INFS 3703 Term 3 2024 Project Management PDF

INFS 3703 Term 3: 2024 Information Systems Week 1 (L1) Introduction to Project Management 9 September 2024 Project Management LIC: George Robinson Welcome to INFS3703 Please check in to L1 here --> Tutorial Announcement: Today only M18C will meet in Squarehouse 214 (K-E4-214) Note: QR code only active during lecture period 2 INFS 3703 | T3:2024 | George Robinson L1 Agenda Tutorial Announcement: M18C will meet in Squarehouse 214 (K- E4-214) 1. Course Introduction 2. Key Concept 1: Work = projects 3. Key Concept 2: Understanding the fundamentals 4. Mini Case: Healthcare 5. Advanced Topic 3: Team Atlassian – Intro to Confluence INFS 3703 | T3:2024 | George Robinson 3 Get to know each other INFS 3703 | T3:2024 | George Robinson 4 1. Course Introduction George Robinson Lecturer in Charge Industry Experience à 25 years across functions – CFO, GM (Corporate Strategy), Director (Finance) Start-ups/Scale Ups – CEO, COO, CFO, Investor, Advisor Interests: Quantum computing Start-up Ecosystem Scale-ups 2x SaaS Global Expansion Locations: Silicon Valley, New York, Beijing, Singapore, Stuttgart, Sydney History of Tech. Experience Gained Through à Architecture Travel Cooking Peloton & Gyrotonic INFS 3703 | T3:2024 | George Robinson 6 Learning Outcomes Examine fundamental Information System (IS) project management components Examine stakeholder management and issues in managing change in the IS project management landscape by identifying risks and justifying strategic alignment Construct a variety of comprehensive project plans using industry tools Develop actionable recommendations and communicate them effectively Operate collaboratively with team members Examine trends, ethical and cultural implications in managing IS projects INFS 3703 | T3:2024 | George Robinson 7 Structure & Assessment Lecture: In person, Monday 11-1pm, Colombo Theatre B Tutorial: In person % Breakout Participation: 25% 13.5% Tutorial 11.5% Lecture Team Project: 30% 25% Written Submission 5% Team Presentation Participation - Lecture Participation - Tutorial Final Exam: 45% Team Project Final Exam INFS 3703 | T3:2024 | George Robinson 8 Course Roadmap LECTURES Week 1 Week 2 Week 3 Week 4 Week 5 RECHARGE Week 7 Week 8 Week 9 Week 10 1 2 3 4 5 6 7 8 9 10 TUTORIALS Introduction to Org. Culture - Project Project Project FLEXIBILITY Deep Dive: Deep Dive: Project Strategic Project Project Defining & Launch & Performance WEEK Cost & Quality Risk Close & Context of Management Concept & Planning Execution & Control Management Management Reporting projects Initiation Exam Prep. SKILLS Analysing a Stakeholder Frameworks Distillation of Problem Financial Risk Debating your Presenting RECHARGE Views Your Views Case Mapping in Practice Information Solving Modelling Assessment ONGOING PARTICIPATION (25%) ASSESSMENTS Case Distribution Deliverable 1 TEAM Exam Period: INFS 3703 | T3:2024 | George Robinson PROJECT Week 10: TEAM PROJECT Final Exam (45%) DUE (30%) 9 Lectures vs. Tutorials Lectures: provide a broad overview of the subject, introduce new concepts, theories, frameworks = foundational knowledge Tutorials: deepen the understanding, facilitate discussion, apply concepts through interactive activities INFS 3703 | T3:2024 | George Robinson 10 2. Key Concept 1 A lot of work today is project based. Most projects are reliant upon IT. Many projects fall short of expectations. Trends in IT Worldwide IT spending is projected to total $5 Key Segments & Growth Rates trillion in 2024 (8% growth), despite continued IT Services (9.7%) economic turbulence, all regions worldwide are projected to have positive IT spending growth in Software (13.9%) 2024 (Gartner). Data Centre Systems (10%) Cloud: Up 20.4% Devices (3.6%) Cyber: 80% of CIOs planning an increase AI & Automation: Generative 2025+ Regional Highlights North America: Significant % of total market Half of of the global workforce is now engaged in Europe: Expected to grow by 9.7% some form of project-based work, indicating a Asia Pacific: Emerging as a key growth area strong shift towards project management as a core organizational competency (PMI). This shift is driven by several factors, including digital transformation, which requires continuous adaptation and management of new initiatives, and the increased Project based work is becoming a dominant complexity of tasks that necessitate structured form of work organization in various industries management approaches (FounderJar). due to the need for flexibility and efficiency in responding to rapid changes in technology and market demands (McKinsey). As organisations strive to stay relevant and innovative, the reliance on project-based work is expected to continue growing. Source: Gartner, Splunk, Expert Market Research Impact on Project Management: Organises chaos, Improves performance, Controls Costs, Creates INFS 3703 | T3:2024 | George Robinson Learning from Failures 12 AI and Project Management § Automation of routine tasks § Improved decision making § Enhanced resource management § Risk Management § Enhanced communication and collaboration § Predictive Analytics § Continuous learning and improvement § Enhanced client engagement (professional services) § Tools include: o Confluence o Jira o Asana o Trello INFS 3703 | T3:2024 | George Robinson 13 Common Project Missteps Organizations waste an average of 11% due to poor project performance – biggest mitigant strategies: invest in project management training, robust PM tools, establish clear objectives, engage stakeholders, conduct regular reviews and adjustments Source: Project Management Institute INFS 3703 | T3:2024 | George Robinson 14 3. Key Concept 2 A deep understanding of project management fundamentals will set you up for success. What is a Project? Temporary endeavour with a defined start and end date Create value (unique product or service) Specific objective Drive change (ways of working) Defined constraints Time, Budget, Scope & Quality People Dedicated resources Funding Involve multiple stakeholders, require detailed planning Can be delivered in different ways (methodologies) Activities: sys. development, s/w implementation, IT infrastructure upgrades, data migration, process improvements INFS 3703 | T3:2024 | George Robinson 16 Project Management As a formal discipline took shape in the mid-20th century, but has deep history dating back to Egypt and Rome the application of knowledge, skills, tools and techniques to project activities to meet project requirements (PMBoK) Planning, executing and overseeing tasks to achieve specific goals withing set parameters Evolved to incorporate Agile, Lean to support dynamic project environments INFS 3703 | T3:2024 | George Robinson 17 5 Steps: Project Lifecycle Source: Smart Sheet INFS 3703 | T3:2024 | George Robinson 18 Project Constraints Triple+ Threat à Scope: what needs to be done/what can be done Time: how long can it take/when does it need to be completed Cost: What resources are required (financial and non-financial) and what do we have Quality: The degree in which the project meets specified