INFORMATION SYSTEM PROJECTS
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This document discusses various aspects of initiating, planning, executing, monitoring, and controlling projects. It describes the key components of the project initiation stage including developing a project charter and stakeholder analysis. Planning involves creating a project management plan to outline processes, work execution, controls, and closure. Execution entails performing the planned work, including quality assurance. Monitoring and controlling ensures work aligns with the plan, and issues are addressed. Requirements are established through stakeholder input to ensure project success. Earned value management, forecasting, variance analysis and performance reviews are used to monitor and control projects.
INFORMATION SYSTEM PROJECTS
- 1. Chapter Four
- 2. Initiating the Project Project initiation is the official launch of the project. Initiation is based on identified business needs that justify the expense, risk, and allotment of resources for the project to exist. It’s important for IT project managers to keep the idea of the business need in mind throughout the project.
- 3. Cont…. The project charter is the official document that authorizes the project manager and the project to exist within the organization. The project stakeholders are all the people and organizations that are affected by the existence of the project and the project’s outcome
- 4. Cont….. The initiating stage should include a plan that encompasses the following areas: i. Analyzing the business needs/requirements in measurable goals. ii. Reviewing of the current operations. iii. Financial analysis of the costs and benefits including a budget.
- 5. Cont….. iv. stakeholder analysis, including users, and support personnel for the project v. project charter including costs, tasks, deliverables, and schedule
- 6. Planning the Project Good projects need good plans. You, the project team, and many of your stakeholders will need to know where your project is going and how you plan on getting there. Planning is an iterative project process group that communicates the intent of the project manager.
- 7. Cont… It shows which processes will be used in the project, how the project work will be executed, how you’ll control the project work, and finally, how you’ll close down phases and the project at its end. Planning requires time, resources, and often a budget for testing, experimenting, and learning.
- 8. Cont… The primary result of the planning process group is the project management plan. This document is actually a collection of smaller plans that address different areas of the project.
- 9. Executing the Project Presented with your approved project, your project team goes about the business of getting the project work done and creating key results. Project execution is unique to each discipline and is led and directed by the project manager.
- 10. Cont…. This is also the area of the project where members of your project team will spend the bulk of their time and effort and where the project will spend the bulk of your budget. Project execution includes the quality assurance process, as the project team must create the project work correctly.
- 11. Cont….. It is also in the project execution process group that you’ll acquire, develop, and manage the project team. It’s a fine line between managing your project team and leading the project team.
- 12. Monitoring and Controlling the Project This set of processes ensures that the project work team is doing and being completed accurately and according to plan. If there are problems, issues, or risks, then the project shifts back to project planning to figure the stuff out before moving back into execution.
- 13. Cont… Monitoring and controlling the project is based on your project plans, the work of the project team, and shifting conditions within the project. Monitoring and controlling also provides communication for reporting the overall performance of the project, the performance of key project deliverables, and information on project specifics, such as the time, cost, and risk portions of the project.
- 14. Establishing the Project Requirements Before the actual project work can begin, the project manager must establish the project requirements with the project stakeholders. Stakeholders are any individuals, groups, or communities that have a vested interest in the outcome of the project. On some projects, the stakeholders may be just one department.
- 15. Cont…. On others, when projects may affect every department, the stakeholders may be throughout the entire organization. Identifying stakeholders is important because their input to the project requirements early in the project initiation can ensure the project’s success.
- 16. Cont….. Stakeholders include: i. Customers and users. These are often called the end users, clients, or recipients of the project deliverables. These stakeholders could be internal to your organization or quite literally customers that purchase the deliverable your project creates.
- 17. Cont…. ii. Project sponsor. This is a person in the organization that has the authority to grant the project manager power over the project resources, assign a project budget, and support the existence of the project. -This person also signs the project charter to officially launch the project and assigns the project manager to the project.
- 18. Cont… iii. Portfolio review board. - This group of stakeholders is responsible for determining which projects are worthy of the company’s capital. -They define the governance of projects and programs within an organization and oversee the selection of the projects, while considering a number of factors such as return on investment, project value, risk to reward of proposed projects, and predicted financial outcomes of launching a new project.
- 19. Cont… iv. Program managers. -A program is a collection of projects working together to realize benefits that the company could not realize if the projects were managed independently of one another. -The program manager oversees all of these orchestrated projects in her program.
- 20. Cont… v. Project team -These are the people that work on planning and executing the project plan. -Depending on the organization, the project team may work full-time or part-time on the project, and they can come and go as the project work warrants or stick around for the duration of the project.
- 21. Cont…. vi. Functional management -Functional management consists of managers of the administrative functions of a company; consider finance, human resources, and accounting. -Functional management has their own staff and their own day-to-day duties to keep the operations stable.
- 22. Cont…. vii. Business partners. -These are the sellers, vendors, and contractors that may be involved in a project through a contractual relationship. - Business partners can provide goods and services such as hardware, software, and subject matter experts like developers, technical writers, and software testers that you might need on your project.
- 23. Reasons for initiating a project - problem-driven: competition, crisis -change-driven: new needs, growth, change in business, change in environment - opportunity-driven: new technology -part of a previous plan
- 24. Tools Used to Monitor and Control Projects Having accurate project estimates and a robust project budget is necessary to deliver within the project budget. There are several techniques used to monitor and control the project:
- 25. Cont…. i. Earned Value Management or Analysis -Earned Value Management (EVM) is a mathematical method by which you can measure the actual performance of a project. -You will use EVM to monitor your project in terms of schedule and cost.
- 26. Cont…. ii. Forecasting. -The forecast is based on the current actual performance. -As a project manager, having the ability to tell whether your project will be delivered on-time and on-budget is critical.
- 27. iii. Variance Analysis -Variance analysis is the comparison of expected project performance to the actual cost performance. - This analysis helps you understand the causes of variance, if any. Preventative and corrective actions are determined based on the variance analysis
- 28. Cont…. iv. Performance Review. -Performance reviews in projects are required to check the health of a project. -This usually involves Cost and Schedule as the main parameters to assess. - However, other parameters, such as Scope, Quality, Team Morale, may be used. -Reviews may include the client, Product Owner, other Project Managers
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