Project Management - topics

1. Warm Up: Which factors determine the price for an IT-project?

2. IVK – chapter 6 ‘Project Management’ discussion points

1. ‘Waterfall’ versus ‘Agile’ approach to IT application project management

2. Managing uncertainties in estimates

3. Managing problems/risks

3. IVK – chapter 7 ‘Runaway Project’ discussion points

1. Why is the IR project in difficulties?

2. What should Barton do to get the project back on track?

4. The CISCO case – discussion point

1. How do you evaluate the decisions they make?

Warm Up - a hypothetical situation

• The CIO of a Danish insurance company has hired you as an

external project manager.

• She says: “I want you to be project manager for our project ‘New

Customer System’. I urgently need a fixed price and a plan.”

• What do you need to know and why?”

• The CIO is not known for her patience and you should only

request the most important information.

Warm Up - a hypothetical situation (my own 3 minute list)

• Is the project important for the CEO? (on top 5 on the to-do list)?

• Can I get the best team?

• What is the stakeholder complexity / organizational maturity?

• What is number of interfaces to other systems?

• What is the data quality of current customer data?

• What is the functional scope?

• Any preferences regarding software vendor / technology?

IVK – ‘Project Management’ discussion points

1. ‘Waterfall’ versus ‘Agile’ approach to IT application project management.

• Pro et contra

2. Managing uncertainties in estimates / budgeting for uncertainties

• Is it a good solution to ‘overestimate’ based on estimate uncertainty?

• Is it a good solution to operate with 2 plans: An internal and an external?

3. Managing problems/risks

• How do you as a PM ensure you get ‘early warnings’ regarding problems/risks?

IVK – ‘Runaway project’ discussion points

1. Why is it ‘Infrastructure Replacement’ project in difficulties?

• Are they actually doing anything right?

2. What should Barton do to get the project back on track?

• Should he fire the system integrator?

• What else should he do?

‘CISCO case’ discussion points

1. How do you evaluate the following decisions.

• To let each division decide systems for them selves – based on common architecture.

• CISCO’s accept of doing nothing until the big break down

• The approach: Standard package, big bang, few customizations

• Fast RFP-process: 10 days to prepare – 2 weeks to respond

• Decide for duration before scope

• Budget based on ‘value’ not ‘cost’

• The Conference Room Pilot approach with CRP0 – CRP4

• Reverse decision regarding ‘few customizations’ – including selecting a package

• Deselect historic data as part of the solution

• Go live with so many problems that the first months are very painful for the business