Dr. Phd Title on Business Card - PowerPoint

							Welcome to ISQS 4350
 InformationSystems 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

 Byappointment: 742-1547, BA 714
 email: jimburns@ttu.edu
About Me

 I’vebeen 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     for Completion
 Term   Project
 Jobs
 Our   Business--another look
Objectives
 ToPresent 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 10-16-
  99
 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
 Discussedin 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
 Mustinclude Preliminary and
 formal proposals as appendices
Project Format
      Page
 Title
 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

 Itslikely 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
       there is a need for COBOL
 Still,
  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
 ITConsulting 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

 Pleasepick up the copy packet in
 our basement copy shop,
 beginning tomorrow morning
Characteristics of a project

 Startingpoint (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   Academic
 Rank
Network                1         13
Telecommunications     2         8
4GL’s                  4         10
Systems Integration    5         14
Distributed processing 6         15
COBOL/ other 3GL       16        4
A Specific Prog. Lang  14        3
Sys anal/struct anal   11        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       1
Anal Bus Prob             2       2
Integrate Networks        3       10
Integ Exstng Apps         4       8
Develop Databases         5       5
Integ New w/ Exstng Apps 6        5
Implement New/Changed Computer-
 Supported Business Processes          7
The Shared Vision: TECHNICAL
SKILLS
TECH SKILLS       Pract Rank   Academic
 Rank
Network                  1        5
Telecommunications       2        2
Relational Databases     3        4
4GL’s                    4        6
Systems Integration      5        7
Distributed Processing   6        10
Data Management          7        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