ISPM Process Models

INFORMATION
SYSTEMS
PROJECT
MANAGEMENT
CHAPTER 2: PROJECT
MANAGEMENT PROCESS
MODEL
IS PROJECT MANAGEMENT PROCESS MODEL
PRE-PROJECT WORK
 Extensive discussions between the customer and supplier to establish

the objectives and scope of the project and to agree on a suitable
contractual framework within which the project will take place.
 This stage Includes:
1. The customer prepares a specification of his requirements and

issues invitations to tender (ITTs) to suppliers whom he thinks may
be able to carry out the project.
2. The suppliers will then respond with their tenders and the customer
will subject these to a detailed evaluation process.
WHAT IS INVITATION TO TENDER ITT
Is the initial step in competitive tendering, in which suppliers and contractors are
invited to provide offers for supply or service contracts, the ITT is one process in IT
procurement.
An ITT document specifies all requirements of the organization, including goods,

services and timelines, as well as the evaluation process that will be followed.
PROJECT START-UP
Project start-up covers the work that is carried What is to be carried out?
Why is it being done?
out at the beginning of the project when the Who is going to do it?
basic framework is put in place, it involves: How and When it will be accomplished?
Project initiation document (PID)

Project plan
Quality plan
Products of Project start-up Risk management plan
Project organization structure
Project administrative procedures
PID (PROJECT
INITIATION
DOCUMENT
 produced by the project

manager and approved by the
project sponsor
 Completing the sections of the
OSCAR format will ensure that
the most important project
start-up issues are addressed
OBJECTIVES:
The business objectives: these are the business case for the The project objectives: are narrower and specify exactly
project, for example ‘to increase our market share by 25 per what the project itself is to deliver, for example ‘to
cent’, or ‘to enable us to handle 25 per cent more patients implement an e-commerce trading system’, or ‘to
without an increase in manpower’. implement an automated appointment scheduling system’.
SCOPE
Boundaries: which areas, Activities: which tasks the project Deliverables: what will be produced
departments or functions or included team is and is not undertaking. and/or handed over to the customer
and/or excluded. at the conclusion of the project.
 methods and standards to be used.
 the hardware and software platforms that will be involved and
any legislation or organizational policy that must be complied
CONSTRAINTS with.
 time, for example that a system must be available by some date.
 Resources, such as people, equipment or money, “these are
probably best dealt with under their own heading”.
AUTHORITY
 Who is the customer for the project.

 Who can authorize it in the first place.
RESOURCES
 people, money, equipment and so on – required to execute the project

DEVELOPMENT STAGE
 This stage is where the supplier’s work is carried out, although the
customer’s project manager will have an overall control of the project.
 Parts of the Development stage:
 Requirements definition
 Design
 Implementation
 Integration and testing
 System testing
DEVELOPMENT STAGE
The main products resulting from the development stage are as

follows
• Requirements specification
• Technical specification
• Module specifications
• Prototypes
• Completed and tested hardware and software modules
• Acceptable systems test results
• Factory acceptance certificate
Note: factory acceptance means that the customer has tested the
system on its development site and pronounced it to be satisfactory.
COMPLETION STAGE
 Delivery to the customer
 Training and familiarization
 Acceptance testing
 Functionality testing: according to the requirements
 Performance testing: response time, number transactions per second, number
of users logged on
 Interface testing: check that the system works well with other systems
 Environmental testing: power consumption, heat dissipation, noise..
 Acceptance by the customer: the system is officially accepted by the customer
through a signed certificate
 System commissioning: set the system in its final environment for live running
 Final customer takeover: formally accepts the system and the project comes to an
end, minor faults are accepted to be corrected within a specified time.
COMPLETION STAGE
 Products of completion stage:

 Site acceptance certificate
 Trained staff
 Commissioned system
OPERATIONAL STAGE
 The Operational stage takes over when live running begins.

 It is likely that the system will require maintenance and enhancement.
 Faults arise during live running that were not discovered during
testing of the system
 Products of operation stage:
 Fixes
 Enhancements
POST PROJECT REVIEW
 The post-project review should address the following issues:

 The technical methods and standards used, and how effective these proved.
 Customer/supplier relationship issues.
 Project risks – how effective were the methods used to identify, assess and
manage risks.
 Contractual issues – what they were and how they were resolved.
 Stakeholder management issues.
 Team resourcing issues.
 Project performance against plans, with a view to updating and improving the
planning and estimating methods used.

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INFORMATION

 Extensive discussions between the customer and supplier to establish

1. The customer prepares a specification of his requirements and

An ITT document specifies all requirements of the organization, including goods,

Project initiation document (PID)

 produced by the project

 Who is the customer for the project.

 people, money, equipment and so on – required to execute the project

The main products resulting from the development stage are as

 Products of completion stage:

 The Operational stage takes over when live running begins.

 The post-project review should address the following issues:

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