Chapter 12: Project Management and Strategic Planning Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 1
Chapter 12: Project Management and Strategic Planning Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 1.
Apr 01, 2015
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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
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 3
Projects Processes
• Temporary• Own budgets and
timelines• Unique• Uncertain
• Repeated• Efficient and cost
effective• Streamlined and
predictable
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 4
Update Figure
Projects vs. processes
Triple constraint
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 5
• Initiating Monitoring
• Planning Closing• Executing
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 6
Project managementprocesses
Initiating
• Ground work
• Project charter
• Kickoff meeting
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 7
• Project
management plan
• Deliverables
• Work breakdown
structure
• Gantt chart
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 8
Planning
Executing
• Coordinating efforts
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 9
Monitoring
• Track progress
• Predecessors
• Critical path
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 10
Closing
• End in orderly way
• Document lessons learned
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 11
Role of project manager
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 12
Project managementsoftware
• Managing time
• Managing people and resources
• Managing costs
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 13
Why do projects fail?
• 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
Success factors
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 15
Strategic planning for IS
• Vision, principles, and policies
• Project portfolio management
• Disaster recovery
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 16
Vision, principles,and policies
• Funding models
• Acceptable-use and security policies
• Enterprise architecture
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 17
• Deciding which projects to pursue• Managing the portfolio
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 18
Project portfoliomanagement
Disaster recoveryand business continuity
• Disaster recovery
• Business continuity
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 19
Human element
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 20
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
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 22
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
JetBlue and WestJet case
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 12 - 24
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