MANAGING PROJECTS

GROUP 14
MARK JOSEPH MATUBIS
 RUNAWAY PROCTS AND SYSTEM FAILURE

RUNAWAY PROJECTS:
EXIBIT CHARACTERISTICS THAT ARE CONSISTENT WITH THE BROADER PHENOMENON KNWN AS
ESCALATING COMMITMENT TO A FAILING COURSE OF ACTION

SYSTEM FAILURE:
• A SYSTEM FAILURE CAN OCCUR BECAUSE OF A HARDWARE FAILURE OR A SEVERE SOFTWARE ISSUE
• SUCH FRAMES OF REFERENCES CAUSE FAULTY DESIGN CHOICES AND FAILURES TO PERCEIVE BETTER DESIGN
ALTERNATIVES
CONEQUENCES OF POOR PROJECT MANAGEMENT

COST OVERRUNS

TIME SLIPPAGE
POOR PROJECT
MANAGEMENT TECHNICAL SHORTFALLS IMPAIRING PERFORMANCE

FAILURE TO OBTAIN ANTICIPATED BENEFITS

THE IMPORTANCE OF PROJECT MANAGEMENT
PROJECT MANAGEMENT
- ACTIVITIES INCLUDE PLANNING WORK, ASSESSING RISK, ESTIMATING RESOURCES REQUIRED,
ORGANIZING THE WORK, ASSIGNING TASKS, CONTROLLING PROJECT EXECUTION, REPORTING
PROGRESS, ANALYZING RESULTS

*** FIVE MAJOR VARIABLES ***

SCOPE
TIME
COST
QUALITY
RISK
 MANAGEMENT STRUCTURE FOR INFORMATION
SYSTEM PROJECTS

- HIERARCHY IN LARGE FIRMS

• CORPORATE STRATEGIC PLANNING GROUP
- RESPONSIBLE FOR FIRM’S STRATEGIC PLAN
• INFORMATION SYSTEM STEERING COMMITTEE
- REVIEWS AND APPROVES PLANS FOR SYSTEMS IN ALL DIVISIONS
• PROJECT MANAGEMENT GROUP
- RESPONSIBLE FOR OVERSEEING SPECIFIC PROJECTS
• PROJECT TEAM
- RESPONSIBLE FOR INDIVIDUALSYSTEMS PROJECT
• EACH LEVEL OF MANAGEMENT IN

THE HIERARCHY IS RESPONSIBLE FOR

SPECIFIC ASPECTS OF SYSTEMS PROJECTS,

AND THIS STRUCTURE HELPS GIVE PRIORITY

TO THE MOST IMPORTANT SYSTEMS SENIOR

MANAGEMENT
PROJECTS FOR THE ORGANIZATION

MIDDLE
MANAGEMENT

OPERATIONAL
MANAGEMENT