The strategic management process
The three key strategic managements processes:
o Strategy analysis
o Strategy formulation
o Strategy implementation.
(Mintzberg Model):
Starts with a Deliberate Strategy:
o Intended Strategy
Unrealized strategy
Emergent St
Finalizing the System and Project Scope
System scope: defines capabilities of new system
Project scope: describes how project is to be built
Provides disposition toward staff training
Provides data conversion information
Sets parameters for quality contro
Descriptive Models
Narrative memos, reports, or lists
Provide high-level views
Information not reflected in mathematical models
Usually incorporated into graphical schemes
Graphical Models
Graphical models provide instant information
Supplement abstract l
Learning from others mistakes
Sears former CEO said: todays peacocks are tomorrows feather duster
Nokia: 1990s: the worlds largest mobile manufacturing. Their competitive advantage
disappeared in 2007 shortly after the iPhone was introduced.
Nokia stopped
Unified Process
Unified Process (UP) development methodology
Consists of phases, iterations, and disciplines
Provides framework for project definition and execution
Project management: critical support discipline
Project Management prominent in inception
What is strategic management?
The analyses, decisions, and actions an organization undertakes in order to create and
sustain competitive advantages.
o Part one:
Analysis: goals analyzing companys vision, mission, resources etc.
internal and external envir
Determining the Schedule Feasibility
Development of project schedule involves high risk
Assumptions and estimates made without adequate information
Adaptive projects very susceptible to schedule risks
Project managers use milestones to evaluate pace and c
Identify Project Risks and Confirm Project Feasibility
Feasibility analysis: verifies project viability
Activities used to evaluate a projects feasibility
Assess the risk to the project (risk management)
o Determine the organizational/cultural feasibility
Models and Modeling
Models are great communicators
Leverage visual cues to convey information
Reduce complexity of components to essentials
Models are configured within a hierarchy
Model granularity can be adjusted by analyst
UML activity diagram is one t
Techniques for Information Gathering
Building effective prototypes
o Operative
o Focused
o Quickly composed (especially using CASE tools)
Distribute and Collect Questionnaires
Conduct Joint Application Design Sessions (JAD)
o Includes JAD Session Leader,
