! l r Project Management for Information Systems SECOND EDITIO ~-_."~ - , , ' f: I ~ Edited by Don Veate ' -~ - and James Cadle Independent consultant in IT analysis and project management An imprint of Pearson Education Harlow, England" London" New York" Reading, Massachusetts" San Francisco" Toronto· Don Mills, Ontario· Sydney Tokyo· Singapore· Hong Kong· Seoul· Taipei Cape Town· Madrid· Mexico City Amsterdam· Munich· Paris· Milan '" "~ " ~ £5~' \.{D3~ r~6 'La }~I}Locf Pearson Education Limited Edinburgh Gate Harlow Essex CM20 2JE England and Associated Companies throughout the world Visit uson the World WideWebat: http://www.pearsoneduc.com First published in Great Britain in 1991 Second edition 1996 © Pearson Professional Limited 1996 The right of Don Yeates and James Cadle to be identified as authors of this work has been asserted by them in accordance with the Copyright, Designs and Patents Act 1988 ISBN 273 62019 British Library Cataloguing in Publication Data A C1P catalogue record for this book can be obtained from the British Library All rights reserved; no part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical photocopying, recording, or otherwise without either the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency ltd, 90 Tottenham Court Road, london W1P OlP This book may not be lent, resold, hired out or otherwise disposed of by way of trade in any form of binding or cover other than that in which it is published, without the prior consent of the Publishers 10 04 03 02 01 00 Printed and bound in Great Britain by Redwood Books,Trowbridge, Wiltshire The Publishers' policy is to use paper manufactured from sustainable forests CONTENTS Preface ix Acknowledgements x The ISEB Certificate xi Managing change Introduction 1.1 1.2 Organisational change 1.3 Organisational culture 1.4 The project manager and change 1.5 Launching the project 1.6 Skilling the end users 1.7 After go-live 1.8 Summary 1.9 Questions 1 8 11 11 12 12 Business strategy and information systems 2.1 Introduction 2.2 What is strategy all about? 2.3 Developing a strategy 2.4 Competition and strategy 2.5 Strategy and culture 2.6 Summary 2.7 Questions 15 15 16 18 22 25 27 28 The 3.1 3.2 3.3 3.4 3.5 3.6 29 29 30 33 34 37 37 organisational framework Introduction Project roles and responsibilities Organising the roles PRINCE organisation structure Summary Questions iv Contents System development Iifecycles 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 The profile of a project 5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8 Introduction The waterfall model The 'b' model The 'V' model The incremental model The spiral model The traditional approach Structured methods SSADM Rapid application development (RAD) Information Engineering Summary Questions Introduction The process model Project start-up The development stage Completion stage Operational stage Summary Questions 38 38 39 41 43 44 44 47 49 50 51 53 54 54 56 56 57 60 63 68 70 71 71 Project planning - understanding the work 72 6.1 6.2 6.3 6.4 6.5 6.6 6.7 6.8 6.9 6.10 72 Introduction Understanding the requirement Breaking the work down Understanding dependences Bar charts Planning for quality Tolerances Using planning tools Summary Questions Project planning - estimating 7.1 7.2 7.3 7.4 7.5 Estimating for information systems projects Estimating in engineering disciplines Estimating methods compared Estimating for supporting activities Human factors affecting estimating 73 74 80 82 84 85 85 87 88 89 89 90 91 102 107 Contents 7.6 7.7 7.8 Practical experiences with estimating Summary Questions v 109 111 112 Project planning - scheduling and resourcing 114 8.1 8.2 8.3 8.4 8.5 8.6 8.7 8.8 114 114 122 124 125 128 130 130 Introduction Scheduling Developing resource plans Contingency Documenting the plan PRINCE plans Summary Questions Monitoring progress 131 9.1 9.2 9.3 9.4 9.5 9.6 9.7 131 131 135 137 143 144 145 Introduction Monitoring effort Monitoring other costs Monitoring quality Other measures of project performance Summary Questions 10 Exercising control 10.1 10.2 10.3 10.4 10.5 10.6 10.7 10.8 Introduction Evaluating the current situation Possible corrective actions Implementing corrective actions Change control Change control and configuration management Summary Questions 11 Reporting progress 11.1 11.2 11.3 11.4 11.5 11.6 11.7 Introduction Recipients of progress reports Frequency of reporting Report content and format Reporting in PRINCE Summary Questions 146 146 147 148 153 154 156 156 157 158 158 158 159 160 164 166 166 vi Contents 12 Quality 167 12.1 12.2 12.3 12.4 12.5 12.6 12.7 12.8 12.9 12.10 12.11 12.12 12.13 12.14 167 167 169 172 176 178 179 181 183 184 185 187 188 188 Introduction Quality concepts Total Quality Management National and international initiatives Quality management systems The cost of poor quality Inspection versus testing The management of software testing Metrics and statistical quality control Supporting activities Configuration management Managing quality with PRINCE Summary Questions 13 Risk management 13.1 13.2 13.3 13.4 13.5 13.6 13.7 13.8 13.9 13.10 13.11 Introduction Outline of the risk management process Risk identification Risk assessment Risk actions Risk management planning and control The risk register Risk ownership Other risk concepts Summary Questions 14 Value engineering and value management 14.1 14.2 14.3 14.4 Introduction An approach to value management in projects Summary Questions 15 Selling the project 15.1 15.2 15.3 15.4 15.5 15.6 Introduction Buying and buyers The selling process Negotiation Summary Questions 189 189 189 190 196 197 198 199 200 200 201 201 202 202 204 208 208 209 209 210 213 216 219 220 Contents 16 Client management issues 16.1 16.2 16.3 16.4 16.5 16.6 16.7 16.8 16.9 Introduction Who is the customer? Managing expectations Managing change Managing conflict Customer management skills Networking Summary Questions 17 Managing suppliers 17.1 17.2 17.3 17.4 17.5 17.6 Introduction Setting up the contract Monitoring supplier