MIST 5740 Test 1

Process

"A set of interrelated actions and activities performed to achieve a pre-specified product, result, or service" AKA something you do to achieve a result

User Involvement

#1 of the 10 Factor Rankings for Successful Projects. Users are important project stakeholders that should be involved in important decisions. May have vital knowledge of the business and processes not possessed by the more technical people. Working closely together, users and developers can better understand the business opportunities and limitations of the technology.

Tools and Infrastructure

#10 of the 10 Factor Rankings for Successful Projects. Having access to the right tool for the job as well as the skills required to use it properly.

Executive Support

#2 of the 10 Factor Rankings for Successful Projects. Support of upper management is critical for acquiring and maintaining financial backing for the project. Visible support by senior management is also important in terms of emotional support and negotiation and resolution of organizational conflicts

Clear Business Objectives

#3 of the 10 Factor Rankings for Successful Projects. Project's stakeholders must focus on the core value of the project.. Includes understanding the larger picture of how a project supports the business and organizational strategies.

Emotional Maturity

#4 of the 10 Factor Rankings for Successful Projects. Focuses on ability on the ability to understand and manage the emotions and actions of the various project stakeholders. Includes delivering bad news, accepting criticism, or rationally dealing with project challeneges.

Optimization

#5 of the 10 Factor Rankings for Successful Projects. Goal to make systems, processes, and people as efficient and effective as possible. Ex: only implementing the features of a project that will provide the organization with the most value

Agile Processes

#6 of the 10 Factor Rankings for Successful Projects. Supports the user/development relationship by encouraging teamwork, collaboration, and evolving requirements, while allowing for rapid delivery.

Project Management Expertise

#7 of the 10 Factor Rankings for Successful Projects. Skill the project manager has in project management knowledge and the organizational environment. Must be supported by the organization to be successful

Skilled Resources

#8 of the 10 Factor Rankings for Successful Projects. Project manager must be able to acquire, manage, and control the right resources at the right time. This may include the ability to develop people or replace a key project member due to turnover.

Execution

#9 of the 10 Factor Rankings for Successful Projects. Involves developing a realistic project plan and being able to carry out that plan through proper leadership and project management knowledge.

Project Manager (Team Leader)

The person assigned by the performing organization to achieve the project objectives. Responsible for ensuring that all of the project management and technical development processes are in place and are being carried out within a set of specific requirements, defined processes and quality standards.

Phase exits, Stage gates, Kill points

The phase end review of key deliverables that allow the organization to evaluate the project's performance and to take immediate action to correct any errors or problems.

Assimilation

The process of adapting to change and determines our ability to handle current and future change

Stakeholder Analysis

The process of analyzing stakeholders to see where there interests may lie. Could have a positive or negative interest in the success of a project. It also looks at the amount of influence each stakeholder has (0-5) and defines roles for each of the stakeholders.

Human Resource Management (HRM)

The processes that organize, manage, and lead the project team.

Expedite (Crash)

The project manager may use this technique to add resources to an activity on the critical path to shorten its duration

Learning Cycle Theory

Used to describe how people learn. Learning cycles provide a way to resolve ambiguous situations through the repeated pattern of thinking through a problem. Never accept the issues and challenges presented to you at face value. Assumptions must be tested because the real problem or issue could be something entirely different

Triple Constraint

A consideration that must be made whenever making a decision that affects the project's goal, scope, schedule or budget. These factors must remain in some sort of equilibrium to support a particular project goal.

Matrix Org Structure

A combination of the functional and project organization structures. Main strength is the ability to integrate areas and resources throughout an organization. Unity of Command is violated since each project member will have more than one boss. This can lead to confusion, frustration, conflict, and mixed loyalties.

Project Scope

Work to be accomplished. Determined directly by the project's goal

Project Portfolio

A set of projects that an organization may fund. May be entirely different projects, but all need to provide a MOV in line with the organization's values. Can be composed of projects with varying size, risk, and value to provide diversification for the company.

Knowledge Management Approach

Another way of improving likelihood of project success A systematic process for acquiring, creating, synthesizing, sharing, and using information, insights, and experiences to transform ideas into business value. Lessons learned document reasons for success and failure. From lessons learned come methods of best practices-- doing things in the most effective manner. If an organization has been around long enough, chances are a problem that occurs has been dealt with before. The knowledge management approach provides a way to use these past experiences on other projects in order to deal with issues in the most effective way possible.