requirements and expectations INFS 3703 | T3:2024 | George Robinson 19 What is an IS/IT Project? Varies from organisation to organisation Typically involve a wide range of activities including: Requirements analysis System design Development Testing Implementation Maintenance Often integrate multidisciplinary knowledge, leveraging concepts from computer science and commerce to address real-world challenges, improve processes and deliver value Project Management vs. Software Development Projects vs. Programmes INFS 3703 | T3:2024 | George Robinson 20 Project and Portfolio Management As part of project portfolio management, organizations group and manage projects and programs as a portfolio of investments that contribute to the entire enterprise’s success Portfolio managers help their organizations make wise investment decisions by helping to select and analyze projects from a strategic perspective INFS 3703 | T3:2024 | George Robinson 21 Project Success Experienced Executive User project support involvement manager Clear Optimised business Agile process scope objectives Skilled Tools and Execution resources Infrastructure INFS 3703 | T3:2024 | George Robinson 22 Project Management Methodologies Component Waterfall Agile Approach Sequential Iterative Flexibility Rigid Adaptable Phases Distinct Continuous Docs Extensive Ongoing Involvement Initial + delivery Regular + feedback Hybrid à loop combination of the two Delivery Single, at end Frequent Risk Higher Lower Suitability Clear requirements Higher certainty Team Hierarchical Cross-functional Examples Construction Software development INFS 3703 | T3:2024 | George Robinson 23 Project Managers Understand the organization Lead and handle change Financial Management HR and team ‘influence’ skills Stakeholder management Delegation, positive energy Balance Trade-offs Use a variety of tools Master best practices INFS 3703 | T3:2024 | George Robinson 24 Pulling it Together Source: Project Management Institute INFS 3703 | T3:2024 | George Robinson 25 Best Practice A best practice is “an optimal way recognized by industry to achieve a stated goal or objective”* Make sure your projects are driven by your strategy. Be able to Robert Butrick suggests that organizations demonstrate how each project you undertake fits your business need to follow basic principles of project strategy, and screen out unwanted projects as soon as possible management, including these two mentioned Engage your stakeholders. Ignoring stakeholders often leads to project failure. Be sure to engage stakeholders at all stages of a earlier in this chapter: project, and encourage teamwork and commitment at all times *Project Management Institute, Organizational Project Management Maturity Model (OPM3) Knowledge Foundation (2003), p. 13. INFS 3703 | T3:2024 | George Robinson 26 9 Steps to Analysing a Case 1 2 3 4 5 6 7 8 9 Read the case Identify key Analyse the Apply relevant Consider Recommend Develop an Draft a report Prepare a thoroughly problems and case data theories, alternate the best implementation presentation issues concepts and solutions solution plan frameworks INFS 3703 | T3:2024 | George Robinson 27 Mini Case #1: Healthcare In the rapidly evolving healthcare industry, the Kamala Hospital Network decided to transition from paper-based patient records to an advanced Electronic Health Records (EHR) system. The IT project involves the integration of EHR software across multiple hospital sites, with the goal of ensuring seamless access to patient data for healthcare providers. You have been brought in to consult on this project. Submission 1: What are the potential key problems and issues Kamala should look out for in the early stages of this project? INFS 3703 | T3:2024 | George Robinson 28 4. Advanced Concept 3 Getting started with Confluence. 29 INFS 3703 Term 3: 2024 Information Systems Week 2 (L2) Organisational Culture/ Project Charter & Initiation Project Management 16 September 2024 LIC: George Robinson Please Check In – L2 2 INFS 3703 | T3:2024 | George Robinson L2 Agenda Conception & Initiation 1. Key Concept 1: Stakeholder management is fundamental to project success, but one must grasp the culture of the organisation, and how information flows to get things done. 2. Key Concept 2: The Project Charter and Project Initiation are key foundational components that lay the foundation for project success. 3. Key Concept 3: Understanding team dynamics will improve project success. 4. Advanced Concept 4: Effective Stakeholder Management starts early and lasts the entire length of the project lifecycle. INFS 3703 | T3:2024 | George Robinson 3 Course Roadmap LECTURES Week 1 Week 2 Week 3 Week 4 Week 5 RECHARGE Week 7 Week 8 Week 9 Week 10 1 2 3 4 5 6 7 8 9 10 TUTORIALS Introduction to Org. Culture - Project Project Project FLEXIBILITY Deep Dive: Deep Dive: Project Strategic Project Project Defining & Launch & Performance WEEK Cost & Quality Risk Close & Context of Management Concept & Planning Execution & Control Management Management Reporting projects Initiation Exam Prep. SKILLS Analysing a Stakeholder Frameworks Distillation of Problem Financial Risk Debating your Presenting RECHARGE Views Your Views Case Mapping in Practice Information Solving Modelling Assessment ONGOING PARTICIPATION (25%) ASSESSMENTS Case Distribution Deliverable 1 TEAM Exam Period: INFS 3703 | T3:2024 | George Robinson PROJECT Week 10: TEAM PROJECT Final Exam (45%) DUE (30%) 4 1. Key Concept 1 Stakeholder management is fundamental to project success, but one must grasp the culture of the organisation, and how information flows to get things done. INFS 3703 | T3:2024 | George Robinson Cultural Reference This week we examine: The relationship between organisation, structure and culture(s) Projects are not run in isolation: Projects must operate in a broad organisational environment Stakeholders involved in the project come from multiple functional areas and bring their own history Company culture is a REAL thing ** Without a thorough understanding of organisations, its difficult to manage the interaction between the project and its stakeholders INFS 3703 | T3:2024 | George Robinson 6 Organisational Culture Organisational culture refers to the shared values, beliefs, norms and practices that shape how employees behave within an organization. Components include values, norms, symbols/artifacts, rituals/practices, stories/myths Types of ogranisational cultures include clan, adhocracy, market, hierarchy etc. Many experts believe the underlying causes of many companies’ problems are not the structure or staff, but the culture INFS 3703 | T3:2024 | George Robinson 7 Navigating Organisational Culture Group emphasis – People focus – degree Unit integration – units Member identity – degree activities are decisions take into are encouraged to whole vs individual organised around account effect on coordinate? groups people Risk tolerance – Control – degree rules, Reward criteria – Conflict tolerance – air encouraged to be policies, direct promotions, salary conflicts and criticisms aggressive, innovative, supervision