chapter 12: project management and strategic planning copyright © 2013 pearson education, inc....
TRANSCRIPT
Chapter 12:Project Management and Strategic
Planning
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 1
Learning objectives
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
Electronic medical records
• $3 million project fell behind
• Some physicians did not support
• Many projects struggle because of project
management
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Projects Processes
• Temporary• Own budgets and
timelines• Unique• Uncertain
• Repeated• Efficient and cost
effective• Streamlined and
predictable
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Update Figure
Projects vs. processes
Triple constraint
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• Initiating Monitoring
• Planning Closing• Executing
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Project managementprocesses
Initiating
• Ground work
• Project charter
• Kickoff meeting
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• Project
management plan
• Deliverables
• Work breakdown
structure
• Gantt chart
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Planning
Executing
• Coordinating efforts
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Monitoring
• Track progress
• Predecessors
• Critical path
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Closing
• End in orderly way
• Document lessons learned
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Role of project manager
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Project managementsoftware
• Managing time
• Managing people and resources
• Managing costs
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Why do projects fail?
• Lack of executive support
• Lack of stakeholder involvement
• Unclear requirements
• Scope creep
• Poor communications
• Escalation of commitment
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Success factors
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Strategic planning for IS
• Vision, principles, and policies
• Project portfolio management
• Disaster recovery
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Vision, principles,and policies
• Funding models
• Acceptable-use and security policies
• Enterprise architecture
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• Deciding which projects to pursue• Managing the portfolio
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Project portfoliomanagement
Disaster recoveryand business continuity
• Disaster recovery
• Business continuity
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Human element
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Summary
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
• Leading research and advisory company• Hype cycle
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Gartner case
WestJet JetBlue
• Did not warn
customers• Did not reduce
volume• Migration glitches• Long waits
• Communicated with
customers• Backup site and
temporary agents• High marks from
observers
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JetBlue and WestJet case
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