Information Systems Project Management
MIT-M Chiangmai University
Project Monitoring &control, Project assessment , Closed Project
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Project Planning, Scheduling,
and Controlling
Project Planning
1. Setting goals
2. Defining the project
3. Tying needs into timed project
activities
4. Organizing the team
Time/cost estimates
Budgets
Engineering diagrams
Cash flow charts
Material availability details
Project Scheduling
1. Tying resources to specific
activities
2. Relating activities to each other
3. Updating and revising on a
regular basis
CPM/PERT
Gantt charts
Milestone charts
Cash flow schedules
Project Controlling
1. Monitoring resources, costs, quality,
and budgets
2. Revising and changing plans
3. Shifting resources to meet demands
Before Project
During Project
Reports
• budgets
• delayed activities
• slack activities
Recall: The 5 Phases of Project Management
Reporting
FEASIBILITY
Finance
Evaluation
DESIGN,
PLANNING
Organization
Estimation
Planning
DEVELOPMENT
Monitoring & Control
Project Aberrations
Changes & Claims
Quality & Reviews, & Audits
CLOSEOUT
OPERATIONS
Plan
Implement
Control
SDLC
Stakeholders
Input
Process
output
Customer
Scope
Quality
Cost
Time
HR
Procurement
Communication
Risk
Report & Presentation
PMBOK : ISO 21500:2012
Closed Project
PM Knowledge Areas
& Process Groups
PM Process
Groups /
Knowledge Area
Processes
Initiating Process
Group
Planning Process Group
Executing Process
Group
Monitoring & Controlling
Process Group
Closing
Process
Group
Project
Management
Integration
Develop Project Charter
Develop Prelim Project
Scope Statement
Develop Project Management
Plan
Direct and Manage Project
Execution
Monitor and Control Project Work
Integrated Change Control
Close
Project
Project Scope
Management
Scope Planning
Scope Definition
Create WBS
Scope Verification
Scope Control
Project Time
Management
Activity Definition & Sequencing
Resource Estimating
Duration Estimating
Schedule Development
Schedule Control
Project Cost
Management
Cost Estimating
Cost Budgeting
Cost Control
Project Quality
Management
Quality Planning
Perform Quality Assurance
Perform Quality Control
Project HR
Management
Human Resources Planning
Acquire Project Team
Develop Project Team
Manage Project Team
Project
Communications
Management
Communications Planning
Information Distribution
Performance Reporting
Manage Stakeholders
Project Risk
Management
Risk Management Planning
Risk Identification
Qualitative / Quantitative Risk
Analysis
Risk Response Planning
Project
Procurement
Management
Plan Purchases and Acquisitions
Plan Contracting
Project Closure
Risk Monitoring and Control
Request Seller Responses
Select Sellers
18-June-09
Contract Administration
Contract
Closure
7
Risk Management is critical to ALL
levels of decisions
UNCERTAINTY
Strategic Decisions
Stra
tegic
Decisions transferring
strategy into action
Prog
ramm
e
Stra
tegic
m
gra
Pr o
me
Decisions required for
implementation
Pr o
ject
&O
per
a
tion
al
ject
Pr o
al
tion
a
r
pe
&O
The HM Treasury’s The Orange Book
Decisions can be categorized into three types. The amount of risk (uncertainty) varies
with the type of decisions. Most decisions are concerned with implementation.
8
The relationship between IRM & MOHLTC’s Complex
Risk Environment
External Risk Environment
re L a
gu ws
la &
tio
ns
ial
Political
Outcomes
nc
Fina
St
r
Po ateg
lic ic
y /
Communication
& Learning
Inf
Te orma
ch
no tion
log
y
Assess
rm
ati
on
Human
Resources
e
Th nom
o
Ec
y
LHINs
e ra
Op
n
tio
al
S
ex tak
pe eh
ct o l d
at e
io r
ns
Leg
Com al/
plian
ce
Ot
h
nis er
trie
s
er- s
rtn on
Pa izati
n
ga
Or
l
na
io
a t ce
iz an
a n rn
rg e
O Gov
Communication
& Learning
Ide
n
tify
t
en
ym
Pa ty &
fer bili e
ns nta
c
Tra ccou rnan
A o ve
G
Inf
o
h
is
bl
ta
tor
i
n
Mo
Es
Mi
MOHLTC
Risk Environment
Evaluate
Capacity
Communication
& Learning
ic n
bl tio
Pu cep
r
Pe
MOHLTC Extended
Enterprise
Corporate Governance
Requirements
9
Categorizing Risk – Comprehensive
1.
Political or Reputational Risk
2.
Financial Risk
3.
Service Delivery or Operational Risk
4.
