1. Chapter 12: Project Management and Strategic Planning Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 1

2. 1.Project definition 2.Project management processes 3.Project management software 4.Success and failure 5.IS strategic planning 6.Human element Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 2 Learning objectives

3. $3 million project fell behind Some physicians did not support Many projects struggle because of project management Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 3 Electronic medical records

4. ProjectsProcesses Temporary Own budgets and timelines Unique Uncertain Repeated Efficient and cost effective Streamlined and predictable Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 4 Update Figure Projects vs. processes

5. Time Cost Scope Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 5 Triple constraint

6. Initiating Planning Executing Monitoring Closing Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 6 Project management processes

7. Ground work Project charter Kickoff meeting Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 7 Initiating

8. Project management plan Deliverables Work breakdown structure Gantt chart Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 8 Planning

9. Coordinating efforts Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 9 Executing

10. Track progress Predecessors Critical path Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 10 Monitoring

11. End in orderly way Document lessons learned Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 11 Closing

12. Leadership skills Communication abilities "People" skills Technical competence Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 12 Role of project manager

13. Managing time Managing people and resources Managing costs Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 13 Project management software

14. Lack of executive support Lack of stakeholder involvement Unclear requirements Scope creep Poor communications Escalation of commitment Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 14 Why do projects fail?

15. People Organizational Project Project management External Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 15 Success factors

16. Vision, principles, and policies Project portfolio management Disaster recovery Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 16 Strategic planning for IS

17. Funding models Acceptable-use and security policies Enterprise architecture Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 17 Vision, principles, and policies

18. Deciding which projects to pursue Managing the portfolio Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 18 Project portfolio management

19. Disaster recovery Business continuity Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 19 Disaster recovery and business continuity

20. Cognitive biases –Confirmation –Overconfidence –Planning fallacy –Anchoring –Availability –Hindsight Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 20 Human element

21. 1.Project definition 2.Project management processes 3.Project management software 4.Success and failure 5.IS strategic planning 6.Human element Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 21 Summary

22. Leading research and advisory company Hype cycle Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 22 Gartner case

23. WestJetJetBlue Did not warn customers Did not reduce volume Migration glitches Long waits Communicated with customers Backup site and temporary agents High marks from observers Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 23 Jet Blue and WestJet case

24. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 24