” (PMBOK)
“...an endeavour in which human (or machine), material and financial resources are organized in a novel way, to undertake a unique scope of work, of given specification, within constraints of cost and time, so as to deliver beneficial change defined by quantitative and qulitative objectives.” (Turner)

5. IP-CIS : CIS Project Management
IPM – What is a Project?
Features of a project:
Size
Scope
Cost
Time
Start and finish
Life-cycle
Budget
Non-repetitive
Resources
Single point of responsibility
Fast tracking
Team roles

6. IP-CIS : CIS Project Management
IPM – What is a Project?
The triple constraint:

7. IP-CIS : CIS Project Management
IPM – Project Management
“... the application of knowledge, skills, tools and techniques to project activities in order to meet stakeholder’s needs and expectations from a project.” (PMBOK)
“... the process of integrating everything that needs to be done (typically using a number of special project management techniques) as the project evolves through its life-cycle [form concept to handover] in order to meet the project’s objectives.” (Morris)

8. IP-CIS : CIS Project Management
IPM – Project Management
Project Life-Cycle:
“... Because projects are unique and involve a certain degree of risk, companies performing projects will generally subdivide their projects into several project phases to provide better management control. Collectively these project phases are called the project life-cycle.”
Phases of Project Life-Cycle:
Initiating Phase
Planning
Executing
Closing

9. IP-CIS : CIS Project Management
IPM – Project Management

10. IP-CIS : CIS Project Management
IPM – Project Management
Knowledge Areas (PMBOK) - Components Processes:
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communications Management
Risk Management
Procurement Management

11. IP-CIS : CIS Project Management
IPM – Project Management
Along with the project life-cycle and within the context of knowledge areas, special project management tools and techniques, that form part of the project management integrative process, can be used. Main tools and techniques are as follows:
Feasibility Analysis
Organizational Breakdown Structure
Work Breakdown Structure
Scheduling
Earned Value Analysis

12. IP-CIS : CIS Project Management
IPM – Project Management

13. IP-CIS : CIS Project Management
IPM – Project Management Associations
APM – Association of Project Managers
PMI – Project Management Institute
IPMA – International Association of Project Managers
A number of project management and associations and institutions have formed chapters around the world to encourage the development of project management as a profession, especially about the following project management issues:
Body of knowledge; Certification of project managers;
Unit standards; Ethics; Global forum

14. IP-CIS : CIS Project Management
IPM – Benefits of Project Management
Main Benefits of Project Management:
Better Efficiency in Delivering Services
Improved / Increased / Enhanced Customer Satisfaction
Enhanced Effectiveness in Delivering Services
Improved Growth and Development Within your Team
Greater Standing and Competitive Edge
Increase in Quantity
Better Flexibility
Increased Risk Assessment
Increase in Quality
Opportunities to Expand your Services

15. IP-CIS : CIS Project Management
IPM – Role of the Project Manager
Poject Manager → Single Point of Responsibility
Some Desirable Project Manager Attributes:
Ability to select and develop an operational team from a standing start
Leadership and management ability
Ability to anticipate problems, solve problems and make decisions
Ability to integrate the project stakeholders
Operational flexibility
Ability to plan, expedite and get things done
Ability to negotiate and get things done
Understand the environment within the project is being managed
Ability to review monitor and apply control
Ability to administer the contract, the scope of work and scope changes
Ability to manage within an environment of constant change
Ability to keep the client happy

16. IP-CIS : CIS Project Management
Project Management Knowledge Areas (PMKA)
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communications Management
Risk Management
Procurement Management

17. IP-CIS : CIS Project Management
PMKA - Integration Management
Integration management is concerned with identifying / defining the work of the project and then combining / integrating with the appropriate processes. It also includes managing issues and change, and replanning if required.
Integration management is used in project management to coordinate activities that occur across all of the process groups and knowledge areas. Monitoring and controlling project performance and the ability to be flexible when a decision or risk may impact multiple aspects of the project are important parts of integration management.

