MIS 4374 Lecture 01

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7/21/2019 MIS 4374 Lecture 01


IT PROJECT MANAGEMENT

MIS 4374

Dr. Scott

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Lecture :

Introduction to Project

Management

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• Understand the growing need for better projectmanagement, especially for information technology (IT)projects

• Explain what a project is, provide examples of IT

projects, list various attributes of projects, and describethe triple constraint of project management

• Describe project management and discuss key elementsof the project management framework, including projectstakeholders, the project management knowledge areas,common tools and techniques, and project success

Learning Objectives

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• Discuss the relationship between project,program, and portfolio management and thecontributions each makes to enterprise success

• Understand the role of project managers bydescribing what they do, what skills they need,and career opportunities for IT project managers

• Describe the project management profession,including its history, the role of professionalorganizations like the Project Management

Institute (PMI), the importance of certificationand ethics, and the advancement of projectmanagement software

Learning Objectives

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• Many organizations today have a new or renewed interestin project management

• Computer hardware, software, networks, and the use ofinterdisciplinary and global work teams have radically

changed the work environment

• The world as a whole spends nearly $________of its$40.7 trillion gross product on projects of all kinds

• More than _______ people regard project management as

their profession

Introduction

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Introduction

• Information Technology (IT) projects are organizationalinvestments that require– Time

–

–• Organizations expect some type of value in return of

this investment

• IT Project Management is a relatively new disciplinethat combines traditional _____________with Software _________________to make IT projects moresuccessful.

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The Software Crisis

• The CHAOS study published in 1995 by TheStandish Group found that although the U.Sspent over $250 billion on IT projects,approximately…

– __% were cancelled before completion

– __% were completed but over budget, overschedule, and did not meet original

specifications.– For mid-size companies, average costoverruns were ____%, while average scheduleoverruns were ____%!

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Why Do IT Projects Fail?

• Larger projects have the lowest successrate and appear to be more risky thanmedium and smaller projects

– Technology, business models and marketschange so rapidly that a project that takesmore than a year can be obsolete beforethey are completed.

• The Chaos study also provides someinsight as to the factors that influenceproject success.

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Summary of Chaos Studies from 1994to 3rd Quarter 2004

29% 53% 18%

28% 49% 23%

26% 46% 28%

27% 33% 40%

16% 53% 31%

0% 20% 40% 60% 80% 100%

2004

2000

1998

1996

1994

Successful

Challenged

Impaired

Figure 1.1 Sources: www.standishgroup.com

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Improving the likelihood of success

• Socio-technical Approach• Project Management Approach

–

– resources

– expectations

–

– efficiency and effectiveness

• Knowledge Management Approach– lessons learned, __________and sharedknowledge

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An ITPM Approach

• Organizational resources are limited, soorganizations must choose amongcompeting interests to fund specific

projects.

• This decision should be based on thevalue a competing project will provide to

an organization.

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• A project is“____________________________________” (PMBOK®Guide, Fifth Edition, 2012)

• Operations is work done to sustain the business

• Projects end __________________________ or theproject has been terminated

• Projects can be large or small and take a short or longtime to complete

What Is a Project?

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• A team of students creates a smartphoneapplication and sells it online

• A company develops a driverless car

• A small software development team addsa new feature to an internal softwareapplication for the finance department

• A college upgrades its technologyinfrastructure to provide wireless Internetaccess across the whole campus

Examples of IT Projects

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The Context of Project Management – Project Attributes

•

• Purpose (to provide value!)

• Ownership

• Resources (the triple constraint)

• Roles–

–

–

• Risk & Assumptions

• Interdependent Tasks• Planned Organizational Change

• Operate in Environments Larger than the Project Itself

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• Project management is “_______________________________________ _________ _____________ ______” (PMBOK®Guide, Fourth Edition, 2012)

• Project managers strive to meet the tripleconstraint (_________________________ _____) and also facilitate the entire process to

meet the needs and expectations of projectstakeholders

What is Project Management?

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The Triple Constraint of ProjectManagement

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The Project Life Cycle and ITDevelopment

• Project Life Cycle (PLC)– A collection of logical stages or phases that maps the

life of a project from its beginning to its end inorder to define, build and deliver the product of theproject – i.e., the information system

• Projects are divided into phases to increasemanageability and reduce risk– Phase exits, stage gates, or kill points ______

_______________________________________

_______________________________________– Fast tracking is the overlapping of phases to reducethe project’s schedule

• Can be risky!