used increases openly risk seeking Open-systems focus – Means-ends orientation degree monitors & Understanding how decisions get made – outcomes rather than process responds to external and information flows environment INFS 3703 | T3:2024 | George Robinson 8 Culture: Impact on IT Projects Different organisational cultures will encourage or inhibit IT projects And result in different project management styles E.g. a culture that has a heavy emphasis on control and seniority will manage projects quite differently to one where the managers set their own rules and people are rewarded for the performance. Therefore, Impact of Culture on Organisations: Performance and productivity Decision-making Innovation Adaptability to change, culture changes over time INFS 3703 | T3:2024 | George Robinson 9 Organisational Structures Organisational structures take many forms Chain of command / governance structure/decision making: who reports to who who pays for what Three basic organizational structures Functional: typical reporting lines Project: bespoke to each project Matrix: combination INFS 3703 | T3:2024 | George Robinson 10 Structure: Impact on IT Projects How the organization is structure typically impacts on how IT effort is structured Centralised Decentralised How the IT effort is structured impacts on how IT projects are organized within the organization Single ‘development’ team / office Multiple development teams doing their own thing Multiple development teams reporting to single project coordination office (PMO) and sharing resources Different structures place the Project Manager in different levels of power INFS 3703 | T3:2024 | George Robinson 11 Open Discussion What attributes of culture promote a strong project environment? It is often claimed that IT teams have their own culture which is different with that of the rest of the business: Is this the case? Is this a problem (if so, then how)? INFS 3703 | T3:2024 | George Robinson 12 2. Key Concept 2 The project charter and project initiation are key foundational components that lay the foundation for project success. 5 Steps: Project Lifecycle Source: Smart Sheet INFS 3703 | T3:2024 | George Robinson 14 Project Charter (”Brief”) 1. Project Purpose & Justification 2. Project Objectives 3. Scope Description 4. Key Deliverables 5. High-Level Requirements 6. Stakeholders 7. High-Level Project Risks 8. Assumptions & Constraints 9. Project Organisation 10. Summary Milestone Schedule 11. Budget Summary 12. Authorisation & Approval Source: PRINCE2 INFS 3703 | T3:2024 | George Robinson 15 Sample Project Charter Formally authorises the existence of a project Provides the PM with authority to use organisational resources Shows who’s accountable, an overview of what’s going to be delivered and a tentative budget and schedule INFS 3703 | T3:2024 | George Robinson 16 Project Initiation: Key Components Create Project Initiation Document (PID) Project Definition Project Approach Detailed Business Case Project Plan Development Risk Management Project Management Team Structure Quality Management Strategy Risk Management Strategy Configuration Management Strategy Communication Management Strategy Project Plan Tailoring to Project Quality Planning Configuration Management Establishing Project Controls Environment INFS 3703 | T3:2024 | George Robinson 17 Sample PID Detailed document to define the project in detail. Sets out how the project will be managed, including governance and controls. Serves as the foundation for project decision-making and ongoing management. INFS 3703 | T3:2024 | George Robinson 18 3. Key Concept 3 Understanding team dynamics will improve project success. Understanding Team Dynamics 1 2 3 4 5 Study Team Theories: Observe and Analyse: Pay Use Assessment Tools: Engage in Team-Building Seek Feedback: Regularly Learn about team roles attention to how teams Tools like personality Exercises: Practical team- solicit feedback from (e.g., Belbin’s Team interact during meetings, assessments (e.g., Myers- building activities help in team members on how Roles), Tuckman’s stages communicate, and resolve Briggs), team observing group they perceive the team’s of team development conflicts. Notice power effectiveness surveys, and behaviour and identifying dynamics, (forming, storming, dynamics, participation 360-degree feedback can key influencers, communication, and norming, performing), and levels, and group provide insights into team communication patterns, overall effectiveness. other group behaviour cohesion. strengths and areas for and collaboration models. improvement. challenges. INFS 3703 | T3:2024 | George Robinson 20 Building & Managing Project Teams Define Team Recruit and Establish Team Foster Team Roles and Skills Select Team Norms and Building and Needed Members Culture Cohesion Provide Motivate and Set Clear Goals Communicate Resources and Empower Team and Objectives Effectively Support Members Celebrate Monitor Successes and Performance and Learn from Adjust Failures INFS 3703 | T3:2024 | George Robinson 21 Effective Project Teams Effective management of the project team will improve the likelihood of success and deliver a better outcome: The right staff on the right tasks at the right time The right level of work challenge The right level of self-development and training The right level of group development and training The right conflict management experience and processes ++ Build and maintain high morale in the project team will motivate staff, and improve the likelihood of project success INFS 3703 | T3:2024 | George Robinson 22 Tracking Team Performance Closely aligned with project performance, but also includes how the team is Communicating Getting on with each other PM is concerned about team performance because a poorly performing team is going to Project slippage Quality issues Project manager appraise the performance of individual team members Formal performance appraisals Informal and ongoing performance appraisals feedback on quality of work where poor work is found, PM needs to ascertain why and look to address the cause (rather than the symptom) INFS 3703 | T3:2024 | George Robinson 23 What Motivates People? McClelland’s Acquired-Needs Theory states that people's needs are learned over time and shaped by their life experiences: 1.Need for Achievement: Individuals with a high need for achievement seek challenging projects with clear goals and prefer receiving feedback. 2.Need for Power: Individuals seeking power aim for either personal power (often self- serving) or institutional power (beneficial for organizational growth), with the latter suited for leadership roles. 