This document discusses project management for information systems. It begins with an introduction to project management and why learning it is important. It then lists the objectives of the document, which are to explain the main tasks of project managers, introduce software project management, discuss project planning and risk management, and show how schedules are represented graphically. The document also defines what a project and project management are, and discusses the traditional approach to project management called the System Development Life Cycle (SDLC).

1. Project Management for Information
Systems
Tri Suci Handayani
SISTEM INFORMASI
SAINS DAN TEKNOLOGI
UNIVERSITAS ISLAM NEGERI SULTAN SYARIF KASIM RIAU
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
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2. PROJECT MANAGEMENT
‘INTRODUCTION’
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3. Introduction
“Projects, rather than repetitive tasks, are now the basis for most value-added in
business”
-Tom Peters
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4. Why do we need to learn project
management?
 It is different from system analysis
 It will allow you to apply all the knowledge you have learned in IS, such as
programming, data management, and system analysis, into the practices
 But more – management
 Consider you get a programming job. In the first week in the company you are
asked:
 To work with someone to do some Java programming but you don’t know
what it is for;
 To join a project group for internal software resource sharing project but
you don’t know who are your colleagues before a meeting; or
 To look into the latest WiMax (IEEE 802.16e) technology to see the
potential application to your company’s business. You here of it but
wonder why
 To investigate the search engine market and write a proposal – it is a task
for a programmer?
 What should you do?
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5. Objectives
1. To explain the main tasks undertaken by project managers
2. To introduce software project management and to describe its
typical characteristics
3. To discuss project planning and the planning process
4. To show how graphical schedule representations are used by
project management
5. To discuss the notion of risks and the risk management process
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6. Advantages of Using Project Management
 Better control of financial, physical, and human resources
 Improved customer relations
 Shorter development times
 Lower costs
 Higher quality and increased reliability
 Higher profit margins
 Improved productivity
 Better internal coordination
 Higher worker morale
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7. What is Project?
 A project Series of actions to achieve a result
 Single occurrence – a unique, non-repetitive assignment
 Time limitations – with a pre-defined date of delivery
 Clear purpose – specified from one or more goals (well defined,
measurable and realistic), do not mix project goals and effect
goals
 Unpredictable structure – it consists of a number of complex
activities with mutual interdependencies
 Own organization – e.g. Not in the original line of work
 A project is a temporary effort to create a unique product or
service.
 Projects usually include constraints and risks regarding cost,
schedule or performance outcome.
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8. What is a project plan?
 The aim of a project plan is to go
through, document and agree upon
important issues that define the work
in the project.
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9. What is Project Management?
 Project management is a set of principles, practices, and
techniques applied to lead project teams and control project
schedule, cost, and performance risks to result in delighted
customers.
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10. What is a Project and Process?
Project
 Take place outside the
process world
 Unique and separate from
normal organization work
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Process
 Ongoing, day-to-day activities
 Use existing systems, properties,
and capabilities
A project is a unique business enterprise with a
beginning and an end, conducted by people to meet
established goals within parameters of cost,
schedule and quality.

11. Elements of Projects
 Complex, one-time processes
 Limited by budget, schedule, and resources
 Developed to resolve a clear goal or set of goals
 Customer-focused
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12. General Project Characteristics
 Ad-hoc (informal) actions with a clear life cycle
 Building blocks in the design and execution of
organizational strategies
 Responsible for the newest and most improved products,
services, and organizational processes
 Provide a philosophy and strategy for the management of
change
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13. General Project Characteristics (Cont.)
 Entail crossing functional and organization boundaries
 Traditional management functions of planning, organizing,
motivating, directing, and controlling apply
 Principal outcomes are the satisfaction of customer
requirements within technical, cost, and schedule constraints
 Terminated upon successful completion
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14. Process & Project Management 13
Process
1. Repeat process or product
2. Several objectives
3. On-going
4. People are homogeneous
5. Systems in place
6. Performance, cost, & time known
7. Part of the line organization
8. support of established practice
Project
1. New process or product
2. One objective
3. One shot – limited life
4. More heterogeneous
5. Systems must be created
6. Performance, cost & time unknown
7. Outside of line organization
8. go against established practice

15. Information Technology Project “Success”
 Software & hardware projects fail at a 65% rate
 Over ½ of all IT projects become runaways
 Up to 75% of all software projects are cancelled
 Average cost overrun is 45%; schedule overrun is
63%; with only 67% of originally contracted features
 47% of IT projects delivered but not used, 29% paid
for but not delivered; 19% abandoned
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16. Why are Projects Important?
1. Reduced product life cycles
2. Narrow product begin windows
3. Increasingly complex and technical products
4. Appearance of global markets
5. Economic period marked by low inflation
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17. Project cycle management (PCM)
 Is useful in designing, implementing and
monitoring a plan or a project
 A clear concise visual presentation of all the key
components of a plan and a basis for monitoring
 It clarifies:
 How the project will work ?
 What it is going to achieve ?
 What factors relate to its success ?
 How progress will be measured ?

18. Programming
Implementation Formulation
Evaluation Identification
Financing
decision
Financing
decision
Start Cycle
The project cycle

19. Project Life Cycles 16
Man Hours
Conceptualization Planning Execution Termination

20. Project Life Cycles and {Their Effects } 17
Conceptualization Planning Execution Termination
Uncertainty
Client Interest
Project Stake
Creativity
Resources

21. Determinants of Project Success 18
Success
Budget
Client
Acceptance
Schedule Performance

22. Six Criteria for IT Project Success
 System quality
 Information quality
 Use
 User satisfaction
 Individual Impact
 Organizational impact
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23. Four Dimensions of Project Success
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Project
Completion
Time
Importance
1
Project
Efficiency
4
Preparing for
The Future
2
Impact on
Customer
3
Business
Success

24. Spider Web Diagram
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25. Project Management Maturity Generic Model 22
Low Maturity
Ad hoc (informal) process, no common language, little
support
Moderate Maturity
Defined practices, training programs,
organizational support
High
Maturity
Institutionalized,
seeks continuous
improvement

26. Project Elements and
Text Organization 23

27. Project Management : The traditional
approach Called (SDLC)
 A traditional phased approach
identifies a sequence of steps to be
completed.
 In the "traditional approach", we can
distinguish 5 components of a project
(4 stages plus control) in the
development of a project:
 Typical development phases of a
project
 Project initiation stage;
 Project planning or design stage;
 Project execution or production
stage;
 Project monitoring and controlling
systems;
 Project completion stage.
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