IT Project Management Intro

7/30/2019 IT Project Management Intro

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ro ec anagemenro ec anagemen


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knowledge areas outlined in the ProjectMana ement Institutes Pro ectManagement Body of Knowledge(PMBOK).

Understand the importance of projectmanagement for IT Projects. Understand the relationship between

strategic Management & Project.


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In t roduct i on to Pro ect Pro ect Tim e M an a em e nt

M anagem ent & Im por tance

St rat e ic

Project Cost M anagem ent

Project M anagem ent

Fram ew or k & Organizat ion al Pro ject Hum an Resou rce

Structure

The Nature of In form at ion Project Com m un icat ion s

M ana em ent

Techn o logy Pro ject s

Project M anagem ent Process

Pro ject Risk M anagem ent

groups

Pro ject Int egrat ionM anagem ent

Management Project Scop e M anagem ent

CM M


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Course OutlineCourse Outline

Overview of Pro ect 2007 Recurring task

MS office will be used in the Lab sessions.

Use of project guide

Entering Task Dependencies

Adding Lead or Lag time

Different view options Network Diagram

Critical path calculation rea ng a new pro ec e

Enter project information Cost Estimates

Assi nin resources to task Developing Work Breakdown

Structure (WBS)

Establishing a Baseline Plan

Creating Summary task

Numbering task

Resource Calendar

Enter Task Duration Export information from MS Excel

Project Summary


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,M anagem ent , Tho m son Course Techno logy,

,Pract ice, Add ission W esley.

, ,

M cGraw Hil l Osbo rn e. D vi I. l l n L w i R. Ir l n Pr

M anagem ent St rat egic Design & Im plem ent at ion,

M cGraw -Hil l Int ernat ional . Kath rin Kost er, Int ern at ion al Pro ject

M ana em ent : Sa e Pu blicat io n


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Pedagogy

Lectures, Assignments, Discussions

explain the principles.


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, ,30 %

External University Exam : 50%


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. .


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Module:Module: 11Introduction to Project ManagementIntroduction to Project Management a s ro ec

Management and Why?

ro ec anagemen

certifications & advantages

IT Project Management

Project Management

Project Vs. Operation Program and Portfolio Role of the project

anagemen

Project Management

s ory

Project Management


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Understand the rowin need for better ro ect mana ement.

Importance of project management in IT projects.

Explain what a project is, list various attributes of projects, and describe the

constraint in projects.

Describe project management and discuss key elements of the project

.

Understand the relation between project, program, and portfolio management

Describe the project management profession the role of professional

or anizations such as the Pro ect Mana ement Institute, the im ortance of

certification and ethics.


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, , ,and the use of interdisciplinary and global

work environment

trillion of its $40.7 trillion gross product onprojects of all kinds

More than 16 million people regard project

management as their profession


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Project ManagementProject Management

StatisticsStatistics , ,

and staff was projected to reach $2.4 trillion in 2008, an

In the U.S. the size of the IT workforce topped 4 million

In 2007 the total compensation for the average senior

ro ect mana er in U.S. dollars was 104 776 er ear

in the United States, $111,412 in Australia, and

$120,364 in the United Kingdom The number of people earning their Project

Management Professional (PMP) certification

continues to increase


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Project Management StatisticsProject Management Statistics

(IT)(IT)

A 1995 Standish Group study (CHAOS) found that.

scope, time, and cost goals; over 31% of IT projects

A PricewaterhouseCoopers study found that overall,

half of all ro ects fail and onl 2.5% of cor orations

consistently meet their targets for scope, time, and

cost goals for all types of project.

Source: The Standish Group, The CHAOS Report (www.standishgroup.com) (1995). Another reference is Johnson, Jim,

CHAOS: The Dollar Drain of IT Project Failures,Application Development Trends(January 1995).


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Project Management StatisticsProject Management Statistics

(IT)(IT)*.

According to the 2009 U.S. Budget, 66% ofprojects that are at risk.

