Download Welcome to ISQS 4350 - my Industrial-Strength Web site!

Welcome to ISQS 4350
 Information
Systems Project
Management
 The Capstone Course for MIS
 INSTRUCTOR: Dr. Burns
 TEXTS:
Gido & Clements,
Successful PROJECT MANAGEMENT
• Goldratt, CRITICAL CHAIN--discussed on 10-27-purchased in copy shop
 Copy
packet in Copy Shop--Burns,
PROJECT & PROCESS MANAGEMENT-Available Wed.
References
 REF:
Rakos, PROJECT
MANAGEMENT, 1990
 Kerzner, Project Management
Off Hrs: 9:00-11:30 a.m. MW
 By
appointment: 742-1547, BA 714
 email: [email protected]
About Me
 I’ve
been teaching Project
management for five years
 My undergraduate degree was
Aerospace Engineering
 My masters degree was
Astronautics
 I was involved in many aerospace
engineering projects
 My PHD is in Systems and
Operations Research
How about you?
 How
many of you expect to
graduate this semester?
 What, in your opinion is the most
important skill or competency that
you need now?
 How many of you currently hold a
part-time job?
 Why do you want to be an IT
professional?
 How about 5-10 years from now?
 What about a class mixer? Party
Outline for Today
 Objectives
 Requirements
 Term
for Completion
Project
 Jobs
 Our
Business--another look
Objectives
 To
Present the technology of
Project Management
• Companies are organizing around
processes and projects, eliminating jobs
• MIS Advisory Board has mandated this
course
 To
Present System and Enterprise
Integration as Projects
 To Present contemporary topics
 To Learn some new skills-Systems Thinking, Visual
Basic???
What? Contemporary
Topics!!??$$
 Process
Improvement, Innovation,
Reengineering
 Process Impediment Identification
and Removal
 Process Maturity
 Change Management
 Embracing Complexity
 SYSTEMS THINKING
• To cope with the increasing complexity
More Contemporary Topics
 Enterprise
resource planning
 Client-Server and Peer-to-Peer
 Knowledge Management
 Goldratt Thinking Process
 Systems Thinking
Requirements for Completion
 Two
EXAMS, each worth 22%
 Mid-semester Report worth 15%
 Term Project, worth 26%
 Homework, worth 10%
 Class participation, WORTH 10%
 Class presentation of term project,
WORTH 5%
 NO FINAL
GRADING
 90-100
-A
 80-89.9999 --B
 70-79.9999 --C
 Everyone starts out with an A in
the course
Expectations
 Attend
class
 Perform reading assignments
before coming to class
 Tech policy for academic honesty
enforced
 Assistance for Disabled students
The Discussion Session
 Meets
immediately after this class
on Mondays
 From 2:00 until 3:00 p.m. in BA
718--across from my office
 Attendance is voluntary
 To help you with any problems
 No credit
Deliverable due dates
 One-page
description due 9-8-99
 Requirements Document due 9-15-99
 Proposal and Project Plan due 10-1699
 Mid-Semester Report due 10-20-99
 Functional Specification due 11-8-99
 Earned value Analysis due 11-17-99
 Final Project Due 12-6-99
 Projects will be presented beginning
11-29-99
Mid-Semester Report
 Is
topically independent of the
term project
 Pre-approved Topics are given in
syllabus
 Methodologies for ERP,
conversion/cutover projects, sys
integration projects
Project Topics
 Taken
from past employment
involvements
 Taken from current involvements
 Uses design project completed for
ISQS 4349
 Based on a prototypical
contemporary initiative
Project Grading
 Discussed
in Handout
 Dimensions for grading:
• Creativity (originality) --is project original,
innovative and unusual; does it describe
original work?
• Complexity--what is the sophistication level
of the work
• Clarity--it it clear what the authors have
done
• Completeness--to what extent does the
project address the problem in totality
• Correctness--does the project report
describe why what was done was worth
doing?
Project Expectations
 Doesn’t
have to be actually
performed to completion
 Must be planned in detail,
however.
• Budgeted
• Scheduled
• Resourced
 Must
include Preliminary and
formal proposals as appendices
Project Format
 Title
Page
 Executive Summary
 Body
•
•
•
•
•
Scenario
Requirements document
Proposal -- exactly as in handout
Project Plan -- exactly as in handout
Functional Specification -- exactly as in
handout
 Bibliography
 Appendices
Appendices
 One-page
description
 Old Requirements Document
 Old Project Plan
 Old FORMAL PROPOSAL
 Old Functional Specification
 Materials specifying format are
provided in chapter 9 of Burns
Questions
 About
course requirements
 About project
 About exams
 About homework
JOIN AITP
 Applications
are in BA 604, the
ISQS Office
 Its important to affiliate yourself
with a professional organization
 Dues for the first few years are
cheap if you join as a student
 Discounts on airlines and hotels
 Low interest credit card
 It’s the way MIS majors market
themselves to recruiters.
