\fDivide the Project into Manageable Tasks Work Breakdown Structure: Critical -Definition of tasks and sequence Some can be performed in parallel, others must be sequential Gantt Chart: graphical representation of a project that shows each task as a horizontal bar. Length proportionate to completion time Key Steps? 1 2 - 3 Define activities Sequence Activities Estimate Resources &~ 4, Estimate Activity Durations 5 Develop a Schedule Team Name: Project Description: Apollo Explore impact of Al on organisational performance. Requirements Traceability Matrix Team Member Responsibilities Project Needs, Opportunities, and Goals Project Objectives Deliverables Deadline and Expected by: 11 Review Al in IT Operations. Become confident in discussing material with client. 5 pages for draft proposal. 12 Collect relevant literature Ensure appropriate literature is consulted. 20 key areas in the area 6 weeks - academic mentor. 13 Focus on issue resolution and bug detection. Explore current methods for utilizing Al in the field. Working knowledge of how the technology works. 14 Identify key theories, methodologies and trends. [Explore how these technologies are being adopted. Practical knowledge of how the technology works. 21 Review Al in Vulnerability Detection. Become confident in discussing material with client 5 pages for draft proposal. 22 Outline a selection of technologies. Explore the technologies under consideration for the study. Compare and contrast five technologies. 8 weeks - Industry mentor. 23 Decide which technologies to focus on for study. _|identify which technology/use case is to be the focus for study. Justify selection of technology for the study. 3.1 Literature Review Quality Control Record journals, articles, databases, conferences, key words, search strings etc.. Robust data governance methodology. 3.2 Gather relevant case studies of technology use. Explore in depth the case studies that have been identified. Best practice for technology use awesks - overall group. 33 Identify patterns, trends or challenges Identify key learnings from these case studies to form research questions. 5 research question options. 34 Cleanse overall literature of irrelevant material. __|Eliminate unimportant papers. Separate folder of removed references. 15 Developing a Communication Plan . PM's spend most of their time communicating 1. Who are the 2. What information do 3. When should info be 4. What are the sources stakeholders? they need? produced? of info? 5. Who will collect, store, 6. Who will organise and 7. Who is the contact 8. What is the appropriate and validate info? document info? person for stakeholders format for info Project Communication Stakeholder Format Document Due Date Team Members Meeting Updated Proposal Every Monday Matrix: Industry Mentor E-Mail/Teams Meeting Questions or Advice Being Sought As Negotiated Project status report Provides a high level Academic Mentor Email/Teams Meeting As Needed Questions or Advice Being Sought Ethics Committee E-mail Ethical Application Semester 3 summary of the Project Leader Organise Team Meetings Proposal Discussion Every Monday and Friday communication planAnalytical Abilities Identify what information is available in a particular situation. More information means more confident decisions. Identify what information is needed. Too much information - Paralysis by analysis. Process that information to identify the important relationships within it. What is the information saying about the business and the opportunities. Braw conclusions from patterns of relationships and causal linkages. Draw meaning from that information and use it to support decision making - draw on extant theory/models/ frameworks 17 Example 1: DeLone and McClean 2003 - Model of Information Systems Success A system can be evaluated in terms of INFORMATION QUALITY information, system, and service quality. INTENTION USE TO USE These characteristics affect the subsequent use or intention to use and SYSTEM QUALITY user satisfaction. NET BENEFITS As a result of using the system, certain USER benefits will be achieved. SATISFACTION SERVICE The net benefits will (positively or QUALITY negatively) influence user satisfaction and the further use of the information system.18 Example 2: IS Diffusion Variance Model IS diffusion variance model: Technical Compatibility Research has consistently found that technical compatibility, technical IS Implementation complexity, and relative advantage Technical Complexity (E ase Success of Use) (Adoption, (perceived need) are important Infusion) antecedents to the adoption of innovations [Bradford and Florin, 2003; Relative Advantage Crum et. al., 1996) (Perceived Need) Sources: Agarwal and Prasad (1998), Cooper and Zmud (1990), Crum et. al. (1996)Example 3: Task Technology Fit Model ITis more likely to have a positive impact on individual performance and be used if the capabilities of the IT match the tasks that the user must perform. Task Performance e e Goodhue and Thompson (1995) developed a measure of Task-Technology task-technology fit that consists of 8 factors: quality, o locatability, authorization, compatibility, ease of o _ use/training, production timeliness, systems reliability, SRS and relationship with users. S Goodhi Tho 1995, z = S R e Each factor is measured using between two and ten questions with responses on a seven-point scale ranging from strongly disagree to strongly agree. 