1. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-1 Session 2: Human Aspects of Information System Project Management

2. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-2 Learning Outcomes Students be able to identify the role of human resources in managing project Students be able to explain the role of project manager

3. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-3 Discussion Topics IS project work environments Common project team problems

4. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-4 References Information Systems Project Management, David Olson, Olson, David L., 2003, Introduction to Information Systems Project Management, 2nd Ed., McGrawHill, ISBN: 0-07-282402-6. Schwalbe, Kathy, 2003, Information Technology Project Management, 3rd Ed., Course Technology, Inc., ISBN: 0619159847.

5. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-5 What is Project Human Resouce Management? Organizational Planning, which involves identifying, assigning, and documenting project roles, responsibilities, and reporting relationships Staff acquisition, which involves getting the needed personnel assgined to and working on the project Team development, which involves building individual and group skills to enhance project performance

6. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-6 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

7. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-7 Motivation Theories Maslow’s Hierarchy of Needs: 1.Physiological 2.Safety 3.Social 4.Esteem 5.Self Actualization

8. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-8 IS Project Features Very valuable Highly diverse –Web sites –Transactional processing –Decision support systems –Enterprise resource planning systems

9. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-9 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

10. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-10 IS Group Conflict Conflict inherent in –Human organizations –information systems Lack of trust & understanding Hostility Frustration Barki & Hartwick [2001] Disagreement Interference Negative emotion

11. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-11 IS Project Characteristics & Conflict Barki & Hartwick [2001] IndividualTeamProjectOrganization PersonalitySizeTime pressure Culture BackgroundHeterogeneityResourcesForm Role & statusLeadershipSuccess Individual goals ParticipationTop support History

12. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-12 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

13. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-13 Team Characteristics Team size –Larger tends to have more conflict Team heterogeneity –More diverse tends to have more conflict Team Leadership Participation History

14. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-14 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

15. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-15 Organizational Characteristics Organizational culture Form of organization –Many project organizations use Matrix Creates high pressure, highly dynamic environment

16. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-16 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

17. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-17 Influence and Power H.J. Thamhain and D.L. Wilemon identified 9 influence bases available to project managers: –Authority –the legitimate hierarchical right to issue orders –Assignment-the project manager’s perceived ability to influence a worker’s later work assignments –Budget- the project manager’s perceived ability to authorize other’s use of discretionary funds –Promotion –the ability to improve a worker’s position –Money -the ability to increase a worker’s pay and benefits

18. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-18 Influence and Power (Cont’d) H.J. Thamhain and D.L. Wilemon identified 9 influence bases available to project managers: –Penalty –ability to dispense or cause punishment –Work challenge –ability to assign work that capitalize on a worker’s enjoyment of doing a particular task, which taps an intrinsic motivational factor –Expertise –perceive special knowledge that others deem important –Friendship –ability to establish personal relationships between PM with others

19. © McGraw-Hill/Irwin 2004 Information Systems Project Management—David Olson 2-19 Five Main Types of Power include: Coercive Power: punishment, threats or other negative approaches to get people to do things Legitimate Power: getting people to do things based on a position of authority Expert Power: using one’s personal knowledge and expertise to get people to change their behaviour Reward Power Referent Power: personal’s charisma

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)