acsc105 project management managing...

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ACSC105

Project ManagementManaging Change

Week/Lecture 6Eleni Michailidou

Resources: Dr. Panos Constantinides & Prentice Hall Slides

03/11/09 ACSC105 - Business Inform. Systems 2

Outline• Identify and describe the objectives of project management and

why it is so essential in developing information systems.• Compare models for selecting and evaluating information

systems projects and methods for aligning IS projects with thefirm’s business goals.

• Evaluate models for assessing the business value of informationsystems.

• Analyze the principal risk factors in information systemsprojects.

• Select appropriate strategies for managing project risk andsystem implementation.

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Project Management - Importance

• To develop effective information systems plans,organizations must have clear understanding of:– Long-term information requirements– Short-term information requirements

• Two principal methodologies for establishingessential information requirements of organization asa whole:– Enterprise analysis– Critical success factors


Enterprise Analysis• Enterprise analysis (business systems planning)

• Seeks to understand information requirements by examining entireorganization in terms of organizational units, functions, processes,and data elements

• Helps identify key entities and attributes of firm’s data• Central method is large survey of managers on how they use

information• Results analyzed and data elements organized into logical

application groups• Disadvantages:

• Produces enormous amount of data; expensive; time-consuming• Focuses only on existing information

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Critical Success Factors• Critical success factors

• Information requirements determined by small number of criticalsuccess factors (CSFs)

• E.g. Auto industry CSFs might include styling, quality, cost• Central method:

• Interviews with top managers to identify goals and resulting CSFs• Personal CSFs aggregated to develop firm CSFs

• Produces less data than enterprise analysis• Suitable for building DSS and ESS• Disadvantages:

• No clear methods for aggregation of personal CSFs into firm CSFs• Confusion between individual CSFs and organizational CSFs


• Runaway projects: 30-40% IT projects• Exceed schedule, budget

• Fail to perform as specified

• Types of system failure• Fail to capture essential business requirements

• Fail to provide organizational benefits

• Complicated, poorly organized user interface

• Inaccurate or inconsistent data

Runaway projects and system failure

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Consequences of Poor Project ManagementConsequences of Poor Project Management

Without proper management, a systems development project takes longer tocomplete and most often exceeds the allocated budget. The resulting informationsystem most likely is technically inferior and may not be able to demonstrate anybenefits to the organization. Great ideas for systems often flounder on the rocks ofimplementation.


Managing Systems Implementation

• Very high failure rate among enterprise application andBPR projects (up to 70% for BPR)• Poor implementation and change management practices

• Employee’s concerns about change• Resistance by key managers• Changing job functions, career paths, recruitment practices

• Mergers and acquisitions• Similarly high failure rate of integration projects• Merging of systems of two companies requires:

• Considerable organizational change• Complex systems projects

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Project Management• Project management

• Activities include planning work, assessing risk, estimatingresources required, organizing the work, assigning tasks,controlling project execution, reporting progress, analyzingresults

• Five major variables• Scope• Time• Cost• Quality• Risk


• Information systems plan: Road map indicating direction ofsystems development, includes:• Purpose of plan• Strategic business plan rationale• Current systems/situation• New developments to consider• Management strategy• Implementation plan• Budget

• In order to plan effectively, firms need to inventory and document allinformation system applications and IT infrastructure components

Linking systems projects to the business plan

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• Tangible benefits:• Can be quantified and assigned monetary value

• Systems that displace labor and save space:• Transaction and clerical systems

• Intangible benefits:• Cannot be immediately quantified but may lead to quantifiable gains

in the long run• E.g. more efficient customer service or enhanced decision making

• Systems that influence decision-making:• ESS, DSS, collaborative work systems

Information system costs and benefits


• Dimensions of project risk• Level of project risk influenced by:

• Project size• Indicated by cost, time, number of

organizational units affected

• Organizational complexity also an issue

• Project structure• Structured, defined requirements run lower risk

• Experience with technology

Managing Project Risk

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Controlling Risk Factors• Controlling risk factors

– Step 1: identify nature and level of risk of project

– Step 2: organizational impact analysis

• How system will affect organizational structure, attitudes,decision making, operations

