Information Systems Project Management

David Avison is Distinguished Professor of Information Systems at ESSEC Business School, near Paris, France after being Professor at the School of Management at Southampton University for nine years. He has also held posts at Brunel and Aston Universities in England, and the University of Technology Sydney and University of New South Wales in Australia, and elsewhere. He is President-elect of the Association of Information Systems (AIS). He is joint editor of Blackwell Science′s Information Systems Journal now in its eighteenth volume, rated as a ′core′ international journal. So far, twenty-five books are to his credit including the fourth edition of the well-used text Information Systems Development: Methodologies, Techniques and Tools (jointly authored with Guy Fitzgerald).  He has published a large number of research papers in learned journals, edited texts and conference papers. He was Chair of the International Federation of Information Processing (IFIP) 8.2 group on the impact of IS/IT on organisations and society and is now vice chair of IFIP technical committee 8. He was past President of the UK Academy for Information Systems and also chair of the UK Heads and Professors of IS and is presently member of the IS Senior Scholars Forum. He was joint programme chair of the International Conference in Information Systems (ICIS) in Las Vegas (previously also research programme stream chair at ICIS Atlanta), joint programme chair of IFIP TC8 conference at Santiago Chile, programme chair of the IFIPWG8.2 conference in Amsterdam, panels chair for the European Conference in Information Systems at Copenhagen and publicity chair for the entity-relationship conference in Paris and chair of several other UK and European conferences. He will be joint program chair of the IFIP TC8 conference in Milan, Italy in 2008. He also acts as consultant and has most recently worked with a leading manufacturer developing their IT/IS strategy. He researches in the area of information systems development and more generally on information systems in their natural organizational setting, in particular using action research, though he has also used a number of other qualitative research approaches.

The course has been modified and the book is not relevant any longer.

• 1. Introducing Information Systems Project ManagementWhat is an information system?What is project management?Why ‘information systems’ project management?Project management in modern organizationsPrinciples, techniques and toolsInformation systems project life cycleStakeholdersProject management and ethicsText content and objectivesInterview with a project managerChapter summaryAppendix to Chapter 1: Codes of Behavior2. Aligning the Information Systems Project with Organizational GoalsProject management portfolioSetting priorities for project managementWhat is a strategic plan?A strategic plan and information systems project managementOrganizational mission, goals and objectivesPlanningAchieving alignmentProject proposal and management supportPublic relationsChange managementInterview with a project managerChapter summaryAppendix to Chapter 2: IT Failure in Australia3. Using an Information Systems Development MethodologyWhat is an information systems development methodology?Structured systems analysis and design method (SSADM)Dynamic systems development method (DSDM)Software developmentIssuesInterview with a project managerChapter summaryAppendix to Chapter 3: Do IS and IT matter? Whose side are you on?4. Defining Project ScopeRequirements definitionProject scopeWork breakdown structureWork breakdown structure as a management toolWork breakdown structure approachAssigning responsibilityStructured walkthroughsPrograms and projectsInterview with a project managerChapter summaryAppendix to Chapter 4: Hendrich Electronics Incorporated5. Estimating Project Costs and BenefitsEstimating costs and benefitsProject valueResource estimatesEstimating software development costsMultiple estimatesPhase estimatingPractical considerationsGroup decision support systemsInterview with a project managerChapter summaryAppendix to Chapter 5: Customer Relationship Management at MedicalCo6. Managing Information Systems Project Time and ResourcesTime as a resourceMonitoring timeProject activity networkCritical path analysisEstimating activity durationResource implicationsAvoiding project delayInterview with a project managerChapter summaryAppendix to Chapter 6: An Introduction to Microsoft Project7. Leading Information Systems ProjectsTrustCommunication skillsPlanningStress managementConflict managementEssential skills and qualities of effective project managersBeing a good team memberCareers in project managementInterview with a project managerChapter summaryAppendix to Chapter 7: NGC Natural Gas Company8. Developing the Project PlanPurpose of a project planProject planning processPlanning and project successPractical considerationsProjects in controlled environments (PRINCE)Interview with a project managerChapter summaryAppendix to Chapter 8: London Ambulance – From Failure to Success9. Forming the Project TeamTeam as a core of activityTeam work attitudesTeam and project successTeam developmentTeam and project executionInterview with a project managerChapter summaryAppendix to Chapter 9: The Sarbanes-Oxley Act10. Assessing Project RiskSources of information systems project riskIdentifying information systems project risksEvaluating information systems project risksResponding to project risksImplementing responses to risksFocusing on the benefitsInterview with a project managerChapter summaryAppendix to Chapter 10: How to Transform a Failing Project11. Outsourcing and Offshoring Information Systems ProjectsOutsourcing IS activitiesOffshoring IS activitiesRisks in offshore outsourcing activitiesOpportunities and challengesThe management of offshore information systems projectsInterview with a project managerChapter summaryAppendix to Chapter 11: Beltech Incorporated12. Ensuring Project QualityQuality mattersQuality managementInternational quality standardsCapability maturity model (CMM)Quality planningQuality control techniquesStatistical quality controlInterview with a project managerChapter summaryAppendix to Chapter 12: IT project management at A-Bank (Part 1) - Implementation13. Measuring Project SuccessProject failureEvaluating information systems: A broader viewCauses of failureProject successUser satisfactionPerceived usefulnessInterview with a project managerChapter summaryAppendix to Chapter 13: IT project management at A-Bank (Part 2) - Evaluation14. Closing the ProjectAdministrative closurePerformance appraisalInformation systems project auditInterview with a project managerChapter summaryAppendix to Chapter 14: Reflections on IT project management