2. J. R. Burns, Texas Tech University Welcome to Project Management n Information Systems Project Management, that is…. n INSTRUCTOR: Dr. Burns n Off Hrs: By appointment: 834-1547, BA E306 n Email: jburns@ba.ttu.edu

3. J. R. Burns, Texas Tech University TEXTS & REFERENCE: n Larson and Gray, Project Management,: the Managerial Process, 2011, Fifth Edition n Burns, Project and Process Management (will be handed out one chapter at a time) 2012-2013

4. J. R. Burns, Texas Tech University Outline for Today n Objectives n Requirements for Completion n Jobs n Term Project n Burns--Chapter 1

5. J. R. Burns, Texas Tech University Objectives n Present technology of Project Management Companies have organized around processes and projects, eliminating jobs MIS Advisory Board has mandated this course n Present contemporary topics n Focus on systems (processes) n Focus on best practices n Focus on rapid completion times n Objectives are listed on front page of your syllabus (today’s handout)

6. J. R. Burns, Texas Tech University Introduction of Lecturer n Taught the course for more than twenty years, from a half dozen different texts n Participated in several projects over many years as both project professional and project manager n Written many papers about Project Management n An active area of writing and research interest

7. J. R. Burns, Texas Tech University Copyright 2013 John Wiley & Sons, Inc. 1-6 Seating n The seat you sit in on the second session of class will be your seat for the duration of the class n A seating chart will be ‘made-up’ then

8. J. R. Burns, Texas Tech University Requirements for Completion n Two EXAMS, each worth 16% n FINAL worth 18% n Mid-semester report, worth 5% n Term Project, worth 22% n Homework, worth 15% n Class participation, worth 8%

9. J. R. Burns, Texas Tech University GRADING n 90-100 -- A n 80-89.9999 --B n 70-79.9999 --C n 97.5 – up -- A+ n 92.5 - 97.5 -- A n 90 – 92.5 – A- n Similarly for B and C

10. J. R. Burns, Texas Tech University My Expectations of You n Attend class—attendance is noted n Perform reading assignments before coming to class n Do most work in teams—of five Homework, mid semester report and exams will be completed individually n Tech policy for academic honesty enforced n Assistance for Disabled students

11. J. R. Burns, Texas Tech University You may want to become involved in PMI –Project Management Institute n Can learn to be credentialed—CAPM and better….PMP n A student chapter is being formed n It’s first meeting will be announced

12. J. R. Burns, Texas Tech University Will you be interviewing this semester?? n All students can self-register themselves at www.rawlscmc.ba.ttu.edu, by clicking on the RawlsCONNECT logo, and then on Students. www.rawlscmc.ba.ttu.edu n Next, create a resume and upload it onto RawlsCONNECT. Take advantage of the opportunities that are coming up in the CMC through researching the companies coming to campus and preparing yourselves for interviews with them.

13. J. R. Burns, Texas Tech University Course Deliverables—Page 6-7 of your syllabus n Preliminary proposal (one-page description) due 9-2-14—one week from today This will not be graded You must have your teams formed and your project topic decided upon to submit this n Requirements Document due 9-11-14 n Project Proposal due 10-28-14 n Project Plan due 10-30-14 n Mid-semester Report due 11-11-14 Won’t be included in your final term project report Done individually—not in teams

14. J. R. Burns, Texas Tech University More Course Deliverables n Project Earned Value Analysis due 11-20-14 n Final Project due 12-2-14 n Possible Topics are discussed in Handout n Format/Grading is discussed in Handout

15. J. R. Burns, Texas Tech University Project Topics n I have some firms that would be interested in engaging your talents—only two so far… n Taken from past employment involvements n Taken from current involvements n Based on a prototypical contemporary initiative

16. J. R. Burns, Texas Tech University Term Project Protocol n Performed in groups of five n You get to choose team & topic n Will require a presentation beginning 11-20-14 and concluding on 12-2-14

17. J. R. Burns, Texas Tech University Project Expectations n Doesn’t have to be actually performed to completion n Must be completely planned in detail, however completely Scheduled completely Resourced completely Budgeted, costed n Must include Preliminary (one page) and formal proposals as appendices n Must include all course deliverables as appendices except the midterm report n Must consist of at least 50 steps (tasks)

18. J. R. Burns, Texas Tech University Project Format n Title Page n Executive Summary n Body Description of the Problem Goal and Success Criteria Assumptions/Risks Recommended prescriptive Software Solution Impediments/Obstacles Current Status Lessons Learned n 8-page minimum for the material above n Bibliography n Appendices

