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Dr. Honghui DengDr. Honghui Deng

Assistant ProfessorAssistant Professor

MIS DepartmentMIS Department

UNLVUNLV

IS 488 IT Project Management

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Chapter 2 Discussion questionChapter 2 Discussion question

• It has been suggested that more It has been suggested that more ethical mistakes result from failure of ethical mistakes result from failure of imagination than from failure of imagination than from failure of moral principle. If you cannot think of moral principle. If you cannot think of alternative courses of action, you alternative courses of action, you have few choices. A practical aspect have few choices. A practical aspect of ethical reasoning involves of ethical reasoning involves determining whether all available determining whether all available options are exhausted. options are exhausted. Do you Do you agreeagree? ?

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Chapter 2 Discussion questionChapter 2 Discussion question

• Read and comment on the interview Read and comment on the interview with a project manager at the end of with a project manager at the end of Chapter 2 & 3.Chapter 2 & 3.

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Chapter 3Chapter 3DEFINING IT PROJECT SCOPEDEFINING IT PROJECT SCOPE

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Chapter 3 Project scope Chapter 3 Project scope

• Two important interrelated questions:Two important interrelated questions:– What is to be developed?

– How it should be developed?

• This is true for This is true for – Developers (project manager and team

members) and– Recipients (users and sponsors)

• Both must be clear on project ‘intent’. Both must be clear on project ‘intent’.

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Chapter 3 Project specificationsChapter 3 Project specifications

• Project success is closely tied with user Project success is closely tied with user needs specification.needs specification.

• It is important for the developers to It is important for the developers to understand exactly what the project is understand exactly what the project is expected to accomplish.expected to accomplish.

• Effective allocation of resources is Effective allocation of resources is dependent on it.dependent on it.

• It saves time by eliminating features that It saves time by eliminating features that have little value to the customer. have little value to the customer.

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Chapter 3 Project scope Chapter 3 Project scope

• Project scope is the guide for Project scope is the guide for developing project plan.developing project plan.

• Project plan is the guide for project Project plan is the guide for project execution.execution.

• Thus, project success is directly Thus, project success is directly linked with the project scope.linked with the project scope.

• Project scope is developed by the Project scope is developed by the project manager in close project manager in close collaboration with the customer.collaboration with the customer.

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Chapter 3 Project scope contentChapter 3 Project scope content

• It clearly describes deliverables that are: It clearly describes deliverables that are: – Realistic and

– Doable

• It is a source for measuring progress and It is a source for measuring progress and controlling quality.controlling quality.

• It must be clear on: It must be clear on: – Overall objectives

– Specific deliverables– Milestones – Needed resources

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Chapter 3 Overall objectivesChapter 3 Overall objectives

• Example, “to develop and implement Example, “to develop and implement a web based inventory system that a web based inventory system that integrates all suppliers within 18 integrates all suppliers within 18 months at an approximate cost of months at an approximate cost of $100,000.”$100,000.”

• This statement suggests This statement suggests whatwhat is is expected, expected, whenwhen it is expected, and at it is expected, and at whatwhat cost. cost.

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Chapter 3 Deliverables Chapter 3 Deliverables

• Must be defined with specific Must be defined with specific timetime and and costcost projected.projected.– Example, “a prototype of a system

within two months at the cost of $25,000.”

• Deliverables are used as a base to assign Deliverables are used as a base to assign responsibilities and evaluate performance. responsibilities and evaluate performance.

• Collectively, deliverables accomplish the Collectively, deliverables accomplish the overall objectives of the projectoverall objectives of the project. .

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Chapter 3 MilestonesChapter 3 Milestones

• A milestone reflects an event - a point in the A milestone reflects an event - a point in the life of the project when a significant life of the project when a significant accomplishment has been made. accomplishment has been made. – Example, prototype test is complete

• Milestones are based on deliverables and Milestones are based on deliverables and used to monitor progress. Once milestones used to monitor progress. Once milestones fall behind schedule it is an indication that fall behind schedule it is an indication that the entire project may be delayed. the entire project may be delayed.

• They must be easily recognized by all team They must be easily recognized by all team members and sponsors. members and sponsors.

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Chapter 3 ResourcesChapter 3 Resources

• Divided into three main components: Divided into three main components: – human resources (talent and skills required in

the team).– facilities and equipment (communication

channels, testing tools).– organizational (support, collaboration with

inside and outside entities).• Exclusion or exemption clauses can be Exclusion or exemption clauses can be

included when unusual situations are included when unusual situations are expected. expected.

