Information Technology Project Management

Jack T. Marchewka is an associate professor, the Barsema Professor of Management Information Systems, and the director of the Business Information Technology Transfer Center (BITTC) at Northern Illinois University. He received his Ph.D. from Georgia State University's department of Computer Information Systems in 1994 and was a former faculty member at Kennesaw State University. Prior to entering academia, Dr. Marchewka was a vice president of MIS for a healthcare company in Atlanta, Georgia. Dr. Marchewka has taught a number of courses at both the undergraduate and graduate levels and has been a guest lecturer at the Rotterdam School of Management, Erasmus University in the Netherlands. His articles have appeared in journals such as Information Resources Management Journal, Information Technology & People, Journal of International Information Management, and Journal of Informatics Education and Research.

• Preface xiiiAbout the Author xviiiChapter 1 The Nature of Information Technology Projects 1Introduction 1What Is a Project? 2Project Attributes 2What Is Project Management? 4Projects, Programs, and Portfolios 4Project Management and Information Technology 5The State of IT Project Management 7Why Many Projects Fail 8Improving the Likelihood of Success 10The Purpose of this Book 12Chapter Summary 12Review Questions 13Husky Air—Pilot Angels 14Husky Air Assignment 15The Martial Arts Academy—School Management System 16Quick Thinking—Involving the User 19Quick Thinking—FAA Nextgen Air-Traffic Control Project 20Case Studies 20Bibliography 23Chapter 2 Project Methodologies and Processes 24Introduction 24The Project Life Cycle 25The Project Management Body of Knowledge (PMBOK®) 27Project Management Knowledge Areas 27Project Processes 28Project Management Process Groups 29PRINCE2® 31PRINCE2® Processes 31PRINCE2® Themes 32PRINCE2® Principles 33The Systems Development Life Cycle (SDLC) 34The PLC and the SDLC 35Implementing the SDLC 35Waterfall 36Agile Systems Development 38What Is Agile? 38Some Commonly Used Agile Methods 40Waterfall versus Agile? 41Learning Cycles and Lessons Learned 42Chapter Summary 46Review Questions 48Husky Air—Pilot Angels Assignment 50Martial Arts Academy (MAA) Assignment 51Quick Thinking—Learning from Failure 53Quick Thinking—Doing Agile or Being Agile? 54Case Studies 55Bibliography 58Chapter 3 Measurable Organizational Value and the Business Case 59Introduction 59Measurable Organizational Value (MOV) 60The MOV and Project Objectives 61Developing the MOV 62The Business Case 67What Is a Business Case? 67Developing the Business Case 68Project Selection and Approval 76The IT Project Selection Process 76The Project Selection Decision 76Chapter Summary 77Review Questions 77Husky Air Assignment—Pilot Angels 78The Martial Arts Academy (MAA)—School Management System 80Quick Thinking—Measuring the Immeasurable 83Quick Thinking—The Elevator Pitch 83Case Studies 84Bibliography 89Chapter 4 Project Planning: The Project Infrastructure 91Introduction 91Project Governance 92The Project Team 94The Project Manager 94The Project Team 95The Organization and Project Planning 96The Functional Organization 96The Project Organization 99The Matrix Organization 100Procuring External Project Resources 101Procurement Planning 102Contracts Between Sellers and Buyers 103The Project Environment 105The Project Charter 105What Should Be in a Project Charter? 106Project Identification 106Project Stakeholders 107Project Description 107Measurable Organizational Value (MOV) 107Project Scope 107Project Schedule 107Project Budget 108Quality Standards 108Resources 108Assumptions and Risks 108Project Administration 108Acceptance and Approval 109References 109Terminology 109Chapter Summary 110Review Questions 111Husky Air Assignment—Pilot Angels 112The Martial Arts Academy (MAA)—School Management System 113Quick Thinking—The Project Sponsor 114Quick Thinking—Projects as Social Networks 114Case Studies 115Bibliography 119Chapter 5 Project Planning: Scope and the Work Breakdown Structure 120Introduction 120The Triple Constraint 121Defining and Managing Project Scope 122Plan Scope Management 123Collect Requirements 123Define Scope 123The Scope Boundary 123The Statement of Work (SOW) 124The Scope Statement 124Project-Oriented Scope 125Product-Oriented Scope 125Validate Scope 128Control Scope 128Scope Change Control Procedures 129The Work Breakdown Structure (WBS) 130Work Packages 131Deliverables and Milestones 131Developing the WBS 132Project Estimation 134Guesstimating 134Delphi Technique 134Time Boxing 135Top-Down Estimating 135Bottom-Up Estimating 136Poker Planning 136Chapter Summary 138Review Questions 139Husky Air Assignment—Pilot Angels 140The Martial Arts Academy (MAA)—School Management System 141Quick Thinking—Sinking a Project 142Quick Thinking—More People = More Problems 143Quick Thinking—Politics and Estimates 143Case Studies 144Bibliography 