How to study for exams
 Read
chapters before coming to
class
 After each class day, go over your
notes
 As soon as possible after class
 Preferably with someone else
 Make sure you understand
everything discussed
Our Business -- The Outlook
 MONEY
MAGAZINE: Computer
Systems Analyst: #1
 Computer programmer: #13
 Computer systems Consultant:
#17
 Physician: #2
 Electrical Engineer: #4
How the Outlook is Computed
 Based
on: Security, stress, salary,
challenge, variety, availability,
demand
 Over 500,000 new jobs between
now and 2005
 ANDERSEN: 92,000 IT job
openings right now
Our Business -- Some Anomalies
 Its
likely your first assignment may
involve maintenance, not
development
 Systems Integration is becoming
an imperative
 Formal analysis is becoming too
expensive
 Many projects start at the design
level and go to construction and
execution.
• (Hence, there is no formal analysis, no
What’s the deal with
maintenance?
 the
1 to 5 rule
 80-90% of MIS budgets
What will you do when you
graduate?
 Systems
maintenance
 Systems development (analysis,
design)
 Systems administration
• Network administration
• Database administration
 Systems
integration
 Systems implementation,
conversion and cutover
 Systems redesign
What’s big right now?
 Not
Y2K
• That’s finished
 Still,
there is a need for COBOL
maintenance
 Web-based development
 E-commerce
 Client/Server
 Workgroup-workflow computing
 Network design and administration
You will become a
 Consultant,
en route to becoming
a
 Project manager
What about IT Consulting??
 Grew
at the blistering rate of 27% last
year
 Also, SAP, Oracle, HP, Digital, Fujitsu,
Microsoft, and Unisys
• These report booming consulting practices in
conjunction with their products
 IT
Consulting is a 55 billion industry this
year (1998)
 Big six accounting firms account for less
than 30% of the total market
Some Texas firms that
aggressively hire our MIS majors
 Software
Architects (Los Calinas)
 AIM Management Systems
 Argo Data Resource (Dallas)
 BSG, Inc (Houston, Austin and
Dallas)
 Stonebridge Technologies
 DSC, Inc. (Plano)
 Nortel (Richardson)
In addition to
 Andersen
 Ernst
& Young
 Arthur Andersen
 AT&T (Dallas)
 Sprint (Los Calinas)
 J. C. Penny
 Exxon
Some WEB sites you may be
interested in
 www.PMI.org
 www.E&Y.com
 www.andersen.com
 www.USATODAY.com
• Jobs
Miscellaneous
 Please
pick up the copy packet in
our basement copy shop,
beginning tomorrow morning
Characteristics of a project
 Starting
point (event)
 stopping point (event)
 consists of activities
 produces at least one deliverable
 requires resources
 consumes budget
 adheres to a schedule
 requires a project manager
Some definitions
 event--an
instant in time
 activity--a task that has a time
duration
• begins with a starting event
• ends with an ending event
 milestone--an
event in which a
major deliverable is completed
 process--the activities that make
up a project
 methodology = process
Software Development Projects
 Definition
 Analysis
 Design
 Construction
 Testing
 Acceptance
 Cutover
 Operation
 (The
Waterfall Model)
As you depart for that Job,
 You
have a responsibility to Texas
Tech
 Keep us updated
 Financial support
 Stay in touch
Concerns of Curricula Designers
 Striking
the right balance between
business and technical knowledge
 More verses less technical
expertise philosophies
 Accreditation standards limit
curriculum flexibility
 Delay between the Design and
Implementation of Curriculum
Changes
 There is a knowledge explosion
Rapidly Changing Character of
the Discipline
 Need
to continuously and
systematically examine the fit
between the skills and knowledge
 Differences exist in the areas of
integration and management
 Differences exist in the areas of
technology and computing
The Curriculum Gap
IS TASK
Practitioner Rank
Academic Rank
Integrate Networks
3
23
Intrg. exstng bus apps
4
14
Intrg. new apps with exstng
6
20
Manage/plan sys development/project implementation
15
1
Manage/Plan Feasibility/Approval for New Systems and
Technology
20
5
Maintain Productive User/Client Relationships
1
10
The Curriculum Gap, Continued
TECHNICAL SKILLS Pract Rank
Rank
Network
1
Telecommunications
2
4GL’s
4
Systems Integration
5
Distributed processing
6
COBOL/ other 3GL
16
A Specific Prog. Lang
14
Sys anal/struct anal
11
Academic
13
8
10
14
15
4
3
1
Why is there a Curriculum Gap?