• Once agreed, get developers and Once agreed, get developers and sponsors to sign the project scope sponsors to sign the project scope statement. statement.

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Chapter 3 Project charter Chapter 3 Project charter

• Used to get authorization for a project and Used to get authorization for a project and includes:includes:– project title– project sponsors– project manager’s name– start date – project objectives – project cost and resources – completion or due date

• Does not replace ‘scope’ and is not always Does not replace ‘scope’ and is not always used. used.

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Chapter 3 Project charter exampleChapter 3 Project charter example

• Project titleProject title: OS migration from NT to XP: OS migration from NT to XP• Project sponsorsProject sponsors: IT Support Services: IT Support Services• Project managerProject manager: Misty Blue: Misty Blue• Start dateStart date: November 1, 2004: November 1, 2004• Project objectivesProject objectives: Upgrade operating systems to : Upgrade operating systems to

XP for all employees within 6 weeks. See XP for all employees within 6 weeks. See attached page for the list of eligible employees.attached page for the list of eligible employees.

• Project costProject cost: Budgeted $50,000 for labor costs : Budgeted $50,000 for labor costs and $20,000 for software. and $20,000 for software.

• Completion dateCompletion date: December 15, 2004: December 15, 2004• CommentsComments: : We expect Dew Berry and Jap Napa from We expect Dew Berry and Jap Napa from

Instructional Development Office to work on this project. Instructional Development Office to work on this project. See attached for the list of team members.See attached for the list of team members.

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Chapter 3 Work breakdown structure Chapter 3 Work breakdown structure

• Breaks down the entire project into Breaks down the entire project into manageable parts. manageable parts.

• Each part becomes a ‘work unit’ with its Each part becomes a ‘work unit’ with its cost, responsibility, due dates, and so on cost, responsibility, due dates, and so on assigned to it. assigned to it.

• It is similar to an organizational chart It is similar to an organizational chart where a quick glance will tell us the where a quick glance will tell us the number of divisions, the hierarchy, people number of divisions, the hierarchy, people responsible for each division, size of each responsible for each division, size of each division, and so on.division, and so on.

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Video 02 Work Breakdown StructureVideo 02 Work Breakdown Structure

Chapter 3 WBSChapter 3 WBS

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Chapter 3 Organizational chartChapter 3 Organizational chart

NOVICE SOFTWARE

SERVICES MARKETING DEVELOPMENT

DISTRIBUTION SALES

INTERNET COMMERCE

FINANCE

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Chapter 3 WBS – Webpage Chapter 3 WBS – Webpage projectproject

• Consider, for example, a simple information Consider, for example, a simple information system project that has the objective of system project that has the objective of developing a webpage for a small business. You developing a webpage for a small business. You may break down this project to three phases of: may break down this project to three phases of: – Design– Development – Implementation

• These activities are further defined as:These activities are further defined as:

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Chapter 3 WBS – Webpage projectChapter 3 WBS – Webpage project

• Design phase involvesDesign phase involves– Needs analysis determined through interviews with the

business owner and employees. – Review and selection of software and languages

• Development phase involvesDevelopment phase involves– Purchase software– Write programs and test– Review the product with the user– Make revisions based on feedback from the user

• Implementation phase involvesImplementation phase involves– Select server site– Obtain permission– Install and test

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Chapter 3 WBS – Webpage projectChapter 3 WBS – Webpage project

PhasePhaseActivity Activity

Description Description Due dateDue date Team Team

membermember

1. Design1. Design 1.1 Needs analysis1.1 Needs analysis1.2 Software selection1.2 Software selection

2 days2 days2 days2 days

Greg Greg FredFred

2. Development2. Development 2.1 Purchase 2.1 Purchase softwaresoftware2.2 Write program2.2 Write program2.3 Review with user2.3 Review with user2.4 Make revisions2.4 Make revisions

1 day1 day4 days4 days1 day1 day1 day1 day

Fred Fred MattMattMattMattMattMatt

3. Implementation3. Implementation 3.1 Select server3.1 Select server3.2 Obtain permission3.2 Obtain permission3.3 Install system3.3 Install system

1 day1 day1 days1 days2 days2 days

JenniferJenniferJenniferJennifer

MattMatt

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Chapter 3 WBS – Coding scheme Chapter 3 WBS – Coding scheme

1.01.0 DesignDesign1.1 Needs analysis

1.1.1 Define owner needs1.1.2 Define user needs

1.2 Software selection1.2.1 1.2.1 Define system needs prioritiesDefine system needs priorities1.2.2 1.2.2 Survey available softwareSurvey available software1.2.3 1.2.3 Recommend software choiceRecommend software choice

2. 2. Development Development 2.1 Purchase software2.2 Write program2.3 Review with user2.4 Make revisions

3. 3. ImplementationImplementation

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Chapter 3 WBS - Change Chapter 3 WBS - Change

• Most information systems go Most information systems go through several changes before they through several changes before they are complete.are complete.

