6 1 Copyright © 2014 Pearson Education, Inc publishing as Prentice Hall Managing Projects Chapter 14 CASE STUDY Apple, Google and Microsoft Battle for your Internet Experience Interaction (Management)[.]
Chapter 14 Managing Projects CASE STUDY: Apple, Google and Microsoft: Battle for your Internet Experience Interaction (Management): Austin Energy’s billing system can’t light up 6.1 Copyright © 2014 Pearson Education, Inc publishing as Prentice Hall Management Information Systems Chapter 14: Managing Projects Learning Objectives • What are the objectives of project management and why is it so essential in developing information systems? • What methods can be used for selecting and evaluating information systems projects and aligning them with the firm’s business goals? • How can firms assess the business value of information systems? • What are the principal risk factors in information systems projects, and how can they be managed? 14.2 Copyright © 2016 Pearson Education, Inc Management Information Systems Chapter 14: Managing Projects Harrah’s Cherokee Casino Wins with Sound Project Management • Problem: Manual HR processes; system allowed too many errors in data keying • Solutions: – Integrate employee self-service and HR management applications with existing ERP – Pages feature of JD Edwards EnterpriseOne system – Implement change management program and enduser involvement • Illustrates need for organizational and project management to ensure success of new technology 14.3 Copyright © 2016 Pearson Education, Inc Management Information Systems Chapter 14: Managing Projects The Importance of Project Management • Runaway projects and system failure • Runaway projects: 30–40 percent IT projects – Exceed schedule, budget – Fail to perform as specified • Types of system failure – – – – 14.4 Fail to capture essential business requirements Fail to provide organizational benefits Complicated, poorly organized user interface Inaccurate or inconsistent data Copyright © 2016 Pearson Education, Inc Management Information Systems Chapter 14: Managing Projects CONSEQUENCES OF POOR PROJECT MANAGEMENT FIGURE 14-1 14.5 Without proper management, a systems development project takes longer to complete and most often exceeds the allocated budget The resulting information system most likely is technically inferior and may not be able to demonstrate any benefits to the organization Copyright © 2016 Pearson Education, Inc Management Information Systems Chapter 14: Managing Projects Interactive Session: Management New York’s CityTime: An IS Project Goes Awry Read the Interactive Session and discuss the following questions • How important was the CityTime project for New York City? What were its objectives and anticipated business benefits? • Evaluate the key risk factors in this project • Classify and describe the problems encountered when CityTime system was being implemented What management, organization, and technology factors were responsible for these problems? • What was the business impact of CityTime’s botched implementation? Explain your answer • Describe the steps that should have been taken to prevent a negative outcome in this project 14.6 Copyright © 2016 Pearson Education, Inc Management Information Systems Chapter 14: Managing Projects Interactive Session: Organizations Britain’s National Health Service Jettison’s Choose and Book System Read the Interactive Session and discuss the following questions • Clarify and describe the problems of the NHS Choose and Book System What management, organization, and technology factors were responsible for those problems? • To what extent was Choose and Book a failure? Explain your answer • What was the economic and social impact of Choose and Book? • Describe the steps that should have been taken to make Choose and Book more successful 14.7 Copyright © 2016 Pearson Education, Inc Management Information Systems Chapter 14: Managing Projects The Importance of Project Management • Project management – Activities include planning work, assessing risk, estimating resources required, organizing the work, assigning tasks, controlling project execution, reporting progress, analyzing results – Five major variables 14.8 Scope Time Cost Quality Risk Copyright © 2016 Pearson Education, Inc Management Information Systems Chapter 14: Managing Projects Selecting Projects • Management structure for information systems projects – Hierarchy in large firms • Corporate strategic planning group – Responsible for firm’s strategic plan • Information systems steering committee – Reviews and approves plans for systems in all divisions • Project management group – Responsible for overseeing specific projects • Project team – Responsible for individual systems project 14.9 Copyright © 2016 Pearson Education, Inc Management Information Systems Chapter 14: Managing Projects MANAGEMENT CONTROL OF SYSTEMS PROJECTS Each level of management in the hierarchy is responsible for specific aspects of systems projects, and this structure helps give priority to the most important systems projects for the organization FIGURE 14-2 14.10 Copyright © 2016 Pearson Education, Inc ... Management Information Systems Chapter 14: Managing Projects MANAGEMENT CONTROL OF SYSTEMS PROJECTS Each level of management in the hierarchy is responsible for specific aspects of systems projects, ... Pearson Education, Inc Management Information Systems Chapter 14: Managing Projects CONSEQUENCES OF POOR PROJECT MANAGEMENT FIGURE 14- 1 14. 5 Without proper management, a systems development project... variables 14. 8 Scope Time Cost Quality Risk Copyright © 2016 Pearson Education, Inc Management Information Systems Chapter 14: Managing Projects Selecting Projects • Management structure for information