3.Need for Affiliation: Those with a high need for affiliation desire harmonious relationships and seek acceptance, thriving in cooperative environments. INFS 3703 | T3:2024 | George Robinson 24 Open Discussion What motivates you? To put in the level of effort that you put into your university studies? The amount of time spent studying in each week The amount of time spent on assignments The amount of time spent swotting for exams To do whatever extra curricula activities that you do? INFS 3703 | T3:2024 | George Robinson 25 Motivating Project Team Members Underlying premise/assumptions: High morale and motivated staff improve the likelihood of project success Many different things impact on staff morale Different people are motivated / de- motivated by different things High morale and motivated staff do not happen by themselves and require the attention of the project manager in managing the project’s human resources. Different people respond to different forms of motivation why do people do what they do and want what they want? how do we get them to do the things we want them to do? INFS 3703 | T3:2024 | George Robinson 26 Motivation: Basic notions Intrinsic motivation Extrinsic motivation someone does something because of someone does something because of a the enjoyment the get out of it reward they will receive for doing it (or a penalty they will avoid by doing it) INFS 3703 | T3:2024 | George Robinson 27 …But everyone is unique Why people leave their jobs à They feel they do not make a difference. They do not get proper recognition. They are not learning anything new or growing as a person. They do not like their co-workers. They want to earn more money. INFS 3703 | T3:2024 | George Robinson 28 Thamhain and Wilemon’s: Influence Authority The legitimate hierarchical right to issue orders. Expertise Influence based on managers skills. Work Challenge Challenging work to motivate team members. Charisma & Personal Influence Ability to inspire and motivate through personal traits. Allocation of resources Budget, staff and tools used to influence outcomes Information Control Managing the flow of information to guide decisions Work Assignments Influenced gained aligning team strength's & tasks INFS 3703 | T3:2024 | George Robinson 29 Good Team Management Tactics 01 02 03 04 05 06 Get to know your Be patient and kind Fix the problem Establish regular, Allow time for Limit the size of people with your team instead of blaming effective meetings teams to go work teams to people through the basic three to seven team-building members stages Have a bit of fun! INFS 3703 | T3:2024 | George Robinson 30 4. Advanced Concept 4 Effective stakeholder management starts early and lasts the entire length of the project lifecycle. Project Stakeholder Management The purpose of project stakeholder management is to identify all people or organisations affected by a project, to analyze stakeholder expectations, and to effectively engage stakeholders INFS 3703 | T3:2024 | George Robinson 32 Identifying Stakeholders Internal project stakeholders generally include the project sponsor, project team, support staff, and internal customers for the project. Other internal stakeholders include top management, other functional managers, and other project managers because organizations have limited resources External project stakeholders include the project’s customers (if they are external to the organization), competitors, suppliers, and other external groups that are potentially involved in the project or affected by it, such as government officials and concerned citizens INFS 3703 | T3:2024 | George Robinson 33 Stakeholder Management Processes Identifying stakeholders: Identifying everyone involved in the project or affected by it and determining the best ways to manage relationships with them. Planning stakeholder management: Determining strategies to effectively engage stakeholders Managing stakeholder engagement: Communicating and working with project stakeholders to satisfy their needs and expectations, resolving issues, and fostering engagement in project decisions and activities Controlling stakeholder engagement: Monitoring stakeholder relationships and adjusting plans and strategies for engaging stakeholders as needed INFS 3703 | T3:2024 | George Robinson 34 Creating a Stakeholder Register 2. Assess 1. Identify Stakeholder Stakeholders Influence and Impact 3. Classify and 4. Define Prioritise Engagement Stakeholders Strategies 5. Document in 6. Monitor and the Register Update INFS 3703 | T3:2024 | George Robinson 35 Stakeholder Register INFS 3703 | T3:2024 | George Robinson 36 Planning Stakeholder Management After identifying and analyzing stakeholders, project teams should develop a plan for management them The stakeholder management plan can include: Current and desired engagement levels Interrelationships between stakeholders Communication requirements Potential management strategies for each stakeholders Methods for updating the stakeholder management plan INFS 3703 | T3:2024 | George Robinson 37 Managing Stakeholder Engagement Project success is often measured in terms of customer/sponsor satisfaction Project sponsors often rank scope, time, and cost goals in order of importance and provide guidelines on how to balance the triple constraint This ranking can be shown in an expectations management matrix to help clarify expectations INFS 3703 | T3:2024 | George Robinson 38 38 Expectations Management Matrix INFS 3703 | T3:2024 | George Robinson 39 Quick Note: Sensitive Information Because a stakeholder management plan often includes sensitive information, it should not be part of the official project documents, which are normally available for all stakeholders to review In many cases, only project managers and a few other team members should prepare the stakeholder management plan Parts of the stakeholder management plan are not written down, and if they are, distribution is strictly limited INFS 3703 | T3:2024 | George Robinson 40 INFS 3703 Term 3: 2024 Information Systems Week 3 (L3) Project Definition & Planning 23 September 2024 Project Management LIC: George Robinson Please Check in – L3 Announcements: Please provide any feedback on your experience so far Class recordings up on Moodle Group Project Case released Week 5 – Holiday (lecture will be recorded) INFS 3703 | T3:2024 | George Robinson 2 L3 Agenda 1. Gartner’s 30 Emerging Technologies 2. Strategic Analysis Frameworks 3. Key Concept One: Business Case + Well Drafted Scope 4. Key Concept Two: Work Breakdown Structure (WBS) 5. Key Concept Three: Project Costing & Budget 6. Overview: Agile Methodologies 7. Group Project: Peloton Interactive, Inc. INFS 3703 | T3:2024 | George Robinson 3 Course Roadmap LECTURES Week 1 Week 2 Week 3 Week 4 Week 5 RECHARGE Week 7 Week 8 Week 9 Week 10 1 2 3 4 5 6 7 8 9 10 TUTORIALS Introduction to Org. Culture - Project Project Project FLEXIBILITY Deep Dive: Deep Dive: Project Strategic Project Project Defining & Launch & Performance WEEK Cost & Quality Risk Close & Context of Management Concept & Planning Execution & Control Management Management Reporting projects Initiation Exam Prep. SKILLS Analysing a Stakeholder Frameworks Distillation of Problem Financial Risk Debating your Presenting RECHARGE Views Your Views Case Mapping in Practice Information Solving Modelling Assessment ONGOING PARTICIPATION (25%) ASSESSMENTS Case Distribution Deliverable 1 TEAM Exam Period: INFS 3703 | T3:2024 | George Robinson PROJECT Week 10: TEAM PROJECT Final Exam (45%) DUE (30%) 4 5 Steps: Project Lifecycle Source: Smart Sheet INFS 3703 | T3:2024 | George Robinson 5 30 Emerging Technologies - 2024 Gartner’s 30 Emerging Technologies to inform business decisions https://www.gartner.com/en/articles/30-emerging-technologies-that-will-guide-your- business-decisions INFS 3703 | T3:2024 | George Robinson 6 Strategic Frameworks INFS 3703 | T3:2024 | George Robinson 7 PESTEL – Environmental Analysis INFS 3703 | T3:2024 | George Robinson 8 SWOT – External & Internal Analysis SWOT analysis is a strategic planning tool used to identify and assess the internal and external factors that can impact a project. Strengths & Weaknesses are Internal to the organisation Opportunities & Threats are External to the organisation INFS 3703 | T3:2024 | George Robinson 9 Porters 5 Forces – Industry Analysis INFS 3703 | T3:2024 | George Robinson 10 Open Discussion 1. What resources can keep you up to date on emerging technologies? 