* Michael Krigsman, December 22, 2009 (www.zdnet.com)


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Re ort

Year SuccessfulProjects

ChallengedProjects

FailedProjects

1995 16% 53% 31%2006 35% 46% 19%

2009 32% 44% 24%

15


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undertaken to produce a unique product or

A project is a temporary endeavor

purpose.


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..

definitive start dates and definitive end,

repetitive.

Ongoing Continuous cycle

Repetitive Expected inputs and outputs

Characteristics of Projects Temporary Definitive beginning and end

n que ew un er a ng, un am ar groun


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The VP of marketing approaches you

and requests that you change the visitorto include a username with at least six

.or operation

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satisfied/exceeded

Completed within allocated budget

ccep ance y e cus omer


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Has a unique purpose

Is temporary

Is developed using progressive elaboration

Specifications of the project are initially broad and then refined and more detailed as the

project progresses

,

Should have a primary customer or sponsor

Involves uncertainty

, ,

factors


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skills, knowledge, tools and techniques to

stakeholders for a project* The ur ose of ro ect mana ement is rediction and

prevention, NOT recognition and reaction

*PMI,A Guide to the Project Management Body of Knowledge (PMBOK Guide)


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Discipline of organizing

and managing resourcesin such a way that these

resources deliver all the

wor requ re o

complete a project within

, ,

cost constraints.


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,

applied to lead IT project teams and control, , ,

and quality of deliverables.

Source: Pro ect Mana ement: The Mana erial Process Clifford F. Gra and Erik W. Larson


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new feature to an internal software

a lication for the finance de artmentA college campus upgrades its technology

infrastructure to rovide wireless Internet

access across the whole campusA cross-functional task force in a company

decides what Voice-over-Internet-Protocol

(VoIP) system to purchase and how it wille mp emen e


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Misconception About ProjectMisconception About Project

ManagementManagement

Project management

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--

Shorter Time Higher Cost Reduced Quali ty or Narrowed

ScopeReduced Cost More Time Reduced Quali ty or Narrowed

Scope

Higher Quali ty or

Increased Scope

More Time Higher Cost


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Triple Constraint: Setting PrioritiesTriple Constraint: Setting Priorities

Cost

Quali ty/ Scope

Time XBui ld i ng m ust be com pleted b y

Octob er 31 o f th is year toaccom m odate corp orate mo ve.

Costs for the ro ect m ust no tost

exceed $22.5 mi l l ion.

Qual i ty/ Scope XMust pr ovide work space for 120 cal l

center staff .


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Programs and ProgramPrograms and Program


coordinated way to obtain benefits and control not

available from mana in them individuall(PMBOK Guide, Fourth Edition, 2008,).

Examples of common programs in the IT field

include infrastructure, applications development,and user support

Program management is the centralized

coordinated management of a group of projects to

achieve the programs strategic objectives and

benefits.


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Programs and ProgramPrograms and Program


requires more resources. ,

also include non-project actions.

Ensuring strategic alignment through the

Reducing the complexity of large projects, by

clearl breakin down into smaller eas -to-control projects.


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Program Management LifeProgram Management Life

CycleCycle

Fig: Program Management Cycle


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Project PortfolioProject Portfolio


project portfolio.

goals.

,

manage projects

and ro rams as a ortfolio of investments that contribute to the entire

enterprises success.

Portfolio mana ers hel their or anizations make wise investment

decisions by helping to select and analyze projects from a strategic

perspective

The whole process of managing and directing the project portfolio iscalled governance.


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Project Portfolio ManagementProject Portfolio Management

ProcessProcess


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Project Management comparison withProject Management comparison with

Portfolio ManagementPortfolio Management


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Advantages of Using FormalAdvantages of Using Formal

Project ManagementProject Management , y , u

resources. . Shorter development times. Lower costs.

Higher quality and increased reliability. Higher profit margins. Improved productivity. Better internal coordination. g er wor er mora e ess s ress . Increase business

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Stakeholders

Knowled eArea

Tools &

Techniques


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Stakeholders

Persons and organizations who are actively

involved in the project or those whosen eres s may e pos ve y or nega ve yaffected by the performance or completion of

.

Stakeholders includes:Project Sponsor Suppliers

Project Manager Functional Managers

Project team Business Partners

Project Management Office Opponents of the projects

Support staff Others (public, regulators..)


