Projektledelse Projektledelse og Produktion af Digitalt Indhold (ITP) Lektion 4B 22. april 2006 Peter Olaf Looms

At kunne argumentere til fordel for dit projekt Lektionsmål: 4B.1. Du skal kunne argumentere for valget af dit eget projekt i forhold til andre konkurrerende projekter ved at gøre brug af følgende:  Projekt prioriteringsteknikker udover tidligere omtalte muligheder o Bubble charting o Weighted lists, samt o Spider/Radar charts  Skitser til en Business Case Benchmarking samt andre review teknikker

Case 1: Hvad har vi lavet indtil nu? 9. Benchmarking og peer reviews 8. Elementer der indgår i projektplan/ beslutnings- grundlag 9. Ongoing reviews 8. Making the Case 2. Option Identification 3. Cost Scenarios 7. Document the Case 4. Benefits Definition &Analysis 6. Option Analysis 5. Risk 4-7: Kvalitative og kvantitative metoder til validering Kilde: http://www.tbs-sct.gc.ca/emf-cag/bc-ar/bc-ar02_e.asp

Product development model. Robert G. Cooper Project plan: Market Analysis Technical Assessment: Translation Production needs and costs Customer Wish List: Product Requirements Product justification: Stakeholder analysis Competitor Analysis Financial analysis User Needs and Wants Analysis Technical Feasibility of Concepts Expected ratings and earnings Product definition: Proof of Concept: Purchase Intent Robert G. Cooper Winning at New Products - Accelerating the Process from Idea to Launch 3rd edition. 2001. Perseus Publishing, USA.

Bubble charts Kilde:http://office.microsoft.com/en-ca/assistance/HA011170761033.aspx

Radar eller spindelvæv diagram Kilde:http://office.microsoft.com/en-ca/assistance/HA011170761033.aspx

Radar i praksis - Idévurdering Kilde: DRInteraktiv 2003

Weighted Lists Kilde: http://www.37signals.com/svn/archives/000937.php

Kritik af Weighted Lists Kilde: http://www.digital-web.com/news/2005/04/why_weighted_lists_didnt_work_for_us/

Making the case - typisk disposition Executive Summary Situational Assessment and Problem Statement Project Description Solution Overview Solution Detail Solution Alternatives Costs Benefits Implementation Timeline Critical Assumptions and Risk Assessment SWOT Analysis Conclusions and Recommendations Kilde: http://www.prosci.com/business-case.htm

Making the IT Project Business Case Kilde: http://www.digital-web.com/news/2005/04/why_weighted_lists_didnt_work_for_us/

Fremsæt nogle alternativer med konsekvenserne Nuværende situation (Gør ingenting) Implementere ny løsning Forbedre nuværende system Bygge et nyt system Implementere en manuel læsning Skræddersyet løsning ”Off-the-shelf” løsning Kilde: http://www.nd.gov/itd/planning/buscase.html

Benchmarking (1 af 3)

Benchmarking (2 af 3) The Benchmarking of software and software related activities could take one of several forms: External Benchmarking - The process of continuously comparing and measuring an organisation with business leaders anywhere in the world to gain information to help the organisation take action to improve its performance Peer group benchmarks may also be used within an organisation to allow comparisons between divisions or sites within that organisation Year-on-year or Internal Benchmarking is the process of determining a metric baseline for an organisational or functional unit of the purposes of comparison.

Benchmarking (3 af 3) Continual improvement requires change within the organisation. Evaluation of change requires benchmarking of performance and comparison. A benchmark can be used as the vehicle for the performance benchmark and comparison, as well as to provide the impetus to initiate a process improvement initiative. Benchmarks should lead to action, and not be employed purely to accumulate information. Benchmarks should have a clearly defined purpose. This Benchmarking Standard defines a software benchmark process applicable to all software-related engineering and management disciplines. The process is described through a model that defines the activities of the benchmark process, which are required to adequately specify what information is required, how the measures and analysis results are to be applied, and how to determine if the analysis results are valid. The software benchmark process is flexible, tailorable, and adaptable to address the needs of different users.

Blockbuster and Kingston

Kursusevaluering

IPT-F2006 Kursusevaluering

Kursuseksamen

Eksamensdatoer: I kursusopslag står der: 12, 13. eller 14. juni MEN! Der er flere der ikke kan disse tre dage Derfor: Fastholder vi den 12. juni (Peter Looms) Vi åbner op for den 20., 21. (Lene Pries-Heje) samt evt. 22. juni (Peter Looms) De norske deltagere får egen dato - i samråd med Greta

Eksamensterminer Case to skal afleveres m. navn og studienr. til Eksamenskontoret fredag den 28. april inden kl. 15. Husk at kontoret er nu på 1. Sal - ikke stuen... Der er tale om en mundtlig eksamen i ca. 20 minutter Der bliver ca. 11 personer hver dag - vil gerne høre jeres præferencer angående datoen.

Eksamensformen ” Ekstern censur, 13-skala, B4: Mundtlig eksamen med skriftlige arbejder men uden forberedelsestid ved eksamen Mundtlig eksamen foregår på basis af 2 cases. Case 1 afleveres 25. marts 2006 Case 2 afleveres 28. april 2006” Eksamen er individuel. Ca. 20 minutter til En perspektivering af et emne fra case 2 (du vælger hvad du vil lægge op til - ca. 5 minutter) Spørgsmål fra læreren og censoren til case 2 Spørgsmål til pensum Afsluttende spørgsmål Læreren og censoren gennemfører votering Den enkelte får karakter + feedback på sin præstation

Q&A session nærmere tiden Jeg er villig til at holde et arrangement på ca. en time Hvor I kan stille spørgsmål til eksamen. Forslag: Fredag den 9. juni kl. 16:00 - 17:00 her i lokalet