CTIS493 INFORMATION SYSTEMS PROJECT MANAGEMENT SPECIAL TOPICS

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CTIS493INFORMATION SYSTEMS PROJECT
MANAGEMENTSPECIAL TOPICS
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REFERENCEA SYSTEMS APPROACH TO PLANNING,
SCHEDULING, AND CONTROLLINGHarold Kerzner, Ph.D.
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Ethics Professional Conduct

• Internal unethical acts Your company asks you to
  take actions that is in the best interest of your
  company, but violates your ethical beliefs.
• You are asked to lie to the customer in a
  proposal in order to win the contract.
• You are asked to withhold bad news from your own
  management.
• You are asked to withhold bad news from the
  customer.
• You are instructed to ship a potentially
  defective unit to the customer in order to
  maintain production quotas.
• You are ordered to violate ethical accounting
  practices to make your numbers "look good" for
  senior management.
• You are asked to cover up acts of embezzlement or
  use the wrong charge numbers.

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Ethics Professional Conduct

• External unethical acts Your customers ask you
  to take action that is in their best interest but
  violates your ethical beliefs.
• You are asked to hide or destroy information that
  could be damaging to the customer during legal
  action against your customer.
• You are asked to lie to consumers to help
  maintain your customer's public image.
• You are asked to release unreliable information
  that would be damaging to one of your customer's
  competitors.
• The customer's project manager asks you to lie in
  your proposal so that he/she will have an easier
  time in approving contract award.

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Professional Responsibilities

• Ensure Individual Integrity and Professionalism
• Adhere to all legal requirements and cultural
  standards
• Maintain moral and ethical standards
• Protect the community and all stakeholders
• Contribute to the Project Management Knowledge
  Base
• Share project management knowledge on current
  research, best practices, lessons learned in
  order advance the profession.
• Enhance Individual Competence
• Balance Stakeholder Interests
• Interact with the Team and Stakeholders in a
  Professional and Cooperative Manner

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Professional Responsibilities

• Maintaining professional integrity
• Adhering ethical standards
• Recognizing diversity
• Avoiding/reporting conflict of interest
• Not making project decisions for personal gains
• Receiving gifts from customers and vendors
• Providing gifts to customers and vendors
• Managing the companys intellectual property
• Managing the customers intellectual property
• Adhering to security and confidentiality
  requirements

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Conflict of Interest / Inappropriate Connections

• An individual can gain personally based upon the
  decisions made (personal enrichment)
• Insider knowledge that the stock will be going up
  or down
• Allow employees to use charge numbers even though
  they are not working on the project
• Receiving or giving inappropriate gifts
• Providing customer with false information
• Loans with a very low interest rate
• Receiving insider/privileged information

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Management of Time Stress

• Disciplined time management is one of the keys to
  effective project management.
• Do you have trouble completing work within the
  allocated deadlines?
• How many interruptions are there each day?
• Do you have a procedure for handling
  interruptions?
• If you need a large block of uninterrupted time,
  is it available? With or without overtime?
• How do you handle drop-in visitors and phone
  calls?
• How is incoming mail handled?
• Do you have established procedures for routine
  work?

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Management of Time Stress

• Are you accomplishing more or less than you were
  three months ago? Six months ago?
• How difficult is it for you to say no?
• How do you approach detail work?
• Do you perform work that should be handled by
  your subordinates?
• Do you have sufficient time each day for personal
  interests?
• Do you still think about your job when away from
  the office?
• Do you make a list of things to do? If yes, is
  the list prioritized?
• Does your schedule have some degree of
  flexibility?

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Time Robbers

• There are numerous time robbers in the project
  management environment. These include
• A job poorly done that must be done over
• Telephone calls, mail, and email
• Lack of adequate responsibility and commensurate
  authority
• Changes without direct notification and
  explanation
• Waiting for people
• Failure to delegate, or unwise delegation

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Time Robbers

• Not enough proven managers
• Too many people involved in minor decision-making
• Lack of technical knowledge
• Lack of authorization to make decisions
• Too much travel
• Lack of adequate project management tools
• Departmental "buck passing"
• Company politics

