Chapter 10 A Portfolio Approach to IT Projects

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Chapter 10 A Portfolio Approach to IT Projects

• Chaoyang University of Technology
• Ying Chieh Liu

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Effect of adding risk factors
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Background

• Many IT projects failed due to(1) Failure to
  assess the implementation risk of a project at
  the time it is funded(2) failure to consider the
  aggregate implementation risk of a portfolio of
  projects(3) failure to recognize that different
  projects require different managerial approaches

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Sources of implementation risk

• Project size
• Experience with the technology
• Requirements volatility

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Project examples by implementation risk
categories
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What people expect and what often happens at
system cutover
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Risk and return distribution for a portfolio of
projects
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Project management tools

• External integration tools communication devices
  that link the project teams work to system
  users, current and prospective, at both
  managerial and lower levels.
• Internal integration tools include various
  personnel controls and communication devices,
  ensure that a project team operates as an
  integrated unit
• Formal planning tools help structure the
  sequence of project tasks in advance and estimate
  the time, money, and technical resources the team
  will need to execute them
• Formal result controls help managers evaluate
  progress and spot potential discrepancies so that
  corrective action can e taken.
• Table 10.1 provides examples (p.462)

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SDLC (software development life cycles)

• Analysis and design
• Construction
• Implementation
• Operation and maintenance

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Process consistency and agility

• Process consistency and agility are important to
  sure no balls are dropped, all requirements are
  met adequately and no important details go
  unnoticed.
• Three simple tools(1) flow understand the
  relationship between their activities and those
  of others(2) completeness everything is being
  done.(3) Visibility review processes while they
  are being executed to get status information.(4)
  auditable ensure the project activities are
  auditable.