People / HR Risk
5.
Information/Knowledge Risk
6.
Strategic / Policy Risk
7.
Stakeholder Satisfaction / Public Perception Risk
8.
Legal / Compliance Risk
9.
Technology Risk
10.
Governance / Organizational Risk
11.
Privacy Risk
12.
Security Risk
13.
Equity Risk
14. Patient Safety
NEW
Slide 10
10
Key Risk Indicators (KRIs) are linked to
strategy, performance and risk
Strategy & objectives
Risk
Cause
Consequence
KRI
Performance
KRIs need to be linked to strategy, objectives and target performance
levels, with a good understanding of the drivers to risk.
11
EXAMPLES OF KRIs
Human resource
• Average time to fill vacant
positions
• Staff absenteeism /sickness
rates
• Percentage of staff appraisals
below “satisfactory”
Age demographics of key
managers
Information Technology
• Systems usage versus
capacity
• Number of system upgrades/
version releases
• Number of help desk calls
Finance
• Daily P&L adjustments (#,
amt)
• Reporting deadlines missed
(#)
• Incomplete P&L sign-offs (#,
aged)
Legal/compliance
• Outstanding litigation cases
(#, amt)
• Compliance investigations (#)
• Customer complaints (#)
Audit
• Outstanding high risk issues
(#, aged)
• Audit findings (#, severity)
• Revised management action
target dates (#)
Risk management
• Management overrides
• Limit breaches (#, amt)
12
13
14
15
Roadmap to Project Management Success
Statement
of Work
Form
Project
Team
Purpose
Work
Breakdown
Structure
Responsibility
Matrix
R
Project Background
Gantt
Network
Resource
Plan
Budget
A
A
Project Deliverables
S
S
R
TIME
PROJE
CT
Perform
Tasks
GS
LEADERSHIP
LE
AR
NED
T
TS
RE
EN
PO
R
N
S
Track
Progress
M
SO
LES
EOS
CL
COMMUNICATION
O
UT
Evaluate
Success
ME
IN
Conduct
Close-Out
Meeting
Share
Lessons
Learned
O
BOOK
E
T
ET
N
PLAN
E
L
IM P
Update
Plan
Resolve
Issues
Manage
Change
Project Manager’s Role During
Project Close-Out
• Ensure that all project deliverables have been
completed and formally accepted by the customer.
• Determine if the measurable success indicators were
achieved.
• Conduct project close-out meetings, both internal
and external.
• Write the final project report.
• Document and share lessons learned.
Roadmap to Project Management Success
Statement
of Work
Form
Project
Team
Purpose
Work
Breakdown
Structure
Responsibility
Matrix
R
Project Background
Gantt
Network
Resource
Plan
Budget
A
A
Project Deliverables
S
S
R
TIME
PROJE
CT
GS
LE
AR
NED
T
TS
RE
EN
PO
R
N
S
Track
Progress
M
SO
LES
EOS
CL
COMMUNICATION
O
UT
Evaluate
Success
Perform
Tasks
LEADERSHIP
Meeting
Share
Lessons
Learned
ME
IN
Evaluate
Conduct
Success
Close-Out
O
BOOK
E
T
ET
N
PLAN
E
L
IM P
Update
Plan
Resolve
Issues
Manage
Change
Evaluating Project Success
• Project purpose
• Deliverables
• Measurable success indicators
– Quality
– Schedule
– Cost
Roadmap to Project Management Success
R
Conduct
Close-Out
Meeting
Project Background
S
R
TIME
PLAN
ME
Perform
Tasks
IN
PROJE
CT
ET
O
BOOK
E
T
GS
LEADERSHIP
N
LE
AR
RE
NED
T
PO
R
SO
S
Track
Progress
TS
COMMUNICATION
O
UT
Evaluate
Success
Budget
A
S
LES
EOS
CL
Share
Lessons
Learned
Resource
Plan
A
Project Deliverables
Conduct
Close-Out
Meeting
Gantt
Network
EN
Purpose
Responsibility
Matrix
N
Form
Project
Team
Work
Breakdown
Structure
M
Statement
of Work
E
L
IM P
Update
Plan
Resolve
Issues
Manage
Change
Informal Project Team Close-Out
Meeting
• Brainstorm to identify what went right with the
project.
• Brainstorm to identify what went wrong with the
project.
• List ideas for improvements.
• List ideas for ensuring that what went right happens
again.
• Recognize the accomplishments of individuals.
Close-Out Meeting Agenda
• Review project statement of work.
• Review actual deliverables and show how project
met its measurable success indicators.
• Summarize what was done well.
• Identify areas for improvement.
• Request recommendations for improvement.
