Project 4: Grading rubric:

Total value:

• 20 points o Research portion:

§ 10 points o Concept portion:

§ 10 points o Attributions/Works Cited page:

§ This score is lumped into the above 2 categories as you’ll need attributions for both

General grading guidance: 1. We will be thinking about & grading your projects based off of 2 guidelines: perceived effort and followed instructions. Both are of equal importance.

• Perceived effort: o This takes into account the overall presentation of your project, spelling,

grammar, proof reading, etc. If you project is well put together, easy to understand, and looks/sounds professional, you should score well in this area.

• Followed instructions: o This takes into account if you did what was asked of you by the instructions

document. Did you include all the required elements? If you did, you should do well in this area.

2. After you submit your work, you project must stand alone. Meaning, it must communicate everything you intend to say to us in regard to this project. If it doesn’t, you need to continue polishing it until it does. We won’t have the benefit of you explaining your work to us when we grade it. 3. No one will be allowed to resubmit work for regrading. You get 1 opportunity to turn work in; turn in high quality work. 4. Design is subject. Therefore, grading is also subjective. The AIs come with their own understandings of each topic space (and personal perspectives). Therefore, if you’re not detailed enough in your project (meaning they cannot understand what you’re talking about) it will be reflected in your grade. You will always receive written feedback with every submission in the form of design feedback and critique. Partial/no inline citations and/or partial/no Attributions page/Works Cited page:

• Results in an automatic 0 on the full project and a mandated in person meeting with Joanna will be required immediately.

Project 4: Formatting:

• Overall file submission type: PDF (1 file containing all 3 parts) • Standard paper size: 8.5 x 11 – don’t use a larger page size

• Title page: (page 1 of overall document)

o Your name, title of project, topic space

o Any size font o Any readable font

o Landscape mode o Multiple columns are okay o 1 page only

• Research portion: (pages 2 & 3 of your overall document) o 12 point font o Main text: readable, print

font (not cursive) o Single spaced

o Landscape mode o Multiple columns are okay o 1 page minimum, 2 pages

maximum

• Concept portion: (pages 4 & 5 of your overall document) o 12 point font o Main text: readable, print

font (not cursive) o Single spaced o Landscape mode

o Multiple columns are okay o 3 self-sketched images of

your concept o 1 page minimum, 2 pages

maximum

• Attributions/Works Cited page: (pages 6+ of your overall document) o 12 point font o Main text: readable, print

font (not cursive)

o Single spaced o Landscape mode o As many pages as needed

• Additional page/appendices: (pages 7+ of your overall document)

o OPTIONAL page – NOT graded

o 12 point font o Main text: readable, print

font (not cursive)

o Single spaced, o Landscape mode o As many pages as needed

Software recommendation: (STRONG recommendation)

• Use Adobe InDesign to format your full project Key objectives:

• Overall: o You MUST use INLINE citations throughout your research and concept portions.

§ Recommendation:

• To save room, it helps to use subscripts such as: “….resource 1”, superscripts such as, “…image 2”, or parentheses such as: “… (image 3)”

• Be mindful that all numbers align with the numbers on your attributions/works cited page.

• For the research: o Get to know your topic space through reliable, scholarly resources, (or reliable,

trusted, fact checked sources). § i.e.: Become well-educated in some capacity about the overall topic space

provided to you as well as your target user group o Pick a target user group to better understand your topic space through their

perspective o Helpful tip:

§ It helps to look into pre-existing products that are already in place in the given topic space. Look at technological solutions, analog solutions, common/uncommon solutions.

• For the concept: o This is your ORIGINAL idea and/or a SIGNIFICANT iteration off of a pre-

existing design. § Significant iteration involves drastically altering a pre-existing design.

Minor changes won’t count as a significant iteration. o Use the research you did in part 1 to support your design choices (known as a

design rationale) for your concept. o Craft your concept through the lens of your target user group keeping in mind

their needs/requirements. § Tip:

• It helps to talk about your concept from their perspective directly in your write up.

o Give us 3 self-sketched images of your concept

• For the attributions/Works Cited page: o Use full citations o Only use our class’s citation style found below:

§ Primary attribution: • Image: description (source: insert your name here @ date of

creation) • Source: description (source: insert your name here @ date of

creation) § Secondary attribution:

• Image: description (source: insert website here @ date of access) • Source: description (source: insert website here @ date of access)

Project details:

Overall topic space: Environmentalism Sub topic space: You may choose to study any subsector within the overall topic space of environmentalism. This could mean that many people in class choose the same (or similar) sub topic space as yourself, or you could pick something very unique that few others would choose. As long as you can articulate how your sub topic space fits within the overall, you’re narrowing down this topic space correctly. For example, you could choose to study environmental relief efforts, conservation efforts, sustainability, climate change, solar energy, wind energy, etc. Due:

• On Canvas, under assignments for Project 4 • Tuesday, Dec 10 by 2pm

Value:

• 20 points (see rubric on page 1) Throughout this full project process, remember that the research is being done to support the concept portion. Making the 2 connect and flow together as supportive units is extremely important. The full project should read like a well written book once you’re done crafting it.

