MANAGING PROJECTS Chapter 14项目管理14章.ppt

This slide discusses a second major factor in evaluating projects, risk. (Remember that portfolio analysis ranks systems according to two criteria, benefit and risk.) Most managers don’t like to think about risk and most make no attempt to measure it. Most managers are optimists and think about benefits. As we all know from the recent financial meltdown, financial managers did not seriously consider risk, and they might have been fired if they did. A great many systems projects failed which could have been avoided if managers had a better understanding of project risk. What is meant by risk? Ask students how the size of a project affects its risk. What does organizational complexity mean in this context? Which of these components are organizational versus technical. Can all of them be countered through better project management? * This slide emphasizes that introduction or alteration of an information system has a powerful behavioral and organizational impact. Change management is required to counter resistance and opposition. Ask students for examples of behavioral and organizational impacts that a new information system might have. What types of changes should an analyst look for in assessing the impact of a new system? * This slide introduces the concept of implementation and the role of the systems analyst as a change agent, a key role in change management efforts. Ask students what types of activities a change agent would engage in to encourage the adoption of a new information system throughout the enterprise. Why don’t employees and managers simply adopt new systems without question? * Two important factors in successful implementation are user involvement and management support. This slide discusses the role of users and the effects of the user-designer communications gap. Ask students to provide examples of user concerns and designer concerns regarding an information system. What are the goals of these two groups? * This slide discusses a seco