performance Quality control and subcontractors Summary Questions 18 Leadership 18.1 18.2 18.3 18.4 18.5 18.6 Introduction Motivation Leadership Leadership practices that work Summary Questions 19 Performance management 19.1 19.2 19.3 19.4 19.5 19.6 19.7 19.8 19.9 Introduction Setting objectives Reviewing performance Performance appraisal systems Reprimands Performance improvement through coaching Performance management tools Summary Questions 20 Project teams 20.1 20.2 20.3 Introduction Job descriptions Recruiting the team vii 221 221 221 222 226 229 232 237 238 238 240 240 241 243 245 246 247 248 248 250 252 257 259 260 261 261 262 264 266 275 276 278 281 282 283 283 283 288 viii Contents 20.4 20.5 20.6 20.7 20.8 The lifecycle of teams Belbin on teams The effective team Summary Questions 21 The working environment 21.1 21.2 21.3 21.4 21.5 21.6 21.7 21.8 Introduction Creating the working environment Handling conflict Managing stress Handling grievances Counselling Summary Questions 22 The project manager 22.1 22.2 22.3 22.4 22.5 22.6 22.7 Introduction The vision An outside perspective A developmental approach Using psychometric assessment Summary Questions 296 297 299 300 301 302 302 302 304 305 308 309 314 314 315 315 315 316 319 322 328 328 Glossary of PRINCE terms 329 Bibliography 333 Index 335 PREFACE' This completely new edition of Project Management for Information Systems is intended for everyone who would like to see systems projects implemented on time, within budget and to quality, While this probably means every user of a computer-based system and every member of an IS department or services company, this would be to expect a very wide readership Specifically, then, the book will be useful to: • Practising systemsanalysts whofind themselves responsible for managing systems projects Newcomers to this activity will find much that will be of help to them; we hope also that older hands will find some new ideas that help them to tackle the job with renewed vigour • Students of information systems and project management Not everything can be learnt from books Oscar Wilde said that 'experience is the name everyone gives to their mistakes', and throughout the book we have included advice based on experience learnt the hard way • Part-time developers Many people are drawn into the development of application systems and have no need to understand all the duties of the project leader Selected reading can, however, help you in understanding how your activities fit into the whole scheme and will, we hope lead to better project management You will see from the acknowledgments that everyone who has contributed to this book works for or is associated with Serna Group's Training Department They have given freely of their hard-won project experience and distilled much of the essence of their craft This new edition is more comprehensive than its predecessor Bearing in mind the project leader's duty to manage the team, the task and the individual, we have not only dealt with the team and the individual, but have included more about the task Inevitably, not everything can be covered in this book, but we hope readers will find that what has been included helps them to understand a little more about systems project management We'd like to thank Kathleen McCullagh of Serna Group, Kara Regan, John Cushion and Elizabeth Tarrant of Financial Times Management for their help in the production of the finished book James Cadle Don Yeates Covent Garden, London, 1996 The project manager 327 The following list shows what was actually found Each quality has a number beside it, between one and ten Five is an average score for a group of managers, so we would expect all of the good project managers to be scoring five or more in each of the qualities their managers value In the first group were: political awareness being a good people reader being good at negotiations giving persuasive presentations being good at influence having a positive presence and confidence 5 5 5 Interestingly, for all that these were the most important to their managers, the project managers were no better than average Next on the list were: responsible leadership risk-taking innovative, problem-solving strategic thinking self-organised goal-directed thoroughness 7 In this group, our project managers were mostly above average The exception is in risk-taking Further research indicated that the group of managers actually wanted what they called 'a safe pair of hands', someone who could be trusted with a major project When they were initially talking about risk, what they really wanted was intellectual risk - innovation, in other words The least important list showed: assimilation skills good decision-making a win-win mentality being supportive being tough being good at time-management being open-minded sensitive 6 Here again, we have almost the same picture In many of these areas, the project managers were above average Two attributes are particularly worthy of mention In assimilation skills, we found that verbal skills were higher than mathematical skills, reflecting the fact that managing a project often involves having to read and understand long, complex documents 328 Project Management for Information Systems In time management, what came to light was that many of the project managers - enough to skew the average score considerably - were highly involved in the detail of their projects This frequently meant that they were unable to carry out all of their own work in the allotted time Those who were asked about this all admitted that it was a failing, but felt that the project could be at risk if they did not devote their attention to this level of detail What does this research actually tell us? Well, it validates the perceptions of those who select, train and manage project managers in the company where the research was done There was a company feeling that they knew what a good project manager was, and this tested out: looking at the 20 key competencies, the project