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Chapter 14&15

Info Systems - Chapter 14&15.docx


Department
Commerce
Course Code
COMMERCE 2KA3
Professor
A L I R M O N T A Z E M I
Chapter
14&15

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CHAPTER FOURTEEN: PROJECT MANAGEMENT, BUSINESS
VALUE, AND MANAGING CHANGE
The Importance of Project Management
If info system does not meet expectations or costs too much to develop:
oCompany may not realize any benefits
oSystem may not be able to solve problems for which it was intended
The way a project is executed is most important for influencing its outcome
Runaway Projects and System Failure
Private-sector projects are underestimated by one half in terms of budget and time
required to deliver complete system promised
Systems development project without proper management will suffer
consequences:
oCosts that exceed budgets
oUnexpected time slippage
oTechnical performance that is less than expected
oFailure to obtain anticipated benefits
User interface: part of the system with which end users interact
Users will be discouraged from using websites if:
oWeb pages are cluttered/poorly arranged
oUsers cannot easily find info they are seeking
oIt takes too long to access/display page on user’s computer
Project Management Objectives
Project: planned series of related activities for achieving a specific business
objective
Project management: application of knowledge, skills, tools, techniques to
achieve specific targets within specified budget and time constraints
Project management activities:
oPlanning work
oAssessing risk
oEstimating resources required
oAcquiring human and material resources
oAssigning tasks
oControlling project execution
oReporting progress
oAnalyzing results
Scope: what work is or is not included in project
PM must ensure that scope of project does not expand beyond what was originally
intended
Time: time required to complete the project
PM establishes:

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oAmount of time required to complete major components of project
oSchedule for completing the work
Cost: time to complete a project multiplied by cost of human resources
PM develops budget for project and monitors ongoing project expenses
Quality: indicator of how well end result of a project satisfies objectives
Risk refers to problems that might threaten achievement of a projects objectives
by:
oIncreasing time or cost
oLowering quality of project outputs
oHalting the project
Selecting Projects
Management Structure for Information Systems Projects
Corporate strategic planning group: responsible for developing firm’s strategic
plan
Information systems steering committee: senior management group with
responsibility for systems development and operation
Project teams are supervised by project management group
Critical Success Factors
Organizations information requirements are determined by small number of
critical success factors (CSFs) of managers
If goals can be attained success of firm is assured
CSFs are shaped by: industry, firm, manager, broader environment
Systems are developed to deliver information on these CSFs
Interview top managers to identify goals and resulting CSFs to meet goals
Portfolio Analysis
Portfolio analysis:
oUsed to evaluate alternative system projects
oInventories all of organizations info systems projects and assets
oInvestments have certain profile of risk and benefit to firm
Firms try to improve return on portfolios of IT assets by balancing risk and return
Scoring Models
Scoring model:
oUseful for selecting projects in which many criteria must be considered
oAssigns weights to features of a system and calculates weighted totals
Establishing the Business Value of Information Systems
Information System Costs and Benefits
Tangible benefits: can be quantified and assigned a monetary value
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