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Generic Project Life Cycle

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Systems Development LifeCycle (SDLC)

• Represents the sequential phases or stages aninformation system follows throughout its useful life

• Useful for understanding the development of the

project’s largest work product – the application system• Phases/Stages

– _______________

– _______________

– _______________ – _______________

– _______________

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Systems Development Life

Cycle (SDLC)

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The Relationship Between the PLCand the SDLC

• The systems development life cycle(SDLC) becomes part of the project lifecycle (PLC).

– The PLC ________________________ _______________________________ _______________________________.

– The SDLC focuses on the software

engineering phases, processes, tools andtechniques for building and/or implementingthe IT solution.

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The Relationship Between the PLC& SDLC

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• Knowledge areas describe the key competenciesthat project managers must develop

• Project managers must have knowledge and skills

in all 10 knowledge areas (project integration,scope, time, cost, quality, human resource,communications, risk, procurement, andstakeholder management)

• This text includes an entire chapter on eachknowledge area

10 Project Management KnowledgeAreas

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• Project management tools and techniques assistproject managers and their teams in various aspects ofproject management

• Some specific ones include

– _____________________________________________

– Gantt charts, network diagrams, critical path analysis,critical chain scheduling (time)

– _____________________________________________– See Table 1-1 for many more

Project Management Tools andTechniques

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• “Super tools” are those tools that have high use andhigh potential for improving project success, such as:– Software for task scheduling (such as project management

software)

– Scope statements

– Requirements analyses– Lessons-learned reports

• Tools already extensively used that have beenfound to improve project importance include:

– ________________– Kick-off meetings

– ________________

– Change requests

Super Tools

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• Recent research findings show that companies thatexcel in project delivery capability:

– Use an integrated project management toolbox(use standard/advanced PM tools, lots oftemplates)

– Grow project leaders, emphasizing business andsoft skills

– Develop a streamlined project delivery process– Measure project health using metrics, like

customer satisfaction or return on investment

What the Winners Do…

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• A program is “__________________________ _______________________________________ _______________________________________”(PMBOK® Guide, Fifth Edition, 2012)

• A program manager provides leadership anddirection for the project managers heading theprojects within the program

• Examples of common programs in the IT fieldinclude infrastructure, applications development,and user support

Program and Project PortfolioManagement

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• As part of project portfoliomanagement, ___________________ ________________________________

________________________________thatcontribute to the entire enterprise’ssuccess

• Portfolio managers help theirorganizations make wise investmentdecisions by helping to select and analyze

projects from a strategic perspective

Project Portfolio Management

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Figure 1-3. Pr oj ect Management Compar ed t o

Pr oj ect Por t f o l i o Management

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• A best practice is “________________________

__________________________________________”*• Robert Butrick suggests that organizations need to

follow basic principles of project management,including these two mentioned earlier in this chapter:– ________________________________________. Be able to

demonstrate how each project you undertake fits yourbusiness strategy, and screen out unwanted projects as soonas possible

– ______________________. Ignoring stakeholders often leadsto project failure. Be sure to engage stakeholders at allstages of a project, and encourage teamwork andcommitment at all times

Best Practice

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*Project Management Institute, Organizational Project Management Maturity Model

(OPM3) Knowledge Foundation (2003), p. 13.

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Figure 1-4. Sample Project PortfolioApproach

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• Job descriptions vary, but most includeresponsibilities like _________________ __________________________________

__________________________________

• Remember that __% of successful

projects were led by experienced projectmanagers, who can often help influencesuccess factors

The Role of the Project Manager

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Ten Most Important Skills andCompetencies for Project Managers

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1. ______ skills

2. Leadership

3. Listening

4. Integrity, ____________, consistent

5. Strong at building trust

6. Verbal communication

7. Strong at __________

8. Conflict resolution, conflict management

9. ____________________________

10. Understands, balances priorities

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• Large projects: ___________________________ _________________________________________ _________________________________________

• High uncertainty projects: Risk management,

expectation management, _________, ________, andplanning skills were most important

