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Chapter12:

Initiating1Chapter12:

Initiating1OpeningCaseChapters12-15areallbasedonarealcasestudyFayBeauchine,VPofReservationsatNorthwestAirlines(NWA),sponsoredtheResNetprojectsPeeterKivestu,amarketingdirector,wastheprojectmanagerforResNetResNetwasthefirstinformationtechnologyprojectledbynon-technicalmanagersatNWA2OpeningCaseChapters12-15areWhatIsInvolvedinProjectInitiation?InitiatingistheprocessofrecognizingandstartinganewprojectorprojectphaseItiscriticaltoensurethattherightkindsofprojectsarebeinginitiatedfortherightreasonsItisbettertohavemoderateorevenasmallamountofsuccessonanimportantprojectthanhugesuccessonanunimportantone3WhatIsInvolvedinProjectInSupportingExplicitBusinessObjectivesThemostimportantreasonforinitiatingITprojectsistosupportexplicitbusinessobjectivesNWAwashavingfinancialdifficultiesintheearly1990s,soreducingcostswasakeybusinessobjectiveResNetwouldhelpstopthefinancialdraincausedbythereservationcallcenters4SupportingExplicitBusinessOTable12-1.InitiatingProcessesandOutputs5Table12-1.InitiatingProcessBackgroundonNorthwestAirlines(NWA)NorthwestAirlinesistheworld’sfourthlargestairlineandAmerica’soldestcarrierIn2001,NWAhadover53,000employeesworldwideThereservationsystemused3,000dumbterminalsintheearly1990sThereservationprocesswasbecomingmorecomplex,andthecallcenterswerelosingmoney6BackgroundonNorthwestAirlinBackgroundonResNetThereservationsystembeforeResNetwasPARSReservationagentshadtousecrypticcommandstousetheoldsystemAllinformationwasononecharacter-basedscreenDeregulationandnewmarketinginitiativescomplicatedthereservationprocessCalltimeswereincreasing7BackgroundonResNetThereservFigure12-1.SampleReservationScreenBeforeResNet8Figure12-1.SampleReservatiFocusonMakingDirectSalesFayBeauchines’visionwastochangethefocusofthecallcentersfromjustinformationandservicetosalesMakingadirectsalesavedNWAcommissionfeesof13%plus18%inoverheadcostsavingsAnewreservationsystemwasneededtohelpagentsmakedirectsales9FocusonMakingDirectSalesFaStaffingaNewProjectFayselectedPeeterKivestu,amarketingdirectoratNWA,astheResNetprojectmanagerPeeter’sstrategywastoprovetheconceptofResNetfirstwithaprototypePeeteraskedArvidLee,aseniormemberoftheISdepartment,toleadtheISteamontheResNetprojectsKathy(Krammer)Christenson,amarketinganalyst,becometheResNetapplicationdevelopmentmanager10StaffingaNewProjectFayseleTable12-2.ThreeMainResNetProjects11Table12-2.ThreeMainResNetWhatWentWrong?AfterfinishingtheResNetbetaproject,PeeterandhisteamsawtherestofResNetasonelargeprojecttoimplementthenewreservationsysteminallofthecallcenters.Seniormanagement,however,broketherestofResNetintotwoseparateprojects,ResNet1995andResNet1996.TheirgoalsweretoavoidahugeinvestmentcommitmentandtoprovidefurtherincentivesfortheResNetteamtoproducesuccessfulresults.Ifthe1995ResNetprojectwasnotsuccessful,seniormanagementcoulddecidenottofundthe1996project.Althoughthisstrategyreducedfinancialrisk,Peeterandhisteamdidnotlikethedecision.IfResNet1996werenotapprovedforsomereason,theywouldbestuckwithtwototallydifferentreservationssystemsindifferentsalesoffices.Thissituationwouldcausehugemanagement,technical,andsupportproblems.TheResNet1995teamwasunderalotofpressuretodoagoodjobortheResNet1996projectwouldnotbefunded.

