Lecture01 2

Information Technology
for Management
Chapter 13: Project Management

and SDLC
Prepared by Dr. Derek Sedlack, South University
Copyright 2015 John Wiley & Sons, Inc. All rights reserved.
Learning Objectives
Project Project
Managem Planning,
ent Execution,
Concepts and Budget
System Project
Developme Monitoring,
nt Life Control,
Cycle and Closing
Project Management Concepts
Deliverable
Items that you hand off to the client or
C
h
management for their review and approval
a and that must be produced to complete a
p project or part of a project.
t
e Project Portfolio Management (PPM)
r Set of business practices to manage
1
3 projects as a strategic portfolio.
Business Case
Identifies an opportunity, problem, or need
and the desired business outcomes of the
project.
Project Portfolio Management Path
C
h Map proposed projects to
a organizational strategies.
p
t
e Assess the value that a proposed
r project brings to the company.
1
3
Assess the complexity of proposed
projects.
Prioritize project proposals for

project selection.
Operations vs. Projects
Operations
C Business as usual
h
a
Projects
p Clearly defined scope, deliverables, and results.
t Estimated time frame or schedule subject to a high
e
degree of uncertainty.
r
1 Estimated budget subject to a high degree of
3 uncertainty.
Requirement of extensive interaction among
participants.
Tasks that may compete or conflict with other
business activities.
Risky but with a high profit potential or benefits.
C
h
a
p Scope
t
e
r
1 Project
3 Success
Time Cost
Figure 13.3 Project success triple

constraint.
Scope Creep
Project growth is the piling up of small
C
h
changes that by themselves are
a manageable but in aggregate are
p significant.
t
e Contributes to overages in budget,
r deadline, and/or resources.
1
3 Standard project management approaches
reduce scope creep.
1. What is a deliverable?
2. What is the purpose of PPM?
3. What distinguishes a project from operations?
C
h 4. What are the triple constraints?
a 5. How can scope creep contribute to project failure?
p 6. What identifies an opportunity, problem, or need and the
t desired business outcomes of the project?
e 7. What is the approach that examines projects holistically and
r manages them as a strategic portfolio?
1 8. What are the items that you hand off to the client or
3
management for their review and approval?
9. What are the three attributes that must be managed effectively
for successful completion and closure of any project?
10. What is the term for the piling up of small changes that by
themselves are manageable but in aggregate are significant?
Learning Objectives
Project
Project
Planning,
Manageme
Execution
nt
, and
Concepts
Budget
System Project
Developme Monitoring,
nt Life Control,
Cycle and Closing
Project Planning, Execution, and
Budget
Project Business Case
Identifies an opportunity, problem, or need
C and the desired business outcomes of the
h
a
project.
p Statement of Work (SOW)
t
e
A definitive statement that defines the project
r plan, but does not offer any options or
1 alternatives in the scope.
3
After the project plan in the SOW is reviewed,
a go or no-go decision is made.
Go/No-Go Decision
Formal decision made by PM, sponsor, and
appropriate executives and stakeholders.
Budget
Project plan
Business case review using
& SOW PPM; then
C go/no-go
h
decision
a
p
t
Project
e initiation &
r risk
1 management
3 planning
Project Project closure