2. Where do you get your information and how do you form your own opinion? 3. How does a strategic mindset inform project management? INFS 3703 | T3:2024 | George Robinson 11 1. Key Concept 1 A well-drafted scope helps prevent misunderstandings, scope creep, and ensures the project stays aligned with its goals, timelines, and budget. INFS 3703 | T3:2024 | George Robinson The Business Case A business case is a documented justification for 5 Steps to a Solid Business Case: initiating a project, outlining the rationale, benefits, costs, risks, and potential impacts. It 1. Define the Problem/Opportunity provides decision-makers with the information 2. Analyse Options and Alternatives needed to determine whether the project is viable, aligns with strategic objectives, and 3. Estimate Costs & Benefits delivers value to the organisation 4. Assess Risks & Mitigation Strategies The business case performs two roles: Documents key aspects of the proposed 5. Create Implementation Plan project in such a way that stakeholders understand what the project is about Forces the proposers to consider these aspects Creates a minimum level of required consideration and thought has gone into a proposed project INFS 3703 | T3:2024 | George Robinson 13 Business Case à Scope The approved business case lays the foundation and justification for the project while the project scope document provides the operational details. The ‘Why’ A project’s deliverables and the requirements of those Users / sponsors will make cost / functionality trade-offs deliverables are open to negotiation with the users / The project team have considerable input into what the sponsors requirements are Requirements can evolve over time The What and How The scope of a project is directly related the requirements of the deliverables (mostly systems) the project is tasked with developing as contained in the business case INFS 3703 | T3:2024 | George Robinson 14 Defining Project Scope Project Scope is the detailed outline of a project’s deliverables, tasks and objective: A deliverable is a product produced as part of a project, such as hardware or software, planning documents, or meeting minutes Clearly outline the project objectives, deliverables and boundaries. Understanding what the project includes is critical for project costing (cost estimation) Project Scope Management includes the processes involved in defining and controlling what is or is not included in a project: Ensures that the project team and stakeholders have the same understanding of what products the project will produce and what processes the project team will use to produce them INFS 3703 | T3:2024 | George Robinson 15 Steps to Defining Project Scope 1. Identify Project Objectives and Goals 2. Engage Stakeholders 3. Define Deliverables 4. Determine In-Scope and Out-of-Scope Items 5. Develop the Work Breakdown Structure (WBS) 6. Define Requirements 7. Establish Scope Boundaries 8. Identify Constraints and Assumptions 9. Develop the Scope Statement 10. Review and Validate Scope with Stakeholders 11. Establish Change Control Procedures INFS 3703 | T3:2024 | George Robinson 16 What is Project Scope Management? Project Scope Management includes the processes involved in defining and controlling what is or is not included In a project Ensures that the project team and stakeholders have the same understanding of what products the project will produce and what processes the project team will use to produce them INFS 3703 | T3:2024 | George Robinson 17 Open Discussion 1. Reflecting on last week, how do you connect a stakeholder plan with scope and scope management? 2. How important is the Project Sponsor? INFS 3703 | T3:2024 | George Robinson 18 2. Key Concept 2 A Work Breakdown Structure (WBS) and Gantt Chart are vital tools in project management; the WBS breaks the project into manageable tasks, clarifying deliverables and responsibilities, while the Gantt Chart visually maps the timeline and task dependencies. Together, they help teams stay organized, monitor progress, and ensure projects remain on track. INFS 3703 | T3:2024 | George Robinson Work Breakdown Structures A WBS is a deliverable-focused organisation of work that outlines the entire scope of a project. It serves as a foundational document for planning and managing project schedules, costs, resources, and changes. Decomposition refers to breaking down project deliverables into smaller, more manageable components. A work package represents the smallest unit of work within the WBS, detailing specific tasks at the lowest level INFS 3703 | T3:2024 | George Robinson 20 Creating the WBS (1 of 7) 3. Break Down 1. Understand the 2. Identify Major Each Deliverable Project Scope Deliverables into Sub- deliverables 4. Decompose 5. Define Task 6. Estimate Time into Work Dependencies and and Resources for Packages Sequencing Each Task 8. Create a Work 7. Assign 9. Develop the Breakdown Responsibilities Project Schedule Structure Chart 10. Review and Adjust the WBS INFS 3703 | T3:2024 | George Robinson 21 Creating the WBS (2 of 7) Creating the WBS (3 of 7) Creating the WBS (4 of 7) Creating the WBS (5 of 7) Example tabular format. 