10.1 dr. honghui deng associate professor mis department unlv mis 746 is project management
TRANSCRIPT
10.1
Dr. Honghui DengDr. Honghui Deng
Associate ProfessorAssociate Professor
MIS DepartmentMIS Department
UNLVUNLV
MIS 746 IS Project Management
10.2
Session 10: Project Implementation & QualitySession 10: Project Implementation & Quality
State of IS project successState of IS project success
critical success factorscritical success factors
key IS project factorskey IS project factors
Need for User TrainingNeed for User Training
Managing QualityManaging Quality
10.3
State of IS ProjectsState of IS Projects
• Most IS projects failMost IS projects fail to some degree to some degree– time, cost, technical performance
• Usually don’t know until lateUsually don’t know until late in the in the projectproject– testing the least predictable project
element– everything seems fine until the end
10.4
ERP & Hershey’s Supply ChainERP & Hershey’s Supply Chain
Stedman [1999]Stedman [1999]
Osterland [2000]Osterland [2000]
Songini [2000]Songini [2000]
10.5
HistoryHistory
• 1997 Hershey’s adopted a $110 million 1997 Hershey’s adopted a $110 million ERP systemERP system– SAP R/3– Siebel CRM– Manugistics logistics package
• To replace many legacy systemsTo replace many legacy systems• Original 4 year projectOriginal 4 year project– Compressed to 30 months to precede Y2K– July 1999 three months behind schedule– Adopted big-bang approach to beat deadline
10.6
Hershey BusinessHershey Business
• Very seasonalVery seasonal– Halloween, Thanksgiving
• Sept 1997 serious order processing & Sept 1997 serious order processing & shipping problemsshipping problems– Shipping delays– Sent incomplete deliveries– Delivery time formerly 5 days, with ERP 12
days– Sales revenue dropped 12% from prior year– Inventory piled up at Hershey warehouses
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Problem DiagnosisProblem Diagnosis
• Attempted ERP implementation in Attempted ERP implementation in supply chain environmentsupply chain environment– That can be done– Confounding factors• During peak seasonDuring peak season• Tried to do too much as onceTried to do too much as once• Complexity from CRM & Logistics Complexity from CRM & Logistics
Planning add-onsPlanning add-ons• Time pressureTime pressure
10.8
Supply Chain & ERPSupply Chain & ERP
• Can be doneCan be done
• Hershey’s was a bleeding edge Hershey’s was a bleeding edge pioneerpioneer
• Hershey’s seems to have solved Hershey’s seems to have solved problemsproblems
10.9
Failure Failure TypesTypes
• Corresponding Corresponding FailureFailure– fail to meet design objectives
• Process Process FailureFailure– on time & within budget
• Interaction Interaction FailureFailure– system not used
• ExpectationExpectation Failure Failure– doesn’t meet stakeholder expectations
10.10
Reasons for IS Project Reasons for IS Project FailureFailure
Engler (1996)Engler (1996)
• Lack of Client InvolvementLack of Client Involvement
• Lack of Top Management SupportLack of Top Management Support– project champion helps
• Lack of Project DefinitionLack of Project Definition– includes clear plan, goals– also standards for testing
10.11
Implementation Implementation PlanningPlanning
Boehm (1981)Boehm (1981)
• StageStage Relative cost of defect removalRelative cost of defect removal
requirements definitionrequirements definition 11
design stagedesign stage 3.53.5
coding stagecoding stage 1010
testing stagetesting stage 5050
after deliveryafter delivery 170170
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Key factors for software Key factors for software qualityquality
Phan, et al. (1995)Phan, et al. (1995)
• well defined well defined quality goalsquality goals
• good management of good management of reusable codereusable code
• good good quality assurancequality assurance planning & planning & controlcontrol
• effective effective feedbackfeedback
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OutsourcingOutsourcing
• Avoid problems by hiring Avoid problems by hiring specialistsspecialists
• Becoming more popularBecoming more popular– Faster, less expensive
• Lose a great deal of controlLose a great deal of control– Tradeoff: cost & time versus control
• Don’t outsource core competenciesDon’t outsource core competencies
10.14
User InvolvementUser Involvement
• Meetings to specify design featuresMeetings to specify design features
• Meetings during projectMeetings during project
• TrainingTraining– a key part of many projects
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User TrainingUser Training
• Can build great systemCan build great system– If users don’t use, system a failure– Sound training helps explain benefits of system
• Common pitfallsCommon pitfalls– Focus on software rather than business
processes– Focus on command sequences without