19. J. R. Burns, Texas Tech University Appendices n Requirements Document Revised Old (with grade sheet and a description of revisions) n Project Plan Revised Old (with grade sheet and a description of revisions) n FORMAL PROPOSAL Revised Old (with grade sheet and a description of revisions) n Earned Value Analysis Revised Old (with grade sheet and a description of revisions) n See Chapter 11 of the copy packet for more details as to format

20. J. R. Burns, Texas Tech University Questions n About course requirements n About project n About exams n About homework

21. J. R. Burns, Texas Tech University What? Contemporary Topics!!??$ n Internet Development n XML/Visual Interdev Projects n Lean-Agile Project Management n Systems Thinking/Integration n Process Improvement, Innovation, Reengineering n Process Impediment Identification and Removal n Process Maturity n AGILE, Scrum, Rup

22. J. R. Burns, Texas Tech University What about SCRUM and RUP? n SCRUM is an Agile technique whereby the total development effort is broken up into time boxes of 30-days duration and something of value is delivered within that time box (every 30 days).

23. J. R. Burns, Texas Tech University The IT Business – the Outlook n Getting somewhat better n Project Management is strong n Some students got up to three offers last semester

24. J. R. Burns, Texas Tech University IT Overseas/Mechanized Sourcing n Much of the programming has gone overseas to India, Ireland, Argentina, China, etc. But this has slowed, even reversed n There is even talk of mechanizing some complex code development work n But there is still a great need for project management, which does not get outsourced or offshored

25. J. R. Burns, Texas Tech University Companies that are hiring: Visit http://www.rawlscmc.ba.ttu.edu/st udents_cmc/company_research.a sp

26. J. R. Burns, Texas Tech University Our Business -- Some Anomalies n Your first real work experience may involve maintenance, not development n It’s still true that you must know how to carve code n Systems Integration is an imperative n Formal analysis is too expensive for some initiatives Many projects start at the design level and go to construction and execution.

27. J. R. Burns, Texas Tech University What’s the deal with maintenance? n the 1 to 4 rule n 80% of some MIS budgets

28. J. R. Burns, Texas Tech University What is a project? n A specific objective must be completed within certain specifications n Has a definite starting date and end date n Has funding limitations n Consumes resources (money, people, time, equipment) n Made up of activities (tasks) n Accomplished in teams

29. J. R. Burns, Texas Tech University Sequential Work

30. J. R. Burns, Texas Tech University Concurrent Teamwork

31. J. R. Burns, Texas Tech University Characteristics of Projects

32. J. R. Burns, Texas Tech University Sooo What Is a Project, exactly?? n A project is a temporary endeavor undertaken to accomplish a unique purpose As defined by the Project Management Institute n Attributes of projects Unique purpose Temporary Require resources, often from various areas Should have a primary sponsor and/or customer Involves risk and uncertainty Has stakeholders

33. J. R. Burns, Texas Tech University The Project LifeCycle: PMI STAGE 1: Conceptualizing -and-Defining STAGE 2: Planning-and- Budgeting STAGE 3: Executing STAGE 5: Terminating- and-Closing STAGE 4: Monitoring-and-Controlling

34. J. R. Burns, Texas Tech University The Project LifeCycle: PMI STAGE 1: Initiating STAGE 2: Planning STAGE 3: Executing STAGE 5: Closure STAGE 4: Monitoring-and-Controlling

35. J. R. Burns, Texas Tech University 1–34 Project Life Cycle FIGURE 1.1

36. J. R. Burns, Texas Tech University 1–35 Comparison of Routine Work with Projects TABLE 1.1 Routine, Repetitive Work Taking class notes Daily entering sales receipts into the accounting ledger Responding to a supply-chain request Practicing scales on the piano Routine manufacture of an Apple iPod Attaching tags on a manufactured product Projects Writing a term paper Setting up a sales kiosk for a professional accounting meeting Developing a supply-chain information system Writing a new piano piece Designing an iPod that is approximately 2 X 4 inches, interfaces with PC, and stores 10,000 songs

37. J. R. Burns, Texas Tech University How do IT Projects differ from ordinary projects? n Ordinary projects might be projects in construction, aerospace, defense, space, government, etc. n Each IT Project is unique and thus involves more risk n The technology is continually changing n Construction projects have much more definitive requirements, much less risk n IT Projects have less visibility

38. J. R. Burns, Texas Tech University How do IT Projects differ from ordinary projects, continued? n There is a tendency to spend too much time on concept definition and analysis in IT projects n There tends to be less organizational maturity in IT projects n Maturity is a big issue here Watts Humphrey

39. J. R. Burns, Texas Tech University How are IT Projects similar to ordinary projects? n They have all the common basic attributes of projects—starting point, stopping point, duration, finite, temporary, creating a deliverable or product, utilizing resources, accomplished in teams, consisting of steps (tasks), accruing cost, etc. n All projects involve risk, accrue expenditures, involve procurement, human resources, etc.

