1. 2. Discussion question
It has been suggested that more ethical mistakes result from failure of imagination than from failure of moral principle. If you cannot think of alternative courses of action, you have few choices. A practical aspect of ethical reasoning involves determining whether all available options are exhausted. Do you agree?

2. 2. Discussion question
Read and comment on the interview with a project manager at the end of Chapter 2 & 3.

3. DEFINING IT PROJECT SCOPE

4. 3. Project scope Two important interrelated questions:
What is to be developed?
How it should be developed?
This is true for
Developers (project manager and team members) and
Recipients (users and sponsors)
Both must be clear on project ‘intent’.

5. 3. Project specifications
Project success is closely tied with user needs specification.
It is important for the developers to understand exactly what the project is expected to accomplish.
Effective allocation of resources is dependent on it.
It saves time by eliminating features that have little value to the customer.

12. 3. Project scope
Project scope is the guide for developing project plan.
Project plan is the guide for project execution.
Thus, project success is directly linked with the project scope.
Project scope is developed by the project manager in close collaboration with the customer.

13. 3. Project scope content It clearly describes deliverables that are:
Realistic and
Doable
It is a source for measuring progress and controlling quality.
It must be clear on:
Overall objectives
Specific deliverables
Milestones
Needed resources

14. 3. Overall objectives
Example, “to develop and implement a web based inventory system that integrates all suppliers within 18 months at an approximate cost of $100,000.”
This statement suggests what is expected, when it is expected, and at what cost.

15. 3. Deliverables Must be defined with specific time and cost projected.
Example, “a prototype of a system within two months at the cost of $25,000.”
Deliverables are used as a base to assign responsibilities and evaluate performance.
Collectively, deliverables accomplish the overall objectives of the project.

16. 3. Milestones
A milestone reflects an event - a point in the life of the project when a significant accomplishment has been made.
Example, prototype test is complete
Milestones are based on deliverables and used to monitor progress. Once milestones fall behind schedule it is an indication that the entire project may be delayed.
They must be easily recognized by all team members and sponsors.

17. 3. Resources Divided into three main components:
human resources (talent and skills required in the team).
facilities and equipment (communication channels, testing tools).
organizational (support, collaboration with inside and outside entities).
Exclusion or exemption clauses can be included when unusual situations are expected.
Once agreed, get developers and sponsors to sign the project scope statement.

18. 3. Project charter
Used to get authorization for a project and includes:
project title
project sponsors
project manager’s name
start date
project objectives
project cost and resources
completion or due date
Does not replace ‘scope’ and is not always used.

19. 3. Project charter example
Project title: OS migration from NT to XP
Project sponsors: IT Support Services
Project manager: Misty Blue
Start date: November 1, 2004
Project objectives: Upgrade operating systems to XP for all employees within 6 weeks. See attached page for the list of eligible employees.
Project cost: Budgeted $50,000 for labor costs and $20,000 for software.
Completion date: December 15, 2004
Comments: We expect Dew Berry and Jap Napa from Instructional Development Office to work on this project. See attached for the list of team members.

20. 3. Work breakdown structure
Breaks down the entire project into manageable parts.
Each part becomes a ‘work unit’ with its cost, responsibility, due dates, and so on assigned to it.
It is similar to an organizational chart where a quick glance will tell us the number of divisions, the hierarchy, people responsible for each division, size of each division, and so on.

21. 3. Organizational chart

22. 3. WBS – Webpage project
Consider, for example, a simple information system project that has the objective of developing a webpage for a small business. You may break down this project to three phases of:
Design
Development
Implementation
These activities are further defined as:

23. 3. WBS – Webpage project Design phase involves
Needs analysis determined through interviews with the business owner and employees.
Review and selection of software and languages
Development phase involves
Purchase software
Write programs and test
Review the product with the user
Make revisions based on feedback from the user
Implementation phase involves
Select server site
Obtain permission
Install and test

24. 3. WBS – Webpage project Phase Activity Description Due date
Team member
1. Design
1.1 Needs analysis
1.2 Software selection
2 days
Greg
Fred
2. Development
2.1 Purchase software
2.2 Write program
2.3 Review with user
2.4 Make revisions
1 day
4 days
Matt
3. Implementation
3.1 Select server
3.2 Obtain permission
3.3 Install system
1 days
Jennifer

25. 3. WBS – Coding scheme 1.0 Design 1.1 Needs analysis
Define owner needs
Define user needs
1.2 Software selection
Define system needs priorities
Survey available software
Recommend software choice
2. Development
2.1 Purchase software
2.2 Write program
2.3 Review with user
2.4 Make revisions
3. Implementation

26. 3. WBS - Change
Most information systems go through several changes before they are complete.
It is important to update all records once a change has been made.
Software packages such as MS Project will update all documents once a change has been made to a work unit.

27. 3. WBS – As a Mgmt. tool To monitor progress.
To evaluate cost, time, and quality.
Assign responsibility for each ‘work unit’ or ‘work package’.
To control quality; each work unit is a control point.
It helps communication and documentation.
Has clearly defined deliverables.

28. 3. WBS - Approach
Top-down – start from the highest level and work your way down to the lowest level.
Good when the project manager can visualize the entire project.
Bottom-up - start from the lowest level and work your way up toward the overall project level.
Good to involve team members and utilize expertise. Time consuming.

29. 3. WBS – Check list
Work units must be clear and understood by those responsible.
Each work unit must be independent of other work units for ease of allocating resources.
Each work unit must have one person responsible even if multiple individuals work on it.
The sum of work units must result in the project outcome.
Team members must be involved in its development.

30. 3. Work unit responsibility chart
Deliverables
Greg
Matt
Jennifer
Fred
Define owner needs
Principle
Define user needs
Support
Define system needs priorities
Survey available software
Recommend software choice
…..

31. 3. Work unit responsibilities
Document and communicate
Use a form; could be a simple one like the table on the previous slide.
Responsibility chart also describes authority.
The chart helps coordinate between units especially for large projects.
Lack of clear responsibility and authority is often the source of misunderstanding, poor coordination, and discontent.

33. 3. Discussion question
What would you do in cases where deliverables are difficult to define?
Can you use milestones as deliverables?
How does WBS differ from project network? How are the two linked?

34. 3. WBS - Hierarchical breakdown

35. 3. WBS - Levels

36. 3. Assignment 1
Start working on your assignment 1 that is due next week:
“Describe an information system project, define its scope, list major activities involved in that project, and develop a work breakdown structure for it.”