• Determine if any additional tasks are required to
complete the project.
Close-Out Meeting Agenda (continued)
• List additional tasks, responsible persons, and
due date.
• Document lessons learned for the project
notebook.
• Discuss the project notebook availability to
appropriate personnel for future projects.
• Evaluate subcontractor performance.
Roadmap to Project Management Success
Statement
of Work
Form
Project
Team
Purpose
Work
Breakdown
Structure
Responsibility
Matrix
R
Project Background
Gantt
Network
Resource
Plan
Budget
A
A
Project Deliverables
S
S
R
TIME
PROJE
CT
Perform
Tasks
GS
LEADERSHIP
AR
RE
NED
T
EN
PO
R
LE
M
N
S
Track
Progress
TS
COMMUNICATION
O
UT
Evaluate
Success
ME
IN
SO
LES
EOS
CL
Share
Lessons
Learned
O
BOOK
E
T
ET
Conduct
Close-Out
Meeting
Share
Lessons
Learned
N
PLAN
E
L
IM P
Update
Plan
Resolve
Issues
Manage
Change
Sharing Lessons Learned
• Lessons Learned Database
– Categorized electronic project information database
• Continuous Improvement Recommendations
– Project Management Process
– Forms
– Standards
Roadmap to Project Management Success
Statement
of Work
Form
Project
Team
Purpose
Work
Breakdown
Structure
Responsibility
Matrix
R
Project Background
Gantt
Network
Resource
Plan
Budget
A
A
Project Deliverables
S
S
R
TIME
PROJE
CT
Perform
Tasks
GS
LEADERSHIP
LE
AR
NED
T
TS
RE
EN
PO
R
N
S
Track
Progress
M
SO
LES
EOS
CL
COMMUNICATION
O
UT
Evaluate
Success
ME
IN
Conduct
Close-Out
Meeting
Share
Lessons
Learned
O
BOOK
E
T
ET
N
PLAN
E
L
IM P
Update
Plan
Resolve
Issues
Manage
Change
Project Closure Analysis.
• When does a project end?
• Does it end when the software has been delivered to
customer & acceptance-tested?
• Yes, Successful delivery might indeed mark the end of an
individual project
• But not so for the organization that is in the business of
executing projects. From a Organization point of view, lesson
has to be learnt from past experience
• That is the success & failure should be analyzed so that future
project has improvement in Quality & Productivity.
More on Performance Metrics
Categories
Performance
measurements
Targets
Units of
measurement
Scope
Amount of work
accomplished
Amount of work to be
accomplished
M, M2, M3, Tons, $
Time
Completion dates
Milestones, Deadline
Day, Week, Month
Money
Cost, Cash flow
Budget, Profit, Cash
flow
$, Net Present Value
(NPV)
Quality
Quality achieved
(Appearance, Durability,
Strength, Suitability)
Target quality level
(Appearance, Durability,
Strength, Suitability)
Number of defects,
Value of defects,
Number of change
orders
Safety
Actual accidents and
injuries, delays and
economic damages
occurred
Goaled accidents and
injuries level
Person, $, Day, Week,
Month
Productivity
Actual productivity
Planned productivity
Work unit/worker/time
CLOSE PROJECT OR PHASE
Monitor
and
Control
Project
Work
JUBILEE HOUSE
PROJECT
Inputs
Transformation
• Project Management Plan
•Expert Judgment
•Accepted deliverables
• Organizational Process
Assets
Product,
Result or
Service
Outputs
• Final product, service or
result
• Organizational Process
Assets (updates)
29
Project Closure and Review Deliverables
FIGURE 14.1
14–30
Project Closeout
Checklist
14–31
Wrap-up Closure Checklist
TABLE 14.1
14–32
Creating the Final Report
• Executive Summary
– Project goals met/unmet
– Stakeholder satisfaction
with project
– User reactions to quality
of deliverables
• Analysis
– Project mission and objective
– Procedures and
systems used
– Organization resources
used
• Recommendations
– Technical improvements
– Corrective actions
• Lessons Learned
– Reminders
– Retrospectives
• Appendix
– Backup data
– Critical information
14–33
Sample Team Evaluation and Feedback Survey
TABLE 14.2
14–34
The Top 10 Signs of IT Project Failure
10. Best practices and lessons learned are ignored
9. Project lacks people with appropriate skills
8. Sponsorship is lost
7. Users are resistant
6. Deadlines are unrealistic
5. Business needs change
4. Chosen technology changes
3. Project changes are poorly managed
2. Scope is ill-defined
1. Project managers don’t understand users’ needs
Copyright © 2010 Pearson
Education, Inc. Publishing as
Prentice Hall
14-35
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