This course explores the increasing opportunities and challenges faced by Project Management charged with the responsibility to implement complex Mission Critical (MC) Information Technology (IT) projects. As business increasingly recognizes the need to successfully manage continuous change in the world of flattened organizations; the project manager role provides more opportunities than ever before. Challenges to those tasked with managing change using IT as a critical enabler include: the use of Project Management methodologies and tools; controlling scope & time; managing human resources; controlling cost, quality, and risks; and managing alliances and 3^rd parties --- in the context of major Mission Critical IT projects.

Course objectives:

1. Provide insights into critical decisions and actions of MC project management;
2. Review of Project Management Processes, methodologies and software development issues;
3. Examine common areas of risk that are frequently encountered on complex IT projects;
4. Provide insights into the role of the Program or Project Management Office;
5. Explore IT project management skill areas and success factors;
6. Examine current examples where the Internet has been used to facilitate IT project management.

Required material:

1. On Time, Within Budget: Software Project Management Practices and Techniques, E.M. Bennatan, John Wiley & Sons, 1995.
2. Software Runaways, Robert L. Glass, Prentice Hall, 1998.
3. Case Packet – selection of business cases.

Articles will also be distributed in class.

Each class material element focuses on a dimension of skills required to be a successful MC IT Project Manager (PM):

1. On Time, Within Budget text focuses on the Development of Software and issues which are critical to success.
2. Software Runaways text examines the frequently buried subject of post mortems on major software project disasters. Little has been documented in this area for a variety of reasons [companies attempt to hide failures and those involved are seldom around to document the reasons for the failure]. The instructor’s system development project experience will be included in the form of war stories to further illustrate successful PM situations.
3. Cases illustrate major real life situations and how PM responded and dealt with project issues in the context of the complex MC IT project environment. Cases provide students with opportunities to identify root failure causes and discuss alternative scenarios to manage and overcome risks.

During the course we will also examine the dimensions of TIME and activities or tasks grouped into phases of the PROJECT LIFE CYCLE; and the PM PROCESSES as defined by the Project Management Institute’s (PMI), Project Management Book of Knowledge.

MBA students will be evaluated on the following basis:

2. Individual Midterm Project 20%

100%

The WRITTEN CASE ANALYSIS will be graded using the following guidelines. Complete responses to the Case Question will generally receive the grade of "B". Additional credit may be given where the response contains a full (maximum of one page, double-spaced) and comprehensive discussion showing extra effort:

1. additional insights and critical thinking beyond the content of the material;
2. additional effort relating the discussion to your company or experience; e.g. interview with an "expert";
3. relevance or relationship with the text or discussion covered in class;
4. identifying key project management principles and suggesting ways to successfully implement the principles in the context of the case.

The midterm project objective is to gain a deeper understanding of the software project management process(es) by selecting, conducting research, and preparing both a paper and presentation on one of the following topics. You should select a topic that is currently relevant and of personal interest.

Topics:

1. Acceptance testing
2. Function point analysis measures; as adjusted for internet based systems
3. Software development methodologies; competitive analysis and comments from users
4. Project management software tools (planning, staffing, tracking ,etc.); competitive analysis and comments from users
5. Guide for software quality assurance (SQA) planning; ANSI/IEEE
6. Standard for software productivity metrics (IEEE 1990b)
7. Software capability maturity; Carnegie Mellon University’s Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
8. Computer-aided software engineering (CASE) tools for internet applications; competitive analysis and comments from users
9. JAVA as a software development tool; it’s current uses, successes, issues and future
10. Configuration management, IEEE standard
11. Contingencies; actual examples of the use and results
12. ISO 9000 standards and the relationship to software development and integration consulting firms
13. PMI Certification, requirements and study plans; comments on the degree of effort and benefits from certified practitioners
14. IEEE Std 982.1 Measures to produce reliable software
15. IEEE Std 1058.1 Software project management plans
16. IEEE Std 1061 Software quality metrics
17. Examples of independent systems testing plans, results and lessons learned
18. Rapid prototyping; examples, plans, results and lessons learned
19. Key learning points from The Mythical Man-Month by F.P. Brooks
20. Key learning points from a current relevant book (discuss selection with instructor)

Other topics will be considered after discussion with the instructor.