MoSCoW

Rules that are used to prioritize project requirements -Must-have requirements -Should-have requirements -Could have requirements -Won't have right now but might have later on

Prototyping

Similar to RAD except a prototype may be created to discover or refine system requirement specs that can be used as a model for developing a real system. Ex: A team may develop a non-functioning user interface as a model to define the look, feel, and features of a system.

Slack (Float)

The amount of time an activity can be delayed before it delays the project and the project schedule is affected.

Project Management

The application of knowledge, skills, tools and techniques to project activities to meet project requirements

Extreme Project Management

The art and science of facilitating and managing the flow of thoughts, emotions, and interactions in a way that produces valued outcomes under turbulent and complex conditions: high speed, high change, high uncertainty, and high stress. Embraces the chaotic nature of projects

Business Case

The first deliverable. Documents the project's goal, as well as several alternatives or options. Feasibility, costs, benefits, and risks for each alternatives are analyzed and compared, and a recommendation to approve and fund one of the alternatives is made to senior management Does the project align with the organization's business strategy?? Must document methods and rationale used for quantifying the costs and benefits NOT a budget or project plan 1)Must be thorough in detailing all possible impacts, costs and benefits 2)Clear and logical in comparing the cost/benefit impact of each alternative 3)Objective through including all pertinent information 4)Systematic in terms of summarizing the findings

Change Target

The individual or group that must change. Most commonly the users of the new system or those who will be directly involved in the final product

Critical Path

The longest path in the project network and is also the shortest time in which the project can be completed. Has zero slack (float)

Waterfall Model

A simple and disciplined method that follows SDLC closely in a sequential and structured way. Metaphor for a cascading of activities from one phase to the next where one phase is completed before the next phase is started. **Note: Fast tracking goes against the waterfall method very much so.

Real Teams

A small number of people with complimentary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. Common performance goal is very important for a successful team

Deliverable

A tangible and verifiable product of work (project plan, design specs, delivered system, etc.). Each phase should provide one or more of these. Provide tangible benefits throughout the project and serve to define the work and resources needed for each phase.

(Project?) Methodology

A template for initiating, planning, and developing an information system The step-by-step activities, processes, tools, quality standards, controls and deliverables that are defined for the entire project. When used throughout the organization, these methodologies can provide a common language across different projects and makes it much easier to compare projects throughout an organization. Each phase of a project's methodology ends with a review of the project by the client or sponsor

Project

A temporary endeavor undertaken to accomplish a unique product, service, or result. Must have a definite beginning and end. If a project has a definite due date you must work backwards to determine when the project must begin. Must have a clear goal that provides value to the organization Planned organizational change A project should have only one goal but may have several objectives

Project Stakeholders

All people or groups who have a vested interest in the project's outcome. Could be individuals, groups, or even organizations that have a stake (claim) in the project's outcome

Lead times

Allows for the overlapping of activities

Project Management Approach

Another way of improving likelihood of project success. Basically the use of project management to support the development of IT projects. Many orgs build systems on an ad-hoc basis. A methodology (see other notecard) should be used as a guideline for the project. This methodology, if used consistently throughout the company, can provide a common language across projects and provides the ability to compare projects throughout the organization. Other reasons PM should support IT projects: Resources: Projects must be estimated accurately , and cost and schedules must be controlled effectively. Without a proper methodology the project could divert resources from other projects and areas of the organization. Expectations: Timely status updates and communication, as well as sound project management practices, are required to deliver quality projects in a professional manner. Competition: IT services could be outsourced & competition among consultants is rising Efficiency (doing the thing right) & Effectiveness (doing the right thing): Project management allows for shorter development time, lower costs, and higher quality. Project management must be supported.

Socio-Technical Approach

Another way of improving likelihood of project success. Combines the purely technical aspects of a project with the organizational requirements. An IT professional must understand the business environment and organization and apply technology in a way that brings value to the org. This involves actively seeking stakeholder (client) participation in all major steps of the project.