12WhatWentWrong?AfterfinishinSelectingtheProjectManagerAnimportantpartofprojectinitiationisselectingaprojectmanager.FayselectedPeeterbecauseheknewtheairlinebusinessheunderstoodthetechnologyheknewthattechnologiescouldimprovebusinessproductivityPeeterusedhispassionfortheprojecttoconvinceFayandothersthatheshouldbetheprojectmanager13SelectingtheProjectManagerAPreparingBusinessJustificationfortheProjectsFortheBetaprojectFayconvincedseniormanagerstoinvest$500,000intodevelopingaprototypesystemPeeteremphasizedhistrackrecordasaleaderandwhatthecompetitionwasdoingArvidwaswell-knownandrespectedforhisISexpertise14PreparingBusinessJustificatiPreparingBusinessJustificationfortheProjectsFortheResNet1995and1996projectsVerystrongjustificationwasneededtomakemajorinvestmentsPeeterprepareddetailedplansandfocusedonkeybusinessobjectivesoftheprojectimpressiveresultsfromthebetaprojecttheopportunitytomakemoneywiththenewsystem(NPVestimateof$37.7M)15PreparingBusinessJustificatiWhatWentRight?PeeterandtheResNetteampreparedoutstandingbusinessjustificationforalloftheResNetprojects.Usinghisstrongtechnicalandbusinessskills,PeeterwrotepersuasivedocumentsjustifyingResNet,andhemadehiscasewellinpresentations.Peeter'sjustificationstrategyforthe1995and1996ResNetprojectsincludedverystrongfinancialanalysis,whichgreatlyimpressedthefinancecommittee.Peeterknewthatthedecision-makerswantedtoseethebottomlinenumbers,andPeeterprovidedthemaswellasdetailedrationaleforhowhegotthem.Hepreparedafive-yearcashflowanalysisofallcostsandbenefits,clearlydefinedmajorassumptions,anddescribedthebasisforallofhisprojections.ItwasobvioustothefinancecommitteethatPeeterknewwhathewasdoing.Theyalsoappreciatedthefactthatsomeoneleadingamajorinformationtechnologyprojectwasdrivenbybusinessneedsinsteadoftechnologyneeds.16WhatWentRight?PeeterandtheTable12-3.ResNet1995-96FinancialSummary17Table12-3.ResNet1995-96FinFigure12-2.SampleResNetScreen18Figure12-2.SampleResNetSc“WhatResNetistoPARSIsLikeWhatAT&TIstoTwoSticksandaHollowLog”ResNetintegratedinformationfromdifferentareasandputitallononescreenContext-appropriatesalesmessageshelpedagentsprovidecustomerswithinformationthatwouldhelpcloseasaleResNetensuredaccuracyandconsistencyincallhandling19“WhatResNetistoPARSIsLikFigure12-3.ExecutiveSummaryforJustifyingResNetProjectNorthwestReservationsofficescurrentlyoperatewiththePARSreservationssystemusing30yearoldtechnology.Asaresult,reservationsagentsmustremembercrypticcommandstoaccessvastamountsofquicklychangingmarketinginformation.Becauseoftheinflexibilityofthecurrentsystem,thetime,andconsequentlythecostoftakingareservationisdifficulttomanage,agentsarenotabletoconsistentlyfollowprocedures,andtrainingcostsarehigh.MostofNorthwest'scompetitors,andnowalsotravelagencies,havebeenaggressivelyaddressingreservationsinefficienciesbyinstallingintelligentreservationsterminals.Theseairlinesandagencieshaverealizedsignificantoperatingimprovementthroughcostsavingsandrevenueenhancements.Marketingrequestsapprovaltoinstallintelligentsalesterminals-tobecalledResNet-intheeightdomesticReservationsSalesoffices,inthenewChisholmWorldPerksoffice,andintheSalesActionCenter.The5yearNPVoftheprojectis$37.7M…20Figure12-3.ExecutiveSummarDevelopingtheProjectCharterNWAdidnotuseofficialprojectchartersintheearly1990sReceivingformalbudgetapprovalwasthemainmeansforcharteringprojectsTheprojectplanforResNetwascalledaPurchaseRequest2(PR2),whichincludedinformationontheproject,technical,development,applications,operations,andchangemanagementapproaches21DevelopingtheProjectCharterTable12-4.NextStepsAfterBetaResNetProject22Table12-4.NextStepsAfterBActionsoftheProjectManagerandSeniorManagementinProjectInitiationQuicklyassemblingastrongprojectteamGettingkeystakeholdersinvolvedintheprojectearlyPreparingdetailedanalysisofthebusinessproblemanddevelopingprojectmeasurementtechniquesUsingaphasedapproachPreparinguseful,realisticplansfortheproject23ActionsoftheProjectManagerChapter12:

Initiating24Chapter12:

Initiating1OpeningCaseChapters12-15areallbasedonarealcasestudyFayBeauchine,VPofReservationsatNorthwestAirlines(NWA),sponsoredtheResNetprojectsPeeterKivestu,amarketingdirector,wastheprojectmanagerforResNetResNetwasthefirstinformationtechnologyprojectledbynon-technicalmanagersatNWA25OpeningCaseChapters12-15areWhatIsInvolvedinProjectInitiation?InitiatingistheprocessofrecognizingandstartinganewprojectorprojectphaseItiscriticaltoensurethattherightkindsofprojectsarebeinginitiatedfortherightreasonsItisbettertohavemoderateorevenasmallamountofsuccessonanimportantprojectthanhugesuccessonanunimportantone26WhatIsInvolvedinProjectInSupportingExplicitBusinessObjectivesThemostimportantreasonforinitiatingITprojectsistosupportexplicitbusinessobjectivesNWAwashavingfinancialdifficultiesintheearly1990s,soreducingcostswasakeybusinessobjectiveResNetwouldhelpstopthefinancialdraincausedbythereservationcallcenters27SupportingExplicitBusinessOTable12-1.InitiatingProcessesandOutputs28Table12-1.InitiatingProcessBackgroundonNorthwestAirlines(NWA)NorthwestAirlinesistheworld’sfourthlargestairlineandAmerica’soldestcarrierIn2001,NWAhadover53,000employeesworldwideThereservationsystemused3,000dumbterminalsintheearly1990sThereservationprocesswasbecomingmorecomplex,andthecallcenterswerelosingmoney29BackgroundonNorthwestAirlinBackgroundonResNetThereservationsystembeforeResNetwasPARSReservationagentshadtousecrypticcommandstousetheoldsystemAllinformationwasononecharacter-basedscreenDeregulationandnewmarketinginitiativescomplicatedthereservationprocessCalltimeswereincreasing30BackgroundonResNetThereservFigure12-1.SampleReservationScreenBeforeResNet31Figure12-1.SampleReservatiFocusonMakingDirectSalesFayBeauchines’visionwastochangethefocusofthecallcentersfromjustinformationandservicetosalesMakingadirectsalesavedNWAcommissionfeesof13%plus18%inoverheadcostsavingsAnewreservationsystemwasneededtohelpagentsmakedirectsales32FocusonMakingDirectSalesFaStaffingaNewProjectFayselectedPeeterKivestu,amarketingdirectoratNWA,astheResNetprojectmanagerPeeter’sstrategywastoprovetheconceptofResNetfirstwithaprototypePeeteraskedArvidLee,aseniormemberoftheISdepartment,toleadtheISteamontheResNetprojectsKathy(Krammer)Christenson,amarketinganalyst,becometheResNetapplicationdevelopmentmanager33StaffingaNewProjectFayseleTable12-2.ThreeMainResNetProjects34Table12-2.ThreeMainResNetWhatWentWrong?AfterfinishingtheResNetbetaproject,PeeterandhisteamsawtherestofResNetasonelargeprojecttoimplementthenewreservationsysteminallofthecallcenters.Seniormanagement,however,broketherestofResNetintotwoseparateprojects,ResNet1995andResNet1996.TheirgoalsweretoavoidahugeinvestmentcommitmentandtoprovidefurtherincentivesfortheResNetteamtoproducesuccessfulresults.Ifthe1995ResNetprojectwasnotsuccessful,seniormanagementcoulddecidenottofundthe1996project.Althoughthisstrategyreducedfinancialrisk,Peeterandhisteamdidnotlikethedecision.IfResNet1996werenotapprovedforsomereason,theywouldbestuckwithtwototallydifferentreservationssystemsindifferentsalesoffices.Thissituationwouldcausehugemanagement,technical,andsupportproblems.TheResNet1995teamwasunderalotofpressuretodoagoodjobortheResNet1996projectwouldnotbefunded.