20 Example 4: Technology-Organization-Environment Framework The process by which a firm adopts technological innovations is External Task Environment Organization influenced by the technological context, the organizational context, Industry Characteristics and Formal and informal Linking Market Structure Structures and the environmental context. Technology Support Infrastructure Communication Processes Government Regulation Technological Size Innovation Decision The technological context includes the internal and external Making Slack technologies that are relevant to the firm. Technologies may include both equipment as well as processes. Technology Availability The organizational context refers to the characteristics and Characteristics resources of the firm, including the firm's size, degree of centralization, degree of formalization, managerial structure, These three elements present "both constraints human resources, amount of slack resources, and linkages among and opportunities for technological innovation" employees. [DePietro, Wiarda, & Fleischer, 1990, p. 154]. The environmental context includes the size and structure of the They influence the way a firm sees the need for, industry, the firm's competitors, the macroeconomic context, and searches for, and adopts new technology. the regulatory environment [DePietro, Wiarda, & Fleischer, 1990).4 - Understand the Client's Situation UNDERSTAND' THE CLIENT ' S SITUATION VISUALIZE SUCCESS \"As |s\" Situation. & Gain understanding of culture and norms of behaviour. Develop trust and co- operation. Data collection - perform interviews, facilitate work sessions, design surveys, : conduct audits. R > \fSLE ' 21 How the customer How the project leader How the analyst How the programmer How the business .S - explained it understood it designed it wrote it consultant described it B i, How the project was What operations How the customer was How it was supported What the customer really documented installed billed needed Fishbone Diagram Originated in Japan in the 1960's. Developed by Dr. Ishikawa. Visual representation to help organizations identify and analyse root causes of issues within processes or systems. Must understand causes, rather than address symptoms. Causes |Reputation?'[ Costs? ]| Prospects?] Admission Changing |[Competition? requirements? industry focus? Effect A university course has seen adropin numbers. Why? \"Low hanging fruif' - immediately achievable goals showing results. Integral, and drive improvements. Develop a sense of pride at completed tasks. Not simply celebrations, they are tools for: Exposing broken processes. Unmet commitments. Inconsistent performance. Areas of excellence. No Blame, No Shame. Visualisation is the best mechanism for incrementally discovering and exposing counterproductive practices. Question Themes What do you do? What is the vision? Alternative solutions? Any data trends that challenge your assumption of best practice? Have you considered potential biases? What data sources are being used? Any data quality or accuracy requirements? What is the level of data security? Any external data that 'needs to be integrated? What are the key steps involved? 2. How do you envision the system improving the operation? T 3 WhatKPisdo you use? 4 How frequently do these tasks occur? . 5 Isany training required? 5 - Design Solution Options N [SALES> THE THE SUCCESS THE CLIENT * S f SOLUTION TO SELECT 17 CLIENT RELATIONSHIP, SITUATION OPTIONS SOLUTIONS \\ | APPROAC% NEGOTIATE VISUALIZE UNDERSTAND DESIGN COLLABORATE Greatest creativity in IS consulting is in designing solutions to business problems. Utilize understanding of human, technological, business and process elements. Design appropriate solution for client's situation. Practical, affordable, maintainable. Fits client culture. How Can You Visualize Success? Client expectations can be ambiguous. Helping the client create a vision of a successful outcome is essential. Clients may desire the benefits, without recognising its inherent disruptiveness. Clarify what \"success\" looks like. Ensure that consultant and client are anticipating same process and outcome. Can also be used to develop communication scheme to create momentum. Team Exercise: Define your vision. What is your definition of success around that? Why is it important to you? How are you going to communicate this value to the client? 