ISM 5316 Project and Change Management Fall 2000 Week 1: Introduction.
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Transcript of ISM 5316 Project and Change Management Fall 2000 Week 1: Introduction.
ISM 5316Project and Change Management
Fall 2000
Week 1: Introduction
Course Structure and Resources Course Web site
– http://ruby.fgcu.edu/courses/cbeise
Schwalbe text (note Appendices) Project Management Institute (PMI) BOK
– http://www.pmi.org Software Engineering Institute (SEI)
– http://www.sei.cmu.edu Selected Readings on reserve on-line WebCT
Week 1-2: Learning Objectives
You should be able to: Explain the need for Project Management (PM) Explain the relationship between PM and organizational
change Compare traditional management to PM structures Define “project” and explain how projects differ from
on-going organizational operations List and define PM tasks and activities List skills needed by a Project Manager
You should be able to: List and define the project management
knowledge areas Describe a generic project life cycle and its phases Distinguish between project organization
structures List and describe project management processes Summarize the software development (SD)
process Discuss challenges in adapting PM to SD
Traditional Organizational Focus
Mass production Efficiency Functional organization
– specialization to concentrate skills Hierarchical control Inflexible
– hard to change
Organizational Change
Increased competition Sophisticated, customized products Faster time-to-market Globalization More frequent adapting to change More flexibility needed Quality focus
Traditional Organization Structures
Hierarchical reporting relationships Hierarchical communication, coordination Specialization => efficiency, not flexibility Pyramid model
workers
Operations mgt
Middle Mgt
Top Mgt
workers
Top Mgt
FlatteningPyramid Model
Upside Down
Organization
Structure
Customers
Project Teams
Diversity of knowledge needed Cross-functional Self-directed Often ad-hoc or temporary Often distributed (geographically) Start and end dates
Traditional Management Skills
Leading
Staffing
Controlling
Organizing
Planning
Project Management Body of Knowledge
Organizations as Systems A project takes place within the context of an
organization Organizations are viewed from multiple
perspectives:– structure– culture (people and symbols)– politics
All must be considered in managing projects
What is a Project?
Performed by people Constrained by limited resources Planned, executed, and controlled Temporary, with a defined start and end The objective is a unique product or service
– progressively elaborated Has stakeholders with multiple needs
Project Management Knowledge Areas Scope:
– work included and excluded
Time: – activities, sequencing,
estimation, scheduling
Cost: – budgeting, resource
planning
Quality: – satisfying stated needs and
objectives
Integration: – planning, coordination,
change control Communication:
– storing, retrieving, disseminating project information
Risk Management:– identifying and responding
Procurement Management– acquiring external resources
• Human Resource Management
PM Terms and Definitions Program
– multiple related projects managed and coordinated as a group for increased benefit
Application area: – technology or industry
Deliverable: – tangible, verifiable work product
Fast-tracking: – overlapping project phases
Milestone: – interim checkpoint in project life cycle
Project Life Cycle
Defines start and end of project Divided into phases for control Each phase has defined work product(s) Project Life Cycle definitions
– feasibility study (may be separate)– what work done in each phase– who should be involved– cyclical risk, staffing, cost
Generic Project Life Cycle
Feasibility– Concept– Development
Acquisition– Implementation– Close-out
Systems Development Life CycleSDLC
Business Planning System Analysis System Design System Development System Implementation Evaluation and Maintenance
Variations on SDLC
Waterfall model– linear steps, deliverables after each step
Spiral model– iterative, deliverables after each iteration
Incremental model– progressive development– each increment adds enhancements
(Prototyping: method used in each model)
Project Life Cycle Generic SystemsDevelopment (SDLC)
Concept Feasibility Definition
Feasibility Definition
Development Specify productrequirements
Design product
Analysis Design Prototyping
Implementation Build product Turnover (put into
operation)
Coding Testing Installation Operation
Close-out Customeracceptance
Documentlessons learned
Customeracceptance
Maintenance
Resources per Phase
Initial
Phase
Intermediate Phases Final
Phase
Cost,
Staffing Levels
Time ---------------------->
Stakeholders
Project manager– primary responsibility
Customer (users) Performing
organization (developers, team)
Sponsor– financial resources
External vs. internal
Manage expectations Resolve conflicting
objectives Prioritize needs Make customer
highest priority
Project Organization Structures Functional
– traditional hierarchical management systems
– makes project management more difficult
Projectized– derive revenues from projects
OR manage operations via projects
– systems (financial, etc.) designed for projects
– co-located team members (vs. specialization)
Matrix– weak --> strong (functional --> projectized)
A Project Process
A Series of actions bringing about a result Performed by people Describe and organize work (project process)
OR
Specify and create the product (product process) Project and product processes overlap
– Can’t define scope without understanding how product is created or developed
Process Group Interactions
Initiating
Executing
Planning
Controlling
Closing
Process Groups
Linked by results they produce Output of one is input to another Overlapping activities Process group interactions go across project
phases
Process Groups
Initiating
Executing
Planning
Controlling
Closing
Initiating
Commits the organization to begin the next phase of the project
Initiation is repeated at the start of each phase
Business needs are re-examined
Process Groups
Initiating
Executing
Planning
Controlling
Closing
Planning Processes
Amount of planning is proportional to scope of project
Core planning processes– scope definition– activity definition, sequencing, documenting– schedule development– resource planning– cost estimating and budgeting
Facilitating Processes: Provide Support
Core Processes Interacting
Facilitating (Supporting)Processes in Planning
Quality: relevant standards Organizational:
– roles, responsibilities, reporting relationships Staff Acquisition Communication: stakeholders, needs Risk: identify, quantify, plan response Procurement and solicitation planning
Process Groups
Initiating
Executing
Planning
Controlling
Closing
Executing Processes
Performing planned activities Quality assurance Team development Information communication Solicitation and source selection Contract administration
Process Groups
Initiating
Executing
Planning
Controlling
Closing
Controlling Processes
Measure project performance– Identify variances– Adjust plan if needed– Take preventive action
Change control Schedule, cost, quality control Performance reporting Risk response
Process Groups
Initiating
Executing
Planning
Controlling
Closing
Closing Processes
Administrative– generate, record, and disseminate information– document what was learned for future use– distribution of leftover resources– re-assignment of project team members
Contract Close-out– contract settlement– resolve open items
Project Personnel Skills
Technical Political Problem-oriented (vs. discipline-oriented) Goal-oriented (vs. putting in hours) Flexibility, adaptability High self-esteem
– can handle failure, risk, uncertainty, unexpected
– can share blame and credit
PM Characteristics Leadership: shared commitment Generalist, facilitator, coordinator Communicator Credibility: technical, administrative
Political sensitivity Conflict: sense, confront, resolve
Can deal with stress, chaos, ambiguity Planning and follow-through Ethical dilemmas
Software Development (SD) Projects
Software Engineering– application of PM methods to SD
Challenges:– art or science?– time and cost estimation– rapid changes in technology
IT human resources– scarce– costly
Object-Oriented (OO) Software Development
Potential benefits:– reusability of software components– faster development of new systems– more flexibility in changing systems
(to adapt to organizational change)
Limitations:– new tools and techniques– less experience– more hype
For Next Time: Investigate course resources Do week 1 and 2 readings Write a 1-2 page narrative explaining the 5 most
common reasons for Project Failure Write a 1-2 page narrative explaining why project
management is a critical factor in fostering change in organizations
Send your classmates an e-mail telling them about yourself: esp. what you could contribute to a team project, at [email protected]
Check your e-mail daily!