1. Jump to first page Dr. Henry Deng Assistant Professor MIS Department UNLV IS 488 Information Technology Project Management

2. Jump to first page Ch7. IT Project plan

3. Jump to first page 7. Why IT plan n Is it clear what the project is supposed to deliver? n Is it clear who will be working on the project? n Do you have a breakdown of activities? n Is it clear when deliverables are due? n Do you have established communication channels? n Are you clear who the stakeholders are? n Do you have milestones and due dates for them? n Do you know what resources are available? n Do you know what to do if you run into obstacles? n Do you know what to do if you need more cooperation from functional areas? n Are you aware of project risks and their impact?

4. Jump to first page 7. IT project plan n In its simplest form, a project plan should clarify what the project is about and how it will be accomplished. n It helps coordination, communication, and negotiation. n Planning is often avoided, arguments include: u “It is time consuming.” u “The project is too small to warrant a plan.” u “Plans do not often get implemented.” u “ We need action not planning.”

5. Jump to first page 7. Characteristics n Positions the project in a broad perspective. n Must be comprehensive and inclusive of important dimensions. n Must guide execution. n Must start with the project scope that defines the project outcome. n Must guide activities that accomplish what is described in the project scope statement. n Must be treated as a living document. n Must be adhered to by all stakeholders especially the project manager and team members.

6. Jump to first page 7. Project planning process n Confirm Executive Approval n Understand Project Requirements n Reflect on Issues n Identify Milestones n Identify Phases n Identify Activities Within Phases n Identify Tasks within Activities

7. Jump to first page 7. Project planning process n Confirm Executive Approval u All sources of power and influence that could impact a project must be identified. u Executive support must be secured. n Understand Project Requirements u All requirements of the project must be identified. u Requirements must be linked to business needs.

8. Jump to first page 7. Project planning process n Reflect on Issues u The project manager is ultimately responsible for the fate of a project. u Issues to address include: F Strategic Items - long term viability of a project F Tactical Items - day to day operations of project F Resourcing Items - human, technology and other physical resources F Acceptance Criteria - to assess deliverables

9. Jump to first page 7. Project planning process n Identify Milestones u Milestones are clearly defined events that have significant importance. u A milestone should lead toward the successful completion of a project. u A milestone is typically accompanied by a deliverable, which can be defined, measured and demonstrated.

10. Jump to first page 7. Project planning process n Identify Phases u Project phases allow large projects to be divided into manageable pieces. F Based on prioritized list of user requirements. u Phases are constructed to implement deliverables in a priority order that serves those functions that have the highest needs F Risk to business units must be minimized in all situations.

11. Jump to first page 7. Project planning process n Identify Activities within Phases u Each phase should be divided into activities so that each activity produces a single deliverable. u An activity is defined by a start date and time, an end date and time, and with resources allocated to it. n Identify Tasks within Activities u You can further break down activities into the distinct tasks that are necessary to fulfill the activity.

12. Jump to first page 7. Project planning constraints n The constraints applicable to most projects are: u Budget u Time u Resources F Human Skills, IS hardware/software, overhead requirements.

13. Jump to first page 7. Project planning constraints n Budget u A Budget is generally assigned to a project during the proposal stage. u Budgetary limitations are also applied at other levels of a project, such as the design phase. u Budget amounts are sometimes shifted between phases to shift project priorities.

14. Jump to first page 7. Project planning constraints n Time u A project starts and ends on specific target dates. F Sometimes the start and end dates are flexible. u The project duration is usually divided into shorter times for different phases, activities and tasks. u PERT/CPM is a good estimating tool for time constraints.

15. Jump to first page 7. Project planning constraints n Resources u Human Skills F Required skill-set for the project. F Required skills can sometimes overlap among people. u IS Hardware/Software F It is important to plan for the availability of technology ahead of time. F It project manager must ensure that correct hardware/software combination has been selected and ordered in a timely manner.

16. Jump to first page 7. Project planning constraints n Resources u Various resources are applied to a project. u Some are only required at specific times while others are required for the duration of the project. u If timing is critical, resource availability must be carefully planned in response to time constraint.

17. Jump to first page 7. Project planning pitfalls n Every project has unique aspects that make the planning process unique and problematic. u Following a generic recipe is not possible and should be avoided. u Experience from past projects must be well understood and carefully used otherwise it may prove counter productive. n Human nature is another pitfall u People have the tendency to do the easier tasks; often without realizing it.

18. Jump to first page 7. Project planning pitfalls n Factors that cause projects to fail include: u Lack of good project plan u Requirements not understood by the project team u Insufficient funding u Unrealistic expectations of stakeholders u Lack of project management and leadership skills

19. Jump to first page 7. Project planning tools n Gantt Charts n Work Breakdown Structures (WBS) n Critical Path Method (CPM) n Program Evaluation and Review Technique (PERT) n Microsoft Project

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21. Chapter 7. Gantt Chart Video 04 Gantt Chart

22. Jump to first page 7. Project planning and success n Acts like a road map for execution. n Used as means of primary communication with all stakeholders. n Reflects acceptance by all stakeholders. n Reflects collective efforts. n Requires broad involvement. n Identifies exceptions and contingencies. n Provides flexibility due to unpredictable nature of some events and activities.

23. Jump to first page 7. Project planning and success n It clarifies what needs to be done before the work starts n It makes work manageable by breaking down the project into phases n It defines the confines of each work unit in terms of time and budget n It clarifies who is responsible for a task n It gives perspective and links work units to the overall project n It links the project to organizational goals and objectives n It is a source of reference for clarifying issues n It provides a base for performance evaluation n It provides a base to monitor progress

24. Jump to first page 7. Project planning and success n It provides a base for measuring success n It provides a base for establishing communication channels n It helps to create realistic expectations. n It helps to generate support for the project. n It provides boundaries for triple constraints: cost, time, requirements n It provides the project manager with the opportunity to demonstrate administrative and leadership skills n It provides the project manager with the opportunity to set standards and describe expectations n It reduces uncertainty

25. Jump to first page 7. Challenges n While not cast in stone, a plan must provide a sense of stability, continuity, and focus. n Early adaptors rely on self-training and their expectations are often changed. n Reluctant users may know the business but are often hesitant to apply new technology in their work. n Expectation gap – between technology potential and its actual benefits. n Knowledge gap – between individuals who know the business and those who know the technology.

26. Jump to first page 7. Challenges n The technology may become mature in the future and be able to meet current expectations, but it is not fulfilling those expectations now. n Sometimes users are not prepared to wait; they expect the best features now. n Sometimes users develop false expectations because of over sell phenomenon by the internal developers or external vendors. n A good project plan helps form realistic expectations.

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28. 7. Discussion question n It is suggested in this chapter that an ‘action’ oriented system development approach is often concerned with short-term objectives and sometimes at the expense of long-term goals. Does this mean that action is not necessary? What is your interpretation?

29. Jump to first page 7. Discussion question n List and describe skills necessary for developing a good information system project plan. What kinds of skill are necessary for planning Technical skills? Organizational and Business skills?

30. Jump to first page 7. Discussion question n What makes an Information System Project plan different from other plans such as constructing a bridge, planning a conference, planning a holiday, or developing a new degree program?

31. Jump to first page 7. Discussion question n Read CCCU case carefully and prepare a response that addresses the followings: 1. What do you think are the most challenging issues in this case? 2. What are the critical organizational issues in this case? 3. What are the lessons for a project manager in this case? 4. What would you do differently if you were the project manager at CCCU?