Managing the Information Systems Project | Using Project Management Software | First Phase of the SDLC: Systems Planning and Selection | Identification and Selection Task of the Selection and Planning Phase | Initiating and Planning Task of the Selection and Planning Phase | Assessing Project Feasibility | Baseline Project Plan Report and Scope Statement
Managing the Information Systems Project
Management through the Systems Development Life Cycle (SDLC)
Projects are planned tasks designed to meet prescribed business requirements. Projects must have a set beginning date and an agreed-upon end date and are not associated with everyday work. Project managers make sure systems development projects focus on customer expectations and needs and also ensure that the project is implemented within budget and within the time allowed. Project managers make sure the project is initiated properly, planned to ensure all tasks are completed, managed to ensure all activities are completed in an efficient manner, and the project is closed out with customer concurrence.
The PM needs a wide range of skills, including leadership, management, technical, and people skills for conflict management and to maintain excellent customer relationships. Therefore, the PM must wear many hats. You have probably been in positions in the past where you had a specific set of responsibilities and you were asked to take on additional roles or responsibilities. Well, in the case of a PM, that's exactly what is expected. You must be flexible in fast-changing environments.
Information System projects solve current business problems or take advantage of technical or business improvement opportunities.
Our book uses Pine Valley Furniture to show how projects are initiated through problem identification. The problem is documented with a systems service request. A change management team then meets to review and approve the systems service request. Once approved, a feasibility study is conducted to review costs and benefits as well as possible alternative solutions.
The PM then reviews the scope, resources needed (people, software, hardware, and money), and any risks for successful project completion.
To implement a successful project, the project manager must balance many tasks and activities. Our book lists the skills and activities needed for a PM.
Skills and Duties of a Project Manager
LeadershipInfluencing the activities of others towards completing a common goal through the use of interpersonal skillsCommunication; liaison between management, users and technical staff; assigning tasks; tracking progress ManagementUsing resources properlyDefining and sequencing activities; communicating expectations; assigning personnel to tasks; monitoring results Customer relationsManaging what the customer expects from project deliverablesInterpreting system requirements; user training; point of contact for customers Technical problem solvingSchedule resources to solve problems in meeting project goalsInterpreting system requests and specifications, defining tasks and order of completion; designing and implementing solutions to problems Conflict ManagementManaging conflict to build consensus and keep the project on trackProblem solving; compromising; goal setting Team managementManaging team members to increase team performanceCommunicating internally and externally; team performance evaluations, conflict resolution; team building Risk and change managementRecognizing, evaluating, and managing the risks that occur during a project to reduce impact on the project schedule, cost, and requirementsEnvironment scanning; risk and opportunity identification and assessment; forecasting; resource redeployment Project management activities for the project are made up of the following: initiation, planning, execution, and proper closure.
The first phase...