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
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 million project fell behind
• Some physicians did not support
• Many projects struggle because of project
management
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Electronic medical records
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
• Time
• Cost
• Scope
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Triple constraint
• Initiating
• Planning
• Executing
• Monitoring
• Closing
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 6
Project managementprocesses
• Ground work
• Project charter
• Kickoff meeting
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 7
Initiating
• Project management plan
• Deliverables
• Work breakdown structure
• Gantt chart
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 8
Planning
• Coordinating efforts
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Executing
• Track progress
• Predecessors
• Critical path
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 10
Monitoring
• End in orderly way
• Document lessons learned
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 11
Closing
• Leadership skills
• Communication abilities
• "People" skills
• Technical competence
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 12
Role of project manager
• Managing time
• Managing people and resources
• Managing costs
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Project managementsoftware
• 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?
• People
• Organizational
• Project
• Project management
• External
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 15
Success factors
• 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
• 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
• Deciding which projects to pursue
• Managing the portfolio
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 18
Project portfoliomanagement
• Disaster recovery
• Business continuity
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 19
Disaster recoveryand business continuity
• Cognitive biases– Confirmation
– Overconfidence
– Planning fallacy
– Anchoring
– Availability
– Hindsight
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 20
Human element
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
• 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
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 23
Jet Blue and WestJet case
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 24