Dr. Henry Deng

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Dr. Henry DengDr. Henry Deng

Assistant ProfessorAssistant ProfessorMIS DepartmentMIS Department

UNLVUNLV

IS 488 Information Technology Project

Management

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Educational BackgroundEducational Background

Ph.D.,Ph.D., Red McCombs School of Business, University of Red McCombs School of Business, University of Texas at Austin, 2002Texas at Austin, 2002

--MSIS, OR/OM, Finance--Co-Supervised by Dr.s William W. Cooper & Patrick Brockett

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Educational BackgroundEducational Background

Ph.D.,Ph.D., Red McCombs School of Business, University of Red McCombs School of Business, University of Texas at Austin, 2002Texas at Austin, 2002

--MSIS, OR/OM, Finance--Co-Supervised by Dr.s William W. Cooper & Patrick Brockett

Visiting ScholarVisiting Scholar, , Red McCombs School of Business, UT-Red McCombs School of Business, UT-Austin, 1997-1999Austin, 1997-1999

--Marketing DepartmentMBAMBA, , College of Business Administration, Chongqing College of Business Administration, Chongqing University, China, 1994University, China, 1994

--Marketing & FinanceB.EB.E, , Chongqing University, 1990Chongqing University, 1990

--Electronic and Computer Engineering

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Working ExperienceWorking Experience

Academic Experience:Academic Experience:Assistant Professor, Assistant Professor, School of Business, the University of Nevada, Las VegasSchool of Business, the University of Nevada, Las VegasResearch Associate, Research Associate, Center of Risk Management & Insurance, School of Business, Center of Risk Management & Insurance, School of Business, University of Texas at AustinUniversity of Texas at AustinInstructor, Instructor, MSSTC MSSTC ProgramProgram, , The Innovation Creativity Capital Institute (IC2),The Innovation Creativity Capital Institute (IC2), Visiting Professor, Visiting Professor, Marketing Dept., School of Business, UT AustinMarketing Dept., School of Business, UT AustinProject Official, Project Official, The Ministry of Education of China, Beijing, ChinaThe Ministry of Education of China, Beijing, ChinaLecturer, Lecturer, College of Electronic Information Engineering, Chongqing University, ChinaCollege of Electronic Information Engineering, Chongqing University, China

Industrial Experience:Industrial Experience:StrategyStrategy ConsultantConsultant ，， Rapp Collins Inc. of Omnicom GroupRapp Collins Inc. of Omnicom Group Ass. of Director & ConsultantAss. of Director & Consultant ，， IC2 and Texas Tech. IncubatorIC2 and Texas Tech. IncubatorCo-Founder & CEO, Co-Founder & CEO, HHD Consulting LLCHHD Consulting LLC..

Membership:Membership:The Institute of Operations Research and the Management Sciences (The Institute of Operations Research and the Management Sciences ( INFORMSINFORMS))Association of Risk Management & InsuranceAssociation of Risk Management & InsuranceAssociation for Information Systems (Association for Information Systems (AISAIS))

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Current ResearchCurrent Research

• IT Strategy & OrganizationIT Strategy & Organization• Knowledge ManagementKnowledge Management• Operations ResearchOperations Research• Management ScienceManagement Science• Risk Management and InsuranceRisk Management and Insurance• Decision ScienceDecision Science• Data Communication & NetworksData Communication & Networks

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Teaching ExperienceTeaching Experience

• Data Communications & NetworksData Communications & Networks• Management Information SystemsManagement Information Systems• Commercialization StrategyCommercialization Strategy • Statistics IStatistics I• Applied Information TechnologyApplied Information Technology• Supply Chain Management & Operation Supply Chain Management & Operation

StrategyStrategy• Project ManagementProject Management

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Agenda for Today

• Information Technology Project Information Technology Project Management LandscapeManagement Landscape

• Overview of syllabus and course Overview of syllabus and course objectivesobjectives

• Student information sheetStudent information sheet• Chapter 1 Chapter 1

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New Challenge of Information TechnologyNew Challenge of Information Technology

• Knowledge Economy/FirmKnowledge Economy/Firm• Dell Computer Inc.Dell Computer Inc.• Increasing Digitalization of IT Increasing Digitalization of IT

IndustryIndustry• Amazon. com, CD.com etc. Amazon. com, CD.com etc.

