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Lecture 5: Managing Project Scope - Communication, Planning, and Execution

This lecture covers effective communication processes, project planning, and execution strategies for managing project scope. It includes topics such as conducting productive meetings, making effective presentations, and becoming a good listener. The lecture also discusses the five process phases of project management and the importance of project initiation.

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Lecture 5: Managing Project Scope - Communication, Planning, and Execution

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  1. Lecture 5

  2. Review of Lecture 4- Communication – definition- Communication processes: -Communication Planning -Information Distribution -Performance Reporting -Administrative Closure- Report types: Status, Progress, Forecast

  3. Effective communicator attributes- Running productive project meetings- Making effective presentations- Becoming a good listener- Using communication templates- Conducting a walkthrough

  4. Lecture 5 Managing Project Scope

  5. Five Process Phases of Project Management • Initiate • Plan • Execute • Monitor and Control • Close

  6. Project Initiation • The process of authorizing a new or continuing an existing project • Four initiation activities: • Identifying information systems development projects • Classifying and ranking information systems development projects • Selecting information systems development projects • Establishing the project charter

  7. 1. Identifying Information Systems Development Projects • Identification can be made by: • Top management or chief executive officer • Strategic focus • Steering committee • Cross-functional focus • User department(s) • Tactical focus • IT development group or IT management • System integration focus

  8. Two Basic Project Planning Approaches a. Isolated – attempts to solve individual organizational problems • What procedure (application program) is required to solve this particular problem as it exists today? • Dependent on current IT infrastructure

  9. Two Basic Project Planning Approaches(cont.) b. Planned – systematic identification of project that will provide solutions today and into the future • What information (or data) requirements will satisfy the decision-making needs or business processes of the enterprise today and well into the future? • Independent of current IT infrastructure constraints

  10. Corporate Strategic Planning • An ongoing process that defines the mission, objectives, and strategies of an organization • Required if project selection is going to be successful • Three-step process • The current organization must be reviewed and understood • Management decides on future direction • Strategic plan is developed for transition from current to future state

  11. Strategic Planning Requirements: • Mission Statement • Statement that makes it clear what business the company is in • Objective statements • Series of statements that express an organization’s qualitative and quantitative goals for reaching a desired future position • Sometimes called Critical Success Factors or Corporate Values • Competitive Strategy • Method by which an organization attempts to achieve its mission and objectives

  12. GenericCompetitive Strategy

  13. Information Systems Planning • An orderly means of assessing the information needs of an organization and defining the systems, databases, and technologies that will best satisfy those needs • 3 step process: Current situation, Future situation and Schedule of Projects

  14. Planning Methods • Top-Down • Generic information systems planning methodology that attempts to gain a broad understanding of the information system needs of the entire organization • Bottom-Up • Generic information systems planning methodology that identifies and defines information systems development projects based upon solving operational business problems or taking advantage of some business opportunities

  15. Information Systems Plan Outline

  16. 2. Classifying And Ranking Information Systems Development Projects • Completed by top management, steering committee, business units, or information systems development groups • Criteria varies among organizations

  17. Possible Evaluation Criteria When Classifying And Ranking Projects

  18. Business Case • Justification that presents the economic, technical, operational, schedule, legal and contractual, and political factors influencing a proposed information systems project

  19. Selected Feasibility Factors • Economic • Technical • Operational • Schedule • Legal and contractual • Political

  20. Economic Feasibility • Identify the financial benefits and costs associated with a development project • Benefits • Tangible or intangible • Costs • Tangible or intangible

  21. Benefits • Tangible – benefit derived from the creation of an information system that can be measured in dollars and with certainty • Cost reduction and avoidance; error reduction; increased flexibility; increased speed of activity; improvement of management planning and control; opening new markets and increasing sales opportunities • Intangible – benefit derived from the creation of an information system that cannot be easily measured in dollars or with certainty • Competitive necessity; increased organizational flexibility; increased employee morale; promotion of organizational learning and understanding; more timely information

  22. Cost Types • Tangible cost • Cost associated with an information system that can be measured in dollars and with certainty • Intangible cost • Cost associated with an information system that cannot be easily measured in terms of dollars or with certainty • Recurring cost • Cost resulting from the ongoing evolution and use of a system • One-Time cost • Cost associated with project start-up and development or system start-up

