“Today, there is a shift in the types of projects most firms are undertaking, which makes project management much more difficult and even more critical to project success ( Fuller et al., 2008 ; Schiff, 2014a ). For example, in the past, organizations focused much of their development on very large, custom-designed, stand-alone applications. Today, much of the systems development effort in organizations focuses on implementing packaged software such as enterprise resource planning (ERP) and data warehousing systems. Existing legacy applications are also being modified so that business-to-business transactions can occur seamlessly over the Internet. New web-based interfaces are being added to existing legacy systems so that a broader range of users, often distributed globally, can access corporate information and systems. Additionally, software developed by global outsourcing partners that must be integrated into an organization’s existing portfolio of applications is now common practice ( Overby, 2013 ). Working with vendors to supply applications, with customers or suppliers to integrate systems, or with a broader and more diverse user community requires that project managers be highly skilled. Consequently, it is important that you gain an understanding of the project management process; this will become a critical skill for your future success.” (Modern Systems Analysis and Design, 8th ed, Joseph Valacich)
Objectives:
- explain the process of managing an information systems project, including project initiation, project planning, project execution, and project closedown,
- describe how to represent and schedule project plans using Gantt charts and network diagrams, and
- explain how commercial project management software packages can be used to assist in representing and managing project schedules.
Topics:
From Modern Systems Analysis and Design:
3. Project Management
3.1. Managing the Project
3.1.1. Initiating
3.1.2. Planning
3.1.3. Executing
3.1.4. Closing Down
3.2. Planning
3.2.1. Representing Project Plans
3.2.2. Calculating Expected Time Durations (PERT)
3.2.3. Diagrams
3.2.3.1. GANTT
3.2.3.2. Network
From CISA:
3.1. Project Management and Governance
3.1.1. Project management Practices
3.1.1.1. Project Management Lifecycle
3.1.2. Project Management Cycle
3.1.2.1. Functional Structured
3.1.2.2. Project Structured
3.1.2.3. Matrix Structured
3.1.3. Project Management Roles and Responsibilities
3.1.3.1. Senior Management
3.1.3.2. Project Sponsor
3.1.3.3. User Management
3.1.3.4. User Project Team
3.1.3.5. Project Manager
3.1.3.6. Quality Assurance
3.1.3.7. Systems Development Management
3.1.3.8. Systems Development Project Team
3.1.3.9. Security Officer
3.1.3.10. Information Systems Security Engineer
3.1.4. Project Management Techniques
3.1.5. Portfolio/Program Management
3.1.6. Project Management Office
3.1.6.1. Project Portfolio Database
3.1.7. Project Benefits Realization
3.1.8. Project Initiation
3.1.8.1. One-on-one meetings
3.1.8.2. Kick-off meetings
3.1.8.3. Project start workshops
3.1.9. Project Objectives
3.1.10. Project Planning
3.1.10.1. Information System Development Project Cost Estimation
3.1.10.1.1. Analogous estimating
3.1.10.1.2. Parametric estimating
3.1.10.1.3. Bottom-up estimating
3.1.10.1.4. Actual costs
3.1.10.2. System Size Estimation
3.1.10.3. Function Point Analysis
3.1.10.4. Cost Budgets
3.1.10.5. Software Cost Estimation
3.1.10.6. Scheduling and Estimating Time Frame
3.1.10.6.1. GANTT Charts
3.1.10.6.2. Critical Path
3.1.10.6.3. Program Evaluation Review Technique (PERT)
3.1.10.6.4. Timebox Management
3.1.11. Project Execution
3.1.12. Project Controlling and Monitoring
3.1.12.1.1. Management of Scope Changes
3.1.12.1.2. Management of Recourse Usage
3.1.12.1.3. Management of Risk
3.1.13. Project Closing
3.1.14. Auditors Role in Project Management
In this unit, plan to:
- Participate in the class discussion thread
- Read the assigned topics in CISA
- Read chapter 3 in Modern Systems Analysis and Design
- Complete project 1