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Chapter 14: IT project manager

Describe the three tactical approaches to information implementation and installation: (1) direct cutover (2) parallel (3) phased. Compare the advantages and disadvantages of each approach. | Describe the three tactical approaches to information implementation and installation: (1) direct cutover (2) parallel (3) phased. Compare the advantages and disadvantages of each approach. Describe the processes associated with project closure to ensure that the project is closed in an orderly manner. Identify the four different project evaluations or reviews: (1) individual performance review (2) postmortem review (3) project audit (4) evaluation of the project’s MOV. Focuses on installing or delivering the project’s major deliverable – the information system that was built or purchased Three general tactical implementation plans: Direct cutover Parallel Phased Old system is shut down and new turned on May be appropriate when: Quick delivery critical Old system so poor it must be replaced ASAP System not mission critical Risks associated with direct cutover: Not always painless – like walking a tightrope without a safety net. May result in major delays, frustrated users, lost . | Describe the three tactical approaches to information implementation and installation: (1) direct cutover (2) parallel (3) phased. Compare the advantages and disadvantages of each approach. Describe the processes associated with project closure to ensure that the project is closed in an orderly manner. Identify the four different project evaluations or reviews: (1) individual performance review (2) postmortem review (3) project audit (4) evaluation of the project’s MOV. Focuses on installing or delivering the project’s major deliverable – the information system that was built or purchased Three general tactical implementation plans: Direct cutover Parallel Phased Old system is shut down and new turned on May be appropriate when: Quick delivery critical Old system so poor it must be replaced ASAP System not mission critical Risks associated with direct cutover: Not always painless – like walking a tightrope without a safety net. May result in major delays, frustrated users, lost revenues, and missed deadlines Places more pressure and stress on project team Old and new systems run concurrently May be appropriate when problems or the failure of the system can have a major impact on the organization Provides a safety net or backup in case of problems Can increase confidence in the new system Takes longer and requires more resources than direct Places more pressure on the users System is introduced in modules or in different parts of the organization incrementally Allows for an organized and managed approach for implementing system modules or a system/upgrades in different departments or geographical locations Experience with early implementation can guide and make later implementations go more smoothly Takes longer and may cost more than the direct cutover approach Problems encountered during early phases can impact the overall implementation schedule Normal – as planned Premature – early even if not complete Perpetual – runaway, never ending Failed – unsuccessful – .