discussing why– Skimping on training time– Tendency of users to solve problems the old
way rather than learn the new system
10.16
Options to Deliver TrainingOptions to Deliver Training
• Web-based virtual trainingWeb-based virtual training
• Computer-based trainingComputer-based training
• Video coursesVideo courses
• Self-study booksSelf-study books
• Pop-up help screensPop-up help screens
10.17
Installation Installation OptionsOptions
• Parallel InstallationParallel Installation– very expensive
• Pilot OperationPilot Operation
• Cold TurkeyCold Turkey– not recommended
10.18
CaveatCaveat
Kirby (1996)Kirby (1996)
• requisitioning information system requisitioning information system – food producer, interact with 36 existing
systems– High top management support– Heavy user involvement
• Cost $3 million est., Cost $3 million est., $5 actual$5 actual; ; latelate– accountants saw system would replace them– plant people saw greater control by HQ– sales force saw imposition, monitoring
10.19
Summary for successful Summary for successful Implementation Implementation
Top management supportTop management support
User involvementUser involvement
Clear system objectivesClear system objectives
• for successful implementation, for successful implementation, need need – implementation planning– early system testing– user training
10.20
Session 10. Managing qualitySession 10. Managing quality
• Many people joke about the poor quality Many people joke about the poor quality of IT products (cars and computers joke)of IT products (cars and computers joke)
• People seem to accept systems being People seem to accept systems being down occasionally or needing to reboot down occasionally or needing to reboot their PCstheir PCs
• There are many examples in the news There are many examples in the news about quality-related problemsabout quality-related problems
10.21
10. Managing quality10. Managing quality
• In one of the biggest software errors in banking history, In one of the biggest software errors in banking history, Chemical Bank mistakenly deducted about $15 million from Chemical Bank mistakenly deducted about $15 million from more than 100,000 customer accounts one evening. The more than 100,000 customer accounts one evening. The problem resulted from a single line of code in an updated problem resulted from a single line of code in an updated computer program that caused the bank to process every computer program that caused the bank to process every withdrawal and transfer at its automated teller machines withdrawal and transfer at its automated teller machines (ATMs) twice. For example, a person who withdrew $100 from (ATMs) twice. For example, a person who withdrew $100 from an ATM had $200 deducted from his or her account, though an ATM had $200 deducted from his or her account, though the receipt only indicated a withdrawal of $100. The mistake the receipt only indicated a withdrawal of $100. The mistake affected 150,000 transactions from Tuesday night through affected 150,000 transactions from Tuesday night through Wednesday afternoon. Wednesday afternoon.
• In 1996 Apple Computer's PowerBook 5300 model had In 1996 Apple Computer's PowerBook 5300 model had problems with lithium-ion battery packs catching fire, causing problems with lithium-ion battery packs catching fire, causing Apple to halt shipments and replace all the packs with nickel-Apple to halt shipments and replace all the packs with nickel-metal-hydride batteries. Other quality problems also surfaced, metal-hydride batteries. Other quality problems also surfaced, such as cracks in the PowerBook's plastic casing and a faulty such as cracks in the PowerBook's plastic casing and a faulty electric power adapter. electric power adapter.
10.22
10. Software quality – Gates & GM10. Software quality – Gates & GM
• At a COMDEX exposition, Bill Gates At a COMDEX exposition, Bill Gates stated, “If General Motors had kept up stated, “If General Motors had kept up with technology like the computer with technology like the computer industry has, we would all be driving industry has, we would all be driving twenty-five dollar cars that got 1000 miles twenty-five dollar cars that got 1000 miles to the gallon.” to the gallon.”
• In response to Gates’ comments, General In response to Gates’ comments, General Motors issued a press release stating, “If Motors issued a press release stating, “If GM had developed technology like GM had developed technology like Microsoft, we would all be driving cars Microsoft, we would all be driving cars with the following characteristics: with the following characteristics:
10.23
10. Software quality – Gates & GM10. Software quality – Gates & GM
• For no reason whatsoever your car would For no reason whatsoever your car would crash twice a day.crash twice a day.