The midterm paper should be no longer than 6 double-spaced pages not including bibliography, reference papers, supporting articles, interview notes, exhibits, etc. A maximum 10-min. PowerPoint presentation should be prepared (this means that the maximum number of slides should be between 8 to 10). Hard copy of the paper and supporting documents, and a disk with both the paper and PowerPoint presentation should be submitted. The hard copy and disk may not be returned. The paper and presentation will be graded and comments returned on a Grading Guideline sheet prepared for this assignment.

Presentations of the Midterm papers will begin on Session #6 and continue at other sessions until complete.

The Final Group Project will be both a paper and presentation covering a major MC IT project. The selected project should allow you to integrate the key learning points of this course as they apply to an actual recently completed or in-process Mission Critical project [by definition more than 50 people with Mission Critical/ strategic importance to the organization you chose]. The group member from the selected organization may become the resource person and facilitate the collection of information and arrange for interviews, etc. The paper should be written as an analysis and assessment of project management techniques. The paper might be written from the perspective of an outside consultant engaged to assess the PM effectiveness of a completed project [seeking opportunities to improve the process]; or an assessment of a project which will soon make critical decisions [and management is seeking outside advice]; or assessing the effectiveness on a complex MC on-going project. The paper and presentation should be prepared for a senior management audience. It should include an analysis [using course concepts and models] of the actual project management techniques and overall effectiveness. Actual results and lessons learned should be a key focus of the paper. An effective way to present your analysis would be to prepare a revised project plan [high level] incorporating the recommended changes in project initiation, organization, design, build, test, control, implementation, etc.

As an option, the paper may be presented in Case format for use by future classes. If this option is chosen, the format of the case is very important. See instructors for case format guidelines.

The paper or case should be no more than 20 double-spaced pages not including supporting material (see midterm paper). The presentation should be no longer than 15 min. Hard copy of the paper and supporting documents, and a disk with both the paper and PowerPoint presentation should be submitted. The hard copy and disk may not be returned. The paper and presentation will be graded and comments returned on a Grading Guideline sheet prepared for this assignment.

Treating the Final assignment as a "project", each group will be expected to submit the following "project documents":

Session 3 --- Project Definition [and a brief business case]

Session 5 --- Work Breakdown Structure (WBA)

Session 7 --- Estimate for WBS and Project Schedule

Session 9 --- Project Status Report

"Project documents" may be submitted in outline form, and will not be graded.

Presentations of the Final Group papers will be presented during Session #11.

This is a subjective evaluation of your contribution in class---unstructured discussion of the text reading assignments, questions and business cases. The evaluation will consider the quality of the contribution as well as the frequency of participation. Completion of text reading assignments and preparation of the cases is essential to full participation. Of the 30% which is allotted, your grade will be prorated for each class as follows:

As can be seen, you are expected to attend class and participate. Not attending class will have an influence on this portion of your grade since you cannot participate if you're not in class.

Your attendance at scheduled classes is expected and will be recorded. More than two unexcused absences may result in a failing grade. If you are absent, you are still expected to make arrangements to submit your written assignments when they are due, to obtain the next assignments and handout material (if any), and to complete the assignments and submit them by the assigned due date. One absence can adversely affect the participation level for multiple classes unless you plan ahead and/or recover quickly. To compensate for an unavoidable absence, extra credit assignments may be discussed with the instructor.

1. PM Process Groups, Knowledge Areas and Project Life Cycle

Process Group --- Initiation (Concept and Feasibility)

Knowledge Areas --- Project Integration Management

Texts ---A. On Time, On Budget -- Ch. 1. Introd. to Software Development Problems

Ch. 2. Software Development Problems

B. Software Runaways --- Ch. 1. Introduction & "Death March" Projects

Case --- The IT System That Couldn’t Deliver, HBR May-June 1997

Homework Due --- Text and case readings for class discussion

 

2. PM Methodologies, Project Objectives and Scope

Process Group --- Planning

Knowledge Areas --- Project Scope Management

Texts ---A. On Time, On Budget --- Ch. 4. The Software Development Cycle

B. Software Runaways --- Ch. 2.4 Inadequate/No Project Management

Methodology (IRS Project Failures Cost

Taxpayers $50 B Annually & Bank of

America’s MasterNet System)

Case --- Living on Internet Time: Product Development at Netscape, Yahoo!, NetDynamics and Microsoft HBS 9-697-052, Rev. April 21, 1997

Case Question: Contrast the traditional System Development Life Cycle (SDLC) with the SDLC development cycles for the Internet development projects. Contrast the differences and reasons for the differences in the development cycles of Netscape, Yahoo, NetDynamics and Microsoft.

