IT Project Management Chapter 1

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Information TechnologyInformation Technology

Project Management, SixthProject Management, Sixth

EditionEdition

Note: See the text itself for full citations.


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Describe the systems view of proect managementan! how it applies to information technology

proects "n!erstan! organi#ations$ inclu!ing the four

frames$ organi#ational structures$ an!

organi#ational culture %xplain why sta&ehol!er management an! top

management commitment are critical for aproect's success

2(nformation )echnology *roect


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"n!erstan! the concept of a proect phase an!

the proect life cycle an! !istinguish between

proect !evelopment an! pro!uct !evelopment

Discuss the uni,ue attributes an! !iverse natureof information technology proects Describe recent tren!s affecting () proect

management$ inclu!ing globali#ation$ outsourcing$

an! virtual teams

(nformation )echnology *roect-


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*roects must operate in a broa! organi#ational

environment *roect managers nee! to use systems thinking:

◦ )a&ing a holistic view of carrying out proects within the

context of the organi#ation

Senior managers must ma&e sure proects

continue to support current business nee!s

(nformation )echnology *roect


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/ systems approach emerge! in the 910s to!escribe a more analytical approach tomanagement an! problem solving

)hree parts inclu!e:◦

Systems philosophy: an overall mo!el for thin&ing aboutthings as systems

◦ Systems analysis: problemsolving approach

◦ Systems management: a!!ress business$ technological$an! organi#ational issues before ma&ing changes to

systems

(nformation )echnology *roect1


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Structural frame:

5ocuses on roles an!responsibilities$

coor!ination an! control.

6rgani#ation charts help

!efine this frame.

Human resources frame:

5ocuses on provi!ingharmony between nee!s of

the organi#ation an! nee!s

of people.

Political frame:

/ssumes organi#ations

are coalitions compose!

of varie! in!ivi!uals an!interest groups. Conflict

an! power are &ey issues.

Symbolic frame: 5ocuses

on symbols an! meanings

relate! to events. Culture

is important.


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- basic organi#ation structures

◦ Functional: functional managers report to the

C%6

◦

Project: program managers report to the C%6◦ Matrix: mi!!le groun! between functional an!

proect structures7 personnel often report to

two or more bosses7 structure can be wea&$

balance!$ or strong matrix




0


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Organizational culture is a set of share!

assumptions$ values$ an! behaviors that

characteri#e the functioning of an organi#ation

+any experts believe the un!erlying causes ofmany companies' problems are not the structure

or staff$ but the culture



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+ember i!entity8 roup emphasis8 *eople focus

"nit integration8 Control


is& tolerance8 ewar! criteria8 Conflict tolerance8

+eansen!sorientation

6pensystems focus8

8*roect wor& is most successful in an organi#ationalculture where these items are strong;high an! other

items are balance!


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*roect managers must ta&e time to i!entify$un!erstan!$ an! manage relationships with all

proect sta&ehol!ers "sing the four frames of organi#ations can help

meet sta&ehol!er nee!s an! expectations Senior executives;top management are very

important sta&ehol!ers

(nformation )echnology *roect


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)he New


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*eople in top management positions are &eysta&ehol!ers in proects

/ very important factor in helping proect managers

successfully lea! proects is the level of commitment

an! support they receive from top management >ithout top management commitment$ many proects

will fail

Some proects have a senior manager calle! achampion who acts as a &ey proponent for a proect



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*rovi!ing a!e,uate resources /pproving uni,ue proect nee!s in a timely

manner

etting cooperation from other parts of theorgani#ation +entoring an! coaching on lea!ership issues



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I go!ernance a!!resses the authority an! controlfor &ey () activities in organi#ations$ inclu!ing ()

infrastructure$ () use$ an! proect management / lac& of () governance can be !angerous$ as

evi!ence! by three wellpublici#e! () proect

failures in /ustralia ?Sy!ney >ater's customer

relationship management system$ the oyal

+elbourne (nstitute of )echnology's aca!emic

management system$ an! 6ne.)el's billing system@

(nformation )echnology *roectA


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(f the organi#ation has a negative attitu!e towar!()$ it will be !ifficult for an () proect to succee!

Baving a Chief (nformation 6fficer ?C(6@ at a high

level in the organi#ation helps () proects /ssigning non() people to () proects also

encourages more commitment



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Stan!ar!s an! gui!elines help proect managersbe more effective

Senior management can encourage:

◦ )he use of stan!ar! forms an! software for proect

management

◦ )he !evelopment an! use of gui!elines for writing proect

plans or provi!ing status information

◦ )he creation of a proect management office or center of

excellence



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/ project life cycle is a collection of proectphases that !efines:◦ >hat wor& will be performe! in each phase

◦ >hat !eliverables will be pro!uce! an! when

◦ >ho is involve! in each phase◦ Bow management will control an! approve wor&

pro!uce! in each phase

/ "eli!erable is a pro!uct or service pro!uce! or

provi!e! as part of a proect



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(n early phases of a proect life cycle:◦ esource nee!s are usually lowest

◦ )he level of uncertainty ?ris&@ is highest

◦ *roect sta&ehol!ers have the greatest opportunity to

influence the proect (n mi!!le phases of a proect life cycle:

◦ )he certainty of completing a proect improves

◦ +ore resources are nee!e!