Week 1: Research and concept portions combined Research portion

During this phase, I am asking you to better understand the overall topic space of environmentalism as well as a target user group of your choosing. You are to research into both areas, read the research you’ve done fully, interpret the research, and resynthesize it in written format on 2 pages. Meaning you’ll be reiterating key points of your research to us (your reader) then showcasing insights you’ve discovered from doing the research which will help lead you into your concept portion. Format your research portion through the guidelines found at the start of this document. How you choose to exactly layout your work on the 2 pages is up to you. Design these intentionally to fit your content.

Concept portion Based off of the research you did (or from research you heard from a classmate), create one concept to solve a problem you identified through your research findings. Remind us (your reader) of how your research supported all of the choices you made for your concept. Again, this is called a design rationale. Give your concept a solid foundation to stand on so when questioned/critiqued, you can support your choices with sound reasoning.

Format your concept portion through guidelines found at the start of this document. How you choose to exactly layout your work on the 2 pages is up to you. Design these intentionally to fit your content. Do not forget to include the minimum of 3 self-sketched images of your concept. What you showcase in these drawings is up to you, but they must be informative and support your write up. You may hand draw your images with pencil/pen and paper, or you may create sketches using computer software. All images of your concept must be your own. You must inline cite your images anywhere you use them as well as cite each image in your attributions/Works Cited pages too.

Week 2: Small group presentations During the 2nd week (on Thursday), you’ll present your project (in its current standing) to a preselected group of your classmates in small groups. Your classmates will critique your project and give you helpful feedback. Please note, we’ll teach you how to conduct design critiques. From the small group presentations, classmates will be selected to present their final full projects to the entire class the following Tuesday.

Managing and Using Information Systems:

A Strategic Approach – Sixth Edition

Keri Pearlson, Carol Saunders, and Dennis Galletta

© Copyright 2016 John Wiley & Sons, Inc.

Chapter 11 Project Management

Rural Payments Agency Case

• What were the recurring problems with the RPA’s Single Payment Scheme project between 2006 and 2014?

• What system was rolled out in 2015 to solve the problems? How did it solve the problems?

• What problems occurred in 2015? What was the solution?

• What were the causes of the problems?

© 2016 John Wi ley & Sons, I nc. 3

Failed IS Projects

• Standish Group found that: • 67% of all software projects are “challenged!”

• Late, or • Over budget, or • Don’t perform

• Even one failure could endanger a firm!

© 2016 John Wi ley & Sons, I nc. 4

Definition of “Project”

• “[A] project is a temporary endeavor undertaken to create a unique product or service.”

• Temporary—every project has a definite beginning and a definite end.

• Unique—the product or service is different in some distinguishing way from all similar products or services.”

• -Project Management Institute (1996)

© 2016 John Wi ley & Sons, I nc. 5

Project vs Operations

Characteristics Operations Projects

Purpose Sustain the firm Reach a goal

When to change When operations no longer serve the goals

When a goal is reached

Quality control Formal Informal

Tasks Repetitive Unique

Duration Ongoing Temporary

© 2016 John Wi ley & Sons, I nc. 6

Project Stakeholders

• Anyone (or any firm) • Involved • With affected interests

• Obvious players: • Project manager, project team • Project sponsor (general manager funding it) • Customers (huge variety) • Employees

© 2016 John Wi ley & Sons, I nc. 7

Programs vs Projects

• A program is a set of related projects that accomplish a strategic objective

• Examples: TQM; workplace safety

© 2016 John Wi ley & Sons, I nc. 8

Project Management

• “Application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements.”

• Trade-offs must be made

© 2016 John Wi ley & Sons, I nc. 9

Pick any two!

Time Cost

Scope

Project Triangle

10© 2016 John Wi ley & Sons, I nc.

