项目启动案(ppt 23页).ppt

1,Chapter12:Initiating,2,OpeningCase,Chapters12-15areallbasedonarealcasestudyFayBeauchine,VPofReservationsatNorthwestAirlines(NWA),sponsoredtheResNetprojectsPeeterKivestu,amarketingdirector,wastheprojectmanagerforResNetResNetwasthefirstinformationtechnologyprojectledbynon-technicalmanagersatNWA,3,WhatIsInvolvedinProjectInitiation?,InitiatingistheprocessofrecognizingandstartinganewprojectorprojectphaseItiscriticaltoensurethattherightkindsofprojectsarebeinginitiatedfortherightreasonsItisbettertohavemoderateorevenasmallamountofsuccessonanimportantprojectthanhugesuccessonanunimportantone,4,SupportingExplicitBusinessObjectives,ThemostimportantreasonforinitiatingITprojectsistosupportexplicitbusinessobjectivesNWAwashavingfinancialdifficultiesintheearly1990s,soreducingcostswasakeybusinessobjectiveResNetwouldhelpstopthefinancialdraincausedbythereservationcallcenters,5,Table12-1.InitiatingProcessesandOutputs,6,BackgroundonNorthwestAirlines(NWA),NorthwestAirlinesistheworldsfourthlargestairlineandAmericasoldestcarrierIn2001,NWAhadover53,000employeesworldwideThereservationsystemused3,000dumbterminalsintheearly1990sThereservationprocesswasbecomingmorecomplex,andthecallcenterswerelosingmoney,7,BackgroundonResNet,ThereservationsystembeforeResNetwasPARSReservationagentshadtousecrypticcommandstousetheoldsystemAllinformationwasononecharacter-basedscreenDeregulationandnewmarketinginitiativescomplicatedthereservationprocessCalltimeswereincreasing,8,Figure12-1.SampleReservationScreenBeforeResNet,9,FocusonMakingDirectSales,FayBeauchinesvisionwastochangethefocusofthecallcentersfromjustinformationandservicetosalesMakingadirectsalesavedNWAcommissionfeesof13%plus18%inoverheadcostsavingsAnewreservationsystemwasneededtohelpagentsmakedirectsales,10,StaffingaNewProject,FayselectedPeeterKivestu,amarketingdirectoratNWA,astheResNetprojectmanagerPeetersstrategywastoprovetheconceptofResNetfirstwithaprototypePeeteraskedArvidLee,aseniormemberoftheISdepartment,toleadtheISteamontheResNetprojectsKathy(Krammer)Christenson,amarketinganalyst,becometheResNetapplicationdevelopmentmanager,11,Table12-2.ThreeMainResNetProjects,12,WhatWentWrong?,AfterfinishingtheResNetbetaproject,PeeterandhisteamsawtherestofResNetasonelargeprojecttoimplementthenewreservationsysteminallofthecallcenters.Seniormanagement,however,broketherestofResNetintotwoseparateprojects,ResNet1995andResNet1996.TheirgoalsweretoavoidahugeinvestmentcommitmentandtoprovidefurtherincentivesfortheResNetteamtoproducesuccessfulresults.Ifthe1995ResNetprojectwasnotsuccessful,seniormanagementcoulddecidenottofundthe1996project.Althoughthisstrategyreducedfinancialrisk,Peeterandhisteamdidnotlikethedecision.IfResNet1996werenotapprovedforsomereason,theywouldbestuckwithtwototallydifferentreservationssystemsindifferentsalesoffices.Thissituationwouldcausehugemanagement,technical,andsupportproblems.TheResNet1995teamwasunderalotofpressuretodoagoodjobortheResNet1996projectwouldnotbefunded.,13,SelectingtheProjectManager,Animportantpartofprojectinitiationisselectingaprojectmanager.FayselectedPeeterbecauseheknewtheairlinebusinessheunderstoodthetechnologyheknewthattechnologiescouldimprovebusinessproductivityPeeterusedhispassionfortheprojecttoconvinceFayandothersthatheshouldbetheprojectmanager,14,PreparingBusinessJustificationfortheProjects,FortheBetaprojectFayconvincedseniormanagerstoinvest$500,000intodevelopingaprototypesystemPeeteremphasizedhistrackrecordasaleaderandwhatthecompetitionwasdoingArvidwaswell-knownandrespectedforhisISexpertise,15,PreparingBusinessJustificationfortheProjects,FortheResNet1995and1996projectsVerystrongjustificationwasneededtomakemajorinvestmentsPeeterprepareddetailedplansandfocusedonkeybusinessobjectivesoftheprojectimpressiveresultsfromthebetaprojecttheopportunitytomakemoneywiththenewsystem(NPVestimateof$37.7M),16,WhatWentRight?,PeeterandtheResNetteampreparedoutstandingbusinessjustificationforalloftheResNetprojects.Usinghisstrongtechnicalandbusinessskills,PeeterwrotepersuasivedocumentsjustifyingResNet,andhemadehiscasewellinpresentations.Peetersjustificationstrategyforthe1995and1996ResNetprojectsincludedverystrongfinancialanalysis,whichgreatlyimpressedthefinancecommittee.Peeterknewthatthedecision-makerswantedtoseethebottomlinenumbers,andPeeterprovidedthemaswellasdetailedrationaleforhowhegotthem.Hepreparedafive-yearcashflowanalysisofallcostsandbenefits,clearlydefinedmajorassumptions,anddescribedthebasisforallofhisprojections.ItwasobvioustothefinancecommitteethatPeeterknewwhathewasdoing.Theyalsoappreciatedthefactthatsomeoneleadingamajorinformationtechnologyprojectwasdrivenbybusinessneedsinsteadoftechnologyneeds.,17,Table12-3.ResNet1995-96FinancialSummary,18,Figure12-2.SampleResNetScreen,19,“WhatResNetistoPARSIsLikeWhatAT&TIstoTwoSticksandaHollowLog”,ResNetintegratedinformationfromdifferentareasandputitallononescreenContext-appropriatesalesmessageshelpedagentsprovidecustomerswithinformationthatwouldhelpcloseasaleResNetensuredaccuracyandconsistencyincallhandling,20,Figure12-3.ExecutiveSummaryforJustifyingResNetProject,NorthwestReservationsofficescurrentlyoperatewiththePARSreservationssystemusing30yearoldtechnology.Asaresult,reservationsagentsmustremembercrypticcommandstoaccessvastamountsofquicklychangingmarketinginformation.Becauseoftheinflexibilityofthecurrentsystem,thetime,andconsequentlythecostoftakingareservationisdifficulttomanage,agentsarenotabletoconsistentlyfollowprocedures,andtrainingcostsarehigh.MostofNorthwestscompetitors,andnowalsotravelagencies,havebeenaggressivelyaddressingreservationsinefficienciesbyinstallingintelligentreservationsterminals.Theseairlinesandagencieshaverealizedsignificantoperatingimprovementthroughcostsavingsandrevenueenhancements.Marketingrequestsapprovaltoinstallintelligentsalesterminals-tobecalledResNet-intheeightdomesticReservationsSalesoffices,inthenewChisholmWorldPerksoffice,andintheSalesActionCenter.The5yearNPVoftheprojectis$37.7M,21,D