IS 425

IS 425

Enterprise Information ILECTURE 8

Autumn 2004-2005 2004 Norma Sutcliffe

IS425 Autumn 2004-2005 Norma Sutcliffe

Session 8 2

Agenda

Project Management News Items Exercise


Session 8 3

Projects

Definition: an organized method for reaching specific goals and planned benefits within a target schedule and defined budget. Project Management: The organized method Specific goals: These are the business, organizational,

technological, physical, cultural, and political goals of the project.

Planned benefits: Benefits can be financial, political, organizational, cultural, or any of many categories.

Target schedule: One aim of the project management approach.

Defined budget: Another aim of the project management approach.


Session 8 4

Organizations

Traditional Functional IT Organization Line

Perform jobs directly related to the core activities Operations oriented Stable for people in the organization Vertical communication channels already in place Existing budgeting and cost accounting mechanisms Better technical control -- rare resources can be shared Great at handling routine and recurring tasks Horizontal communication between managers Organized around resources Traditional IT development


Session 8 5

Traditional IT Applications

“GL”Analysis

IS ApplicationsMgr

AnalystMgr

ProgrammingMgr

“PR”

Analysis

“GL”Programming

“PR” Programming

Department handlesApplication Development and Maintenance

The Payroll mgrhas a problem with theway the system is calculating Californiawithholding tax in the new system –Tell me how she would get this handled


Session 8 6


“GL”Analysis

IS ApplicationsMgr

AnalystMgr

ProgrammingMgr

“PR”

Analysis

“GL”Programming



What are the goals of the Analyst Manager? What are the goals of the Programming Manager? The IS Applications Manager?


Session 8 7


“GL”Analysis

IS ApplicationsMgr

AnalystMgr

ProgrammingMgr

“PR”

Analysis

“GL”Programming



Who is responsible for the GL application? Who is responsible for the PR application? Who is responsible for coordination between GL analysts and GL programmers?


Session 8 8

The Failure of Line

Lack of Focus and Attention Who keeps track of “GL” and “PR” Normal Maintenance is usually 60% of budget Development projects not part of the

department goals


Session 8 9

The Failure of Line

Inability to Cope with Different Project Characteristics Often development projects using new

platforms/technologies Projects “GL” and “PR” require constant

attention Analyst and Programming Managers are

mostly interested in meeting goals aimed at efficient use of resources


Session 8 10

The Failure of Line continued

Feelings of Being Used and Exploited Often no new people are added for “GL” or

“PR” Both “GL” and “PR” are “tack-on’s” Rewards are rarely tied to project’s success


Session 8 11

The Failure of Line continued

Lack of project experience Programming and Analyst manager are

focused on deploying their resources efficiently

Neither is focused on making sure project is done on time and within budget.


Session 8 12

Then came Matrix Management

A table of rows and columns The line departments are the rows The projects are the columns with one for the “bench”

People are in a row and when assigned to project move to that column within the row

Two bosses – line manager and project manager Government contractors and S/W developers

often use matrix organization – projects are big part of business


Session 8 13

Matrix Management Advantages Good for projects oriented firms People on projects utilized Project mgt powerful at getting

resources People develop skills while

moving between projects Provides formal structure to projects

Can track what people are working on in projects

Disadvantages Good grabbed/others not Assigning control difficult Line mgrs tend to be weak Projects with long lives

confused with line mgt Sharing resources difficult More difficult for skills to cross

projects Project prospers and traditional

org suffers More difficult to anticipate

resource needs/staff requirements

More difficult to address small projects


Session 8 14

Matrix Modification

Use the Matrix with large projects Each project is an entity for duration

with project manager

Use the Functional for all small projects One functional manager with all reporting to

same line manager


Session 8 15

Project Management vs Line Management

Project Line

Focus Pjt: single focus Org: multiple foci

Time Focus Short term Short to Long

Attitude Focus on project Overall org perf

Personnel Close working relationship

Overall mgt

Budget Project Organization

Drivers Milestones General objectives


Session 8 16

Project Environment/Infrastructure

Formalizes Project Recognition The process exists for Project:

Creation Oversight Management Termination Modification


Session 8 17

Project Environment/Infrastructure

Project Tier Structure (5 tiers max)

Simple(Intra-departmental)

IOISInter-OrganizationalInformation Systems

Enterprise-wide

Process-wide

Inter-departmental

Transition Process Necessary – Between Tiers Changing Project Plans Adjusting Resources Reexamining Control Mechanisms


Session 8 18

Projects – Scarce Resources

Types: Human Hardware/Software Capital Information

Resource Portfolio Management Line managers m/assign resources to projects No resources permanently assigned

(specifying time frame)


Session 8 19

Project Manager

3 Management Responsibilities Resource Manager

manages & directs project resources to achieve project objectives

Planning/Control Managerdevelops project plan to ensure the work is completed on time / within budget / with acceptable quality

Coordinating Managerinterfaces with upper management regarding: project reviews approvals project issues


Session 8 20

Project Manager

Directs activities and resources Motivates team Plans activities Supervises team’s work Administers tasks Interfaces and Coordinates through meetings Does some tasks Trains members Counsels management on technical issues Delegates work Resolves conflicts over resources and schedules


Session 8 21

Power Sources for Project Managers

Formal Authority-- weakest form of power – can only be used effectively

Rewards/Penalties-- few tangible rewards and penalties

Technical Authority-- somewhat rare, too many technical areas

Respect / Trust -- leads to leadership -- best and most lasting form of power


Session 8 22

Team Characteristics

Work on shared tasks Some tasks require milestones Share common –

Methods Tasks Goals Results

Sink or Swim together


Session 8 23

Leadership

Definition:process of influencing members of an organization to achieve established long term and short term goals on a day-to-day basis.


Session 8 24

Leadership Behavior

What someone actually does to influence people to carry out the organizational goals


Session 8 25

Flamholtz Leadership Effectiveness F/W

The situation in which the leader is operating The work that the group is doing The nature of the people doing the work

The leader performs tasks relating to the Goals Work tasks Team interactions Feedback Member career development

The style in which work is done


Session 8 26



Session 8 27


To use the framework Look at the situation

Is the work creative and unpredictable –or –Is it repetitive and best practices are easily documented?

Are the people highly trained and experienced – or – are the people inexperienced and untrained?

Determine the appropriate style Perform the task in that style


Session 8 28

Project Manager Types

Administrator – people skills poor -- written skills good

Doer – no delegation Upward-Oriented

– delegates but does not monitor Task Master – monitors excessively Leader -- the BEST!!! – monitors

– delegates -- people skills good


Session 8 29

Some ending thoughts

When researchers went out to look at effective leaders —

There are NO common traits Charisma is the least effective form of

governance – why? Trust is the most important

– easiest to loose-- hardest to rebuild

Why?


Session 8 30

Quiz Next Week

10 Questions 4 on the Leadership Effectiveness Framework 2 on the Project Environment/Infrastructure 2 on Project Manager Role

Closed Book / Closed Notes


Session 8 31

News Items

1 Pro 1 Con 2 Pro 2 Con

IS 425

Documents

Transcript of IS 425