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Report
Chapter 12:
Project Management and Strategic
Planning
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 12 - 1
Learning objectives
1. Project definition
2. Project management processes
3. Project management software
4. Success and failure
5. IS strategic planning
6. Human element
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 12 - 2
Electronic medical records
• $3 million project fell behind
• Some physicians did not support
• Many projects struggle because of project
management
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 12 - 3
Projects vs. processes
Projects
Processes
• Temporary
• Own budgets and
• Repeated
• Efficient and cost
timelines
• Unique
effective
• Streamlined and
• Uncertain
predictable
Update Figure
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Chapter 12 - 4
Triple constraint
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Chapter 12 - 5
Project management
processes
• Initiating

Monitoring
• Planning

Closing
• Executing
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 12 - 6
Initiating
• Ground work
• Project charter
• Kickoff meeting
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Chapter 12 - 7
Planning
• Project
management plan
• Deliverables
• Work breakdown
structure
• Gantt chart
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Chapter 12 - 8
Executing
• Coordinating efforts
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Chapter 12 - 9
Monitoring
• Track progress
• Predecessors
• Critical path
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Chapter 12 - 10
Closing
• End in orderly way
• Document lessons learned
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Chapter 12 - 11
Role of project manager
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Chapter 12 - 12
Project management
software
• Managing time
• Managing people and resources
• Managing costs
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 12 - 13
Why do projects fail?
• Lack of executive support
• Lack of stakeholder involvement
• Unclear requirements
• Scope creep
• Poor communications
• Escalation of commitment
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 12 - 14
Success factors
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Chapter 12 - 15
Strategic planning for IS
• Vision, principles, and policies
• Project portfolio management
• Disaster recovery
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Chapter 12 - 16
Vision, principles,
and policies
• Funding models
• Acceptable-use and security policies
• Enterprise architecture
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 12 - 17
Project portfolio
management
• Deciding which projects to pursue
• Managing the portfolio
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 12 - 18
Disaster recovery
and business continuity
• Disaster recovery
• Business continuity
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Chapter 12 - 19
Human element
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 12 - 20
Summary
1. Project definition
2. Project management processes
3. Project management software
4. Success and failure
5. IS strategic planning
6. Human element
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 12 - 21
Gartner case
• Leading research and advisory company
• Hype cycle
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Chapter 12 - 22
JetBlue and WestJet case
WestJet
JetBlue
• Did not warn
customers
• Communicated with
customers
• Did not reduce
volume
• Backup site and
temporary agents
• Migration glitches
• Long waits
• High marks from
observers
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 12 - 23
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 12 - 24

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