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Chapter 12: Project Management and Strategic Planning Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 1
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Learning objectives 1.Project definition 2.Project management processes 3.Project management software 4.Success and failure 5.IS strategic planning 6.Human element Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 2
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Electronic medical records $3 million project fell behind Some physicians did not support Many projects struggle because of project management Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 3
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ProjectsProcesses Temporary Own budgets and timelines Unique Uncertain Repeated Efficient and cost effective Streamlined and predictable Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 4 Update Figure Projects vs. processes
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Triple constraint Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 5
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Initiating Monitoring Planning Closing Executing Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 6 Project management processes
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Initiating Ground work Project charter Kickoff meeting Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 7
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Project management plan Deliverables Work breakdown structure Gantt chart Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 8 Planning
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Executing Coordinating efforts Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 9
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Monitoring Track progress Predecessors Critical path Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 10
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Closing End in orderly way Document lessons learned Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 11
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Role of project manager Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 12
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Project management software Managing time Managing people and resources Managing costs Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 13
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Why do projects fail? Lack of executive support Lack of stakeholder involvement Unclear requirements Scope creep Poor communications Escalation of commitment Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 14
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Success factors Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 15
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Strategic planning for IS Vision, principles, and policies Project portfolio management Disaster recovery Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 16
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Vision, principles, and policies Funding models Acceptable-use and security policies Enterprise architecture Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 17
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Deciding which projects to pursue Managing the portfolio Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 18 Project portfolio management
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Disaster recovery and business continuity Disaster recovery Business continuity Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 19
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Human element Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 20
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Summary 1.Project definition 2.Project management processes 3.Project management software 4.Success and failure 5.IS strategic planning 6.Human element Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 21
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Leading research and advisory company Hype cycle Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 22 Gartner case
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WestJetJetBlue Did not warn customers Did not reduce volume Migration glitches Long waits Communicated with customers Backup site and temporary agents High marks from observers Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 23 JetBlue and WestJet case
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Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 24
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