40. J. R. Burns, Texas Tech University Who does project work? n Accountants—each customer is a ‘project’ n Engineers, Lawyers n Scientists, Administrators n Contractors—electrical, plumbing, AC n For these people project management is not a title but a critical job requirement

41. J. R. Burns, Texas Tech University The Catch-22 in Software Development LIFECYCLE COSTS OVER TIME Cost Development MaintenanceTime

42. J. R. Burns, Texas Tech University The Project LifeCycle STAGE 1: Conceptualizing -and-Defining STAGE 2: Planning-and- Budgeting STAGE 3: Executing STAGE 5: Closing and Terminating STAGE 4: Monitoring-and-Controlling

43. J. R. Burns, Texas Tech University Project management involves n Conceptualizing and Defining Definition of work requirements--WORK BREAKDOWN STRUCTURE--WBS n Planning and Budgeting Determination of quantity and quality of work Determination of what resources are needed when n Executing Actual execution of the project tasks take place here Tracking progress Comparing actual to predicted outcomes Analyzing impact/Making adjustments n Closing and Terminating Deliver the product. What went right? What went wrong? What can be learned? n Monitoring and Controlling

44. J. R. Burns, Texas Tech University Successful Project management requires completion of the project n on time n within budget n with the desired performance/technology level n with good customer satisfaction/relations n while using the assigned resources effectively n What is the probability of pulling this off for IT projects????

45. J. R. Burns, Texas Tech University Further elements of success include n with acceptance by the customer/user n without disturbing the main work flow of the organization n without changing the corporate culture {unless that is the objective of the project}

46. J. R. Burns, Texas Tech University Why do bad things happen to good projects??? n Ill-defined requirements Poorly conceived project deliverable No shared vision of what the project is to accomplish n Poor planning No schedule No budget No concern for quality/risk/procurement n Resources don’t materialize when they are needed n Subcontractors don’t deliver on time n Requirements change n Technology changes

47. J. R. Burns, Texas Tech University When is project management necessary? n when jobs are complex n when there are dynamic environmental considerations n when constraints on time and budget are tight n when there are several activities to be integrated n when there are functional boundaries to be crossed

48. J. R. Burns, Texas Tech University Project management encompasses many disciplines n Operations management n Operations research n Psychology n Sociology n Organization theory n Organizational behavior n Systems thinking and management

49. J. R. Burns, Texas Tech University GANTT CHART

50. J. R. Burns, Texas Tech University MS PROJECT Gantt chart

51. J. R. Burns, Texas Tech University Figure 1-4. Sample Gantt Chart* *This template file comes with MS Project Gantt Chart

52. J. R. Burns, Texas Tech University NETWORK CHART 1

53. J. R. Burns, Texas Tech University MS Project Network Chart

54. J. R. Burns, Texas Tech University Figure 1-5. Sample Network Chart Each box is a project task from the WBS. Arrows show dependencies between tasks. The tasks in red are on the critical path. If any tasks on the critical path take longer than planned, the whole project will slip unless something is done.

55. J. R. Burns, Texas Tech University WORK BREAKDOWN 1

56. J. R. Burns, Texas Tech University WORK BREAKDOWN 2

57. J. R. Burns, Texas Tech University n IT Projects have a poor track record A 1995 Standish Group study found that only 16.2% of IT projects were successful Over 31% of IT projects were canceled before completion, costing over $81 B in the U.S. alone n A 2009 ComputerWorld article listed “project manager” as the #1 position IT managers say they need most for contract help Often, this leads to distributed PM n Projects create ¼ of the US and world GDP Motivation for Studying Information Technology (IT) Project Management

58. J. R. Burns, Texas Tech University The Triple Constraint n Every project is constrained in different ways by its Scope goals Time goals Cost goals n It is the project manager’s duty to balance these three often competing goals

59. J. R. Burns, Texas Tech University Figure 1-1. The Triple Constraint of Project Management

60. J. R. Burns, Texas Tech University PMI’s Definition of Project Management? Project management is “a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and end.” (PMI*, Project Management Body of Knowledge (PMBOK Guide), 2008, pg. 5) *The Project Management Institute (PMI) is an international professional society. Their web site is www.pmi.org.