• It is important to update all records It is important to update all records once a change has been made.once a change has been made.

• Software packages such as MS Software packages such as MS Project will update all documents Project will update all documents once a change has been made to a once a change has been made to a work unit.work unit.

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Chapter 3 WBS – As a Mgmt. tool Chapter 3 WBS – As a Mgmt. tool

• To monitor progress.To monitor progress.• To evaluate cost, time, and quality.To evaluate cost, time, and quality.• Assign responsibility for each ‘work Assign responsibility for each ‘work

unit’ or ‘work package’.unit’ or ‘work package’.• To control quality; each work unit is To control quality; each work unit is

a control point.a control point.• It helps communication and It helps communication and

documentation.documentation.• Has clearly defined deliverablesHas clearly defined deliverables. .

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Chapter 3 WBS - ApproachChapter 3 WBS - Approach

• Top-downTop-down – start from the highest – start from the highest level and work your way down to the level and work your way down to the lowest level.lowest level.– Good when the project manager can

visualize the entire project.

• Bottom-upBottom-up - start from the lowest level - start from the lowest level and work your way up toward the and work your way up toward the overall project level.overall project level.– Good to involve team members and

utilize expertise. Time consuming.

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Chapter 3 WBS – Check listChapter 3 WBS – Check list

• Work units must be Work units must be clearclear and understood and understood by those responsible. by those responsible.

• Each work unit must be Each work unit must be independentindependent of of other work units for ease of allocating other work units for ease of allocating resources.resources.

• Each work unit must have Each work unit must have one personone person responsibleresponsible even if multiple individuals even if multiple individuals work on it.work on it.

• The The sumsum of work units must result in the of work units must result in the project outcome.project outcome.

• Team members must be Team members must be involvedinvolved in its in its development.development.

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Chapter 3 Work unit responsibility chart Chapter 3 Work unit responsibility chart

DeliverablesDeliverables Greg Greg MattMatt JenniferJennifer FredFred

Define owner needsDefine owner needs PrinciplePrinciple

Define user needsDefine user needs PrinciplePrinciple Support Support

Define system needs Define system needs prioritiespriorities

Support Support PrinciplePrinciple

Survey available softwareSurvey available software Support Support PrinciplePrinciple

Recommend software Recommend software choicechoice

……....

……....

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Chapter 3 Work unit responsibilitiesChapter 3 Work unit responsibilities

• Document and communicateDocument and communicate• Use a form; could be a simple one like the Use a form; could be a simple one like the

table on the previous slide.table on the previous slide.• Responsibility chart also describes Responsibility chart also describes

authority.authority.• The chart helps coordinate between units The chart helps coordinate between units

especially for large projects. especially for large projects.

• Lack of clear Lack of clear responsibilityresponsibility and and authorityauthority is is often the source of misunderstanding, often the source of misunderstanding, poor coordination, and discontentpoor coordination, and discontent..

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Chapter 3 Discussion question Chapter 3 Discussion question

• What would you do in cases where What would you do in cases where deliverables are difficult to define? deliverables are difficult to define?

– Can you use milestones as deliverables?

• How does WBS differ from project How does WBS differ from project network? How are the two linked?network? How are the two linked?

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Chapter 3 WBS - Hierarchical Chapter 3 WBS - Hierarchical breakdownbreakdown

McGraw-Hill/Irwin © 2003 The McGraw-Hill Companies, Inc., All Rights Reserved.

Hierarchical Breakdown of the WBS

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Chapter 3 WBS - LevelsChapter 3 WBS - Levels

McGraw-Hill/Irwin © 2003 The McGraw-Hill Companies, Inc., All Rights Reserved.

Work Breakdown Structure

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Assignment 1 Assignment 1

• Start working on your assignment 1 Start working on your assignment 1 that is due next week:that is due next week:

“Describe an information system project, define its scope, list major activities involved in that project, and develop a work breakdown structure for it.”