1.0 Software Product Release 5.0 1.1 Project Management 1.1.1 Planning 1.1.2 Meetings 1.1.3 Administration 1.2 Product Requirements 1.2.1 Software 1.2.2 User Documentation 1.2.3 Training Program Materials 1.3 Detail Design 1.3.1 Software 1.3.2 User Documentation 1.3.2 User Documentation 1.4 Construct 1.4.1 Software 1.4.2 User Documentation 1.4.3 Training Program Materials 1.5 Integration and Test 1.5.1 Software 1.5.2 User Documentation 1.5.3 Training Program Materials INFS 3703 | T3:2024 | George Robinson 25 Creating the WBS (6 of 7) Approaches to developing work breakdown structures: Using guidelines: some organizations, like the U.S. Department of Defense (DOD), provide guidelines for preparing WBSs Analogy approach: review WBSs of similar projects and tailor to your project Top-down approach: start with the largest items of the project and break them down Bottom-up approach: start with the specific tasks Mind mapping: uses branches radiating out from a core idea to structure thoughts and ideas INFS 3703 | T3:2024 | George Robinson 26 Creating the WBS (7 of 7) INFS 3703 | T3:2024 | George Robinson 27 Gantt Chart Steps à Video: Gantt Chart: 1. Define your project tasks – https://www.youtube.com/wat WBS ch?v=tuQpGzL_14g 2. Identify Start/End dates 3. Calculate Task Duration – insert duration column 4. Determine Timeframe (daily, weekly, monthly) 5. Create chart (using conditional formatting) INFS 3703 | T3:2024 | George Robinson 28 3. Key Concept 3 Financial acumen is crucial to successful project management. INFS 3703 | T3:2024 | George Robinson Why is this important? Historically IT projects have a poor track record for meeting budgetary goals most IT projects will run over budget Cost management is a fundamental component of project management 1/3 of the triple constraint There is considerable focus on cost management in IT projects It is a key performance indicator for PM It impacts on everyone involved in a project INFS 3703 | T3:2024 | George Robinson 30 What is Project Costing? Cost is a resource sacrificed or foregone to achieve a specific objective or something given up in exchange Usually measured in monetary units like dollars that must be paid to acquire goods and services 1. Define Project Scope 2. Identify Resources and Activities 3. Estimate Costs 4. Develop a Cost Baseline 5. Include Contingency Reserves 6. Determine the Total Project Budget 7. Monitor and Control Costs 8. Adjust for Changes 9. Report Cost Performance INFS 3703 | T3:2024 | George Robinson 31 Project Cost Estimation The process of forecasting the financial resources needed to complete project activities. Identify Cost Drivers: Determine the factors that impact costs, such as hardware, software, personnel, training, and vendor services. Estimate Resources: Define the type and quantity of resources needed (Labor hours, software licenses, etc.). Select Estimation Techniques: Analogous Estimating: Uses historical data from similar projects to estimate costs. Parametric Estimating: Applies statistical relationships between historical data and other variables. Bottom-Up Estimating: Estimates the cost of individual tasks and sums them to get the total. Three-Point Estimating: Uses optimistic, pessimistic, and most likely estimates to improve accuracy 32 INFS 3703 | T3:2024 | George Robinson Project Cost Types Tangible costs or benefits: can be easily measure in dollars. Intangible costs or benefits: difficult to measure in monetary terms. Direct costs: directly related to producing the products and services of the project. Indirect costs: not directly related to the products or services of the project, but are indirectly related to performing the project. Sunk cost: is money that has been spent in the past; when deciding what projects to invest in or continue, you should not include sunk costs. INFS 3703 | T3:2024 | George Robinson 33 Project Cost Budgeting Allocating the estimated costs to individual project activities to create an overall project budget. Develop Cost Baseline: Aggregate the estimated costs of all activities and establish a time- phased budget. Allocate Contingency Reserves: Set aside funds for identified risks. Allocate Management Reserves: Reserves for unknown-unknowns, typically controlled by management. Review and Adjust: Validate the budget with stakeholders and adjust as necessary INFS 3703 | T3:2024 | George Robinson 34 Project Cost Management Planning cost management: determining the policies, procedures, and documentation that will be used for planning, executing, and controlling project cost Estimating costs: developing an approximation or estimate of the costs of the resources needed to complete a project Determining the budget: allocating the overall cost estimate to individual work items to establish a baseline for measuring performance Controlling costs: controlling changes to the project budget We assume that through good estimation and management of a projects costs, the budgetary performance of a project can be controlled and the benefits, in terms of desired financial outcomes, can be met. INFS 3703 | T3:2024 | George Robinson 35 Sample: Cost Estimates INFS 3703 | T3:2024 | George Robinson 36 Determining the Budget INFS 3703 | T3:2024 | George Robinson 37 Quick Note: Controlling Costs Project cost control includes: Monitoring cost performance. Ensuring that only appropriate project changes are included in a revised cost baseline. Informing project stakeholders of authorized changes to the project that will affect costs. Many organizations around the globe have problems with cost control. INFS 3703 | T3:2024 | George Robinson 38 Open Discussion 1. What are the major cost drivers of a project? 2. How do you ensure cost estimation is accurate? INFS 3703 | T3:2024 | George Robinson 39 Quick Note: Agile Delivery Methodology INFS 3703 | T3:2024 | George Robinson Project Delivery Methodology Describes how things should be done: processes, steps in the processes, templates of deliverables, review mechanism, standards Provides ‘structure’ to the project guides action (e.g. specifies what should be in the PMP) enhances quality of documentation (if that is required) Helps avoid PM being too caught up in the day to day Distinction between software development method and project method Improves quality by including QA, risk management Allows for continuity on project Key cause of failure is a poor (or non-existent) methodology seen as single greatest factor contributing to project INFS 3703 | T3:2024 | George Robinson 41 Agile Methodology Agile means being able to move quickly and easily, but some people feel that project management, as they have seen it used, does not allow people to work quickly or easily Early software development projects often used a waterfall approach As technology and businesses became more complex, the approach was often difficult to use because requirements were unknown or continuously changing Agile today means using an approach where requirements and solutions evolve through collaboration Manifesto for Agile Software Development In February 2001, a group of 17 people that called itself the Agile Alliance developed and agreed on the Manifesto for Agile Software Development, as follows: “We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan”* *Agile Manifesto. INFS 3703 | T3:2024 | George Robinson 42 Scrum Framework INFS 3703 | T3:2024 | George Robinson 43 Scrum Roles Product owner: person responsible for the business value of the project and for deciding what work to do and in what order, as documented in the product backlog ScrumMaster: person who ensures that the team is productive, facilitates the daily Scrum, enables close cooperation across all roles and functions, and removes barriers that prevent the team from being effective Scrum team or development team: cross-functional team of five to nine people who organize themselves and the work to produce the desired results for each sprint, which normally lasts two to four weeks INFS 3703 | T3:2024 | George Robinson 44 Scrum Artifacts & Events Artifact: An artifact is a useful object created