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Effetive Time Management

• There are several techniques that project
  managers can practice in order to make better use
  of their time
• Delegate
• Follow the schedule
• Decide fast
• Decide who should attend
• Learn to say no
• Work at travel stops
• Refuse to do the unimportant
• Know your energy cycle
• Control telephone and email time
• Send out the meeting agenda

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Project Management Maturity Model (PMMM)
                                               
     
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Project Management Maturity Model (PMMM)

• http//opm3online.pmi.org/
• Level 1Common Language In this level, the
  organization recognizes the importance of project
  management and the need for a good understanding
  of the basic knowledge on project management,
  along with the accompanying language/
  terminology.
• Level 2Common Processes In this level, the
  organization recognizes that common processes
  need to be defined and developed such that
  successes on one project can be repeated on other
  projects. Also included in this level is the
  recognition that project management principles
  can be applied to and support other methodologies
  employed by the company.

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Project Management Maturity Model (PMMM)

• Level 3Singular Methodology In this level, the
  organization recognizes the synergistic effect of
  combining all corporate methodologies into a
  singular methodology, the center of which is
  project management. The synergistic effects also
  make process control easier with a single
  methodology than with multiple methodologies.
• Level 4Benchmarking This level contains the
  recognition that process improvement is necessary
  to maintain a competitive advantage. Benchmarking
  must be performed on a continuous basis. The
  company must decide whom to benchmark and what to
  benchmark.
• Level 5Continuous Improvement In this level,
  the organization evaluates the information
  obtained through benchmarking and must then
  decide whether or not this information will
  enhance the singular methodology.

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Competency Models
                                               
     
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Processes Supporting Project Management
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Processes Supporting Project Management

• 1985 Companies recognize that they must compete
  on the basis of quality as well as cost.
  Companies begin using the principles of project
  management for the implementation of total
  quality management (TQM).
• 1990 During the recession of 19891993,
  companies recognize the importance of schedule
  compression and being the first to market.
  Advocates of concurrent engineering begin
  promoting the use of project management to obtain
  better scheduling techniques.
• 19911992 Executives realize that project
  management works best if decision-making and
  authority are decentralized, but recognize that
  control can still be achieved at the top by
  functioning as project sponsors.
• 1993 As the recession of 19891993 comes to an
  end, companies begin "reengineering" the
  organization, which really amounts to elimination
  of organizational "fat." The organization is now
  a "lean and mean" machine. People are asked to do
  more work in less time and with fewer people
  executives recognize that being able to do this
  is a benefit of project management.

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Processes Supporting Project Management

• 1994 Companies recognize that a good project
  cost control system (i.e., horizontal accounting)
  allows for improved estimating and a firmer grasp
  of the real cost of doing work and developing
  products.
• 1995 Companies recognize that very few projects
  are completed within the framework of the
  original objectives without scope changes.
  Methodologies are created for effective change
  management.
• 1996 Companies recognize that risk management
  involves more than padding an estimate or a
  schedule. Risk management plans are now included
  in the project plans.
• 19971998 The recognition of project management
  as a professional career path mandates the
  consolidation of project management knowledge and
  a centrally located project management group.
  Benchmarking for best practices forces the
  creation of centers for excellence in project
  management.
• 1999 Companies that recognize the importance of
  concurrent engineering and rapid product
  development find that it is best to have
  dedicated resources for the duration of the
  project. The cost of over-management may be
  negligible compared to risks of under-management.
  More organizations begin to use co-located teams
  all housed together.

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Processes Supporting Project Management

• 2000 Mergers and acquisitions create more
  multinational companies. Multinational project
  management becomes a major challenge.
• 2001 Corporations are under pressure to achieve
  maturity as quickly as possible. Project
  management maturity models help companies reach
  this goal.
• 2002 The maturity models for project management
  provide corporations with a basis to perform
  strategic planning for project management.
  Project management is now viewed as a strategic
  competency for the corporation.
• 2003 Intranet status reporting comes of age.
  This is particularly important for multinational
  corporations that must exchange information
  quickly.
• 2004 Intranet reporting provides corporations
  with information on how resources are being
  committed and utilized. Corporations develop
  capacity planning models to learn how much
  additional work the organization can take on.
• 2005 Six Sigma project management for continuous
  improvement
• 2006 Virtual project teams rely on trust,
  teamwork, and effective communication
• 2007 The concept of lean project teams is used.