Horneado convencional

2.0 Objectives 3.0 Main Content

3.1 Keys to Project Management Success 3.2 Internet Project Management

DAM 382: INFORMATION SYSTEM MANAGEMENT 4.0 Conclusion

5.0 Summary

6.0 Tutor Marked Assignment 7.0 Reference/Further Reading

DAM 382: INFORMATION SYSTEM MANAGEMENT

1.0 INTRODUCTION

Project management is simply the management of a project. This definition may sound simple and self evident but that does not make it easy. Many people get confused or concerned about IT project management because it involves the “T” word technology. In reality IT project management is not much different form other forms of project management, such as those used to construct an office tower or a bridge.

2.0 OBJECTIVES

At the end of this unit, you should be able to • Explain Internet Project Management

• Mention and Discuss tips for good Project Management.

3.1 KEYS TO PROJECT MANAGEMENT

Numerous keys influence project management success. Here are some, writes Matthew:

Establish The Ground Rules.

Define the technical and architectural specifications for the systems following four guidelines:

• Adhere to industry standards. • Use an open architecture. • Web-enable the system. • Power with subsystems.

These principal should help ensure no “nasty surprise” along the way, as well as provide the ready ability to update/switchover systems in the future. The basic tenet is that the systems should be as simple as possible while fulfilling all the (reasonable) user requirements.

DAM 382: INFORMATION SYSTEM MANAGEMENT

In many respects, these elements are what project management is really all about. It does not matter how well the requirements have been specified or weather the “project” solution has been selected; if the process is not controlled properly, anything can happen or, more realistically, potentially “nothing” will happen.

A firm timeline for system rollout needs to be formally established and signed off. Once this task has been done, the project team needs to work backward from the critical dates and map out the timing for the intermediate steps, and include any “interdependencies.” Teams actually should take the critical date and subtract some time, say one month, for unforeseen contingencies. The project must progress with the target critical date in mind, which requires strong discipline.

The project also needs to follow a sound methodology, and have key points planned and documented (and reported on) using a product such as Microsoft Project. All members of the teams need to be aware of their responsibilities and timeline. Nothing should be lift assumed. In addition, regular meetings and updates of this project plan are needed, along with proper documentation of the system development effort. Senior management needs to able to see this documentation whenever they want. Management, key users and even vendor personnel should be included on project steering groups, which should meet regularly to make sure the project continues on track and that all members are aware of their responsibilities. Such meetings also provide a venue for airing problems and raising issues that might affect others.

In addition it is desirable to have an overall IT project steering committee. Regular project manager meetings from the various projects are key to keeping each other informed of their progress and for raising issues that might affect other project.

Obtain And Document (The “Final”) User Requirement

Documenting user requirements is critical because it is the only way the team can evaluate its outcome. Scope creep (users asking for more and more functions)

DAM 382: INFORMATION SYSTEM MANAGEMENT

causes many system failures. Documenting requirements helps lock in the scope of the work, and helps reduce the possibility of casting problems and time overruns due to additional requests. Documenting user requirements can be done via variety of methods, including facilitation sessions and one-on-one interviews.

A common mistake is to get too technical in writing user specs. Some IT consultants make this mistake in the interest of “maintaining the mystique.” But the tendency can do harm. Similarly, IT project teams should not accept overly technical sign-off requests from software houses. They need to prove they can fulfil the users’ requirements.

Obtain Tenders From All Appropriate Potential Vendors

Today, much software is bought rather than built in-house. And with the proliferation of e-commerce, a number of specialist software houses have appeared. This option needs to be considered when beginning a project, notes Mathew. In fact, companies that do not have expertise in the area under consideration might want to call in consultants to make a recommendation. Their extensive contacts in the IT community can significantly improve selection of the package or packages. Or they may simply help the IT project team create the selection criteria for evaluating the bids and selecting the winner.

Working With Suppliers

If the development is to be handled by an outside firm, then a joint project teams needs to be created. The supplier, or suppliers, will undoubtedly appoint their own project managers for their respective assignments. They need to be part of the governing team.

Convert Existing Data

Data conversion need to be properly planned to make sure the output data is complete and accurate. Although this task might appear quite simple, it is often the area that creates the biggest headaches. Here, perhaps the oldest maxim in the IT industry applies: garbage in, garbage out.

DAM 382: INFORMATION SYSTEM MANAGEMENT

Upon successful implementation of the various systems project managers need to cross their ‘t’s and dot their ’I’s in terms of documentation, future maintenance processes, and so on.

The bottom line is that IT project management is no different from any other form of project management. To be successful, good planned is needed, along with good communication, and getting the active participation of all interested parties, say Matthew. These elements, along with some hard work, will better ensure a successful system.

3.2 INTERNET PROJECT MANAGEMENT

The rules of project management do not change in the New Economy, says Matthew. The principles and practices of project management, such as the need to define the scope, set timelines, and monitor progress, still hold true. However, Internet projects do tend to be more collaborative and iterative than traditional projects. In reality user ownership and effective implementation are the goals of all IT development and project management. They have become a reality in Internet projects.

Web-Based Project Management Tools

Even though the use of the term Web-based will hopefully shortly become largely meaningless – when all project management tools have a significant Web-based component – a number of excellent tools have emerged. These systems have been a boon to business but a “disaster” for airlines and the hotel industry, particularly in the United States where any of the “meetings” and much of the collaborations take place using these Web-based tools as opposed to people travelling to traditional face-to-face meetings. The features of such tools are shown in Figure 9-7.