 Not
the result of a incompatible
visions
 Lots of agreement between
practitioners and academics on
the importance of certain IS tasks
and skills
 The fit between practitioners and
academics on important technical
skills was also similar
The Shared Vision: IS TASKS
IS TASKS
Pract Rank
Academic Rank
Anal IS Solns to Bus Prob 1
Anal Bus Prob
2
Integrate Networks
3
Integ Exstng Apps
4
Develop Databases
5
Integ New w/ Exstng Apps 6
Implement New/Changed ComputerSupported Business Processes
1
2
10
8
5
5
7
The Shared Vision: TECHNICAL
SKILLS
TECH SKILLS
Rank
Pract Rank
Network
Telecommunications
Relational Databases
4GL’s
Systems Integration
Distributed Processing
Data Management
1
2
3
4
5
6
7
Academic
5
2
4
6
7
10
8
The GAP is real
 Not
due to incompatible visions of
the future IS PROFESSIONAL
 Due instead to the slow process of
curriculum change and
implementation
 Practitioners and academics must
together address these
implementation issues
A new IS Professional: THE
INTEGRATOR
 Will
possess traditional IS skills
but will be focused on integration
rather than systems development
 Integrating activities include: joint
ventures, mergers, downsizing,
globalization, client/server
migration, business reengineering,
cost control
 Must be able to cross boundaries
in order to solve problems
A new IS Professional: THE
INTEGRATOR
 Devotes
even-handed effort to
analysis and synthesis
 Integrates technologies and
applications
 Maintains a strategic orientation
Technical Skills of THE
INTEGRATOR
 Telecommunications
and
Integration
 Data access and management
 Decision support, 4GL’s and CASE
 Firm-specific technologies
 Strong contextual orientation
Really, three IS professional
careers are needed
 Technical
Specialist
 Software developers
 Functional IT integrator
IMPLICATIONS, according to
Trauth
 Formal
SDLC emphasis must
diminish
 Integration must take center stage
 Analysis skills will remain
important
 Skills to re-engineer business
processes becomes important
 Skills to promote change and
improvement
GREATEST NEED
 Skills
and knowledge associated
with integration
 What is the skill set???
 Internships are a mechanism for
real-world learning about
integration
 Practitioners can assist here
(everywhere)
What is a project?
A
specific objective must be
completed within certain
specifications
 Has a definite starting date and
end date
 Has funding limitations
 Consumes resources (money,
people, equipment)
 Made up of activities (tasks)
Project management involves
 Planning
• Definition of work requirements--WORK
BREAKDOWN STRUCTURE
• Definition of quantity and quality of work
• Determination of what resources are
needed when
 Monitoring
• Tracking progress
• Comparing actual outcomes to predicted
outcomes
• Analyzing impact
• Making adjustments
Successful Project management
requires completion of the project
 on
time
 within budget
 with the desired
performance/technology level
 with good customer relations
 while using the assigned
resources effectively
Further elements of success
include
 with
acceptance by the
customer/user
 without disturbing the main work
flow of the organization
 without changing the corporate
culture
Project managers and line
managers
 are
peers
 line managers control all
resources except money
 project managers control money
Project managers must
 coordinate
and integrate activities
across functional lines
 have good interpersonal skills
 have a general knowledge of the
technology being used
 be familiar with the operations of
each line organization
 negotiate with upper-level
management for resources
Functional (line) managers must
 define
how and where the task will
be done
 determine who will do the task
 not be a project manager
 control all resources
• promotion, grade, salary, bonus, overtime,
responsibility, future work assignments
Project Manager, as planner,
provides
 input
to the line manager
regarding above
 complete task definitions
 resource requirement definitions
 major timetable milestones
 definition of end-item quality,
features, and requirements
 the basic performance
measurements
Project champions and project
managers
 champions
create the ideas for
products which require projects
foir their creation and completion
 champions don’t make good PM’s
because
• they are introverted, perfer to work with
ideas rather than people
• committed to technology rather than
responsibility
• they are perfectionists, rather than doers
that get things done
Growth of Project management
 Many
companies are organizing
around projects rather than jobs
per se
 In the software business, a typical
software product has grown by
two orders of magnitude in terms
of lines of code required--WHY?
When is project management
necessary?
 when
jobs are complex
 when there are dynamic
environmental considertions
 when constraints on time and
budget are tight
 when there are several activities to
be integrated
 when there are functional
boundaries to be crossed
GANTT CHART
PERT CHART 1
PERT CHART 2
WORK BREAKDOWN 1
WORK BREAKDOWN 2
The Three R’s of Software
Automation
 Re-engineering
 Repository
 Reuse