managers came out below average in only three In addition, this tells us that psychometrics measure what good project managers actually do, and can give us a yardstick to help establish whether someone new to the job would find it a satisfying career 22.6 SUMMARY We've looked here at the role of the project manager in a number of ways, and in each way the results have led to a similar conclusion In one sense, we have gone full circle from the vision of the project manager at the start of this chapter to the list of qualities with numeric scales beside them which also describe a good project manager In each part of the chapter there is another important message: some things about the job can be learned - like learning how to negotiate effectively, learning how to motivate the team or learning how to understand a contract, while other things are inbuilt Anyone can learn the basic skills of managing a project, a few people, the right people, can go much further And this is not just because they have the skills, it is also because they have the aptitude for career project management 22.7 QUESTIONS How does the 'vision of the project manager' in this chapter relate to the way you see the job? Are there aspects of the job that don't appear in the vision? Why might that be? Consider the skills and qualities of project managers described in 'the developmental approach' Can you add to these? How far you see yourself being proficient in these skills? How could you develop further? GLOSSARY OF PRINCE TERMS Acceptance Letters Acceptance letters are written during the final stages of a project It is possible to have a maximum of five letters but there must always be at least two The two essential letters are the User Acceptance Letter and the Business Acceptance Letter The User Acceptance Letter is written by the project manager or the stage manager on behalf of the Project Board and records that the system meets the user acceptance criteria The Business Acceptance Letter is written by the Executive (see Fig 3.1) on the Project Board after reviewing the delivered project at the end of the final stage Other letters are the System Acceptance Letter, the Operations Acceptance Letter and the Security Acceptance Letter The first of these, the System Acceptance Letter, is produced at the end of systems testing to show that the system has successfully met the system test requirements and is ready for user acceptance testing It is prepared by the stage manager or by the project manager on behalf of the senior technical member of the Project Board The Operations Acceptance Letter confirms that the system complies with the operations acceptance criteria In a distributed system or a system that is to be run at many locations, the operations manager at each site will prepare it In some circumstances a Security Acceptance Letter will also be required It confirms that the system complies with the security acceptance criteria, and is prepared by the Executive on the Project Board A diagram showing the various project activities, put into a logical sequence, taking into account the dependences between activities Activity Network BAC See Business Assurance Co-ordinator Baseline Baseline is a term used in configuration management (see glossary item below) It is a snap- shot of the current stage of a configuration item The very first baseline will therefore be established by the specification of the item Subsequent baselines will occur when there is an important change in how the item is represented as it is transformed in the design and coding process The Business Assurance Co-ordinator is one of the roles on the Project Assurance Team It is the focal role for all administrative controls and is responsible for planning, monitoring and reporting on all of the business assurance aspects of the project More information about this role is in Section 3.4 Business Assurance Co-ordinator Checkpoint A checkpoint is one of the regular control points in PRINCE Control is exercised through the checkpoint meeting which is conducted by the Project Assurance Team The meeting provides the information used to measure actual performance against plan The output from a checkpoint meeting is a Checkpoint Report Configuration A configuration is a description of something It was first used to describe the collec- tion of hardware devices that made up a hardware system The PRINCE definition of a configuration however is that it is the complete technical description of everything that is required to 'build, test, accept, install, operate, maintain and support a system.' It includes all the documentation about the system as well as the system itself Configuration Control This is the process of evaluat- ing, approving and co-ordinating all of the changes proposed to configuration items Configuration management and configuration control on a large project may warrant the need for a configuration librarian A configuration item is a component of a configuration It could be something quite small such as a piece of code shared by several programs (the formula for a tax calculation, for example), or something larger such as the hardware " and s~warefor a local area network Whatever its size, however, it is of sufficient importance to be subject to configuration management Configuration Item Configuration Management Configuration man- agement is the process of identifying and controlling changes to configuration items Control points There are four control points that are found within all stages of a PRINCE project: 330 Project Management for Information Systems • End-Stage Assessment • Mid-Stage Assessment • Quality Review • Checkpoint IT Executive Committee This group is responsible for initiating individual projects that support the IS strategy For each project, it appoints the Project Board and sets the project's Terms of Reference MSA See Mid-Stage Assessment Dependency A relationship between two activities whereby one activity cannot start until the other has been completed Dependences