• Very novel projects: Leadership, people skills, havingvision and goals, self confidence, ______________, and

listening skills were most important

Different Skills Needed in DifferentSituations

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• Effective project managers provide leadershipby example

• A leader _______________________________

_______________________________________ _______________________________________

• A manager _____________________________

_______________________________________

• Project managers often take on the role of bothleader and manager

Importance of Leadership Skills

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• In a 2011 survey, IT executives listed the“nine hottest skills” they planned to hirefor in 2012

• Project management was second only toprogramming and applicationdevelopment

Careers for IT Project Managers

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• The profession of project management isgrowing at a very rapid pace

• It is helpful to understand the history ofthe field, the role of professionalsocieties like the Project ManagementInstitute, and the growth in project

management software

The Project Management Profession

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• Some people argue that building the Egyptianpyramids was a project, as was building theGreat Wall of China

• Most people consider the Manhat t an Pr oj ect to be the first project to use “modern” projectmanagement

• This three-year, $2 billion (in 1946 dollars)project had a separate project manager and atechnical manager

History of Project Management

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• In the 100s, many companies begancreating PMOs to help them handle theincreasing number and complexity of

projects• A Project Management Office (PMO) ___ ___________________________________

___________________________________

Project Management Offices

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Growth in the Number of ProjectManagement Offices

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• The Project Management Institute (PMI) is aninternational professional society for projectmanagers founded in ______

• PMI has continued to attract and retain members,reporting more than 380,000 members worldwide by

2012• There are communities of practices in many areas,like information systems, financial services, andhealth care

• Project management research and certification

programs continue to grow• Students can join PMI at a reduced fee and earn the

Certified Associate in Project Management (CAPM)certification(see www.pmi.org for details)

The Project Management Institute

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http://www.pmi.org/

http://www.pmi.org/

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• PMI provides certification as a ____________ _______________________________ (PMP)

• A PMP has documented sufficient project

experience, agreed to follow a code of ethics,and passed the PMP exam

• The number of people earning PMP certificationis increasing quickly

• PMI and other organizations offer additionalcertification programs (see Appendix B)

Project Management Certification

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The Project Management Body ofKnowledge (PMBOK®)

• The Guide to the Project Management Body of Knowledge(PMBOK® Guide) documents 9 project management knowledgeareas.

• The PMBOK® Guide is published and maintained by the ProjectManagement Institute (PMI).– http://www.pmi.org

• PMI provides a certification in project management called theProject Management Professional (PMP) that many people todaybelieve will be as relevant as a CPA certification.

• PMP certification requires that you pass a PMP certification examto demonstrate a level of understanding about projectmanagement, as well as satisfy education and experience

requirements, and agree to a professional code of conduct.

http://www.pmi.org/

http://www.pmi.org/

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PMBOK® Knowledge Areas

1. Project Integration Management2. Project Scope Management

3. Project Time Management

4. Project Cost Management5. Project Quality Management

6. Project Human Resources Management

7. Project Communications Management

8. Project Risk Management

9. Project Procurement Management

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•There are hundreds of different products toassist in performing project management

•Three main categories of tools:

– Low-end tools: _________________________ ______________________________________– Midrange tools: Handle multiple projects and

users, cost $200-$1,000 per user, Project 2010most popular

– High-end tools: ________________________ _______________________________________ _______________________________________

Project Management Software

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Agile Project Management

• A new approach and philosophy to project managementthat is becoming increasingly popular.

• Characterizes many of today’s projects that exemplifyspeed, uncertainty, changing requirements and high

risks.• Traditional project management often takes an orderlyapproach while APM embraces the fact that projectsare often chaotic and unpredictable.

• APM focuses on flexibility, adaptability and innovation

• Traditional and new approaches together can provideus with a better understanding of how to improve thelikelihood of project success.

Ch S

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• A project is a temporary endeavor undertaken to create a

unique product, service, or result• Project management is the application of knowledge, skills,tools, and techniques to project activities to meet projectrequirements

• A program is a group of related projects managed in acoordinated way

• Project portfolio management involves organizing andmanaging projects and programs as a portfolio of investments

• Project managers play a key role in helping projects andorganizations succeed

• The project management profession continues to grow and

mature• Agile Project Management is rapidly growing as a methodology

for Information Systems Projects.

Chapter Summary

Documents

MIS 4374 Lecture 01