)he final phase of a proect life cycle focuses on:◦ %nsuring that proect re,uirements were met

◦ )he sponsor approves completion of the proect



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(nformation )echnology *roect2-


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*ro!ucts also have life cycles )he Systems #e!elopment $ife %ycle &S#$%' is

a framewor& for !escribing the phases involve! in!eveloping an! maintaining information systems

Systems !evelopment proects can follow◦ Pre"icti!e life cycle: the scope of the proect can be

clearly articulate! an! the sche!ule an! cost can bepre!icte!

◦ ("apti!e Soft)are #e!elopment &(S#' life cycle:re,uirements cannot be clearly expresse!$ proects are

mission !riven an! component base!$ using timebase!cycles to meet target !ates



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>aterfall mo!el: has well!efine!$ linear stages ofsystems !evelopment an! support Spiral mo!el: shows that software is !evelope!

using an iterative or spiral approach rather than alinear approach

(ncremental buil! mo!el: provi!es for progressive!evelopment of operational software

*rototyping mo!el: use! for !eveloping prototypes toclarify user re,uirements

api! /pplication Development ?/D@ mo!el: use!to pro!uce systems ,uic&ly without sacrificing ,uality



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/gile software !evelopment has become popularto !escribe new approaches that focus on close

collaboration between programming teams an!

business experts isit www.agilealliance.org for information See the companion >eb site for Suggeste!

ea!ings



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/ proect shoul! successfully pass through eachof the proect phases in or!er to continue on to the

next +anagement reviews$ also calle! phase exits or

kill points$ shoul! occur after each phase to

evaluate the proect's progress$ li&ely success$

an! continue! compatibility with organi#ational

goals


http://www.agilealliance.org/http://www.agilealliance.org/http://www.agilealliance.org/


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)he real improvement that ( saw was in our ability to in the wor!s

of )homas %!ison &now when to stop beating a !ea! horse.E

%!isonFs &ey to success was that he faile! fairly often7 but as he sai!$

he coul! recogni#e a !ea! horse before it starte! to smell...(n

information technology we ri!e !ea! horses failing proects a long

time before we give up. Gut what we are seeing now is that we are

able to get off them7 able to re!uce cost overrun an! time overrun.)hatFs where the maor impact came on the success rate.H8

+any organi#ations$ li&e Buntington Gancshares$ (nc.$ use an

executi!e steering committee to help &eep proects on trac&.

8Cabanis$ Ieannette$ F/ +aor (mpactF: )he Stan!ish roupFs Iim Iohnson 6n

*roect +anagement an! () *roect Success$ *+ Networ&$ *+($ Sep.99A$ p. 4


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() proects can be very !iverse in terms of si#e$complexity$ pro!ucts pro!uce!$ application area$

an! resource re,uirements () proect team members often have !iverse

bac&groun!s an! s&ill sets () proects use !iverse technologies that change

rapi!ly7 even within one technology area$ people

must be highly speciali#e!



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lobali#ation: lower tra!e an! political barriers an!the !igital revolution have ma!e it possible to

interact almost instantaneously with billions of other

people across the planet 6utsourcing: outsourcing is when an organi#ation

ac,uires goo!s an!;or sources from an outsi!e

source7 offshoring is sometimes use! to !escribe

outsourcing from another country irtual teams: a !irtual team is a group of

in!ivi!uals who wor& across time an! space using

communication technologies

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(ssues◦ Communications

◦ )rust

◦ Common wor& practices

◦ )ools

Suggestions

◦ %mploy greater proect !iscipline

◦ )hin& global but act local

◦ Jeep proect momentum going

◦ "se newer tools an! technology



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6rgani#ations remain competitive by usingoutsourcing to their a!vantage$ such as fin!ing ways

to re!uce costs )heir next challenge is to ma&e strategic ()

investments with outsourcing by improving theirenterprise architecture to ensure that () infrastructure

an! business processes are integrate! an!

stan!ar!i#e! ?see Suggeste! ea!ings@

*roect managers shoul! become more familiar withnegotiating contracts an! other outsourcing issues

(nformation )echnology *roect-2


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(ncreasing competiveness an! responsiveness by

having a team of wor&ers available 2;4 Kowering costs because many virtual wor&ers !o not

re,uire office space or support beyon! their home

offices *rovi!ing more expertise an! flexibility by having

team members from across the globe wor&ing any

time of !ay or night (ncreasing the wor&;life balance for team members by

eliminating fixe! office hours an! the nee! to travel to

wor&

(nformation )echnology *roect--


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(solating team members (ncreasing the potential for communications problems e!ucing the ability for team members to networ&

an! transfer information informally

(ncreasing the !epen!ence on technology toaccomplish wor&

See text for a list of factors that help virtual teams

succee!$ inclu!ing team processes$

trust;relationships$ lea!ership style$ an! teammember selection



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*roect managers nee! to ta&e a systems approach

when wor&ing on proects 6rgani#ations have four !ifferent frames: structural$

human resources$ political$ an! symbolic )he structure an! culture of an organi#ation have

strong implications for proect managers *roects shoul! successfully pass through each phase

of the proect life cycle *roect managers nee! to consi!er several factors !ue

to the uni,ue context of information technology proects ecent tren!s affecting () proect management inclu!e

globali#ation$ outsourcing$ an! virtual teams

IT Project Management Chapter 1

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