therefore constrain the sequence in which a project may be executed End Stage Assessment An End Stage Assessment is made at the end of every stage of a project and is a mandatory control point There is a formal presentation to the Project Board of the current status of the project and of the plans for the next stage ESA See End-Stage Assessment Exception Plan An exception plan is produced by the Project Manager whenever it is apparent that the tolerances assigned to the project are likely to be exceeded The exception plan is considered by the Project Board and, if approved, will take the place of the original Stage Plan for the remainder of that stage Executive The Executive is a member of the Project Board and normally chairs the Board The Executive reports to the IT Executive Committee and is responsible for ensuring that the project meets its defined business objectives within the set constraints of budget and timescale Highlight Report Highlight Reports are produced at the end of each reporting period by the project manager These reports record progress to date and highlight any problems encountered during the period and any problems anticipated Impact Analysis Impact analysis is connected with the process of configuration management It is the name given to the process of assessing the impact of making a change to the existing system Individual Work Plan Individual Work 'Plans are created by team leaders for the individual members of their teams They are the lowest level of technical plan IS Steering Committee This body is responsible for setting the IS strategy for a department or organisation It therefore identifies opportunities to use information technology to further the organisation's business objectives Mid-Stage Assessment This is an optional control point A Mid-Stage Assessment can be called at any time during a stage by the Project Board The PRINCE standard guides suggest that typical reasons might be the need to authorise work to begin on a subsequent stage before the completion of the present stage, to make decisions about unplanned situations, or to have a review part-way through a long stage Off Specification Report This documents all circum- stances where the delivered system fails to meet its specification They are often also prepared after a Quality Review to note errors that have been detected but not corrected during the immediate follow-up period PAT See Project Assurance Team PBS See Product Breakdown Structure PFD See Product Flow Diagram PRINCE PRojects IN Controlled Environments A structured method for the management and control of IS projects; it is being developed further for the management of projects in other disciplines Product Activities in PRINCE focus on the planning and control of project products A product is any item of hardware, software or documentation produced at any time during the lifetime of the project PRINCE identifies three kinds of products: management products that are produced as part of the management of the project; technical products that actually make up the system; and quality products that are produced for the quality system or by it Product Breakdown Structure All products are iden- tified in a Product Breakdown Structure that shows their relationship in an hierarchical way This is described in more detail in Section 4.4 Product Description A definition of a product, includ- ing its purpose and composition and the quality criteria that will be applied to it Product Flow Diagram Project This shows how the products are produced It is produced from the Product Breakdown Structure and is described in Glossary more detail in Chapter It may seem strange to offer a definition of a 'project' in a book about the project management of information systems, but as much of the book uses the PRINCE methodology as an example, it would be incomplete not to give the PRINCE view of a project Projects have five characteristics They are concerned with the production of products, and there is a set of activities to produce these products To produce these products, resources will be consumed within the finite lifespan of the project and under the control of the organisation structure set up for the project Project Assurance Team The Project Assurance Team helps the project manager to preserve the continuity of project development activities and the integrity of the products being produced Project Board Most computer system development projects are run by project leaders or project managers under the overall supervision of some kind of co-ordinating committee Generically these are often referred to as Steering Committees With the PRINCE project management methodology however this overall supervisory role is very clearly defined, and is exercised by the Project Board The Project Board has three roles: an executive role which is filled by a senior manager and which chairs the Board, a senior user role that represents the user interests, and a technical role that represents those parts of the organisation that are responsible for the technical implementation of the system The term 'Steering Committee' is usually reserved for the IS Steering Committee which is a top management group responsible for the overall direction of an organisation's information systems strategy Project Closure At the end of the whole project, it is formally approved and signed off by the Project Board The Project Closure Meeting is usually combined with the End-Stage Assessment for the final project stage Project Evaluation Review This document is produced as input to the Project Closure process It records the lessons learned from the project and thus contains valuable guidance that can be used when planning future projects PID See Project Initiation Document Project Initiation Document This document is pre- pared by the Project Manager and the Project 331 Assurance Team and is approved by the Project Board at the start of the project It sets the boundaries and objectives for the project, and typically includes: • Terms of reference • Acceptance criteria • Project organisation and responsibilities • Project plans • Plans for the first stage of the project • A statement of the business case • An assessment of the business risks associated with the project • Product descriptions • Project issue report Quality Review Quality Reviews check that prod- ucts meet an agreed set of quality criteria The reviews are run by a chairman, and have a presenter and several reviewers RFC See Request for Change Request for Change This is a formal proposal to change the specification of the system It is prepared by the Project Manager based upon a Project Issue Report If the proposed change may be accommodated within the tolerances assigned to the project, the change may be approved by the Project Manager; otherwise, it may give rise to an Exception Plan and has to be approved by the Project Board Senior Technical A member of the Project Board, the Senior Technical Member represents the interests of the developers of the proposed information system Senior User A member of the Project Board, the Senior User represents the interests of the users of the proposed information system Stage PRINCE requires that all projects be sub- divided into stages A Stage has a defined set of products and is a defined piece of work that can be managed A stage is managed by a stage manager TAC See Technical Assurance Co-ordinator Technical Assurance Co-ordinator A member of the Project Assurance Team, the Technical Assurance Coordinator is responsible for defining the technical standards to be used in developing the project's 332 Project Management for Information Systems products and also for planning, moni.oring and reporting on the technical conduct of the project Technical Exception This is an unplanned event which may affect one or more of the project's products In the first instance, the Technical Exception is dealt with by raising a Project Issue Report This may then lead to a Request for Change or to an OffSpecification Report Technical Plan A plan showing the technical and quality activities that will be completed against a timescale Technical Plans may be created at Project, Stage or Detailed levels Tolerance Tolerances are set by the IT Executive Committee or by the Project Board for the project as a whole or for a stage within a project They describe the variations from plan that can be permitted without further reference to the setting body The project manager and the stage manager then manage the project within these tolerances UAC See User Assurance Co-ordinator User Assurance Co-ordinator This is a role in the project assurance team and represents the user role in the development of the project BIBLIOGRAPHY Introduction Project Management, Dennis Lock (Gower) Successful Project Management, Milton D Rosenau, [r The following is a selective list of the books and other documents that the authors have found useful over the years in their own practice of project management and to which they have returned in preparing the current book We have classified the publications into a number of headings but this is, to some extent, arbitrary and an individual book will often contain valuable insights that could equally well appear under other headings The Mythical Man-Month: Essays in Software Engineering, Frederick P Brooks [r (Addison-Wesley) PRINCE manuals, NCC Blackwell Introducing PRINCE, Colin Bentley, NCC Blackwell Practical PRINCE, Colin Bentley, NCC Blackwell Change, business strategy and information systems Project planning, scheduling and estimating Corporate Culture, Charles Hampton Turner (Piatkus) Understanding your organisation's character, Roger Harrison in Harvard Business Review, May/June Software Engineering Economics, Barry W Boehm 1972 The Gods of Management, Charles Handy (Souvenir Press) Managing at the Speed of Change, Darryl Conner (Villard Books) Managing IT at Board Level, Kit Grindley (Pitman Publishing) Strategic Management, Gordon E Greenley (Prentice- (Van Nostrand Reinhold) IS project management Principles of Software Engineering Management, Tom Gilb (Addison-Wesley) (Prentice-Hall) Controlling Software Projects, Tom De Marco (PrenticeHall) Cost Estimation for Software Development, Bernard Londeix (Addison-Wesley) Sizingand Estimating Software in Practice: MakingMk II Function Points Work, Stephen Treble and Neil Douglas (McGraw-Hill) Estimating with Mk II Function Point Analysis, Ian Drummond (HMSO) Hall) Strategic Management and Information Systems, Wendy Robson (Pitman Publishing) Quality Five Ps for strategy, Henry Mintzberg, in California Management Review, 1987 How competitive forces shape strategy, Michael E Porter, in Harvard Business Review, 1979 The 7-S framework, Robert Waterman, Thomas Peters and Julian Philips, in Business Horizons, 1980 Quality is Free, Philip B Crosby (McGraw-Hill) Software Quality Assurance & Management, Michael J General project management Risk management Managing High Technology Programs and Projects, RiskAnalysisfor Large Projects, Dale Cooper and Chris Russell D Archibald (Wiley Interscience) TheManagement ofProjects, Peter W G Morris (Thomas Telford Ltd) Software Engineering Risk Analysis and Management, Evans and John J Marcinak (Wiley-Interscience) Design and code inspections to reduce errors in program development, Michael Fagan, in IBM SystemsJournal No 3,1976 Chapman (Wiley) Robert N Charette (McGraw-Hill) 334 Project Management for Information Systems Software RiskManagement, Barry W Boehm (Computer Society Press) Value engineering and value management Value Engineering: the Organised Search for Value, L W Crum (Longman) Techniques of ValueAnalysis and Engineering, L D Miles (McGraw-Hill) Beyond valueengineering: SMART valuemanagement for building projects, Stuart D Green, in International Journal of Project Management, February 1994 Sales, negotiation and customer management Strategic Selling, Robert Miller and Stephen E Heiman, (Kogan Page) Account Strategy for Major Sales, Neal Rackham (Gower) MakingMajor Sales, Neil Rackham (Gower) Getting to Yes, Roger Fisher and William Ury (Hutchinson) Everything is Negotiable, Gavin Kennedy (Arrow) The Skills of Negotiating, Bill Scott (Wildwood House) Professional Service Firm Management, David Maister, in Journal of Management Consulting, 1989 Negotiation Skills, Fenman Training, Clive House, The Business Park, Ely, Cambridgeshire, CB7 4EH For more information about the Buyer'S Cycle: Huthwaite Research Group, Hooker House, Wentworth, Rotherham, S62 7SA Leadership, performance and teamworking Working in Organisations, Andrew Kakabadse, Ron Ludlow and Susan Vinnicombe (Penguin) Great Leaders, John Adair (Talbot Adair Press) Management and Organisational Behaviour, Laurie J Mullins (Pitman Publishing) The Leadership Challenge, James Kouzes and Barry Posner (Iossey-Bass) TheAlchemyof Leadership, Keith Grint How you motivate employees?, Frederick Hertzberg, in Harvard Business Review, January-February 1968 How to choose a leadership pattern, Robert Tannenbaum and Warren Schmidt, in Harvard Business Review, May-June 1973 Management Teams: Why They Succeed or Fail, R Meredith Belbin (Butterworth-Heinemann) Understanding Organizations, 4th edn, Charles Handy (Penguin) Leadership and the One Minute Manager, Blanchard, Zigarmi and Zigarmi (Fontana) The working environment Workingthe Shadow Side, Gerard Egan (Iossey-Bass) TheWorkplace Within, Larry Hirschhorn (MIT Press) Journals Project, magazine of the Association of Project Managers, APM International Journal of Project Management, Butterworth-Heinemann - INDEX AABBCC model 10 ability tests 324 acceptance 192, 329 acceptance testing 69, 107 activity lists (PRINCE) 129 activity networks 129, 329 ACWP (Actual Cost of Work Performed) 144 Adair, John 253-5 Albrecht, A J 99 analogy method of estimating 91-2 analysis effort, method of estimating 92-5 appraisal 178, 266-75 approvals 127 aptitude tests 324 avoidance actions 198 'b' model 41-2 back-to-back contracts 242 Baldrige award 170 bar charts 82-4, 114 baseline 329 BCWP (Budgeted Cost of Work Performed) 144 BCWS (Budgeted Cost of Work Scheduled) 144 behaviour 217, 219, 233-4, 258 9, 312 performance management and 265, 275 Belbin, R Meredith 297-9, 305 Birrell, N 42 Blanchard, Kenneth 277 body language 217,233-4, 312 Boehm, Barry W 44-7, 98 9, 104, 105, 112 Boehm spiral model 44-7 Boston Consulting Group matrix 20, 21-2 Brandon, Dick 184 British Quality Foundation 172 British Standard BS8488 185 Brooks, Frederick P 112 budgets 144 Business Assurance Co-ordinator, PRINCE 36, 37, 60, 329 business context of information systems 2-3, 9, 10, 15-16, 61, 191 buying decisions 210-13 buying-in 195; see also subcontracting calibrating positions 225 Capability Maturity Model (CMM) 175 capacity testing 69-70 CASE tools 53, 62 Cash cows 21 CAST (Computer Aided Software Testing) 182 CCBB climate 217-18 chair role 298 champion role 238 change 1-5, 12, 17, 153, 226-7, 227, 229 managing and controlling 1-2, 66-7, 154-6, 208, 226-9 change readiness assessment characteristics: project managers' 325-8; in recruitment 286-8, 289, 292, 293-4 checking, see monitoring Checkpoint (PRINCE) 165, 329 CMM (Capability Maturity Model) 175 co-ordinator role 298 coaching 137, 276-8, 313 CoCoMo (Constructive Cost Model of estimating) 98 9, 106 commissioning, estimating for 107 committees 33-4 communication 10, 118, 235-7, 245, 303, 320-1 non-verbal 217, 233-4, 312 in performance management 264-6, 267 8, 275 see also listening competences 278 81 competition 2, 3, 22-4, 152, 223-4, 227 complaints, see grievances completer role 298 completion stage 59, 68 70 configuration librarian 32, 329 configuration management 32, 62, 67, 105, 156, 185 6, 329 plan (PRINCE) 129 configuration status accounting 67 conflict 154, 15?-6, 228, 22~~1.,299-300, 304-5; see also grievances and reprimands Conner, Daryl constraint, the triple 146, 147-8 consultants 132, 200 contingency 124-5 contract staff 107, 136, 240 contracts and contract management 146-56, 186, 191, 195, 219, 240, 242, 243, 294; see also power control points (PRINCE) 329 corrective action 148 54 336 Index cost centres 132 cost variance 144 costs, monitoring and 135-7, 178-9, 323 counselling 304, 309-14, 325 critical paths 81-2 criticism 137 Crosby, Philip 169 culture, organisational 6-8, 25-7 customer take-over 70 customers 29, 154, 155-6, 167-8, 169, 178-9, 221-2, 222-4, 226-9 managing relationships with 158-9, 160-1, 192, 221-38, 240, 245 see also buying decisions and users CUT (coding and unit testing) 92 damages clauses 243 data administration 32, 104, 105, 183, 184 De Marco, Tom 112 decision-maker role 237 defence mechanisms 304 delegation 303 deliverables, corrective action 151, 152 delivery 68 Delphi technique 97, 110 dependency! dependences 80-2, 84, 115, 330 design 65, 207 design reviews 178 development stage 59, 63-8 discipline 275-6 documentation 184-5, 268, 294 estimating and 103, 110-11, 125-7 and quality control 141-3, 184-5, 187-8 Douglas, Neil 112 Drucker, Peter 252 Drummond, Ian 112 Dynamic System Development Method 52-3 earned value analysis 144 Edwards Deming, W 168 efficiency 2, effort, monitoring 114-15, 123, 131-5 'effort to go' figures 132, 133 Egan, Gerard 302 elapsed time 114-15, 118, 123 emotional environment 235, 302-4 encouragement 258, 25~,312 , End Stage Assessment (PRINCE) 164, 330 environment, working 194, 302-4 environmental testing 69 escrow 195, 243 estimating 89-111, 112, 155-6, 183 documentation 103, 110-11, 125-7 IS, record! reputation 89, 111 European Foundation for Quality Management 175 European Software Institute (ESI) 173-4, 175 European Software and Systems Initiative (ESSI) 172-3 evaluation of subcontractors' work 245; see also appraisal, inspection and quality control evaluator! monitor role 298, 305 exception plan (PRINCE) 129-30, 330 exception reporting 160 exception situations 164 Executive Committee (PRINCE) 165, 330 expectations 222-6 expenses 135-7 external failure 178-9 Fagan, Michael 140, 169 Fagan inspections 140-1, 178 