Session-1

Lecturer :
Prof. Dr. Ir. Riri Fitri Sari, MM, MSc
Electrical Engineering Dept.
University of Indonesia
9 February 2016

Managing Information
Technology Project

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Introduction
Lecturer:
Prof. Dr. Ir. Riri Fitri Sari, MM, MSc
riri@ui.ac.id
http://riri.staff.ui.ac.id
Time & Venue
Time:
Tuesday, 16.00-18.30
Venue:
S.203 (ENCE60025)
Teaching Methods:
3 credits = 3 hour lecture unit per week
+ individual/group assignment
Course Period

Lecture period (13 sessions):

9 February 18 May 2016
Mid Exam period:
30 March 2016
Final Exam Period:
25 May 2016
Descriptions
By the end of the course, students should be able
to define and analyze the role of Management
Approach in Producing Information Technology
Products. i.e. information systems; how
information systems transform organization &
management; assess the digital firm, electronic
commerce, electronic business and internet
technology; identify management challenges to
build the information systems. Students will be
able to experience managing an IT Project by
working in group to develop of an information
system software.
Assessment
Assignment : 10%
Mid Exam : 25%
Final Exam : 30%
Final Project : 35%
Participation
(discussion forum, attendance etc) is
encouraged
Textbook
Kenneth C Laudon, Jane P Laudon
Management Information System
- Seventh Edition

Prentice Hall, 2001

Code of Ethics:

Cheating
Plagiarism
Collusion

PLEASE, TURN OFF YOUR MOBILE PHONE DURING

THE CLASS..
The End

QUESTIONS &
COMMENTS ?
..would understand exactly what you mean
and give back exactly what you want.."
The best search engine in the world.
 The two great equalizers in life
are the Internet and Education.
John Chambers

T2OP8a 1999, Cisco Systems, Inc. 12

 Success seems to be largely a
matter of hanging on when
others have let go
William Feathers
Give so much time to the improvement of
yourself that you have no time to criticise
others

Christian D Larrson

T2OP8a 1999, Cisco Systems, Inc. 13

Planning the project
It is important to plan the project with the team so that their contributions and
commitment are included and developed. Hold a 'Project Start-up Meeting'
and run through the Aims, Objectives and Scope of the project. Get the team
to identify all the tasks and create the work breakdown structure.
The Project Definition (PD) is the starting point for this exercise. Run through
the PD and make sure that it is well understood by all the team. It is possible
that the PD may have to be clarified or even redefined as a result of this
exercise, although that should be exceptional if the work in producing the PD
has been well done. If so, authorisation will need to be sought and gained
from the Project Sponsor for any changes.
Assign at least one team member to review each task in detail and bring their
conclusions to the next project meeting. The team members should report on
the feasibility, risks, resources and timeframe of the tasks under their control.
For a large project, the review may take all day (or several days) with each
team leader making a presentation to the Project Manager in turn. The Project
Manager must draw all the information together and present the plan to the
project team for review. Only when the team has signed up to the plan should
it be presented to the Project Sponsor for authorisation. For a large project of
high value the Senior Management Team will often require regular phase
reviews so that they can be sure that they are satisfied with the way the
project is running. A planning phase review may well be the first of these.
Organizing
Work undertaken by more that one person requires co-ordination. If many people are
involved it requires organisation and structure. This is especially true for projects
because they often involve innovative forms of work and work patterns that differ from
the norm. In particular, normal patterns of communication may not be appropriate and
the structure of the work may be unusual.
A section of the Project Start-up Meeting should be dedicated to creating the
appropriate structure and organisation of the project. The team should review:-
Personnel reporting structures for:-
Part-time team members
Full time team members
Project stage leaders
Project managers
Programme manager
Project sponsor
Communications:-
Meetings - frequency and type; formal, informal, one-to-one, etc.
Progress reporting - oral, presentation, written.
Validation
Project work review
Performance testing of business process, product or service
Quality evaluation
Sign-off (Authorisation)
The process by which the project is delivered is as important (sometimes more so) than
the planning of the tasks. It should be carried out in conjunction with the project
planning.
Project Planning often includes the production of a PERT or Gantt chart. These will be
of use to different viewers only if they show varying levels of detail. Senior managers
and team members need only the overview. Project leaders and planners require much
more detail. Ensure that you tailor detail and complexity of your plans for the intended
audience.
Controlling
Although the project work is completed and delivered by the project
team, this work needs guidance and control to ensure it stays on
track. This is the primary function of the project manager during the
implementation phase.
The project manager must have sufficient understanding of the
issues involved in the work to guide the team but need not be an
expert at any particular type of work. Often it is detrimental to the
project if the project manager has a particular expertise because
there will be a natural tendency to concentrate on that element, to
the detriment of the project as a whole. It is better that there is a
peer review meeting with an expert from outside the project (a
senior technical manager or business process expert) to review
elements that require special expertise.
The project manager must use the project organisation that has
been created (reporting and communications structures, work
review and performance testing) to report on and control the
project. Swift and decisive action must be taken if the project does
not stay on course or work to plan and budget. The project manager
must be a diplomat who can persuade but also a force to be
reckoned with if the situation demands it. The higher authority of a
programme manager, project sponsor or even the senior
management team should be invoked if necessary to ensure that
the timely decisions, necessary resources and removal of
obstructions.
Implementing
It is the project team that delivers the implementation, not the project manager. But it is
the responsibility of the project manager to ensure that the team's output meets the
performance requirements stated in the project definition and delivers the goals of the
project. How the implementation is managed has a direct relationship to the quality,
time scale and cost of the project.
Regular reviews of tasks outcomes from the work being done, training methods and
their effectiveness (where applicable), and the comparison between the work completed
to date with the project definition and plan are the important items to monitor. Ratios
are very useful for monitoring. For example, if your team estimates that half the work
has been done (on any stage or task) and you know that 3/5 of the budget has been
spent, then you have a problem that must be addressed immediately and action taken.
The project sponsor (or budget owner) should always be kept informed because
surprises are more detrimental than budget over-runs. If this pattern is being repeated
elsewhere than the cost over-runs could spiral out of control.
The same goes for time scales. Maybe you are ahead on time but over budget. Cutting
back on labour may balance this out. If the extra expenditure has reduced the project
risks then maybe no action is necessary. If you are over time and over budget you have
a serious problem that must be addressed, probably at a very senior level. Always
report bad news at the earliest possible time and seek authorisation for remedial action,
even if that means stopping the project. Better to stop the project than drive the
organisation into budget over-runs or even into receivership.
But project management is not just about time and money (important though they are),
it is about the performance of the business process, product or service being
developed. A compromised performance may ultimately be more damaging than a
budget overspend. It's about balance and who has the authority to make that
judgement. Sometimes it can be a team member, often it's the project manager but,
sometimes, it has to be the CEO.
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