6 - Collaborate to Select Solutions IS Consultant's role is to help their client to discover the best solution for themselves. Present options to client. Prepare them to make informed selection. Justify recommendations (credibility is key - rigor and relevance). Show commitment to jointly achieving APPROACH | NEGOTIATE "\\ |\\ ;a1 ze \\ | UNDERSTANDY | DESIGN \\{ |COLLABORATE SUCCesSs. SALES THE THE SUCCESs | THE CLIENT "Sf SOLUTION % TO SELECT L CLIENT RELATIONSHIP SITUATION /| OPTIONS | SOLUTIONS You advise, they decide. 7 - Deliver Business Results Scope and complexity of activities here depends on expectations set at the beginning of engagement. Research Objective. Research Questions. Presenting options/complete solution. Communication throughout the project. Document client satisfaction (testimonials). 0 ] 65 SN e a3 -59"" freegifmaker.me \"Adaptive leadership is the work of energizing, empowering and enabling teams to rapidly and reliably deliver business value by continuously learning and adapting to a continually changing environment\" Rick Freedman's IT Consulting Framework APPROACH THE CLIENT NEGOTIATE THE RELATIONSHIP UNDERSTAND THE CLIENT ' S SITUATION DESIGN SOLUTION OPTIONS COLLABORATE TO SELECT SOLUTIONS DELIVER BUSINESS RESULTS VISUALIZE SUCCESS OPERATIONS [SALES > Why do clients use consultants? Lack of inside resources? Leadership team can't come to consensus. May feel uneducated about subject. Seeks an expert to help visualise the outcome. R Seeks opinion from an objective outsider. S 7 1 - Approach the Client . What does the client want from the relationship? . What can be achieved? Specific, Measurable, Achievable, Realistic, and Timely. . Mutual assessment/discovery. Project and people issues (clues). Allow myself to introduce... . Listen and test understanding. . How often to meet? APPROACH . How do you contact them? SALES THE CLIENT . Who contacts them on behalf of the group?8 Explore and Engage Hippocratic Oath: First, do no harm Consultant's Oath: Don't prescribe before diagnosing Firm Infrastructure The Value Chain Three fundamental rules of consulting: Human Resource Management Porter 1985 Every client and engagement is unique. Technology Development Explore before you engage. Procurement Engage judiciously. MARGIN . Need to get to grips with: Service Marketing & Sales Operations Outbound Logistics Inbound Logistics Boundaries Pitfalls Support Activities Expectations Primary Activities Negotiate and engage with understanding2 - Negotiate the Relationship Client doesn't always know the problem. Client may be unable to articulate the problem/ opportunity. Client may haveot recognised some fault in themselves. Need to be sensitive to the client and their situation. Need to be able to relate new knowledge to them. Understand the business context! 2 - Negotiate the Relationship Although discovery incomplete, the consultant must: Clarify expectations Solidify objectives, roles and deliverables of the engagement Key questions in preliminary analysis: APPROACH NEGOTIATE . . . . @y THE THE What are the major opportunities and issues the business faces? CLIENT RELATIONSHIP ' . . How can the consultant's service overcome this block? The formal proposal is made around these answers 11 3 - Visualise Success Focus on a solution Achieve shared vision/ understanding of success and its benefits Generate enthusiasm and create momentum . Proposal communicates Vision and Plan Defining the objectives of the project communicates why it exists (the objectives is what the client is buying) Scope of work Budget Timeline APPROACH NEGOTIATE VISUALIZE SALES THE THE Do your research CLIENT RELATIONSHIP SUCCESS12 Use "Trello" or "Slack" for Organising Work Roadmaps + View a . Project management tool Items Swimlane + Item Create checklists and PROPOSED SCHEDULED IN PROGRESS COMPLETED allocate members Data Organization Prepare Revised Proposal Problem Statement Finalize Budget Report 100%% Ratio Analysis Assessment and Writeup Expenses Budget Write Proposal and Determine Service of Current Need Prepare Presentation Set yourselves up, and DELIVERABLES Performance Metrics 300 100% 10% Design Goals and Specs Alternative Designs Basic Prototype Modeling Balance Sheet 100% Analyze Critical Success Model Cost Drivers actors send me an invite 100% 10 Submit Notes and Determine Structure of Research Current Status of Project Evaluation Documentation for FOCUS Need 100%% Review 591 Criteria for Assessment of RESEARCH Identify Customer Design Research Trello lets you work Designs Issue Requirements Values 100% more collaboratively Performance Design Organize Focus Group 100% and get more done. Internal Review End-user Assessment Control Device Fabrication Setup Survey in Online Tool Phase 3 Trello's boards, lists, and cards enable 100% 20 you to organize and prioritize your Evaluate Opportunity/Value Initial Test Data Proposition projects in a fun, flexible, and EVALUATION Review Volume 100% Production & Sales Goals 2 90% Establish Project Team 2 rewarding way. Functional Needs 160% Reconsider Problems, Goals, Specs Email Sign Up - It's Free