• Every time they repainted the lines on the Every time they repainted the lines on the road you would have to buy a new car.road you would have to buy a new car.
• Occasionally your car would die on the Occasionally your car would die on the freeway for no reason, and you would just freeway for no reason, and you would just accept this, restart, and drive on.accept this, restart, and drive on.
• Occasionally, executing a maneuver such as Occasionally, executing a maneuver such as a left turn, would cause your car to shut a left turn, would cause your car to shut down and refuse to restart, in which case you down and refuse to restart, in which case you would have to reinstall the engine.would have to reinstall the engine.
• The airbag system would say ‘Are you sure?’ The airbag system would say ‘Are you sure?’ before going off.before going off.
10.24
10. Software quality – Gates & GM10. Software quality – Gates & GM
• Occasionally, for no reason whatsoever, Occasionally, for no reason whatsoever, your car would lock you out and refuse to your car would lock you out and refuse to let you in until you simultaneously lifted the let you in until you simultaneously lifted the door handle, turned the key, and grabbed door handle, turned the key, and grabbed hold of the radio antenna.hold of the radio antenna.
• Every time GM introduced a new model car, Every time GM introduced a new model car, buyers would have to learn how to drive all buyers would have to learn how to drive all over again because none of the controls over again because none of the controls would operate in the same manner as the would operate in the same manner as the old car.old car.
• You would press the Start button to shut off You would press the Start button to shut off the engine.the engine.
10.25
10. Quality matters10. Quality matters
• Several factors influenced system Several factors influenced system developers to consider system developers to consider system quality:quality:– End user computing environment– User friendly tools– User satisfaction as surrogate for system
success– Fourth generation languages/products
10.26
10. Quality advantage10. Quality advantage
• Emphasis on quality has several Emphasis on quality has several advantages:advantages:– Financial – maintenance, time– Operational – rework, bugs – Legal – privacy, security– Contractual – compliance – Customer relation – CRM– Reputation – image– Moral – being part of a winning team– Appraisal – performance evaluation
10.27 MotorolaMotorola
10.28
10. What is quality?10. What is quality?
• The International Organization for The International Organization for Standardization (ISO) defines quality as the Standardization (ISO) defines quality as the totality of characteristics of an entity that totality of characteristics of an entity that bear on its ability to satisfy stated or implied bear on its ability to satisfy stated or implied needsneeds
• Other experts define quality based onOther experts define quality based on– conformance to requirements: meeting written
specifications– fitness for use: ensuring a product can be used
as it was intended
10.29
10. Quality management10. Quality management
• Modern quality managementModern quality management– requires customer satisfaction– prefers prevention to inspection– recognizes management responsibility
for quality
• Noteworthy quality experts include Noteworthy quality experts include Deming, Juran, Crosby, Ishikawa, Deming, Juran, Crosby, Ishikawa, Taguchi, and FeigenbaumTaguchi, and Feigenbaum
10.30
10. Quality pioneers10. Quality pioneers
• Deming was famous for his work in rebuilding Deming was famous for his work in rebuilding Japan and his 14 pointsJapan and his 14 points
• Juran wrote the Quality Control Handbook and Juran wrote the Quality Control Handbook and 10 steps to quality improvement10 steps to quality improvement
• Crosby wrote Quality is Free and suggested that Crosby wrote Quality is Free and suggested that organizations strive for zero defectsorganizations strive for zero defects
• Ishikawa developed the concept of quality Ishikawa developed the concept of quality circles and using fishbone diagramscircles and using fishbone diagrams
• Taguchi developed methods for optimizing the Taguchi developed methods for optimizing the process of engineering experimentationprocess of engineering experimentation
• Feigenbaum developed the concept of total Feigenbaum developed the concept of total quality controlquality control
10.31
10. Quality awards10. Quality awards
• The Malcolm Baldrige Quality The Malcolm Baldrige Quality Award was started in 1987 to Award was started in 1987 to recognize companies with world-recognize companies with world-class qualityclass quality
• ISO 9000 provides minimum ISO 9000 provides minimum requirements for an organization to requirements for an organization to meet their quality certification meet their quality certification standardsstandards
10.32
10. Quality management10. Quality management
• Plan itPlan it: identifying which quality : identifying which quality standards are relevant to the project and standards are relevant to the project and how to satisfy themhow to satisfy them
• Implement itImplement it: evaluating overall project : evaluating overall project performance to ensure the project will performance to ensure the project will satisfy the relevant quality standardssatisfy the relevant quality standards