Picking any two

• Fast and cheap: It won’t be good! • Slapped together or using interns

• Fast and good: It won’t be cheap! • Purchase solution/hire “rock star” skilled team

• Cheap and good: It won’t be fast! • This option is possible if you would wait for open

source solution or use

© 2016 John Wi ley & Sons, I nc. 11

Project Management Software

• Top five PM systems • Microsoft Project • Atlassian Jira • Podio • Smartsheet • Basecamp

© 2016 John Wi ley & Sons, I nc. 12

Project Management Office

• Project support

• Project management process and methods

• Training

• Project management home base

• Internal consulting and mentoring

• Project management software tools and support

• Portfolio management (managing multiple projects)

© 2016 John Wi ley & Sons, I nc. 13

Essential Elements

• Project management

• Project team

• Project cycle plan

• Common project vocabulary

© 2016 John Wi ley & Sons, I nc. 14

Element 1: Project Management

• Identifying requirements

• Defining the team’s structure

• Assigning team members

• Managing risks / leveraging opportunities

• Measuring the project’s status

• Making the project visible to others

• Comparing project status against plan

• Taking corrective action when necessary

• Providing project leadership

Require planning

Require taking action

© 2016 John Wi ley & Sons, I nc. 15

Project Leadership

• Strong project leaders focus, align, and motivate members by managing • Team composition • Reward systems

• Strong processes trade off against strong leadership (next slide)

© 2016 John Wi ley & Sons, I nc. 16

Project Leadership

Project Management Process

More leadership

Needed

Less leadership

Needed

No PM process

Team is new to PM process

Team does not value process

PM process exists

Team is fully trained in process

Team values process

Project leadership vs. project management process

© 2016 John Wi ley & Sons, I nc. 17

Element 2: Project Team

• Helpful: collect a set of people with the needed • Skills • Knowledge • Experiences • Capabilities

• They must also represent their departments

© 2016 John Wi ley & Sons, I nc. 18

Element 3: Project Cycle Plan

• Organizes the steps and defines dates

• Breaks work into phases

• End is “go live” date

• “Control gates:” ready to move to next phase?

• Tools include PERT/GANTT

© 2016 John Wi ley & Sons, I nc. 19

PERT

© 2016 John Wi ley & Sons, I nc. 20

Gantt

© 2016 John Wi ley & Sons, I nc. 21

Template – Other Views

Unfreezing Change Refreezing

© 2016 John Wi ley & Sons, I nc. 22

Element 4: Common Project Vocabulary

• Make sure everyone knows what the following mean: • “End of year” • “Divestment” vs “sale” • “Acquisition” vs “purchase” • “Customer” vs “user”

© 2016 John Wi ley & Sons, I nc. 23

Difficulties

• IT projects are difficult to estimate and most fail to meet their schedules and budgets • Highly interactive, complex sets of tasks • Closely interrelated with each other (coupled)

• Most projects cannot be made more efficient simply by adding labor • Some are actually slowed down (Brooks’ Law)

© 2016 John Wi ley & Sons, I nc. 24

Systems Development Life Cycle

SDLC typically consists of typical phases such as: 1. Initiation of the project 2. The requirements definition phase 3. The functional design phase 4. The system is actually built 5. Verification phase 6. The “cut over:” The new system is put in operation

7. The maintenance and review phase

Different models have different numbers of phases

© 2016 John Wi ley & Sons, I nc. 25

Limitations of SDLC

• Traditional SDLC methodology for current IT projects are not always appropriate: • Sometimes costs are difficult to estimate • Sometimes uniqueness makes previous experience hard

or impossible to find • Objectives may reflect a scope that is

• Too broad (can’t solve it), or • Too narrow (not ambitious enough)

• Might take too long when the business environment is very dynamic

© 2016 John Wi ley & Sons, I nc. 26

Alternative Approaches – for speed

• Iterative approaches enable evolutionary development

© 2016 John Wi ley & Sons, I nc. 27

Other Approaches • Prototyping

• Build a high-level version of the system very quickly and get feedback

• Advantages: • User involvement early and throughout the development process

• Disadvantages: • Documentation may be difficult to write • Users may not have a realistic scope of the system while making decisions

• RAD (Rapid Application Development) prototyping + 4-step SDLC • Like prototyping, RAD uses iterative development tools

to speed up development: • GUI, reusable code, code generation, databases, testing,

debugging • Goal is much faster building of the system

© 2016 John Wi ley & Sons, I nc. 28

Other Approaches (continued)

• JAD (Joint Application Development) – IBM • Users are involved throughout the process

• “Agile” approaches speed things up • XP (Extreme Programming), Scrum, etc.

29© 2016 John Wi ley & Sons, I nc.