execution, & lessons
tracking & learned
control
13.4 Project management key stages and
activities.
Budget
Work Breakdown Structure (WBS)
Identifies all work or activities that need to
C
h
be performed, the schedule of work, and
a who will perform the work.
p Milestones
t
e Used to manage the project work effort,
r
1
monitor results, and report meaningful
3 status to project stakeholders.
Crowdfunding
Raising funds for a project from the public,
or crowd, via the Web.
Budget
Responsibility Matrix
Shows who has primary responsibility and
C
h
who has support responsibility for the
a activities listed in the WBS.
p Gantt Chart
t
e A bar chart that shows the timeline of the
r
1
project schedule.
3
Budget
Baseline (Master Plan)
Finalized and accepted project plan.
C
h Changed only through formal change
a control processes.
p
t Variance
e Any change to the baseline.
r
1 Crowdfunding
3
Raising funds for a project from the public,
or crowd, via the Web.
Budget
1. If the business case is accepted, what document is
prepared?
C 2. What events are used to manage the project work
h effort, monitor results, and report a meaningful
a status to project stakeholders?
p
t 3. What is the longest path of tasks through a project?
e 4. What shows who has primary responsibility and
r
who has support responsibility for the tasks listed in
1
3 the WBS?
5. What is the type of bar chart that shows the
timeline of the project schedule?
6. When the project plan is finalized and agreed to,
what is any change to the baseline?
Learning Objectives
Project Project
Manageme Planning,
nt Execution,
Concepts and Budget
Project
System Monitorin
Developme g,
nt Life Control,
Cycle and
Closing
Project Monitoring, Control, and
Closing
Integrated Change Control
Process helps to manage the disruption
C
h
resulting from requested changes and
a corrective actions across the project life
p cycle.
t
e Required to defend:
r Approved/rejected change requests
1
3 Updates to the project plan/scope
Approved corrective and preventive
actions
Approved/validated defect repair
Closing
Critical Path
Longest path of tasks through a project.
C Extends the length of the project with delays
h
a unless something is done to compensate.
p Contains critical tasks or activities.
t
e
Critical Tasks
r Tasks or activities on the critical path that
1
3
must be completed on schedule in order for
the project to finish on time.
Noncritical tasks
Tasks or activities not on the critical path,
but may go critical if delayed enough.
Closing
C
h
a
p
t
e
r
1
3
13.8 Project controls.
Closing
Project Control
Used to identify when to declare the
C
h
ongoing project a failure and kill it.
a Sunk Cost
p
t Money already spent on the project.
e
r
1
3
Closing
Project Closing and Postmortem
Project closure does not benefit the
C
h
completed project.
a The enterprise and people who worked on
p
t
the project benefit.
e Post-project reviews, or postmortems,
r
1
identify the reasons the project was
3 successful or not, strengths and
weaknesses of the project plan, how
problems were detected and resolved, and
how the project was successful in spite of
them.
Closing
1. What processes help to ensure that the
impacts resulting from requested changes
C and corrective actions are managed across
h
a the project life cycle?
p 2. What is the length of a project?
t
e 3. Assuming no changes are made, what
r happens when a task on the critical path is
1
3 delayed?
4. What costs should not be considered when
deciding whether to kill a project?
5. When are lessons learned from a completed
project identified?
Learning Objectives
Project Project
Manageme Planning,
nt Execution,
Concepts and Budget
System Project
Developm Monitoring,
ent Life Control,
Cycle and Closing
System Development Life Cycle
System Development Life Cycle (SDLC)

The traditional system development
C
h
method for large IT projects, such as IT
a infrastructure or an enterprise system.
p A structured framework that consists of a
t
e sequential set of processes.
r Highly susceptible to scope creep through:
1
3 Additional feature requests
Unnecessary stakeholders
Technological change/improvement
C
h
Objectives
a
p
t
e Expectations
r
1
SYSTEM DEVELOPMENT LIFE CYC
3
Specifications
Requirements Analysis
Deficiencies are identified and used to
C
h
specify new system requirements.
a More time invested in analysis mean
p
t
greater probability of IS success.
e System Analysis
r
1 Design of the proposed system.
3 Feasibility Studies
Technical, Economic, Legal and
Organizational, and Behavioral.
System Development
Creation based on functional objectives to
C
h
solve the business problem.
a Testing
p
t Verification that apps, interfaces, data
e transfers, etc., work correctly under all
r
1
possible conditions.
3
Implementation
Conversion of the old system to the new
C
h
system.
a Parallel: simultaneous transfer
p
t Direct: cut off and migration
e Pilot: test new than roll out
r
1 Phased: specific components in stages
3
Maintenance
Perform audits to assess capabilities and
determine operational correctness.
1. What are the stages of the SDLC?

2. Why is information system design highly
C
h
susceptible to scope creep?
a 3. What can be done to prevent runaway
p
t
projects?
e 4. Explain the feasibility tests and their
r
1
importance.
3 5. What are four conversion methods?

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Information Technology

Chapter 13: Project Management

Prepared by Dr. Derek Sedlack, South University

Prioritize project proposals for

Figure 13.3 Project success triple

Project Project closure

13.8 Project controls.

System Development Life Cycle (SDLC)

1. What are the stages of the SDLC?

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