by people during the project Scrum artifacts: 1. Product backlog: list of features prioritized by business value 2. Sprint backlog: highest-priority items from the product backlog to be completed within a sprint 3. Burndown chart: shows the cumulative work remaining in a sprint on a day-by-day basis Events: Planning session, Daily Scrum, Sprint Reviews, Retrospectives Information Technology Project Management, Ninth Edition. © 2019 Cengage. INFS 3703 | T3:2024 | George Robinson 45 Group Project – Peloton Interactive INFS 3703 | T3:2024 | George Robinson 46 Wrap - up Gartner’s Tech Trends 2024 Next week – L4 Overview of Strategic Detailed Costing & Financial Frameworks Modelling PESTEL Communication Planning SWOT Porter’s 5 Forces Risk Management Business Case + Scope Cost Determination Work Breakdown Structures Methodologies à Agile Group Project: Peloton Interactive INFS 3703 | T3:2024 | George Robinson 47 INFS 3703 Term 3: 2024 Information Systems L4 Project Finance, Communication & Risk Management Project Management 30 September 2024 LIC: George Robinson Please Check in – L4 Announcements: Recorded lectures on Moodle Group Project on Moodle (get started!) Confluence Instructions in Announcements Week 5: Lecture to be recorded; Tutorial rescheduled Week 5: Deliverable #1 is due, EOD Friday by 5pm AEST INFS 3703 | T3:2024 | George Robinson 2 L4 Agenda 1. Key Concept 1: Project Financial Management 2. Key Concept 2: Project Communication Planning 3. Key Concept 3: Project Risk Management INFS 3703 | T3:2024 | George Robinson 3 Course Roadmap LECTURES Week 1 Week 2 Week 3 Week 4 Week 5 RECHARGE Week 7 Week 8 Week 9 Week 10 1 2 3 4 5 6 7 8 9 10 TUTORIALS Introduction to Org. Culture - Project Project Project FLEXIBILITY Deep Dive: Deep Dive: Project Strategic Project Project Defining & Launch & Performance WEEK Cost & Quality Risk Close & Context of Management Concept & Planning Execution & Control Management Management Reporting projects Initiation Exam Prep. SKILLS Analysing a Stakeholder Frameworks Distillation of Problem Financial Risk Debating your Presenting RECHARGE Views Your Views Case Mapping in Practice Information Solving Modelling Assessment ONGOING PARTICIPATION (25%) ASSESSMENTS Case Distribution Deliverable 1 TEAM Exam Period: INFS 3703 | T3:2024 | George Robinson PROJECT Week 10: TEAM PROJECT Final Exam (45%) DUE (30%) 4 5 Steps: Project Lifecycle ce Source: Smart Sheet n ina INFS 3703 | T3:2024 | George Robinson F 5 1. Key Concept 1 Proved an overview of business case financials and investment metrics and how it links to project scope, and WBS. INFS 3703 | T3:2024 | George Robinson Reminder: The Business Case A business case is a documented justification for initiating 5 Steps to a Solid Business Case: a project, outlining the rationale, benefits, costs, risks, and potential impacts. It provides decision-makers with the 1. Define the Problem/Opportunity information needed to determine whether the project is viable, aligns with strategic objectives, and delivers value to 2. Analyse Options and Alternatives the organisation The business case performs two roles: 3. Estimate Costs & Benefits Documents key aspects of the proposed project in such 4. Assess Risks & Mitigation Strategies a way that stakeholders understand what the project is about 5. Develop and Implementation Plan Forces the proposers to consider these aspects Create a minimum level of required consideration and thought has gone into a proposed project Outlines the method by which the business evaluates the ‘value’ and prioritisation of the project If the project has a ‘sound’ business case then it should be viable INFS 3703 | T3:2024 | George Robinson 7 Business Case Financials Business Case financials are the financial analysis and projections that support a business case, demonstrating the potential costs, benefits and financial viability of a project. Why should you care? 1. Supports decision-making 2. Helps prioritise projects 3. Measures project success 4. Communicate value to stakeholders 5. Identifies risks and opportunities Considers: problem/opportunity, risks, and benefits Includes: Revenue Projections Cost Projections Benefits of the project investment Investment Metrics INFS 3703 | T3:2024 | George Robinson 8 Reading a P&L Source: Peloton Interactive 2023 Annual Report INFS 3703 | T3:2024 | George Robinson Key Insights Gained from the P&L Revenue Streams: How businesses generate Applying These Concepts to Project Financials: income from different sources. 1.Projecting Revenue: Cost Structures: Understanding direct costs 1. Identify Revenue Streams: Understand how the (COGS) and operational expenses (OPEX) that project will generate income (e.g., sales, impact profitability. subscriptions, partnerships). 2. Estimate Market Demand: Use market research Profitability Metrics: The importance of Gross and pricing strategies to forecast potential sales Profit, Operating Profit, and Net Profit in or service uptake. assessing financial health. 2.Estimating Costs: 1. Direct Costs: Identify expenses directly tied to the project (e.g., labor, materials, software licenses). 2. Operating Expenses: Consider ongoing costs (e.g., marketing, administration) that the project will incur. 3.Calculating Benefits: 1. Financial Benefits: Estimate cost savings, efficiency gains, or new revenue generated. 2. Non-Financial Benefits: Include improvements in brand value, customer satisfaction, or process efficiencies. INFS 3703 | T3:2024 | George Robinson 10 Revenue Projection Techniques Top-Down Approach Market Research and Benchmarking Starts with a high-level view of the market. Analyse competitors, market reports, and industry benchmarks to inform your projections. Estimate the total market size and then apply a market share percentage that your business might capture. Helps validate assumptions in both top-down and bottom- up approaches. Useful for new projects but can be less accurate. Bottom-Up Approach Begins with detailed estimates based on specific sales channels, customer segments, or product lines. Aggregate these detailed projections to build the overall revenue estimate. More accurate but requires more data. Trend Analysis Use historical data to identify patterns and trends to predict future revenue. Suitable for established businesses with reliable historical data. INFS 3703 | T3:2024 | George Robinson 11 Cost Estimation Techniques Fixed and Variable Costs Fixed Costs: Costs that don't change with output (e.g., rent, salaries). Variable Costs: Costs that fluctuate with production levels (e.g., raw materials, utility costs). Break-Even Analysis Calculate the point at which total revenues equal total costs, indicating when a project will start to generate profit. Activity-Based Costing (ABC) Allocate costs based on specific activities or processes involved in delivering a product or service. Provides more accurate cost allocation, especially for complex projects. Scenario Analysis Create multiple scenarios (e.g., best case, worst case, and most likely case) to understand cost implications under different conditions. INFS 