  23. Cost-Benefit Analysis • The use of a variety of analysis techniques for determining the financial feasibility of a project • Present Value • Discount Rate • Net Present Value • Break-even Analysis

  24. Technical Feasibility • Process of assessing the development organization's ability to construct a proposed system

  25. Technical Project Risk Assessment Factors • Project Size • Project Structure • Development Group • User Group

  26. Risk Assessment Matrix

  27. Potential Technical Risks • Failure to attain expected benefits from the project • Inaccurate project cost estimates • Inaccurate project duration estimates • Failure to achieve adequate system performance levels • Failure to adequately integrate the new system with existing hardware, software, or organizational procedures

  28. Operational Feasibility • Process of assessing the degree to which a proposed system will solve business problems or takes advantage of business opportunities • What impact will the proposed system have on the organization’s structures and procedures?

  29. Schedule Feasibility • Process of assessing the degree to which the potential time frame and completion dates for all major activities within a project meet organizational deadlines and constraints for affecting change

  30. Legal and Contractual Feasibility • Process of assessing potential legal and contractual ramifications due to the construction of a system

  31. Political Feasibility • Process of evaluating how key stakeholders within the organization view the proposed system

  32. Selecting IS ProjectsPopular Selection Methods • Value Chain Analysis • The process of analyzing an organization's activities to determine where value is added to products and/or services and the costs incurred for doing so • Multi-Criteria Analysis • A project selection method that uses weighted scoring for a variety of criteria to contrast alternative projects or system features

  33. 4. Establish a Project Charter • A short document prepared for the customer during project initiation that describes what the project will deliver and outlines generally at a high level all work required to complete the project • Typically contains: • Project title and date of authorization • Project manager name and contact information • Customer name and contact information • Projected start and completion dates • Key stakeholders, project roles, and responsibilities • Project objectives and description • Key assumptions or approach • Signature section for key stakeholders

  34. Project Scope Planning • Process of progressively elaborating and documenting the project work plan in order to effectively manage a project • Occurs once a project has been formally selected for development

  35. Project Scope Planning Activities • Project workbook created • Project scope statement written • Baseline project plan is developed

  36. Project Workbook • Serves as the central repository for all project-related documents and information • Contains • all project correspondence, inputs, outputs, deliverables, procedures, and standards established by the project team • Workbook can be paper or electronic

  37. Project Scope Statement • Document prepared for the customer that describes what the project will deliver and outlines generally at a high level all work required to complete the project • Addresses: • What problem or opportunity does the project address? • What are the quantifiable results to be achieved? • What needs to be done? • How will success be measured? • How will the end of the project be identified?

  38. Baseline Project Plan • Documents the best estimate of a project's scope, benefits, costs, risks, and resource requirements • Four sections: • Introduction • System Description • Feasibility Assessment • Management Issues

  39. Baseline Project Plan Introduction • Provides a brief overview of the entire document and outlines a recommended course of action for the project

  40. Baseline Project Plan System Description • Documents possible alternative solutions in addition to the one deemed most appropriate for the given situation

  41. Baseline Project PlanFeasibility Assessment • Project costs and benefits, technical difficulties, and other such concerns are outlined • Gantt charts and network diagrams illustrate high-level project schedules

  42. Baseline Project PlanManagement Issues • Documents management concerns related to the project • Typical issues include: • Team configuration and management • Communication plan • Project standards and procedures • Other project-specific topics

  43. Project Scope Definition • Process of subdividing the major project deliverables – as identified in the project scope statement – into smaller, more manageable activities in order to make more accurate cost, task duration, and resource estimates

  44. Project Scope Verification • Process of obtaining formal acceptance of a project’s scope from the project stakeholders

  45. Project Scope Change Control • Formal process for assuring that only agreed- upon changes are made to the project’s scope • Submitted change request should address: • Project specifications • Project schedules • Budgets • Resources

  46. Scope Creep • Progressive, uncontrolled increase in project scope

  47. Questions?

  48. Assignment 3Due February 11, 2008To be completed individuallyValue 5% of final grade • Prepare a Project Charter and a Project Scope Statement for the following project: creation of company intranet site

  49. Midterm Exam • Monday February 11, 2008 • Room B211 • From 2:30 PM to 4:20 PM

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