1-1 information technology project management by jack t. marchewka power point slides by richard...

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Information Technology Information Technology Project ManagementProject Management

by Jack T. Marchewkaby Jack T. Marchewka

Power Point Slides by Richard Erickson, Northern Illinois UniversityPower Point Slides by Richard Erickson, Northern Illinois University

Copyright 2003 John Wiley & Sons, Inc. all rights reserved. Reproduction or translation of this work beyond 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 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 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 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 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.damages caused by the use of these programs or from the use of the information contained herein.

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Chapter 12 – Project Implementation, Chapter 12 – Project Implementation, Closure, and EvaluationClosure, and Evaluation

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Chapter 12 ObjectivesChapter 12 Objectives

• Describe the three tactical approaches to Describe the three tactical approaches to information implementation and installation: information implementation and installation: (1) direct cutover, (2) parallel, and (3) phased, (1) direct cutover, (2) parallel, and (3) phased, as well as compare the advantages and as well as compare the advantages and disadvantages of each approach. disadvantages of each approach.

• Describe the processes associated with project Describe the processes associated with project closure to ensure that the project is closed in closure to ensure that the project is closed in an orderly manner. an orderly manner.

• Identify the four different project evaluations Identify the four different project evaluations or reviews: (1) individual performance review, or reviews: (1) individual performance review, (2) postmortem review, (3) project audit, and (2) postmortem review, (3) project audit, and (4) evaluation of the project’s MOV. (4) evaluation of the project’s MOV.

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Project ImplementationProject Implementation

• Focuses on installing or delivering the Focuses on installing or delivering the project’s major deliverable – the project’s major deliverable – the information system that was built or information system that was built or purchasedpurchased

• Three general tactical implementation Three general tactical implementation plans:plans:– Direct cutoverDirect cutover– ParallelParallel– PhasedPhased

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Direct CutoverDirect Cutover

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Direct CutoverDirect 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 Quick delivery critical – Old system so poor it must be replaced ASAPOld system so poor it must be replaced ASAP– System not mission criticalSystem not mission critical

• Risks associated with direct cutover:Risks associated with direct cutover:– Not always painless – like walking a tightrope without a Not always painless – like walking a tightrope without a

safety net.safety net.– May result in major delays, frustrated users, lost May result in major delays, frustrated users, lost

revenues, and missed deadlinesrevenues, and missed deadlines– Places more pressure and stress on project teamPlaces more pressure and stress on project team

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ParallelParallel

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ParallelParallel

• Old and new systems run concurrentlyOld and new systems run concurrently• May be appropriate when problems or the May be appropriate when problems or the

failure of the system can have a major impact failure of the system can have a major impact on the organizationon the organization

• Provides a safety net or backup in case of Provides a safety net or backup in case of problemsproblems

• Can increase confidence in the new systemCan increase confidence in the new system• Takes longer and requires more re$ources Takes longer and requires more re$ources

than directthan direct• Places more pressure on the usersPlaces more pressure on the users

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PhasedPhased

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PhasedPhased• System is introduced in modules or in different System is introduced in modules or in different

parts of the organization incrementallyparts of the organization incrementally• Allows for an organized and managed approach for Allows for an organized and managed approach for

implementing system modules or a implementing system modules or a system/upgrades in different departments or system/upgrades in different departments or geographical locations geographical locations

• Experience with early implementation can guide Experience with early implementation can guide and make later implementations go more smoothly and make later implementations go more smoothly

• Takes longer and may cost more than the direct Takes longer and may cost more than the direct cutover approach cutover approach

• Problems encountered during early phases can Problems encountered during early phases can impact the overall implementation scheduleimpact the overall implementation schedule

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Administrative ClosureAdministrative 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 Failed – unsuccessful – cost of

completion > MOVcompletion > MOV• Changed Priority – due to resource Changed Priority – due to resource

constraints, misjudged value, needs constraints, misjudged value, needs changes, “starvation” changes, “starvation”

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Realities of Project ClosureRealities of Project Closure

• Team members are concerned about Team members are concerned about future jobsfuture 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 The players may possess a sense of

panicpanic

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Project Sponsor AcceptanceProject 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 Acceptance criteria clearly defined in the early stages of projectstages of project

– Completion of all project deliverables and Completion of all project deliverables and milestones thoroughly documentedmilestones thoroughly documented

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• The Final Project Report includesThe Final Project Report includes– Project SummaryProject Summary– Comparison of Planned versus ActualComparison of Planned versus Actual– Outstanding IssuesOutstanding Issues– Project Documentation ListProject Documentation List

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• The Final Meeting and PresentationThe Final Meeting and Presentation– Communicates that the project is overCommunicates that the project is over– Formally transfers the system from the Formally transfers the system from the

team to the organizationteam to the organization– Acknowledge contributionsAcknowledge contributions– Formal signoffFormal signoff

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• Closing the Project – requirements include:Closing the Project – requirements include:1.1. Verifying that all deliverables and open items are Verifying that all deliverables and open items are

complete. complete. 2.2. Verifying the project sponsor or customer’s formal Verifying the project sponsor or customer’s formal

acceptance of the project. acceptance of the project. 3.3. Organizing and archiving all project deliverables and Organizing and archiving all project deliverables and

documentation. documentation. 4.4. Planning for the release of all project resources (i.e., Planning for the release of all project resources (i.e.,

project team members, technology, equipment, facilities, project team members, technology, equipment, facilities, etc.). etc.).

5.5. Planning for the evaluations and reviews of the project Planning for the evaluations and reviews of the project team members and the project itself. team members and the project itself.

6.6. Closing of all project accounts. Closing of all project accounts. 7.7. Planning a celebration to mark the end of a (successful) Planning a celebration to mark the end of a (successful)

project.project.

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Project EvaluationProject Evaluation

• Individual Performance ReviewIndividual Performance Review– Begin with the individual evaluating his/her Begin with the individual evaluating his/her

performance.performance.– Avoid “why can’t you be more like….?”Avoid “why can’t you be more like….?”– Focus on specific behaviors, not the Focus on specific behaviors, not the

individual.individual.– Be consistent and fair.Be consistent and fair.– Reviews should provide a consensus on Reviews should provide a consensus on

improving performance.improving performance.

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• Postmortem Review – Between Project Postmortem Review – Between Project Manager and Project TeamManager and Project Team– Review the initial project’s MOV.Review the initial project’s MOV.– Review the project scope, schedule, budget, Review the project scope, schedule, budget,

and quality objectives.and quality objectives.– Review each of the project deliverables.Review each of the project deliverables.– Review the various project plans and Project Review the various project plans and Project

Management Body of Knowledge (PMBOK) Management Body of Knowledge (PMBOK) areas.areas.

– Review the project team performance.Review the project team performance.

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• Project AuditProject Audit– Preferably performed by an outside Auditor who Preferably performed by an outside Auditor who

should: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 Present no fear of recrimination from special

interests. interests. • Act in the organization’s best interest. Act in the organization’s best interest. • Have broad base of project and/or industry Have broad base of project and/or industry

experience. experience.

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• Evaluating Project Success – The MOVEvaluating Project Success – The MOV

– Did the project achieve its MOV?Did the project achieve its MOV?– Was the sponsor/customer satisfied?Was the sponsor/customer satisfied?– Was the project managed well?Was the project managed well?– Did the project manager and team act in a Did the project manager and team act in a

professional and ethical manner?professional and ethical manner?– What was done right?What was done right?– What can we do better next time?What can we do better next time?

1-1 information technology project management by jack t. marchewka power point slides by richard...

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