failure 322 familiarisation 104, 106-7, 195 estimating for 103 fears 304, 309 Five Forces Model 22-4 flexibility 3, 17, 85; see also tolerances flow diagrams 78-9 follow-up 11-12 function point analysis (FPA) 99-101, 106 functionality testing 69 Gaddis, Paul 318 Gaffney, J E 99 Gantt, H L 82 Gantt charts, see bar charts Greenley, Gordon 18-20 grievances 303, 308-9 Grint, Keith 248 groups 296-7; see also organisations and teams in change management 3-4; Handy, Charles 6, 26-7, 296 Harrison, Roger hearts and minds, winning 10-11 Hertzberg, Frederick 250-2, 257 hierarchy of needs 250-2 hierarchy of plans (PRINCE) 128-9 Highlight Report (PRINCE) 164-5,330 Hirschhorn, Larry 302 170, 174, impact analysis 330 impact of risks 196 implementation managers 105 implementation stage 65-6 implementer role 298, 305 impressions 223, 288-9; see also appearance incentives 152 incremental model 44 individualistic culture induction 294-6 Information Engineering 53-4 Ingres 109 initiation stage, see start-up stage Index 337 insecurity 304 inspection 140-1, 151, 152, 179 81, 183-4 and quality 169 see also quality control and reviews installation, estimating for 107 Institute of Personnel and Development 323 insurance 137 integration testing 66 interface testing 69 internal failure 178 International Standards Organisation, see ISO interviews 289-94 invoices 244 ISO and ISO Standards 103, 141, 167, 176, 181, 184, 185, 245-6; see also PRINCE and SPICE IT programmes, reasons for 2-3, 9, 10 iterative planning 86, 114 JAD (joint Application Development) Japan 167, 169, 178 JDI 72 job analysis 284-6 job descriptions 285, 286 job design 262, 279 81 job profile 281 Joint Application Development 52 judgement(s) 137, 313 Juran, Joseph 168 150 key processes 175 key result areas (KRAs) 15-16 Kouzes, James 249, 257-9 leadership 17, 25, 248-9, 252-9, 277 8, 303-4 behavioural commitments 258-9 wheth~r innate or learned 252; see also project managers learning process 226, 229, 231, 262 lifecycles, system development 38-54 lifestyle 305-6, 307 likelihood of risks 196 listening 228, 234 5, 313 in handling grievances 308 Mc-Kinsey 25-6 maintenance: risks concerning 193 subcontractors and 243 Maister, David 216 management skills 146, 232 8, 248-9, 261, 316-18 of performance 261-8 quality control and 168 of subcontractors/ suppliers 240-6 of teams 299-300; see also managers management products 38, 77 management roles 30-7, 105 managers, reporting progress to 158, 159, 161-2; seealso project managers managing expectations 222-6 Maslow, Abraham 250-2, 257 maturity framework, process 174 metrics 109, 183-4 Mid-Stage Assessment (PRINCE) 164, 330 milestones 120-1 slip chart 143-4 Mintzberg, Henry 16-18 mitigation in risk management 198 monitor / evaluator role 298, 305 monitoring progress 131-44, 146-7; see also control monitoring supplier performance 243-5 motivation 152, 169, 249 -52, 261-2, 276, 302-3 needs 250-2, 302-3 negotiation 216-19, 229-31, 263-4, 267 network diagrams 80-2, 115 networking 237 networks, risk 200 neutrality 235 objectives 204, 262, 263, 275 in performance management 262-4 Off Specification Report (PRINCE) 330 offices 32, 106, 136 layout 303 operational stage 59, 70 ORACLE 109 organisation, of self 307 organisational framework 29-37, 60-1 organisations and change 2-5, 8-12 culture 8, 25-7 environment 302-4 IS strategies 24 Ould, M 42 'overhead' tasks 121 overrun 133-5, 143-4 overtime 149 -50 ownership of developed products/materials 243 'ownership' of projects, and risks 30, 85, 200 Parsons, Geoffrey 24 partitioning 114 15, 117-18 PAT (Project Assurance Team) (PRINCE) 36, 164, 165 pay 266-7 peer reviews 139-40 penalty clauses 243 performance management 261-81 performance testing 69 Perot, Ross 248 person-months 98, 104 5, 106, 119 -20 person specifications 286 personal power 219 personality 325-6 measuring 297 8, 325 performance management and 265, 275 types 338 Index personality clashes 305 Peters, Tom 257 plan text (PRINCE) 129 planning 15-16, 17, 61-2, 307 breaking work down 74 84 concerning change 228 documentation of 110-11, 125-7 information availability and 73-4, 89 leadership and 253 reasons for 72-3 replanning 151, 153-4 resource plans 122-4 and risk 127, 191-5, 198 success-based 124 tools for 80-4, 85-7; see also estimating, scheduling and strategy Porter, Michael 16 positional power 219 Posner, Barry 249, 257-9 power behaviours 218 19; see also control power culture preparation in conflict resolution 230-1 in interviewing 292 in negotiating 219 in performance management 264, 267 presentation 86 presentations 163-4, 214-16 prevention 169, 178 price, cost and 135-6 PRINCE 34" 85, 187 management structure 34-7 planning 128 product breakdown structure 76 9, 126 and project lifecycles 38 quality management in 187-8 reporting in 164-5 SSADM and 50 and start-up stage 60, 61 terms used in 329-32 and tolerances 85 probability calculations 196, 200 problems and problem-solving 266, 304, 309; see also conflict and performance management Process Improvement Experiments (PIE) 173 process maturity framework 174-5 process model 57-70 product breakdown structure 76 9, 126, 330 product descriptions 78 product flow diagrams 78 9, 330 products, project 38, 77-9 professional relationships 232-8 profit 136 profit centres 132 programming method of estimating 95-6 progress tracking 86; see also monitoring progress and reporting progress progress meetings 244 Project Assurance Team (PRINCE) 36, 164, 165 Project Board (PRINCE) 34-6, 85, 130, 164, 165, 331 Project Closure (PRINCE) 165, 332 Project Evaluation Review (PRINCE) 331 project fatigue 152 Project Initiation (PRINCE) 164 Project Initiation Document (PID) (PRINCE) 61, 331 project lifecycles 38, 54; see also system development lifecycles project management 105, 248 project managers 31, 34, 108, 315-28 developmental approach 319-21, 324 and estimating 89,105, 108 selection of 322 project milestones, see milestones project products 38, 77-9 project start-up 59~3 project structures, standard 109-10 projects 30-7, 