1. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-1

2. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-2 Chapter 2: Human Aspects IS project work environments Common project team problems Communication Differences: Functional & Project

3. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-3 Cooperation IS projects bring diverse people together –Working with computers creates a machine focus in some –Working with people creates a different mindset –IS project managers need to make both work together

4. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-4 IS Project Features Very valuable Highly diverse –Web sites –Transactional processing –Decision support systems –Enterprise resource planning systems

5. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-5 Waterfall Development Model StagePersonnel Feasibility analysisSystems analysts, users, finance Software requirementsSystems analysts, users Product designSystems analysts Detailed designSystems analysts CodingProgrammers, Testers IntegrationSystems analysts, Programmers, Testers, System administrators ImplementationSystem administrators, Testers, users Operation & MaintenanceMaintenance

6. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-6 IS Group Conflict Conflict inherent in –Human organizations –information systems Lack of trust & understanding Hostility Frustration Barki & Hartwick [2001] Disagreement Interference Negative emotion

7. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-7 IS Project Characteristics & Conflict Barki & Hartwick [2001] IndividualTeamProjectOrganization PersonalitySizeTime pressure Culture BackgroundHeterogeneityResourcesForm Role & statusLeadershipSuccess Individual goals ParticipationTop support History

8. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-8 Individual Characteristics Personality –Technical people tend to dominate IS projects –Users need to participate as well Background –Different education, experience Organizational Role & Status –Hierarchical power won’t match expertise Individual Needs & Goals

9. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-9 Team Characteristics Team size –Larger tends to have more conflict Team heterogeneity –More diverse tends to have more conflict Team Leadership Participation History

10. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-10 Project Characteristics Time pressure inherent in most IS projects –People react differently Resource constraints –Often have to work with what’s available Success criteria –Expectations Top management support

11. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-11 Organizational Characteristics Organizational culture Form of organization –Many project organizations use Matrix Creates high pressure, highly dynamic environment

12. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-12 Conflict & Performance Better to avoid interpersonal conflict –High conflict in some high performing groups Need to be able to reach closure –Low performing groups often had less conflict until the end Encourage –Open discussion –High levels of personal respect –Cohesive & supportive team leadership

13. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-13 Organizational Forces Impeding IS Success Ward [1995] 1.Project scope & objectives rarely communicated to project team 2.Business rationale for project rarely disseminated 3.Project budgets inaccurate (or skipped) 4.Lack of project support 5.Project control contested or not firmly established 6.Rules changed during project execution

14. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-14 Project Communication Communications barriers natural –Within or across organizations In traditional organizations, people cope –In Projects, don’t know ropes (projects are new)

15. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-15 Customer Relationship Management Marks & Frolick [2001] Popular advanced information technology Data mine large sets of data –Find details of what each customer wants –Customer segmentation –Cross-selling Very expensive –Return can be very high

16. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-16 CRM Project Implementation of data warehouse –Needed to store large amount of data –Monitor value of each customer –Cross-selling opportunities Hired consultant to help implement –Needed to merge many brand files Problems –Defining database fields –Lack of cooperation across brands –No influential project champion –Consultant didn’t understand organization

17. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-17 CRM Project cont. Initial project failed Second attempt –More focused goals established –New project leadership –Consultants let go –Less functionality, more controllable 2 nd effort successful, project profitable

18. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-18 Project Managers Get work done through outsiders –Diverse people on project team Different skill sets From different organizations Projects are temporary –Matrix common Dual lines of authority Requires ability to convince Generalist rather than specialist

19. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-19 Comparison Functional managerProject manager Clear authority; quasi- permanent; can direct Low authority; temporary; must convince Established organizationDeveloping organization Long-term relationshipsShort-term relationships Small set of skills managedDiverse set of skills managed

20. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-20 Summary Information systems projects very valuable Many difficulties in managing personnel –New activities –Diverse people –Dynamic environment –Pressure (time, budget) IS Project Managers need special abilities –Get things done without authority