Homework Due --- Written Case Question Analysis and text readings for class discussion

 

3. Project Planning and Staffing

Process Group --- Planning

Knowledge Areas --- Project Time and Human Resource Management

Texts ---A. On Time, On Budget --- Ch. 9. Software Development Standards

Ch. 10. Project Scheduling

B. Software Runaways --- Ch. 2 – 2.1.2 War Stories and Denver Airport

Case --- BAE Automated Systems (A): Denver International Airport Baggage-Handling System

BAE Automated Systems (B): Implementing the Baggage-Handling System [both Cases are in the text; Software Runaways]

Case Question: Identify the Project "Red Flag" issues and ways to remedy or

manage these risk areas.

Homework Due --- Written Case Question Analysis and text readings for class

discussion

--- Final Group Project ---Project Definition [and a business case]

 

4. System (Software) Design

Process Group --- Executing

Knowledge Areas --- Project Cost Management

Texts ---A. On Time, On Budget --- Ch. 11. Preparation of Estimates

B. Software Runaways --- Ch. 2.2 Bad Planning and Estimating

(Painful Birth & The Project from Hell)

Case --- Providian Trust (A) A New CEO HBS 398-008

Case Question: Identify Project Management issues and develop

recommendations.

Homework Due --- Written Case Question Analysis and text readings for class

discussion

5. Building and Testing the System

Process Group --- Executing

Knowledge Areas --- Project Quality Management

Texts ---A. On Time, On Budget -- Ch. 8. Project Support Functions

(Software Configuration Control, Quality

Assurance, and Testing)

B. Software Runaways --- Ch. 2.5 Insufficient Senior Staff on the Team and

Meltdown

Case --- CONFIRM: Leading-edge Travel Industry Reservation System

[ Case is in the text; Software Runaways]

Case Question: Review the responsibilities of each project "partner" as they performed and as they should have performed. What recommendations do you have to avoid a "meltdown" as of 1992?

Homework Due --- Written Case Question Analysis and text readings for class

discussion

--- Final Group Project --- Work Breakdown Structure (WBS)

 

6. Mid-term Project and Presentation Due

7. Project/Program Management Office and the Internet

Ch. 6. How To Handle Large Projects: Divide

And Conquer

B. Software Runaways --- Ch. 2.1.3 Florida Welfare

2.1.4 Anatomy of a Runaway: FAA

Case --- Project Management and the Internet [either newly developed case on the

Case Question: TBD

Homework Due --- Written Case Question Analysis and text readings for class

discussion

8. Project Implementation Considerations

B. Software Runaways --- Ch. 2.3 Technology New to the Organization

(Anatomy of a 4 GL Disaster & Westpac

Case --- Ford Motor Company: Maximizing the Business Value of Web

Technologies, HBS 9-198-006, July 10, 1997, Prof. Robert D. Austin

Homework Due --- Written Case Question Analysis and text readings for class

discussion

9. Project Implementation Considerations

2.7 Other---Performance Problems

(NCR System for Inventory Turned Into a

Virtual Saboteur & Lisp Flaw Scuttles

MCC CAD Project)

Case --- Network Computing at Sun Microsystems: A Strategic Deployment,

HBS 9-198-007, June 1, 1998, Prof. Robert D. Austin

Homework Due --- Written Case Question Analysis and text readings for class

Discussion

--- Final Group Project --- Project Status Report

10. Risks --- Planning, Management and Overcoming the Inevitable But Unexpected Surprises

B. Software Runaways --- Ch. 3 Software Runaway Remedies

(Risk & Issue Management and Remedies)

Ch. 4 Conclusions

Homework Due --- Written Case Question Analysis and text readings for class

discussion

11. Final Group Project and Presentation