Sunk Costs

Costs that have been occurred prior to the current project. Ex: previous try at an application system costing 250k ends in failure. 250k = sunk cost

Rapid Applications Development (RAD)

Attempts to compress the analysis, design, build, and test activities of the SDLC into a series of short iterations or development cycles. For example, developers would produce a functional version of the system that might only include 25% of the total requirements. The developers would then repeat this and closely work with users until all of the project requirements are met (100%)

Critical Chain Project Management (CCPM)

Based on the idea that people often inflate or add "safety" to their time estimates in order to compensate for uncertainty. Problems: Student's syndrome-People don't start a task until it's almost due. If it doesn't go perfectly it will be late Parkinson's Law- Work expands to fill the time available

Spiral development

Breaks up a project into many mini projects that address one or more major risks until all risks are addressed

Gantt Chart

Compares a project's planned activities with actual progress over time. Can be used to estimate the tasks & activities defined in the WBS. Also useful for tracking and monitoring the progress of a project

CASE tools and models

Computer Aided Software Engineering--support the analysis and design phases of development

Project Charter

Defines how the project will be organized and how the project alternative that was recommended and approved for funding will be implemented. Another chance to define project goal. Summarizes project scope, schedule, budget, and quality standards Identifies and gives authority to the project manager to begin carrying out the processes and tasks associated with the systems development life cycle . Provide a governance framework for carrying out or executing an IT project. An agreement or contract b/t the project sponsor and the project team-- documenting MOV, defining its infrastructure, summarizing project plan details, defining roles and responsibilities, explaining project control mechanisms

Stages of Change

Denial Anger Bargaining Depression Acceptance

Project Plan

Details how the project will be executed, monitored, controlled and closed What are we going to do/not going to do? Why/How are we going to do it? Who is going to be involved? How long will it take? How much will it cost? The deliverables, tasks, resources, and time to complete each task must be defined for each phase of the project. Defines agreed upon scope, schedule and budget and is used as a tool to gauge the project's performance throughout the life cycle. Provides all the tactical details concerning who will carry out the work and when it will be accomplished.

Project Org Structure

Each project is treated as a separate and relatively independent unit within the organization. People from many different functional areas could come together to work on a project. +Clear authority and responsibility +Improved Communications +High level of integration (-)Project Isolation (-)Duplication of Effort (-)Projectitis

Change controls

Ensure that a process is in place to evaluate the value of a proposed change. Help the project manager manage change so that it does not disrupt the team. Include emergency procedures. Determine whether an accepted change has been implemented. DOES NOT document stakeholders authorized to submit changes.

Progressive Elaboration

Features and functionality of a project may be defined at a higher level (abstract) level early on in a project, but will eventually be defined in much greater detail later on. Progressive elaboration will occur as better understanding of the project occurs or new information becomes available

Rolling Wave Plan

Instead of making a large, detailed project plan requiring frequent updates, the project manager can prepare an overall summary plan, and then develop detailed schedules for only a few weeks or months at a time.

Informal Organization

Many times bypasses the formal communication methods of formal structures. Information is spread rapidly through "the grapevine". Power often determined by how well one is connected to the informal network.

Subject Matter Experts (SME)

May be a user or client who has specific knowledge, expertise, or insight in a specific functional area needed to support the project. Ex: a project to develop a system for tax decisions would need a tax expert to share his/her knowledge on the subject rather than technical people trying to learn everything about taxes

Project Sponsor

May be an executive, the end user, customer, or client who has the ability to provide direction, funding, and other resources to the project. Acts as a "champion" for the project and provides organizational resources and direction as needed. Initiating Sponsor- After making the decision to fund and support a project, the initiating sponsor may be completely removed from the project Sustaining Sponsor- Project would lose its direction without this sponsor. In class it was said that this sponsor carries out the project after it has completed

Indirect Costs

May include rent, utilities, insurance and other administrative costs

Technical Experts

May include system analysts, network specialists, programmers, graphic artists, trainers, etc. These individuals are responsible for defining, creating, and implementing the technical and organizational infrastructure to support the IT project.