61. J. R. Burns, Texas Tech University Project Stakeholders n Stakeholders are the people involved in or affected by project activities n Stakeholders include the project sponsor and project team –The project sponsor is the person who funds the project support staff customers users upper management line management suppliers opponents to the project

62. J. R. Burns, Texas Tech University Ten Project Management Knowledge Areas n Knowledge areas describe the key competencies that project managers must develop Four core knowledge areas lead to specific project objectives (scope, time, cost, and quality) Five facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management One knowledge area (project integration management) affects and is affected by all of the other knowledge areas and integrates them

63. J. R. Burns, Texas Tech University PM Knowledge Areas Core Knowledge Areas Facilitating Knowledge Areas Project Stakeholder Management

64. J. R. Burns, Texas Tech University Figure 1-2. Project Management Framework – old, prior to 2013 T T

65. J. R. Burns, Texas Tech University Figure 1-2 Project Management Framework—according to PMI Information Technology Project Management, Seventh Edition 64

66. J. R. Burns, Texas Tech University Project Management Tools and Techniques n Project management tools and techniques assist project managers and their teams in various aspects of project management n Some specific ones include Project Charter and WBS (scope) Gantt charts, PERT charts, critical path analysis (time) Cost estimates and Earned Value Analysis (cost) MS Project, BaseCamp, Visio, others

67. J. R. Burns, Texas Tech University Advantages of Project Management n Bosses, customers, and other stakeholders do not like surprises n Good project management (PM) provides assurance and reduces risk n PM provides the tools and environment to plan, monitor, track, and manage schedules, resources, costs, and quality n PM provides a history or metrics base for future planning as well as good documentation n Project members learn and grow by working in a cross-functional team environment Source: Knutson, Joan, PM Network, December 1997, p. 13

68. J. R. Burns, Texas Tech University How Project Management (PM) Relates to Other Disciplines n Much of the knowledge needed to manage projects is unique to PM n However, project managers must also have knowledge and experience in general management the application area of the project n Project managers must focus on meeting specific project objectives

69. J. R. Burns, Texas Tech University Figure 1-3. Project Management and Other Disciplines

70. J. R. Burns, Texas Tech University History of Project Management n Modern project management began with the Manhattan Project, which the U.S. military led to develop the atomic bomb n In 1917 Henry Gantt developed the Gantt chart as a tool for scheduling work in job shops n In 1958, the Navy developed PERT charts n In the 1970s, the military began using project management software, as did the construction industry n By the 1990s, virtually every industry was using some form of project management

71. J. R. Burns, Texas Tech University The Project Management Profession n A 2006 Fortune article called project management the “number one career choice” n Other authors, like Tom Peters and Thomas Stewart, stress that projects are what add value to organizations n Professional societies like the Project Management Institute have grown tremendously

72. J. R. Burns, Texas Tech University Figure 1-9 Growth in PMP Certification, 1993-2011 Information Technology Project Management, Seventh Edition 71

73. J. R. Burns, Texas Tech University Project Management Certification n PMI provides certification as a Project Management Professional (PMP) n A PMP has documented sufficient project experience, agreed to follow a code of ethics, and passed the PMP exam n The number of people earning PMP certification is increasing quickly

74. J. R. Burns, Texas Tech University Code of Ethics n PMI developed a project management code of ethics that all PMPs must agree to abide by n Conducting work in an ethical manner helps the profession earn confidence n Ethics are on the web at www.pmi.org/certification/code.ht m www.pmi.org/certification/code.ht m

75. J. R. Burns, Texas Tech University CAPM (Certified Associate in Project Management) n Requires passing an exam prepared by PMI only.

76. J. R. Burns, Texas Tech University Agile Certified Practitioner (ACP) n Yet another credential offered by PMI n It is expected that by now more than 80% of all IT projects are agile projects n User when requirements are unknown and unstable (changing)

77. J. R. Burns, Texas Tech University Discussion Questions n Give three examples of activities that are projects and three examples of activities that are not projects n How is project management different from general management? n Why do you think so many information technology projects are unsuccessful?

78. J. R. Burns, Texas Tech University A Favorite Web Site n http://portfolio-engineering.com http://portfolio-engineering.com