ISAN CH 18

Reasons for project failure

Unclear or missed business requirements, Skipping DLC phases, Failure to manage project scope and plan, Changing technology

Tangible Benefits

Easy to quantify and typically measured to determine the success or failure of a project. Decrease expenses, processing errors, and response time. Increase quantity, sales, and quality

Intangible benefits

Difficult to quantify or measure. Improve decision making, commmunity service, goodwill, and morale

Economic Feasibility

Measure cost effectiveness of project

Operational Feasibility

Measure how well a solution meets tge identified system requirements tosolve probelms ad take adv of opportunities

Schedule Feasibility

Measure project time fram to ensure it can be done on time

Technical Feasibility

Measure the practicality of a technicalsolution and availability of techinical resources

Political Feasibility

Measure how well solution will be accepted in org

Legal Feasibility

Measurehow well a solution ca be implemented within exisitng legal and contractual obligations

Triple Constraint

Time, Resources, Scope (changing one changes all)

Project deliverable

Any measurable, tangible, verifiable outcome, result, or item that is produced to complete a project or part of a project.

Project milestone

Represents key dates when a certain group of activities must be performed.

Project MGMT office

An internal department that oversees all organizational projects.

Prokect Stakeholder

An individual or organization actively involved in the project or whose interests might be affected as a result of project execution or project completion.

Executive Sponsor

The person or group who provides the financial resources for the project.

Project Planning diagrams (SMART)

Specific, Measurable, Agreed Upon, Realistic, Time Frame

Project Plan

A formal, approved document that manages and controls project execution (prepared by team)

Projects

Temporary activities undertaken to create a unique product or service

Dependency

A logical relationship that exists between the project tasks, or between a project task and a milestone.

Critical Path

Estimates the shortest path through the project ensuring all critical tasks are completed from start to finish.

Gantt chart

A simple bar chart that lists project tasks vertically against the project’s time frame, listed horizontally.

In-Sourcing (in-house-development)

A common approach using the professional expertise within an organization to develop and maintain the organization’s information technology systems.

Outsourcing

An arrangement by which one organization provides a service or services for another organization that chooses not to perform them in-house.

Onshore outsourcing

The process of engaging another company within the same country for services.

Nearshore outsourcing

Contracting an outsourcing arrangement with a company in a nearby country.

Offshore outsourcing

Using organizations from developing countries to write code and develop systems.

Outsource benefits

Length of contract, Threat to competitive advantage, Loss of confidentiality

Scope Creep

The tendency to permit changes that exceed a project’s scope and may wreak havoc on the schedule, work quality, and budget. (occurs when scope increases)

Feature Creep

occurs when extra features are added

PERT ( Program Evaluation and Review Technique) chart

A graphical network model that depicts a project’s tasks and the relationships between those tasks.

Work Breakdown structure (WBS)

A plan that breaks down a project’s goals into the many deliverables required to achieve it.

Project Manager

An individual who is an expert in project planning and management, defines and develops the project plan, and tracks the plan to ensure the project is completed on time and on budget

Project MGMT

The application of knowledge, skills, tools, and techniques to project activities to meet project requirements