• Monitor itMonitor it: monitoring specific project : monitoring specific project results to ensure that they comply with results to ensure that they comply with the relevant quality standards while the relevant quality standards while identifying ways to improve overall identifying ways to improve overall qualityquality
10.33
10. Pareto analysis10. Pareto analysis
• Pareto analysis involves identifying the Pareto analysis involves identifying the vital few contributors that account for the vital few contributors that account for the most quality problems in a systemmost quality problems in a system
• Also called the 80-20 rule, meaning that Also called the 80-20 rule, meaning that 80% of problems are often due to 20% of 80% of problems are often due to 20% of the causesthe causes
• Pareto diagrams are histograms that help Pareto diagrams are histograms that help identify and prioritize problem areasidentify and prioritize problem areas
10.34
10. Sample Pareto diagram10. Sample Pareto diagram
10.35
10. Statistical sampling and standard deviation10. Statistical sampling and standard deviation
• Statistical sampling involves choosing Statistical sampling involves choosing part of a population of interest for part of a population of interest for inspectioninspection
• The size of a sample depends on how The size of a sample depends on how representative you want the sample to berepresentative you want the sample to be
• Sample size formula:Sample size formula:
Sample size = Sample size =
.25 X (certainty factor/acceptable error)
10.36
10. Six sigma and s10. Six sigma and seven run ruleeven run rule
• Operating at a higher sigma value, like 6 Operating at a higher sigma value, like 6 sigma, means the product tolerance or sigma, means the product tolerance or control limits have less variabilitycontrol limits have less variability
• The seven run rule states that if seven The seven run rule states that if seven data points in a row are all below the data points in a row are all below the mean, above the mean, or increasing or mean, above the mean, or increasing or decreasing, then the process needs to be decreasing, then the process needs to be examined for examined for non-random problemsnon-random problems
10.37
10.Sample Quality Control Chart10.Sample Quality Control Chart
10.38
10. Fishbone diagram10. Fishbone diagram
10.39
10. Testing10. Testing
• Many IT professionals think of Many IT professionals think of testing as a stage that comes near testing as a stage that comes near the end of IT product developmentthe end of IT product development
• Testing should be done during Testing should be done during almost every phase of the IT almost every phase of the IT product development life cycleproduct development life cycle
10.40
10. Gantt Chart for building testing into 10. Gantt Chart for building testing into a systems development project plana systems development project plan
10.41
10. 10. Improving IT project qualityImproving IT project quality
• Several suggestions for improving Several suggestions for improving quality for IT projects includequality for IT projects include– Leadership that promotes quality– Understanding the cost of quality– Focusing on organizational influences
and workplace factors that affect quality
– Following maturity models to improve quality
10.42
Session 10: Project Quality & ImplementationSession 10: Project Quality & Implementation
10.43
10. Discussion questions 10. Discussion questions
• Describe three factors that influence Describe three factors that influence quality.quality.
• How would you plan for quality control?How would you plan for quality control?• Does statistical quality control make Does statistical quality control make
sense in all situations?sense in all situations?• Do you find quality charts useful to your Do you find quality charts useful to your
monitoring of quality.monitoring of quality.• Does seven run rule make sense to you?Does seven run rule make sense to you?
10.44
10. Discussion questions 10. Discussion questions
• The study by DeMarco and Lister showed The study by DeMarco and Lister showed that organizational issues had a much that organizational issues had a much greater influence on programmer greater influence on programmer productivity than the technical productivity than the technical environment or programming languages environment or programming languages
• Programmer productivity varied by a Programmer productivity varied by a factor of one to ten across organizations, factor of one to ten across organizations, but only by 21% within the same but only by 21% within the same organization. organization.
• Does this make sense? Does this make sense?
10.45
10. Discussion questions 10. Discussion questions
• The study found no correlation between The study found no correlation between productivity and programming language, productivity and programming language, years of experience, or salaryyears of experience, or salary
• A dedicated workspace and a quiet work A dedicated workspace and a quiet work environment were key factors to environment were key factors to improving programmer productivityimproving programmer productivity
• Does this make sense to you?Does this make sense to you?