MOV

Measurable Organizational Value *The project's overall goal and measure of success. -Must be measurable-- goal is not to produce an information system but to achieve a specific performance target -Must provide value to the organization -Must be agreed on -Must be verifiable-- at the end of the project you must be able to look back and determine if the project was a success

Contingency Reserves

Money set aside in the project budget to provide a cushion when unexpected situations arise. Provide the project manager with a degree of FLEXibility

Functional Org Structure

More traditional. Organizes resources to perform specialized tasks or activities. Activities reside in a particular function (accounting, manufacturing, marketing, etc) +Less Duplication +Breadth and depth of knowledge and experience (-)Poor response time (-)Poor integration (functions may be insulated from other areas of the organization)

Systems Development Life Cycle

Most common in IT. The sequential phases or stages an information system follows throughout its useful life Planning -> Analysis -> Design -> Implementation -> Maintenance and Support

Change Agents

Most likely the project manager or team. Responsible for carrying out the change in order to achieve the project's goals and objectives. Report directly to the sponsor and must be able to diagnose problems and sort them effectively

Project Goal

Must be clearly defined and agreed upon. A project must provide value to the organization.

Value Driven Approach

One of the ways to improve likelihood of project success. Recognizes that time constraints and budgets are important, but the real determination of project success lies in the value it brings to the organization.

Operations vs Projects

Operation inputs are more certain, less complex, ongoing and repetitive

Difference between PLC and SDLC

PLC focuses on phases, processes, tools, knowledge, and skills for managing a project. SDLC focuses more on creating and implementing the ACTUAL PRODUCT

Most commonly used cash flow models

Payback- How long it will take to recover the initial investment Breakeven- Attempts to determine the point at which the project would recoup its initial investment. Ex: how many clubs you need to sell to break even ROI- Indicator of a company's financial performance. What are you making compared to the amount invested NPV- Time value of money Scoring- Method for comparing alternatives using a weighted score

Execute Project Plan

Progress is documented and compared against initial project plan. Project performance must be communicated to all of the stakeholders. A completed product, service, or information system is delivered to the organization once this phase is completed

Resource Contention

Project team member is often assigned to more than one project and therefor will have less time to complete tasks on the critical path

Interdependent Tasks

Project work often requires many interdependent tasks. Sometimes the delay of one task can affect other subsequent, dependent tasks. Project schedule may slip, and project may not meet its planned deadline.

Iterative Systems Development

Recognizes that a structured approach such as the waterfall model will not work in all situations. Project requirements often change and develop over time. These methods rely heavily on face to face communication with the client or potential users.

Agile Systems Development

Releases are developed through several iterations. Each working release is transferred to users. SCRUM, Dynamic Systems Development Method (DSDM), Adaptive Software Development (ASD), XP

Fast Tracking

Starting the next phase of the project before approval is obtained. Can sometimes reduce the project's schedule, but can be risky and should only be done when the risk is deemed acceptable

eXtreme Programming

System is transferred to the user in a series of versions called releases. Each release is a working system that only one or several functions that are part of the full system specifications

Change Management

The transforming of the organization so it is aligned with the execution of a chosen corporate business strategy. It is the management of the human element in a large-scale change project.

Assumptions

Things that must go right in order for the project plan to be completed. Ex: We assume the team members will be healthy enough to work when creating a project plan. We assume the project plan estimates are accurate

Work Groups

Traditional approach where a single leader is in control, makes most of the decisions, delegates to subordinates, and monitors the progress of the assigned tasks. Members may be interested in each other's success, but may not provide joint-work products or share the same performance goals. Not usually held mutually accountable

Project Life Cycle (PLC)

a collection of logical stages or phases that maps the life of a project from its beginning to its end in order to define, build, and deliver the product of a project. 1.Conceptualize and Initialize -Deliverable = Business Case -DEFINE PROJECT GOAL 2.Develop Project Plan and Charter -Deliverable = Project Charter and Plan 3.Execute and Control Project -Includes the SDLC -Deliverable = Information System (Product) 4.Close Project -Deliverable = Final project report and presentation 5.Evaluate Project -Deliverable = Project evals and lesson learned

Balanced Scorecard

helps balance traditional financial measures with operational metrics across four different perspectives Finance Customer Satisfaction Internal Business Processes Org's ability to learn and innovate -abilities, capabilities, and motivations of people within the organization determine the outcomes of the other factors in the scorecard