38, 318 promotions 284 prototyping 51-2 psychometrics 297 8, 324 qualifications 281 quality, expectations and monitoring 137 43, 167-88, 222, 223 quality assurance 103, 159, 162 quality circles 3-4 quality control 103, 127, 137 43, 183-4, 245-6 quality management systems 176 7; see also Total Quality Management quality managers 32 quality planning 62, 84-5 quality products 38, 77 quality reviews in PRINCE 331 questionnaires, personality 325-8 questions: in counselling 291, 292-3, 311-12 Quinn, James 16 Rapid Application Development (RAD) 51-3, 110 rapport 217, 233-4, 312 recruitment 283-94, 299 references 241 relationships, professional compared to social 232-3, 237 relaxation 307 reliability 193 reporting progress 127, 15~5; reprimands 275-6, 313 Request for Change (RFC) (PRINCE) 331 requirements definition 63-5 resistance 4-5 resource investigator role 298 resource plan and graphical summary (PRINCE) 129 resource planning 62, 122-4 resources 119-20, 122, 123, 151; seealso working time Index 339 reviews 127, 137-8, 139-41 post-implementation 104; see also quality control risk analysis 11, 62 risk, contracts and 191, 195, 200, 240, 243 planning and 127, 191-5, 198 risk management 31, 33, 189-200, 244-5, 246, 327 risk map 197 Robson, Wendy 23-4 role culture roles in networks 237-8 in projects 30-7, 60-1, 318 in teams 298-9, 305 Royce, W 39 safety, perceived 304, 327 salespeople: and estimating 89; see also selling satisfaction/ dissatisfaction 178-9, 224, 251-2 scapegoats/bogeymen 253, 299, 300, 304 schedule overrun 133 5, 143-4 schedule variance 144 scheduling 114-21 Schmidt, Warren 256-7 Scott, Bill 217-18 selection 299 of project managers 322 tests 294; see also recruitment self-actualisation 251 self-assessment! self-checking 139, 271-2 self-management 319, 321 self-organisation 307 selling 209 16 7-S model 25-Q shaper role 298, 305 shortlisting 288 simulations 294, 297 slippage 133 5, 143-4 social relationships 232 social skills 217-18, 232 software development lifecycle and testing/inspection 179-80 Software Engineering Institute (SEI) 174-5 software process maturity 174-5 SPICE (Software Process Improvement Capability dEtermination) project 175 spiral model 44-7 sponsors 30, 33, 34, 159, 160-1 spreadsheets 136, 146, 184 SSADM (Structured Systems Analysis and Design Method) 41, 50-1, 110, 126, 154 and function point analysis 100 and product breakdown structure 79 SSADM4+ 51 staff monitoring 131-2, 149 competence stages 277-8 contract 107, 136, 240, 294 costs 136, 323 development 266-7, 276-8 experience and productivity 106-7, 152 induction 294-6 project fatigue 152 recruitment and development 266-7, 276-8, 283 94, 294-6,299 relations with 137, 158, ~69, 194, 300; see also subcontracting, teams and working time stages/Stage Managers (in PRINCE) 36, 331 stakeholders 3, 202, 204, 205 Standards, see British Standards and ISO Stars 21, 22-4 start-up stage 59 63 statistics 140-1, 183-4 steering committees 33, 331 strategy 15 27 stress 4, 5, 305 stress testing 69 70 structured analysis methods 49 51, 154 style, leadership 25-Q, 255 7, 303-4 subcontracting 104, 106, 153, 240-6, 283-4 risk management 244-5, 246; see also buying-in and subcontractors subcontractors, selection and management 106, 241 success, celebrating 258, 259 summarising 219, 266, 268, 292, 312 13 supervision, increasing/ decreasing 150 suppliers, managing 240-6 support, subcontractors and 243 SWOT analysis 20-1 Symons, Charles 99 system development lifecycles 38-54 system testing 66 TAC (Technical Assurance Co-ordinator) (PRINCE) 36-7, 60, 331 Tannenbaum, Robert 256-7 task-based culture tasks, descriptions 127 reassigning, as corrective action 150 team leading/ supervision, estimating for 102 team leadership 32, 102 3, 139 team worker role 298 teambuilding 152, 297 teams, management 261-81,283-4,296-300,304-5 reporting progress to 158, 162 setting objectives for 262-4 size 102 3, 118; see also staff and teambuilding Technical Assurance Co-ordinator (PRINCE) 36-7, 60, 331 technical exception (PRINCE) 332 technical plan (PRINCE) 129 technical products 38, 77 technical requirements, risks concerning 193 testing 66, 69, 178, 179-82, 195, 246 psychometric, see psychometrics tools for 181-4 340 Index tests, witnessing 244 threat 304, 309 TickIT 176 time, calculations concerning 98-9, 104 6, 118, 119-20 elapsed, effort and 114-15, 123 as key factor time management 307, 328 timesheets 131-3, 136 tolerances 36, 85, 246, 332 Total Quality Management 3-4, 24, 139, 169-72, 174 trade unions 131 traditional approach 47-9 training 11, 68-9, 103, 136, 185, 195 travel 136 Treble, Stephen 112 triaging 230 triple constraint, the 146, 147-8 trust 303, 309 urgency of risks 197 User Assurance Co-ordinator (PRINCE) 332 users 30-1, 33, 107, 192, 222, 237-8 PRINCE and 34, 36-;7 reporting progress to 159 training for 11, 68-9, 103; see also customers 'V' model 43-4, 63 vacancies, staff 283-4 validation 41 value engineering 202-4 value management 202, 203-8 value tree 204, 205, 206 variance 144 verification 41 vision statements 315-16 walkthroughs 140, 178 warranty 107, 243 waterfall model 39-42, 43, 44, 59, 63, 262-3 WBSs (work breakdown structures) 74 'what if?' analyses/questions 86, 200 Wild Cats 21 witnessing tests 244 work breakdown structures 74 working environment 302-4 working hours 149-50 working methods 150-1 working time 98, 104-5, 106, 119-20 IS BN 0-273-62019-3 11 111 780273620198 ... CERTIFICATE The Information Systems Examinations Board's Certificate in Project Management for Information Systems is the leading qualification for project managers in the information systems... Director responsible for training in Serna Group, formerly the Chairman of the Information Systems Examinations Board and the editor of the original edition of Project Management for Information Systems... projects pending Dead ducks Feasibility study Fully authorised projects Fig 2.1 Planning for projects 16 Project Management for Information Systems contribute to the achievement of the business's