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In the first half of the twentieth century industry In the first half of the twentieth century industry replaced agriculture, in the second half of the replaced agriculture, in the second half of the

twentieth century –“service” has replaced twentieth century –“service” has replaced “manufacturing” -and right now, the knowledge “manufacturing” -and right now, the knowledge

industry is beginning to replace the others. industry is beginning to replace the others.

−−−−George KotzmetzkGeorge Kotzmetzk

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George KotzmetzkGeorge Kotzmetzk

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Stage of Information SystemsStage of Information Systems

• A collection of data is not information. A collection of data is not information. • A collection of information is not knowledge. A collection of information is not knowledge. • A collection of knowledge is not wisdom. A collection of knowledge is not wisdom. • A collection of wisdom is not truth. A collection of wisdom is not truth.

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Project Management FrameworkProject Management Framework

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CHAPTER 1CHAPTER 1

Introduction of IT Project Introduction of IT Project ManagementManagement

IS 488

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Projects — ConceptsProjects — Concepts

PM1Definition/Example Alton Bridge

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1. Motivation to study PM1. Motivation to study PM

• Information system projects are Information system projects are notorious for budget overrun and notorious for budget overrun and delay.delay.

• More importantly, the challenges More importantly, the challenges of satisfying rising expectations of satisfying rising expectations for information systems require for information systems require better management of project better management of project development. development.

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• A 1995 Standish Group study A 1995 Standish Group study found that only found that only – a. 16.2%– b. 35.4%– c. 49.3%– d. 62.9%of IT projects were successful.of IT projects were successful.

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• The same study also found thatThe same study also found that– a. 31%– b. 22%– c. 17.3%– d. 37.5%of IT projects were cancelled of IT projects were cancelled before completion, costing over before completion, costing over $81B in the U.S. alone.$81B in the U.S. alone.

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• Studies have shown thatStudies have shown that– a. 73%– b. 55%– c. 42.3%– d. 31.5%of all ERP implementations fail!of all ERP implementations fail!

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• Of the few companies that actually Of the few companies that actually do implement an ERP system,do implement an ERP system,– _____%of the implementations run – _____%behind schedule and cost – _____%more than originally planned. more than originally planned.

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1. What is project management1. What is project management

• Project management isProject management is“the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project.”

Source: PMI, Project Management Body of Source: PMI, Project Management Body of Knowledge (PMBOK Guide), 1996, p. 6Knowledge (PMBOK Guide), 1996, p. 6

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Unique, one-time operations designed to Unique, one-time operations designed to accomplish a specific set of objectives in a accomplish a specific set of objectives in a limited time frame.limited time frame.

Build A

A Done

Build B

B Done

Build C

C Done

Build D

Ship

JAN FEB MAR APR MAY JUN

On time!

ProjectsProjects

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1. Stakeholders1. Stakeholders

• Stakeholders are all the people Stakeholders are all the people involved with the project or with the involved with the project or with the outcome of the project:outcome of the project:– Project sponsors– Project manager– Team members – Management– Customers– Suppliers

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1. Attributes 1. Attributes

• Attributes of information system Attributes of information system projectsprojects– is temporary– has a specific purpose– has primary sponsors or customers– involves uncertainty– requires resources (human, financial,

structural, organizational)– is subject to expectation change

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1. Constraints 1. Constraints

• Triple constraintsTriple constraints– scope (requirements)– time – cost

• There is a trade off between these There is a trade off between these competing constraints for any competing constraints for any project. For example, it may cost project. For example, it may cost more to reduce time. more to reduce time.

• The project manager must think of a The project manager must think of a balance between these constraints balance between these constraints for each project. for each project.

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Figure 1-1. The Triple Constraint of Project Figure 1-1. The Triple Constraint of Project ManagementManagement

Successful project management means meeting all three goals (scope, time, and cost) – and satisfying the project’s sponsor!

