Project management for information systems

465 Pages·2008·6.157 MB·English

by  Cadle, James;Yeates, Donald

James Cadle and Donald Yeates
A refreshingly readable, realistic and relevant view of project management fP
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within the context of information systems.
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plentiful case studies, exercises and good and bad examples from real life Sg fi fth edition
help the reader to put the theory into context and into practice. ye PPrroojjeecctt MMaannaaggeemmeenntt
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for Information Systems
This fi fth edition has new material on: n
• development life-cycles and approaches (including agile approaches) st
• different types of IS projects and how to manage them
• implementing change through information systems
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• updated coverage of leadership and management.
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Project Management for Information Systems is all you need to plan every aspect of an IS project
and ensure that it is implemented on time, within budget and to quality standards.
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‘A refreshing and comprehensive text that gives an excellent and well balanced
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insight in project management, focusing on the most valuable resource in any
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project, supporting the people involved.’ e

Thor E. Hasle, Ass. Professor and Vice-Dean at Oslo University College a
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‘This is an excellent starting point: a practical down-to-earth and comprehensive d
guide to many facets of IS project management. Cadle and Yeates draw on a wealth
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of experience in running projects, offering a unique combination of a refreshing
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approach to the subject and the detailed insights from the trenches. Overall, a truly
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valuable book for both students and learning practitioners.’
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Professor Darren Dalcher, Professor of Software Project Management, Middlesex University
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A Lecturer’s Manual and PowerPoint slides are available to Lecturers online at
www.pearsoned.co.uk/cadle.
www.pearson-books.com
9780132068581_COVER.indd 1 15/8/07 15:48:23
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Project Management for
Information Systems
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We work with leading authors to develop the
strongest educational materials in business and
management, bringing cutting-edge thinking and best
learning practice to a global market.
Under a range of well-known imprints, including
Prentice Hall, we craft high quality print and
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and apply their content, whether studying or at work.
To find out more about the complete range of our
publishing, please visit us on the World Wide Web at:
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Fifth Edition
Project Management for
Information Systems
James Cadle
Director of Assist Knowledge and Development and consultant
in project management and business analysis
Donald Yeates
Executive Coach, and Visiting Executive Fellow at
Henley Management College
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Pearson Education Limited
Edinburgh Gate
Harlow
Essex CM20 2JE
England
and Associated Companies throughout the world
Visit us on the World Wide Web at:
www.pearsoned.co.uk
First published 1991
Fifth edition published 2008
© Pearson Education Limited 2008
The rights of James Cadle and Donald Yeates to be identified as authors of
this work have been asserted by them in accordance with the Copyright, Designs
and Patents Act 1988.
All rights reserved. No part of this publication may be reproduced, stored in a
retrieval system, or transmitted in any form or by any means, electronic, mechanical,
photocopying, recording or otherwise, without either the prior written permission of the
publisher or a licence permitting restricted copying in the United Kingdom issued by the
Copyright Licensing Agency Ltd, Saffron House, 6–10 Kirby Street, London EC1N 8TS.
ISBN 978-0-13-206858-1
British Library Cataloguing-in-Publication Data
A catalogue record for this book is available from the British Library
10 9 8 7 6 5 4 3 2
12 11 10 09 08
Typeset in 9.5/12.5pt Stone Serif by 35
Printed and bound in Malaysia
The publisher’s policy is to use paper manufactured from sustainable forests.
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Contents
Preface xv
List of reviewers xvii
Acknowledgements xviii
Part One The Business Context 1
1 Types of information systems projects 3
1.1 Introduction 3
1.2 Software development projects 4
1.3 Package implementation projects 5
1.4 System enhancement projects 6
1.5 Consultancy and business analysis assignments 6
1.6 Systems migration projects 7
1.7 Infrastructure projects 7
1.8 Outsourcing (and in-sourcing) projects 8
1.9 Disaster recovery projects 9
1.10 Smaller IS projects 10
1.11 Summary 11
Questions 11
Case study 12
Further reading 14
2 Business strategy and information systems 15
2.1 Introduction 15
2.2 What is strategy all about? 16
2.3 Developing a strategy 18
2.4 Competition and strategy 24