18. IP-CIS : CIS Project Management
PMKA - Integration Management
Integration management processes are:
Develop Project Charter
Develop Project Management Plan
Direct and Manage Project Execution
Perform Integrated Change Control
Monitor and Control Project Work
Close Project or Phase

19. IP-CIS : CIS Project Management
PMKA - Scope Management
Scope is;
The deliverables or work products that must be completed in order to achieve the project’s value.
Provides a boundary so that what needs to get done – gets done.
Defines what is part of the project team’s work and what is not.
Provides a link between the project’s value and the project plan.
Scope management is primarily concerned with defining and controlling what is or is not included in the project.

20. IP-CIS : CIS Project Management
PMKA – Scope Management
Scope management processes are:
Initiation
Scope Planning
Scope Definition
Scope Verification
Scope Change Control

21. IP-CIS : CIS Project Management
PMKA – Time Management
Time management typically refers to the skills, tools, and techniques used to manage time when accomplishing specific tasks, projects, and goals. To become an effective time manager, one should be able to clearly understand the activities of the project and have the necessary skill set to plan, schedule, and control a project timeline. Along with these skills, one must also be able to utilize time management tools to help analyze, measure, and assess time management techniques.

22. IP-CIS : CIS Project Management
PMKA – Time Management
Time management steps are
Define the Activities
Sequence the Activities
Estimate Activity Resources
Estimate Activity Durations
Develop the Schedule
Control the Schedule

23. IP-CIS : CIS Project Management
PMKA – Cost Management
Cost management includes the processes involved in planning, estimating, budgeting and controlling costs so that a project can be completed within the approved budget. The project manager is responsible for assuring that the project team develops cost estimates based on the best information available and revises those estimates as new or better information becomes available. The project manager is also responsible for tracking costs against the budget and conducting an analysis when project costs deviate significantly from the project estimate.

24. IP-CIS : CIS Project Management
PMKA – Cost Management
Cost management processes are:
Estimate Costs
Determine Budget
Control Costs

25. IP-CIS : CIS Project Management
PMKA – Quality Management
Quality can be defined as the final outcome being in compliance with the project’s requirements and/or how well the final product meets the intended use. Conforming to requirements and fitness for use are only two ways to define quality.
Quality management is concerned with ensuring that the final product meets the business needs. Some measures of quality are measurable during the project, while others cannot be measured for months after the project ends. It is important to remember that the customer decides if the quality of final product is acceptable or not.

26. IP-CIS : CIS Project Management
PMKA – Quality Management
Quality management processes are:
Quality Planning
Quality Assurance
Quality Control
Quality Improvement

27. IP-CIS : CIS Project Management
PMKA – Human Resources Management
Human resource management involves organizing and managing a project team. The team is usually made up of people with specific skills and responsibilities. The project team, also known as project staff, should be involved in plans and decision making from the beginning of the project. Team members should feel invested in the outcome of the project. This will increase loyalty and commitment to project goals and objectives. The number of team members and their responsibilities can change as the project develops.

28. IP-CIS : CIS Project Management
PMKA – Human Resources Management
Human resources management processes are:
Human Resource Planning
Acquire Project Team
Develop Project Team
Manage Project Team

29. IP-CIS : CIS Project Management
PMKA – Communication Management
Includes the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval and ultimate disposition of project information.
Project managers report that they spend 90% of their time communicating, which is not surprising since they are achieving results through the effort of others
Communication is the glue that connects the project stakeholders

30. IP-CIS : CIS Project Management
PMKA – Communication Management
Communication management processes are:
Identify Stakeholders
Plan Communications
Distribute Information
Manage Stakeholder Expectations
Report Performance

31. IP-CIS : CIS Project Management
PMKA – Risk Management
Risk management is the process of identifying, analyzing and responding to risks throughout the project. Early identification of risks is the responsibility of all project team members and is critical, as the earlier risks are identified the more time there is to perform risk analysis and plan the risk response. Communication of risks to stakeholders helps them understand the nature of the project and helps with managing their expectations. Proper risk management is a form of insurance to lessen the impact of potential adverse events. This is the area in which most organizations can improve project performance.

32. IP-CIS : CIS Project Management
PMKA – Risk Management
Risk management processes are:
Identify Risks
Prioritize Risks
Analyze Risks and Select Response Strategies
Plan Risk Responses
Monitor and Control Risks

33. IP-CIS : CIS Project Management
PMKA – Procurement Management
Procurement management deals with all the activities related to the purchase of goods and services from external suppliers to attain project scope and the corresponding reporting. It includes evaluating the risks involved with each make-or-buy analysis, reviewing the type of contract planned to be used with respect to avoiding or mitigating risks, sometimes transferring risks to the seller.