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1. Activities 1. Activities

• Important activities for any Important activities for any information system information system development:development:– initiating– planning– executing– controlling– closing

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1. Important PM skills1. Important PM skills

• Technical abilities Technical abilities • Communication skillsCommunication skills• Documentation/organizationDocumentation/organization• People skillsPeople skills• Fiscal understandingFiscal understanding• Change managementChange management• LeadershipLeadership• Time managementTime management• Problem solvingProblem solving• Administrative skills/closureAdministrative skills/closure

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1. Modern organizations1. Modern organizations

• Information technology has: Information technology has: – Empowered workers– provided greater control over tasks– revised job descriptions– added responsibilities– increased integration– reduced need for middle level

management– increased work planning, horizontal

and vertical communication

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1. Modern organizations1. Modern organizations

• Information technology has reshaped Information technology has reshaped the role and definition of work:the role and definition of work:– Instant coordination– jobs have become more abstract– jobs involve sense making– careers are more specialized– technology application across

functions– technology application in the context

of business mission, goals, and objectives.

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1. Impact 1. Impact

• The traditional job of system analyst is The traditional job of system analyst is gradually redefined beyond needs gradually redefined beyond needs analysis, design, development, and analysis, design, development, and implementation.implementation.

• Project managers have replaced middle Project managers have replaced middle managers in many organizations.managers in many organizations.

• Project management responsibilities Project management responsibilities span from understanding the technology span from understanding the technology to managing people to understanding to managing people to understanding business needs.business needs.

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1. IS project life cycle1. IS project life cycle

• Different project life cycle Different project life cycle models exist. A typical models exist. A typical information system project goes information system project goes through:through:– Initiation stage– planning stage– development stage– implementation stage– closing stage

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1. Course perspective1. Course perspective

• A three-fold perspective:A three-fold perspective:– the job of information systems project

management– the person responsible for the project

from the beginning to the end– the tools and procedures necessary to

accomplish project objectives• These are interrelated and difficult to These are interrelated and difficult to

discuss separately. discuss separately.

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1. Course perspective1. Course perspective

• For a broad spectrum of information For a broad spectrum of information system professionals.system professionals.

• Balance between the Balance between the sciencescience and the and the artart of information system project of information system project management.management.

• Critical issues such as evaluation, Critical issues such as evaluation, planning, and strategy are discussed planning, and strategy are discussed as well as analytical skills such as as well as analytical skills such as use of networks and PERT-CPM. use of networks and PERT-CPM.

• Both set of skills are necessary.Both set of skills are necessary.

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QQ&&AA

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Quick QuizQuick Quiz

• What three knowledge areas comprise What three knowledge areas comprise the triple constraint of Project the triple constraint of Project Management?Management?

• Modern Project Management began Modern Project Management began with what Project?with what Project?

• What is project? How is it different What is project? How is it different from what most people do in their day-from what most people do in their day-to-day job?to-day job?

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1. Discussion question1. Discussion question

• It is suggested that technical aspect It is suggested that technical aspect represents the “science” of project represents the “science” of project management and sociocultural aspect management and sociocultural aspect represents the “art” of managing a represents the “art” of managing a project. What do you think of this project. What do you think of this statement?statement?

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• In your opinion, what are the In your opinion, what are the most important individual traits most important individual traits for a successful information for a successful information system project manager? system project manager?

• What in your opinion would be What in your opinion would be the three most important traits? the three most important traits?

• Would that list change from Would that list change from project to project?project to project?

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CharacteristicsCharacteristics(How would you rank these?)(How would you rank these?)

• Leadership by exampleLeadership by example• VisionaryVisionary• Technically competentTechnically competent• DecisiveDecisive• Good communicationGood communication• Good motivatorGood motivator• Stands up to upper Stands up to upper

management when management when necessarynecessary

• Supports team membersSupports team members• Encourages new ideasEncourages new ideas

• Sets bad exampleSets bad example• Not self-assuredNot self-assured• Lacks technical Lacks technical

expertiseexpertise• Poor communicatorPoor communicator• Poor motivatorPoor motivator

Effective Project Managers Ineffective Project Managers

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• What makes an information system What makes an information system different from other projects such different from other projects such as constructing a bridge, planning a as constructing a bridge, planning a conference, planning a holiday, or conference, planning a holiday, or developing a new degree program? developing a new degree program?

• Do you expect skill difference Do you expect skill difference across different projects? List three across different projects? List three differences. differences.

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• Write an exam question based on Write an exam question based on the content of this chapter. Ask the the content of this chapter. Ask the person sitting next to you for an person sitting next to you for an answer to your question. Share answer to your question. Share with the class your question and with the class your question and the response and point out the response and point out whether you would agree with the whether you would agree with the response or not and why. response or not and why.

Dr. Henry Deng

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