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Pertemuan 12

Desain project TI

Matakuliah : H0402/PENGELOLAAN SISTEM KOMPUTER

Tahun : 2005

Versi : 1/0

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Learning Outcomes

Pada akhir pertemuan ini, diharapkan mahasiswa

akan mampu :

• Membuat diagram / skema desain project teknologi informasi yang efektif dan efisien

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Outline Materi

• IT Project Management

• IT Portofolio Management

• Project Initiation

• Project Planning

• Project Execution & Control

• Project Closing

• Issue on complex IT project

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IT PROJECT MANAGEMENT

• IT Project management requires knowledge of system development methodologies:

– SDLC– Prototyping– RAD– Purchasing life cycle

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IT PROJECT MANAGEMENT• Project Management Institute (PMI)

– International society of project workers– Certified thousands of professionals since 1984– PM competencies certified by PMI include eight

areas:

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IT PROJECT MANAGEMENT

• Most projects share common characteristics:

1. Risk and uncertainty highest at project start

2. Ability of stakeholders to influence project greatest at project start

3. Cost and staffing levels lower at project start and higher toward end

(PMI, 1996)

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IT PROJECT MANAGEMENT

Project:• Temporary endeavor to create unique product or service• Typically is a one-time initiative• Can be divided into multiple tasks• Requires coordination and control• Has a definite beginning and end

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IT PROJECT MANAGEMENT

Project:• Temporary endeavor to create unique product or service• Typically is a one-time initiative• Can be divided into multiple tasks• Requires coordination and control• Has a definite beginning and end

Program – a group of projects managed in a coordinated way to obtain benefits not available from managing them individually (PMI, 1996)

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IT PORTFOLIO MANAGEMENT

IT Portfolio – set of IT project initiatives currently in progress, as well as requests for IT projects that have not yet been funded

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IT PORTFOLIO MANAGEMENT

• Project categories to help with prioritization:

– Absolute must A mandate due to security, legal, regulatory, or end-of-life-cycle IT issues

– Highly Desired/Business-Critical Includes short-term projects with good financial returns

– Wanted Valuable, but with longer time periods for ROI (more than 12 months)

– Nice to Have Projects with good returns, but with lower potential business value

(Denis, et al., 2004)

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PROJECT INITIATION

• Project charter• Scope statement• Feasibility analyses

– Economic– Operational– Technical

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PROJECT INITIATION

• Economic feasibility– Formal cost-benefit analysis usually conducted– ROI calculated when benefits can be easily measured– Alternatives to ROI:

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PROJECT INITIATION

Project Manager Characteristics

• Project manager can be:– IS manager– Business manager– Both

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PROJECT INITIATION

Project Manager Characteristics

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PROJECT INITIATION

Project Sponsor and Champion Roles

Sponsor:

• Participates in the development of the initial project proposal and the feasibility studies • May personally argue for project approval• Is usually the business manager who financially “owns” the project

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PROJECT INITIATION

Project Sponsor and Champion Roles

Champion – a business manager who:

• Has high credibility as organizational spokesperson among user community• Is successful communicator of vision and benefits throughout the project

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PROJECT PLANNING

• Three major components:– Schedule– Budget– Staff (project team)

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PROJECT PLANNING

Scheduling

• Work breakdown analysis:– Identifies phases and task sequence to

meet project goals– Estimates time of completion for each task– Results in a project master schedule that

identifies date and deliverable milestones

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PROJECT PLANNING

Scheduling

Timeboxing – organizational practice in which a system module is to be delivered to user within a set time limit, such as 6 months

Work breakdown – a basic management technique that systematically subdivides blocks of work down to the level of detail at which the project will be controlled

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PROJECT PLANNING

Budgeting

Two traditional approaches to estimating costs:

• Bottom-up– Cost elements are estimated for lowest level of work tasks and

then aggregated to give total project cost estimate

• Top-down (parametric cost estimating)

– Provides cost estimates for major budget categories based on historical experience

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PROJECT PLANNING

Budgeting

• Inexperienced estimators may:

1. Be too optimistic about what is needed to do the job

2. Tend to leave out components

3. Not use a consistent methodology, and have difficulty recreating their rationales

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PROJECT PLANNING

Staffing

Project staffing involves:

1. Identifying IT specialist skill mix needed

2. Selecting personnel who collectively have necessary skills and assigning them to work

3. Preparing personnel for specific team member work

4. Providing incentives to achieve project goals

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PROJECT PLANNING

Staffing

(Based on productivity study by Hughes Aircraft Company in Roman, 1986)

Counterproductive Characteristics

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PROJECT PLANNING

Planning Documents

Two typical planning documents:• Statement of Work (SOW)

– For the customer– High-level document that describes what project delivers and when– Contract between project manager and executive sponsor

• Project Plan– Used by project manager to guide, monitor, and control execution of project– Reviewed by managers or committees that oversee project

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PROJECT PLANNING

Planning Documents

Two typical planning charts:• PERT (or CPM)• Gantt

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PROJECT PLANNING

Planning Documents

• PERT (or CPM)– Graphically models sequence of project tasks and

interrelationships using a flowchart diagram– Depicts a critical path – sequence of activities that will take

longest time to complete– Helps managers estimate effects of task slippage– If used, less likely to have cost and schedule overruns

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PROJECT PLANNING

Planning Documents (PERT chart example)

(Reprinted from Valacich, George, and Hoffer, Essentials of Systems Analysis & Design, Prentice Hall, 2001)

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PROJECT PLANNING

Planning Documents

• Gantt– Graphically depicts estimated times (and later actual times)

for each project task against a horizontal time scale

– Tasks presented in logical order along with bar graph showing estimated time duration for each task on a calendar

– Useful for displaying a project schedule and tracking progress of a set of tasks against project plan

29Gantt Chart Example

(Reprinted from Valacich, George, and Hoffer, Essentials of Systems Analysis & Design, 1st Edition, Copyright © 2001. Reprinted by permission of Pearson Education, Inc. Upper Saddle River, NJ)

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PROJECT EXECUTION AND CONTROL

• Project plan needs to be refined and reassessed throughout life of project

• Software project management tools commonly used to help initiate and monitor project tasks

• Communication among project team members critical for task coordination and integration

• Communication throughout project to all stakeholders is key to project success

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PROJECT EXECUTION AND CONTROL

Status Reporting

(Roman, 1986)

Routine Project Status Reporting

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PROJECT EXECUTION AND CONTROL

Managing Project Risks

• PM Goal:– Manage risk of failing to achieve project objectives

• Causes of Risk:– Human error

– Project scope changes

– Unanticipated technology changes

– Internal politics

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PROJECT EXECUTION AND CONTROL

Managing Project Risks

Ten IT-Related Risks and Potential Consequences

(Bashein, Markus, and Finley, 1997)

34Risk Controllability and Impact Grid

(Adapted from Hamilton, 2000)

Managing Project Risks

35Risk Exposure: Risk versus Stake

(Adapted from Frame, 1994)

Managing Project Risks

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PROJECT EXECUTION AND CONTROL

Managing Business Change

• Change management:– Ability to successfully introduce change to individuals and

organizational units – Key to project success– Often involves change to power structures that must be recognized– Can be facilitated by using change models, such as Lewin/Schein

change model

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PROJECT EXECUTION AND CONTROL

Managing Business Change

Three Stages of Lewin/Schein Change Model

Lewin/Schein Change Model

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PROJECT CLOSING

• IT project deliverables completed• Formal user acceptance obtained or failed project terminated• Common questions for team members:

– What went right on this project?

– What went wrong on this project?

– What would you do differently on the next project, based on your experience with this project?

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SPECIAL ISSUE: MANAGING COMPLEX IT PROJECTS

• Three factors critical to success of large, complex IT projects:

– The business vision an integral part of project

– A testing approach used at program level (not just individual application level)

– Used a phased-release approach (rather than single rollout strategy)

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SPECIAL ISSUE: POST-MERGER IT INTEGRATION PROJECTS

• What makes for a successful merger?– Well-honed IT project management skills, and a program

management structure– Retaining IT talent needed for post merger IT integration

efforts– Quickly offering attractive retention contracts to key

personnel

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• PROJECT MANAGEMENT

• PORTOFOLIO MANAGEMENT

• Project – Initiation– Planning– Execution & Control– Closing

Desain project TI