3703 | T3:2024 | George Robinson 12 Calculating Benefits Non-Financial Benefits: Strategic Value: Enhancing market Increased Revenue: position, gaining a competitive Direct sales, Financial Benefits subscription fees, advantage. licensing. Customer Satisfaction: Improved service quality, better user experience. Brand Recognition: Enhancing Cost Savings: Cash Flow reputation and brand equity. Operational Improvements: Faster Regulatory Compliance: Meeting legal efficiencies, reduced receivables, reduced labour costs, lower requirements, reducing future risks. inventory holding. material costs. INFS 3703 | T3:2024 | George Robinson 13 Investment Decision Metrics INFS 3703 | T3:2024 | George Robinson 14 Discounted Cash Flow (DCF) 3-year & 5-year C = Cash Flow in year t A technique used to evaluate the value of an investment by estimating future cash flows and discounting them to present value. Steps: Forecast future cash flows for 3 or 5 years, then discount these cash flows using a discount rate (often the company's Weighted Average Cost of Capital, WACC). r = Discount The longer the forecast period, the Rate more assumptions and risks are involved. INFS 3703 | T3:2024 | George Robinson 15 Net Present Value (NPV) Measures the difference between the present value of cash inflows and outflows over a period. A positive NPV indicates that the projected earnings (adjusted for time and risk) C0 = Project exceed the costs and therefore Investment should be considered INFS 3703 | T3:2024 | George Robinson 16 NPV: Example Platform Development: $300,000 (one-time cost) Marketing Campaign: $100,000 (one-time cost) Total Initial Investment: ($400,000) Annual Cash Flows (Expected for 5 Years): Year 1: Revenue: $150,000 Operating Costs: $70,000 Net Cash Flow: $150,000 - $70,000 = $80,000 Year 2: Revenue: $250,000 Operating Costs: $100,000 Net Cash Flow: $250,000 - $100,000 = $150,000 Year 3: Revenue: $350,000 Operating Costs: $120,000 Net Cash Flow: $350,000 - $120,000 = $230,000 Year 4: Revenue: $400,000 Operating Costs: $150,000 Net Cash Flow: $400,000 - $150,000 = $250,000 Year 5: Revenue: $450,000 Operating Costs: $180,000 Net Cash Flow: $450,000 - $180,000 = $270,000 INFS 3703 | T3:2024 | George Robinson 17 Internal Rate of Return (IRR) IRR is the discount rate that makes the Net Present Value (NPV) of all cash flows from a project equal to zero. In project finance, the IRR represents the rate of return at which the projected revenues generated by the project will exactly cover IRR: 31.61% the costs and investment over its life. INFS 3703 | T3:2024 | George Robinson 18 Return on Investment (ROI) Measures the profitability of an investment as a percentage of the original cost. ROI is commonly used to assess the efficiency of an investment Each organisation will have varying levels of ROI acceptance rates INFS 3703 | T3:2024 | George Robinson 19 Return on Invested Capital (ROIC) Indicates how efficiently a company uses its capital to generate profits. ROIC is a more comprehensive measure than ROI as it considers the total capital (debt + equity) invested. Invested Capital = Total debt + equity minus cash and cash equivalents. INFS 3703 | T3:2024 | George Robinson 20 Prioritisation Decisions Example Weighted Scoring Model Criteria Weight (%) Project A Score Project B Score Weighted Score A Weighted Score B In this example, Project B has a NPV 30% 8 7 2.4 2.1 slightly higher weighted score IRR 25% 7 9 1.75 2.25 (7.55 vs. 7.5), indicating it Payback 15% 9 6 1.35 0.9 might be the better choice Period overall. Strategic Alignment 20% 6 8 1.2 1.6 What about the discount rate? Risk Assessment 10% 8 7 0.8 0.7 Total 100% 7.5 7.55 INFS 3703 | T3:2024 | George Robinson 21 Financial Analysis à Project Costing Key Takeaways from Business Case Moving into Project Costing: Establishing a Financial Analysis: Financial Baseline Financial Viability: Understanding the Why It's Important: Establishing an accurate project's profitability (NPV, IRR, ROI) helps project cost baseline ensures effective justify the investment. budgeting, monitoring, and financial control. Value Assessment: Calculating financial Key Components: metrics ensures the project aligns with Fixed vs. Variable Costs: Identifying both strategic goals and delivers expected types helps estimate total project expenses. returns. Direct vs. Indirect Costs: Understanding the full scope of project expenses, including Informed Decision-Making: Financial labour, materials, overheads, and analysis provides the foundation for administrative costs. approving and prioritizing projects. How It Connects: The insights from financial analysis (e.g., NPV, ROI) serve as a guide for setting realistic project budgets and cost expectations. INFS 3703 | T3:2024 | George Robinson 22 Project Cost Management Planning cost management: determining the policies, procedures, and documentation that will be used for planning, executing, and controlling project cost Estimating costs: developing an approximation or estimate of the costs of the resources needed to complete a project Determining the budget: allocating the overall cost estimate to individual work items to establish a baseline for measuring performance Controlling costs: controlling changes to the project budget We assume that through good estimation and management of a projects costs, the budgetary performance of a project can be controlled and the benefits, in terms of desired financial outcomes, can be met. INFS 3703 | T3:2024 | George Robinson 23 Project Budgets 1 2 3 4 5 6 Understand the Identify cost Estimate costs Allocate Develop the Monitor and control project scope categories for each resources and project budget the budget category costs baseline INFS 3703 | T3:2024 | George Robinson 24 Project Budget – CRM example INFS 3703 | T3:2024 | George Robinson 25 Work Breakdown Schedules (WBS) WBS Level 1: Project Title: Customer Relationship Management (CRM) System Work Packages (detail): WBS Level 2: Major Deliverables Project Planning: Identify project requirements, develop the project charter, 1. Project Planning create the project schedule, define budget and resources 2. System Design System Design: Gather requirements from stakeholders, develop system 3. Development architecture, create data models (customer, product, sales), design user interfaces and experience (UI/UX), conduct design reviews 4. Testing 5. Deployment Development: set up development environment, develop database (tables, 6. Training & Documentation relationships), implement backend functionality (customer data processing, sales tracking), build front-end user interfaces, integrate 3rd party services (email 7. Marketing & Awareness marketing, payment gateways), conduct unit testing 8. Project Closure Testing: Develop test plan, perform functional testing, conduct system WBS Level 3: Work Packages integration testing, execute user acceptance testing (UAT), log and fix bugs Deployment: Prepare deployment environment (servers, cloud setup, migrate

INFS 3703 Term 3 2024 Project Management PDF

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