ITO 07-06-13 Bild 12-1 Projektstyrning och outsourcing Chapter twelve overview SECTION 12.1 – PROJECT MANAGEMENT –Project Management –Project Management.

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1 ITO 07-06-13 Bild 12-1 Projektstyrning och outsourcing Chapter twelve overview SECTION 12.1 – PROJECT MANAGEMENT –Project Management –Project Management Fundamentals –Change Management Fundamentals –Risk Management Fundamentals SECTION 12.2 – OUTSOURCING –Outsourcing –The Outsourcing Phenomenon –Outsourcing Options –Offshore Outsourcing –The Challenges of Outsourcing –Future Outsourcing Trends

2 ITO 07-06-13 Bild 12-2 12.1. PROJECT MANAGEMENT Project management – the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project Project management software – supports the long-term and day-to- day management and execution of the steps in a project

3 ITO 07-06-13 Bild 12-3 Project management Project management interdependent variables

4 ITO 07-06-13 Bild 12-4 Project management Common reasons why IT projects fall behind schedule or fail

5 ITO 07-06-13 Bild 12-5 Project management fundamentals Project – a temporary endeavor undertaken to create a unique product or service Project management – the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations

6 ITO 07-06-13 Bild 12-6 Project management fundamentals 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 manager – an individual who is an expert in project planning and management, defines and develops the project plan, and tracks the plan to ensure all key project milestones are completed on time

7 ITO 07-06-13 Bild 12-7 Project management fundamentals Project management role

8 ITO 07-06-13 Bild 12-8 Setting The Project Scope Project scope – defines the work that must be completed to deliver a product with the specified features and functions, and typically includes: –Project product –Project objectives –Project deliverables –Project exclusions

9 ITO 07-06-13 Bild 12-9 Från idé/mål till aktiviteter Leverans Aktivitet Milstolpar Tidsplan StartM1M2 Slut A1A2A3 A4A5 A6 A7A8 Start M1 M2Slut Projektmål och Uppdrag L1 L1.1L1.2 A1A2A3A4A5A6A8A7 L2 P Hämtat från ProjektStegen Sverige AB

10 ITO 07-06-13 Bild 12-10 Setting The Project Scope SMART criteria are useful reminders on how to ensure that the project has created understandable and measurable objectives

11 ITO 07-06-13 Bild 12-11 Managing Resources and Maintaining the Project Plan Project plan – a formal, approved document that manages and controls project execution A well-defined project plan should be: –Easy to understand and read –Communicated to all key participants –Appropriate to the project’s size, complexity, and criticality –Prepared by the team, rather than by the individual project manager

12 ITO 07-06-13 Bild 12-12 Managing Resources and Maintaining the Project Plan PERT Chart EXPERT – PERT Chart Example

13 ITO 07-06-13 Bild 12-13 Managing Resources and Maintaining the Project Plan MS Project – Gantt Chart Example

14 ITO 07-06-13 Bild 12-14 Projektledarens uppföljning VeckorResurser Kostn __________________________________________________________________ Utse granskareR K Introducera granskare R K Granskning R K Insamling R K Ändring R K Org ändring & insamling R K Anvisn för granskningR K Aktivitet 50% klar ! Aktivitet 50% klar ! Idag Projektet försenat

15 ITO 07-06-13 Bild 12-15 Change management fundamentals Change management – a set of techniques that aid in evolution, composition, and policy management of the design and implementation of a system –Change management system – a collection of procedures to document a change request and define the steps necessary to consider the change based on the expected impact of the change –Change control board (CCB) – responsible for approving or rejecting all change requests

16 ITO 07-06-13 Bild 12-16 Risk management fundamentals Project risk – an uncertain event or condition that, if it occurs, has a positive or negative effect on a project objective –Risk management – the process of proactive and ongoing identification, analysis, and response to risk factors

17 ITO 07-06-13 Bild 12-17 Successful project management strategies Top five successful project management strategies 1.Define project success criteria 2.Develop a solid project plan 3.Divide and conquer 4.Plan for change 5.Manage project risk

18 ITO 07-06-13 Bild 12-18 Roller i ett projekt BESLUTSGRUPP (STYRGRUPP, LEDNINGSGRUPP) Ytterst ansvariga för projektet REFERENSGRUPP Intressen att bevaka. Sitter vid sidan om projektet PROJEKTGRUPP Arbetar i projektet (på hel- eller deltid) PROJEKTLEDAREN (även delprojektledare) Rapporterar till beslutsgruppen Leder och fördelar arbetet = Projektets VD PROJEKTADMINISTRATÖR Bistår projektledaren Kan vara allt mellan sekreterare till biträdande projektledare

19 ITO 07-06-13 Bild 12-19 Investeringskalkyl Initial utvecklingskostnad (U) (Ex. 500.000 kr) Systemutveckling, datoranskaffning, utbildning m.m Årliga löpande kostnader, relaterade till systemet (Kå) (Ex. 100.000 kr) Driftpersonal, service- och underhållskostnader, material, vidareutveckling Årliga intäkter, relaterade till systemet (Iå) Kan vara svåra att kvantifiera Personalminskning, räntevinster, ökad försäljning (Ex 2.000.000 kr) Årlig vinst med systemet Vå = Iå - Kå - U / X, där X är avskrivningstiden i år, ex. 5 år Årlig vinst med systemet = 2.000.000 – 100.000 – 500.000/5 = 1.800.000 kr Pay-back tid = U / Vå 500.000/1.800.000, dvs vi får igen utvecklingskostnaden på ca fyra månader

20 ITO 07-06-13 Bild 12-20 12.2. OUTSOURCING Outsourcing – an arrangement by which one organization provides a service or services for another organization that chooses not to perform them in-house This section focuses on businesses’ need to undertake every effort to re- think and re-adopt new processes

21 ITO 07-06-13 Bild 12-21 Outsourcing

22 ITO 07-06-13 Bild 12-22 Outsourcing Reasons companies outsource

23 ITO 07-06-13 Bild 12-23 Outsourcing options Big selling point for offshore outsourcing “inexpensive good work”

24 ITO 07-06-13 Bild 12-24 The challenges of outsourcing Outsourcing challenges include –Contract length 1.Difficulties in getting out of a contract 2.Problems in foreseeing future needs 3.Problems in reforming an internal IT department after the contract is finished –Competitive edge –Confidentiality –Scope definition

25 ITO 07-06-13 Bild 12-25 Future outsourcing trends Outsourcing is becoming less of a cost-saving strategy and more an overall context for business Outsourcing is approaching commodity status Companies should look for value-based pricing rather than the lowest possible price Multisourcing – a combination of professional services, mission-critical support, remote management, and hosting services that are offered to customers