2.5 Strategy and culture 27
2.6 Summary 29
Questions 29
Case study 30
Further reading 30
3 The business case 31
3.1 Introduction 31
3.2 Content and format of a business case 32
3.2.1 Introduction and background 32
3.2.2 Management summary 32
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Contents
3.2.3 Description of problem or opportunity 33
3.2.4 Options available and considered 33
3.2.5 Cost/benefit analysis 33
3.2.6 Impacts and risks 34
3.2.7 Conclusions and recommendation 34
3.2.8 Other possible inclusions 34
3.3 Investment appraisal 34
3.4 Presenting the business case 37
3.5 Benefits realization and management 37
3.6 Summary 38
Questions 38
Case study 39
Further reading 40
4 The organizational framework 41
4.1 Introduction 41
4.2 Introduction to organization structures 42
4.3 Project roles and responsibilities 44
4.4 Organizing the roles 48
4.5 Programme and portfolio management 49
4.6 PRINCE2® organization structure 51
4.7 Summary 54
Questions 54
Case study 55
Further reading 56
5 The programme and project support office 57
5.1 Introduction 57
5.2 Evolution of the PPSO function 58
5.3 Functions of a PPSO 58
5.4 Pre-initiation stage of project 59
5.5 Project initiation 60
5.6 Main delivery stages of the project 61
5.7 Post-project 63
5.8 Ongoing PPSO activities 63
5.9 Benefits of a PPSO 64
5.10 Summary 64
Questions 65
Case study 65
Further reading 65
6 Development lifecycles and approaches 67
6.1 Introduction 67
6.2 Development lifecycles 69
6.2.1 The waterfall model 69
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Contents
6.2.2 The ‘b’ model 71
6.2.3 The ‘V’ model 71
6.2.4 The incremental model 72
6.2.5 The spiral model 73
6.3 Approaches to systems development 76
6.3.1 The traditional approach to systems development 76
6.3.2 Structured methods and SSADM 76
6.3.3 Agile approaches – Scrum and DSDM 78
6.3.4 Object-oriented development methods 82
6.3.5 UML and the Unified Process 83
6.3.6 Component-based development 83
6.3.7 Extreme programming 84
6.3.8 Package-based IS projects 85
6.3.9 Soft systems methodology 86
6.3.10 The socio-technical approach 87
6.3.11 Business process re-engineering 87
6.4 Summary 88
Questions 89
Case study 89
Further reading 90
7 The profile of a project 91
7.1 Introduction 91
7.2 The process model 92
7.3 Pre-project work 94
7.4 Project start-up 94
7.4.1 The importance of this stage 94
7.4.2 Products of project start-up 97
7.4.3 The project initiation document 98
7.5 Development stage 100
7.5.1 The work in this stage 100
7.5.2 Products of development 104
7.6 Completion stage 105
7.6.1 The work in this stage 105
7.6.2 Products of completion 107
7.7 Operational stage 107
7.7.1 The work in this stage 107
7.7.2 Products of operation 107
7.8 Post-project review 108
7.8.1 The purpose of post-project review 108
7.8.2 Products of post-project review 108
7.9 Summary 108
Questions 109
Case study 109
Further reading 111
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Contents
Part Two Project Execution 113
8 Project planning: understanding the work 115
8.1 Introduction 115
8.2 Understanding the requirement 116
8.3 Breaking down the work 117
8.3.1 Work breakdown structure 117
8.3.2 Product breakdown structure 119
8.4 Product descriptions and work packages 122
8.4.1 Product descriptions 122
8.4.2 Work packages 123
8.4.3 Work package assignment to roles or individuals 124
8.5 Understanding dependencies 125
8.6 Bar charts 131
8.7 Planning for quality 133
8.8 Tolerances 133
8.9 Using planning tools 134
8.9.1 Advantages of planning tools 134
8.9.2 Disadvantages of planning tools 135
8.10 Summary 135
Questions 136
Case study 136
Further reading 138
9 Project planning: estimating 139
9.1 Estimating for IS projects 139
9.2 Estimating in engineering disciplines 140
9.3 Estimating methods compared 141
9.3.1 Analogy method 141
9.3.2 Analysis effort method 142
9.3.3 Programming method 145
9.3.4 Direct estimation based on project breakdown 146
9.3.5 The Delphi technique 147
9.3.6 CoCoMo 147
9.3.7 CoCoMo 2 148
9.3.8 CoCoMo elapsed time estimates 149
9.3.9 Function point analysis 150
9.3.10 PERT estimating 152
9.4 Estimating for supporting activities 153
9.4.1 Proportional activities 154
9.4.2 Explicit activities 155
9.4.3 Elapsed-time activities 157
9.4.4 Other factors influencing estimates 158
9.5 Human factors affecting estimating 160
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Contents
9.6 Practical experiences with estimating 161
9.7 Summary 163
Questions 164
Case study 164
Further reading 165
10 Project planning: scheduling and resourcing 167
10.1 Introduction 167
10.2 Scheduling 167
10.2.1 Effort and elapsed time 167
10.2.2 Developing the schedule 168
10.2.3 Scheduling considerations 170
10.2.4 Project milestones 173
10.2.5 Showing ‘overhead’ tasks on schedules 173
10.3 Developing resource plans 174
10.4 Contingency 176
10.5 Documenting the plan 177
10.6 PRINCE2® plans 179
10.7 Budgets 182
10.8 Summary 183
Questions 183
Case study 184
Further reading 189
11 Monitoring progress 191
11.1 Introduction 191
11.2 Monitoring effort 192
11.3 Monitoring other costs 195
11.4 Monitoring quality 197
11.4.1 Establishing the climate for successful
quality control 197
11.4.2 Timing of quality control checks 197
11.4.3 Methods for monitoring quality 198
11.4.4 Documenting quality control 201
11.5 Milestone slip chart 202
11.6 Earned value analysis 203
11.7 Summary 205
Questions 206
Case study 206
Further reading 206
12 Exercising control 207
12.1 Introduction 207
12.2 Evaluating the current situation 208
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