Other Approaches (continued)

User-centered design

• Focuses on usability but uses many of the tools of RAD, JAD, Agile, prototyping

• Users participate and continuously evaluate usability

• Usability.gov provides 209 guidelines

• Technology is advancing so they are dated (e.g., touchscreen tablets are not included)

• “How or why” for touch PC O/S not yet settled

• Requires multidisciplinary approach: psychology, graphic art, Internet technologies, business needs, etc.

© 2016 John Wi ley & Sons, I nc. 30

Other Approaches (continued)

Open source approach • Uses crowdsourcing

• Code is available for all to see and improve

• Linux: the basis for • Android • Some Garmin GPS • Some Sony TVs

• OS/X is based on BSD

• BSD and Linux come from Unix

© 2016 John Wi ley & Sons, I nc. 31

Comparison of approaches Methodology Advantages Disadvantages SDLC • Structured approach

• Phase milestones and approvals

• Uses system approach

• Focuses on goals and trade-offs

• Emphasizes documentation

• Requires user sign-offs

• Systems often fail to meet objectives

• Needed skills are often difficult to obtain

• Scope may be defined too broadly or too narrowly

• Very time consuming

Agile Development

• Good for adapting to changing requirements

• Works well when user requirements change continuously

• Allows face-to-face communication and continuous inputs from users

• Speeds up development process

• Users like it

• Hard to estimate system deliverables at start of project

• Under-emphasizes designing and documentation

• Easy to get project off-track if user goals are unclear

Prototyping • Improved user communications • Users like it

• Speeds up development process

• Good for eliciting system requirements

• Provides a tangible model to serve as basis for production version

• Often under-documented

• Not designed to be an operational version

• Often creates unrealistic expectations

• Difficult-to-manage development process

• Integration often difficult

• Design flaws more prevalent than in SDLC

• Often hard to maintain

© 2016 John Wi ley & Sons, I nc. 32

What Makes a Project Risky?

• Risk Framework • Complexity

• Many parts? Impacts on rest of system? Global? Unfamiliar hardware/software/databases? Changing requirements?

• Clarity • Hard to define the purpose, input, and output?

• Size • Cost, staff, duration, team, departments affected, lines of

code

• They are geometric, not linear (additive): • Having all three of these would be much more than

three times as bad as one of these.

© 2016 John Wi ley & Sons, I nc. 33

Managing Risk from Complexity

• Strategies to deal with complexity: • Leverage the Technical Skills of the Team such as having

a leader or team members who have had significant experience

• Rely on Consultants and Vendors – for additional expertise

• Integrate Within the Organization such as • Having frequent team meetings

• Extensive documentation • Regular technical status reviews

34© 2016 John Wi ley & Sons, I nc.

Managing Risk from Clarity

• Strategies to deal with low clarity • Rely more heavily upon the users to define system

requirements • Manage stakeholders by balancing the disparate

goals • Sustain Project Commitment

© 2016 John Wi ley & Sons, I nc. 35

Project Commitment – Important for project success

Determinant Description Examples More likely for commitment if:

Project Objective attributes of the project

Cost, benefits, expected difficulty, and duration

There is a large potential payoff.

Psychological Factors managers use to convince themselves things are not so bad

Previous experience, personal responsibility for outcome, and biases.

There is a previous history of success.

Social Elements of the various groups involved in the process

Rivalry, norms for consistency, and need for external validation

External stakeholders have been publicly led to believe the project will be successful.

Organizational Structural attributes of the organization

Political support, and alignment with values and goals

There is strong political support from executive levels.

Cultural Cultural attributes Appreciation for teamwork or a focus on technical issues

There is a culture of teamwork.

© 2016 John Wi ley & Sons, I nc. 36

Pulling the Plug

• Often projects in trouble persist long after they should have been abandoned—Pull the plug! • Many projects are 99% complete for 50% of the project!

• People can go to great lengths to sustain a doomed project when there are • Sunk costs • High penalties for failure • Emotional attachment to the project by powerful

individuals

© 2016 John Wi ley & Sons, I nc. 37

Four dimensions of success

• Shenhar, Dvir and Levy’s (1998) four dimensions of success: • Resource constraints: does the project meet the

time and budget criteria? • Impact on customers: how much benefit does the

customer receive from the project? • Business success: how high and long are the profits

produced by the project? • Prepare for the future: has the project enabled

future success? Future impact?

© 2016 John Wi ley & Sons, I nc. 38

Figure 11.11 Success dimensions for various project types.

© 2016 John Wi ley & Sons, I nc. 39

Managing and Using Information Systems:

A Strategic Approach – Sixth Edition

Keri Pearlson, Carol Saunders, and Dennis Galletta

© Copyright 2016 John Wiley & Sons, Inc.