– Step 3: Managing technical complexity

• Assign project leaders with technical and administrative experience• Recruit highly experienced team members• Have frequent team meetings• Secure technical experience outside firm if necessary


Management Tools• Project management software

• Can automate many aspects of project management• Capabilities for

• Defining, ordering, editing tasks• Assigning resources to tasks• Tracking progress

• Microsoft Project• Most widely used project management software• PERT, Gantt charts• Critical path analysis• Product Guide wizards• Enterprise Project Management Solution version

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Planning and Control Tools• Formal planning and control tools

• Document and monitor project plans• Help identify bottlenecks and determine impact of problems on

project completion times• Chart progress of project against budgets and target dates• Gantt chart

• Lists project activities and corresponding start and completion dates• Visual representation of timing of tasks and resources required

• PERT chart• Portrays project as network diagram• Nodes represent tasks• Arrows depict task dependencies


Gantt Chart

The Gantt chart in this figure shows the task, person-days, and initials of eachresponsible person, as well as the start and finish dates for each task. The resourcesummary provides a good manager with the total person-days for each month and foreach person working on the project to manage the project successfully. The projectdescribed here is a data administration project.

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Pert Chart

This is a simplified PERT chart for creating a small Web site. It shows theordering of project tasks and the relationship of a task with preceding andsucceeding tasks.


• Change management

• Required for successful system building

• New information systems have powerful behavioraland organizational impact

• Changes in how information is used often lead to newdistributions of authority and power

• Internal organizational change breeds resistance andopposition


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• Implementation

• All organizational activities working toward adoption,management, and routinization of an innovation

• Change agent: One role of systems analyst

• Redefines the configurations, interactions, job activities, andpower relationships of organizational groups

• Catalyst for entire change process

• Responsible for ensuring that all parties involved acceptchanges created by new system




• User-designer communication gap:• Users and information systems specialists tend to have different

backgrounds, interests, and priorities

• Leads to divergent organizational loyalties, approaches to problemsolving, and vocabularies

• User concerns:• Will the system deliver the information I need for work?

• How quickly can I access the data?

• Designer concerns:• How much disk storage space will the master file require?

• How can we cut CPU time when we run the system?

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• Increasing user involvement and overcoming userresistance• External integration tools consist of ways to link work of

implementation team to users at all organizational levels• Active involvement of users• Implementation team’s responsiveness to users

• User resistance to organizational change• Users may believe change is detrimental to their interests• Counterimplementation: Deliberate strategy to thwart

implementation of an information system or an innovation in anorganization• E.g. increased error rates, disruptions, turnover, sabotage



• Strategies to overcome user resistance

• User education and training

• Management edicts and policies

• Incentives for cooperation

• Improvement of end-user interface

• Resolution of organizational problems prior tointroduction of new system

User Resistance

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• Designing for the organization• Information system projects must address ways in which

organization changes when new system installed• Procedural changes• Job functions• Organizational structure• Power relationships• Work structure

• Ergonomics: Interaction of people and machines in workenvironment• Design of jobs• Health issues• End-user interfaces



• Organizational impact analysis

• How system will affect organizational structure, attitudes,decision making, operations

• Sociotechnical design

• Addresses human and organizational issues

• Separate sets of technical and social design solutions

• Final design is solution that best meets both technicaland social objectives


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Discussion - Case StudyManaging IT in the Merger and Acquisition Game• Read the Interactive Session: Management, and then discuss

the following questions:• What are some of the risks involved when one firm acquires

another firm’s IT infrastructure?• Why do firms often fail to take the target firm’s information systems

and IT infrastructure into account when purchasing other firms?• How would you go about assessing the value of another firm’s IT

infrastructure and operational capabilities? What questions wouldyou ask?


Discussion - Case StudyGetting Buy-In and ROI for CRM• Read the Interactive Session: Organizations, and then discuss

the following questions:• Why was the director of IT assigned the job of implementing a CRM

system? Would this job be better performed by the sales manager?

• Why were sales reps reluctant to share customer information with othersales reps? What strategies did Kirstin Johnson use to overcome userresistance? How would you recommend the firm overcome this problem?

• What do you think the metrics for CRM success should be in a firm like this?How would you change the sales rep compensation plan to support moreeffective use of the CRM system?

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