1. 1-1 Information Technology Project Management by Jack T. Marchewka Power Point Slides by Richard Erickson, Northern Illinois University Copyright 2003 John Wiley & Sons, Inc. all rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express permission of the copyright owner is unlawful. Request for further information information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information contained herein.

2. 1-2 Chapter 12 – Project Implementation, Closure, and Evaluation

3. 1-3 Chapter 12 Objectives Describe the three tactical approaches to information implementation and installation: (1) direct cutover, (2) parallel, and (3) phased, as well as compare the advantages and disadvantages of each approach.Describe the three tactical approaches to information implementation and installation: (1) direct cutover, (2) parallel, and (3) phased, as well as compare the advantages and disadvantages of each approach. Describe the processes associated with project closure to ensure that the project is closed in an orderly manner.Describe the processes associated with project closure to ensure that the project is closed in an orderly manner. Identify the four different project evaluations or reviews: (1) individual performance review, (2) postmortem review, (3) project audit, and (4) evaluation of the project’s MOV.Identify the four different project evaluations or reviews: (1) individual performance review, (2) postmortem review, (3) project audit, and (4) evaluation of the project’s MOV.

4. 1-4 Project Implementation Focuses on installing or delivering the project’s major deliverable – the information system that was built or purchasedFocuses on installing or delivering the project’s major deliverable – the information system that was built or purchased Three general tactical implementation plans:Three general tactical implementation plans: –Direct cutover –Parallel –Phased

5. 1-5 Direct Cutover

6. 1-6 Direct Cutover Old system is shut down and new turned onOld system is shut down and new turned on May be appropriate when:May be appropriate when: –Quick delivery critical –Old system so poor it must be replaced ASAP –System not mission critical Risks associated with direct cutover:Risks associated with direct cutover: –Not always painless – like walking a tightrope without a safety net. –May result in major delays, frustrated users, lost revenues, and missed deadlines –Places more pressure and stress on project team

7. 1-7 Parallel

8. 1-8 Parallel Old and new systems run concurrentlyOld and new systems run concurrently May be appropriate when problems or the failure of the system can have a major impact on the organizationMay be appropriate when problems or the failure of the system can have a major impact on the organization Provides a safety net or backup in case of problemsProvides a safety net or backup in case of problems Can increase confidence in the new systemCan increase confidence in the new system Takes longer and requires more re$ources than directTakes longer and requires more re$ources than direct Places more pressure on the usersPlaces more pressure on the users

9. 1-9 Phased

10. 1-10 Phased System is introduced in modules or in different parts of the organization incrementallySystem is introduced in modules or in different parts of the organization incrementally Allows for an organized and managed approach for implementing system modules or a system/upgrades in different departments or geographical locationsAllows for an organized and managed approach for implementing system modules or a system/upgrades in different departments or geographical locations Experience with early implementation can guide and make later implementations go more smoothlyExperience with early implementation can guide and make later implementations go more smoothly Takes longer and may cost more than the direct cutover approachTakes longer and may cost more than the direct cutover approach Problems encountered during early phases can impact the overall implementation scheduleProblems encountered during early phases can impact the overall implementation schedule

11. 1-11 Administrative Closure Normal – as plannedNormal – as planned Premature – early even if not completePremature – early even if not complete Perpetual – runaway, never endingPerpetual – runaway, never ending Failed – unsuccessful – cost of completion > MOVFailed – unsuccessful – cost of completion > MOV Changed Priority – due to resource constraints, misjudged value, needs changes, “starvation”Changed Priority – due to resource constraints, misjudged value, needs changes, “starvation”

12. 1-12 Realities of Project Closure Team members are concerned about future jobsTeam members are concerned about future jobs Bugs still existBugs still exist Re$ources are running outRe$ources are running out Documentation becomes importantDocumentation becomes important Promised delivery dates may not be metPromised delivery dates may not be met The players may possess a sense of panicThe players may possess a sense of panic

13. 1-13 Project Sponsor Acceptance Shortsighted vs. Knowledgeable SponsorsShortsighted vs. Knowledgeable Sponsors Likelihood of acceptance improved when:Likelihood of acceptance improved when: –Acceptance criteria clearly defined in the early stages of project –Completion of all project deliverables and milestones thoroughly documented

14. 1-14 Administrative Closure The Final Project Report includesThe Final Project Report includes –Project Summary –Comparison of Planned versus Actual –Outstanding Issues –Project Documentation List

15. 1-15 Administrative Closure The Final Meeting and PresentationThe Final Meeting and Presentation –Communicates that the project is over –Formally transfers the system from the team to the organization –Acknowledge contributions –Formal signoff

16. 1-16 Administrative Closure Closing the Project – requirements include:Closing the Project – requirements include: 1.Verifying that all deliverables and open items are complete. 2.Verifying the project sponsor or customer’s formal acceptance of the project. 3.Organizing and archiving all project deliverables and documentation. 4.Planning for the release of all project resources (i.e., project team members, technology, equipment, facilities, etc.). 5.Planning for the evaluations and reviews of the project team members and the project itself. 6.Closing of all project accounts. 7.Planning a celebration to mark the end of a (successful) project.

17. 1-17 Project Evaluation Individual Performance ReviewIndividual Performance Review –Begin with the individual evaluating his/her performance. –Avoid “why can’t you be more like….?” –Focus on specific behaviors, not the individual. –Be consistent and fair. –Reviews should provide a consensus on improving performance.

18. 1-18 Project Evaluation Postmortem Review – Between Project Manager and Project TeamPostmortem Review – Between Project Manager and Project Team –Review the initial project’s MOV. –Review the project scope, schedule, budget, and quality objectives. –Review each of the project deliverables. –Review the various project plans and Project Management Body of Knowledge (PMBOK) areas. –Review the project team performance.

19. 1-19 Project Evaluation Project AuditProject Audit –Preferably performed by an outside Auditor who should: Have no direct involvement or interest in project.Have no direct involvement or interest in project. Be respected and viewed as impartial and fair.Be respected and viewed as impartial and fair. Be willing to listen.Be willing to listen. Present no fear of recrimination from special interests.Present no fear of recrimination from special interests. Act in the organization’s best interest.Act in the organization’s best interest. Have broad base of project and/or industry experience.Have broad base of project and/or industry experience.

20. 1-20 Project Evaluation Evaluating Project Success – The MOVEvaluating Project Success – The MOV –Did the project achieve its MOV? –Was the sponsor/customer satisfied? –Was the project managed well? –Did the project manager and team act in a professional and ethical manner? –What was done right? –What can we do better next time?