147Chapter 6 Project Planning: The Schedule and Budget 149Introduction 149Developing the Project Schedule 151Gantt Charts 151Project Network Diagrams 153Critical Chain Project Management (CCPM) 157Project Management Software Tools 159Developing the Project Budget 161The Baseline Plan 163The Kick-Off Meeting 164Chapter Summary 164Review Questions 166Husky Air Assignment—Pilot Angels 166The Martial Arts Academy (MAA)—School Management System 167Quick Thinking—Planning versus the Plan 168Quick Thinking—The Map is Not the Territory 168Case Studies 169Bibliography 172Chapter 7 Managing Project Risk 173Introduction 173Create a Risk Plan 176Identify Risks 176A Project Risk Identification Framework 176Applying the Project Risk Identification Framework 178Other Tools and Techniques 179Analyze Risk 182Qualitative Approaches 183Quantitative Approaches 186Discrete Probability Distributions 186Continuous Probability Distributions 186Develop Risk Strategies 191Monitor and Control Risk 193Respond and Evaluate Response to Risk 193Chapter Summary 194Review Questions 196Husky Air Assignment—Pilot Angels 197The Martial Arts Academy (MAA)—School Management System 197Quick Thinking—Send in the Reserves 198Quick Thinking—Risky Management 199Case Studies 200Bibliography 204Chapter 8 Managing Project Stakeholders and Communication 205Introduction 205Stakeholder Analysis 206The Informal Organization 206Stakeholders 206Stakeholder Analysis 206Monitoring and Controlling the Project 207The Project Communications Plan 209Project Metrics 211Burn-Down Chart 213Earned Value 213Analyzing Current Performance 216Forecasting Project Performance 218Reporting Performance and Progress 222Information Distribution 222Chapter Summary 223Review Questions 224Husky Air Assignment—Pilot Angels 225The Martial Arts Academy (MAA)—School Management System 227Quick Thinking—Projects as Social Networks 228Quick Thinking—Communication and Mentoring 229Case Studies 230Bibliography 233Chapter 9 Managing Project Quality 234Introduction 234Quality Philosophies 237Craftsmanship 237Scientific Management 238The Total Quality Management (TQM) Gurus 238Process Capability and Maturity 240The Project Quality Management Plan 242Quality Philosophies and Principles 242Quality Standards, Processes, and Metrics 244Quality Assurance 245Quality Control 247Continuous Improvement: Learn, Mature, and Improve 251Chapter Summary 251Review Questions 252Husky Air Assignment—Pilot Angels 253The Martial Arts Academy (MAA)—School ManagementSystem 253Quick Thinking—Why Do We Accept Low-Quality Software? 254Quick Thinking—OPM3® 254Case Studies 255Bibliography 259Chapter 10 Leading the Project Team 260Introduction 260Project Leadership 261Some Modern Approaches to Leadership 261Leadership Styles 263Emotional Intelligence 264Ethics and Leadership 265Ethical Leadership 266Some Common Ethical Dilemmas in Projects 268Making Sound Ethical Decisions 269Teams and Leadership 270Multicultural Projects 272The Challenges of International Projects 272Understanding Diversity 273Chapter Summary 274Review Questions 275Husky Air—Pilot Angels 275The Martial Arts Academy (MAA)—School Management System 276Quick Thinking—Leadership and Listening 277Quick Thinking—Sitting Ducks 277Case Studies 278Bibliography 281Chapter 11 Managing Organizational Change, Resistance, and Conflict 282Introduction 282The Nature of Change 284Change Has an Impact 284Change Is a Process 285Change Can Be Emotional 286The Change Management Plan 287Assess Willingness, Readiness, and Ability to Change 287Develop or Adopt a Strategy for Change 289Rational-Empirical Approach 289Normative-Reeducation Approach 290Power-Coercive Approach 290Environmental-Adaptive Approach 291Implement the Change Management Plan and Track Progress 291Evaluate Experience and Develop Lessons Learned 292Dealing with Resistance and Conflict 292Resistance 292Conflict 293Chapter Summary 295Review Questions 295Husky Air Assignment—Pilot Angels 297The Martial Arts Academy (MAA)—School Management System 298Quick Thinking—It’s Not Easy Going Green 299Quick Thinking—Cross-Functional and Multicultural Teams 299Case Studies 300Bibliography 305Chapter 12 Project Completion 306Introduction 306Product Release or System Implementation 307Direct Cutover 307Parallel 308Phased 308Project Closure 310Project Sponsor Acceptance 312The Final Project Report 312The Final Meeting and Presentation 313Administrative Closure 313Project Evaluation 314Individual Performance Review 314Project Close-Out (Postmortem) Review 315Project Audit 316Evaluating Project Success—The MOV 316Chapter Summary 317Review Questions 318Husky Air Assignment—Pilot Angels 319The Martial Arts Academy (MAA)—School Management System 319Quick Thinking—Killing a Project 320Quick Thinking—The Post-Implementation Audit 320Case Studies 321Bibliography 324Appendix: An Introduction to Function Point Analysis (Available online at www.wiley.com/college/marchewka)Index 325