34. IP-CIS : CIS Project Management
PMKA – Procurement Management
Procurement management processes are:
Procurement Planning
Solicitation and Contract Award
Contract Management
Asset/Disposal – Close-Out

35. IP-CIS : CIS Project Management
Overview of IS Projects (OISP)
A system development process is a set of activities, methods, best practices, deliverables, and automated tools that stakeholders use to develop and maintain information systems and software.
It is often known as system development life cycle (SDLC) because every IS system is ‘born’ and eventually ‘dies’.

36. IP-CIS : CIS Project Management
OISP – IS Project Triggers
Information system projects are usually generated by
1.Problems
2.Opportunities
3.Directives

37. IP-CIS : CIS Project Management
OISP – IS Project Triggers
Goal of systems development is to produce a quality system
on time
within budget
that meets the user’s requirements

38. IP-CIS : CIS Project Management
OISP – Systems Development Life Cycle
SDLC is the series of steps used to manage the phases of development for an information system.
Phases are not necessarily sequential
Each phase has a specific outcome and deliverable
Individual companies use customized life cycles

39. IP-CIS : CIS Project Management
OISP – Systems Development Life Cycle
Commonly used SDLC:

40. IP-CIS : CIS Project Management
OISP – Status of IS Projects
30 % - Successful
50 % - Challenged
20 % - Impaired

41. IP-CIS : CIS Project Management
OISP – Status of IS Projects

42. IP-CIS : CIS Project Management
OISP – Top 10 Factors for IS Project Success
Rank
Success Factor 1
Executive Support 2
User Involvement 3
Experienced Project Manager 4
Clear Business Objectives 5
Minimized Scope 6
Standard Software Infrastructure 7
Firm Basic Requirements 8
Formal Methodology 9
Reliable Estimates 10
Other

43. IP-CIS : CIS Project Management
Project Life Cycle (PLC)
Project Origination
Project Initiation
Project Planning
Project Execution and Control
Project Closeout

44. IP-CIS : CIS Project Management
PLC - Phases
Project Origination - Evaluation of projects proposed for the next planning cycle and to reach a consensus on the projects to be selected.
Project Initiation - Beginning to develop the overall parameters of a selected project and establishing the appropriate project management and quality environment required to complete the project.
Project Planning - Definition of the exact parameters of a project to be sure that all pre-requisites for the next phase are in place.
Project Execution & Control - Development of the product or service that the project was commisioned to deliver.
Project Closeout - Assessment of the project and derivation of lessons learned and best practices to be applied to future projects.

45. IP-CIS : CIS Project Management
PLC – Relationship Between the PLC and SDLC

46. IP-CIS : CIS Project Management
PLC – Project Origination
Develop Project Proposals: Initial Business Case is made; and the initial project parameters are defined for each project concurrently
Evaluate Project Proposals: Projects are evaluated against a set of business criteria
Select Project(s): Selection of a project where a consensus is reached on the project’s feasibility and relative importance in comparison to other proposed projects

47. IP-CIS : CIS Project Management
PLC – Project Initiaton
Prepare for the Project
Define Cost/Scope/Schedule/Quality (CSSO)
Perform Risk Identification
Develop Initial Project Plan
Confirm Approval to Proceed to Next Phase

48. IP-CIS : CIS Project Management
PLC – Project Planning
Conduct Project Planing Kick-Off
Refine CSSO
Perform Risk Assessment
Refine Project Plan
Confirm Approval to Proceed to Next Phase

49. IP-CIS : CIS Project Management
PLC – Project Execution and Control
Conduct Project Execution and Control Kick-Off
Manage CSSO
Monitor and Control Risks
Manage Project Execution

50. IP-CIS : CIS Project Management
PLC – Project Closeout
Conduct Post-Implementation Review
Perform Administrative Closeout

51. IP-CIS : CIS Project Management
CourseWork
Consider a course project that you are required to lead. List what issues you have to think through to end up the project sucessfully (ie. get A).