35WhatWentWrong?AfterfinishinSelectingtheProjectManagerAnimportantpartofprojectinitiationisselectingaprojectmanager.FayselectedPeeterbecauseheknewtheairlinebusinessheunderstoodthetechnologyheknewthattechnologiescouldimprovebusinessproductivityPeeterusedhispassionfortheprojecttoconvinceFayandothersthatheshouldbetheprojectmanager36SelectingtheProjectManagerAPreparingBusinessJustificationfortheProjectsFortheBetaprojectFayconvincedseniormanagerstoinvest$500,000intodevelopingaprototypesystemPeeteremphasizedhistrackrecordasaleaderandwhatthecompetitionwasdoingArvidwaswell-knownandrespectedforhisISexpertise37PreparingBusinessJustificatiPreparingBusinessJustificationfortheProjectsFortheResNet1995and1996projectsVerystrongjustificationwasneededtomakemajorinvestmentsPeeterprepareddetailedplansandfocusedonkeybusinessobjectivesoftheprojectimpressiveresultsfromthebetaprojecttheopportunitytomakemoneywiththenewsystem(NPVestimateof$37.7M)38PreparingBusinessJustificatiWhatWentRight?PeeterandtheResNetteampreparedoutstandingbusinessjustificationforalloftheResNetprojects.Usinghisstrongtechnicalandbusinessskills,PeeterwrotepersuasivedocumentsjustifyingResNet,andhemadehiscasewellinpresentations.Peeter'sjustificationstrategyforthe1995and1996ResNetprojectsincludedverystrongfinancialanalysis,whichgreatlyimpressedthefinancecommittee.Peeterknewthatthedecision-makerswantedtoseethebottomlinenumbers,andPeeterprovidedthemaswellasdetailedrationaleforhowhegotthem.Hepreparedafive-yearcashflowanalysisofallcostsandbenefits,clearlydefinedmajorassumptions,anddescribedthebasisforallofhisprojections.ItwasobvioustothefinancecommitteethatPeeterknewwhathewasdoing.Theyalsoappreciatedthefactthatsomeoneleadingamajorinformationtechnologyprojectwasdrivenbybusinessneedsinsteadoftechnologyneeds.39WhatWentRight?PeeterandtheTable12-3.ResNet1995-96FinancialSummary40Table12-3.ResNet1995-96FinFigure12-2.SampleResNetScreen41Figure12-2.SampleResNetSc“WhatResNetistoPARSIsLikeWhatAT&TIstoTwoSticksandaHollowLog”ResNetintegratedinformationfromdifferentareasandputitallononescreenContext-appropriatesalesmessageshelpedagentsprovidecustomerswithinformationthatwouldhelpcloseasaleResNetensuredaccuracyandconsistencyincallhandling42“WhatResNetistoPARSIsLikFigure12-3.ExecutiveSummaryforJustifyingResNetProjectNorthwestReservationsofficescurrentlyoperatewiththePARSreservationssystemusing30yearoldtechnology.Asaresult,reservationsagentsmustremembercrypticcommandstoaccessvastamountsofquicklychangingm