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Describe the key competencies that project

.

Time Management

ManagementCommunication

Cost Management

Qualit Mana ement

Risk Management

Integration Management

rocuremen anagemen


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Assist project managers and their teams

areas.

Project charters, scope statements, and WBS(scope).

Gantt charts, network diagrams, critical path

analyses, critical chain scheduling (time).

Cost estimates and earned value management

(cost).


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-

Basic features, tasks management, charting

,

Mid-market , ,

tools MS Project (approx. 50% of market)

High-end

Very large projects, specialized needs, enterprise AMS Realtime

Primavera Project Manager


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Visit www.infogoal.com/pmc to know

software.

G l M t VG l M t V


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General Management Vs.General Management Vs.

Project ManagementProject Management Responsible for managing the status

quo

Responsible for overseeing change

Lines of authority fuzzy Authority defined by management

structure Ever-changing set of tasks

- Consistent set of tasks

Responsibility limited to their ownactivities

Predominatel concerned withfunction

Works in permanent organizational

innovation

Main task is the resolution of conflictstructures

Main task is optimization Success determined by achievement

of stated end oals.

Limited set of variables

Success determined by achievement

History of ProjectHistory of Project


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History of ProjectHistory of Project


Egyptian pyramids was a project, as

was buildin the Great Wall of China Most people consider the Manhattan

Pro ect to be the first ro ect to use

modern project management This three-year, $2 billion (in 1946 dollars)

project had a separate project managerand a technical manager

Relation Between StrategicRelation Between Strategic


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Relation Between StrategicRelation Between Strategic

Management & ProjectsManagement & Projects

Fig-a: Strategic Management cycle Fig-b: Extended Strategic ManagementCycle


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,

first time in 1994

.

meeting scope, time, and cost goals.

completion, costing over $81 billion in the U.S. alone.*

Worldwide cost of IT failure: 6.2 trillion*

According to the 2009 U.S. Budget, 66% of all Federal IT

dollars are invested in ro ects that are at risk.

* , . . . , ,

The Dollar Drain of IT Project Failures,Application Development Trends(January 1995).

IT Pro ects: Facts &IT Pro ects: Facts &


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IT Pro ects: Facts &IT Pro ects: Facts &

StatisticsStatisticsSoftware Crisis : CHAOS Report

Year SuccessfulProjects

ChallengedProjects

FailedProjects

1995 16% 53% 31%

2006 35% 46% 19%

2009 32% 44% 24%

Factors for Successful ChallengedFactors for Successful Challenged


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Factors for Successful, Challenged,Factors for Successful, Challenged,

and Impaired projectsand Impaired projectsSuccessful Pro ects Challen ed Pro ects Im aired Pro ectFactors

Factors

Factors

User Involvement Lack of User Input Incomplete Requirements

xecu ve anagemenSupport

ncomp e e equ remen s& Specifications

ac o ser nvo vemen

Clear Statement of Changing Requirements Lack of Resources

Proper Planning Lack of ExecutiveSupport

Unrealistic Expectations

Realistic Expectations TechnologyIncompetence

Lack of ExecutiveSupport

Smaller Project Lack of Resources Changing Requirements

es ones pec ca ons

Competent Staff UnrealisticExpectations

Lack of Planning

Ownership Unclear Objectives Didn't Need It Any Longer

Clear Vision & Objectives Unrealistic Time Lack of IT

IT Projects: Facts &IT Projects: Facts &


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IT Projects: Facts &IT Projects: Facts &

StatisticsStatistics

that overall, half of all projects fail and only

2.5% of cor orations consistentl meet theirtargets for scope, time, and cost goals forall types of project

*Michael Krigsman, December 22, 2009 (www.zdnet.com)


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Cause of projects failure in U.K. finance sector

,conducted by BULL, a French computer

manufacturer & system integrator are:

Failed communication among parties (57%)

Lack of lannin 39%

Poor quality control (35%)


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per the OASIG study

concerned with the social andor anizational as ects of information

technology1. Lack of attention to human and organizationalac ors

2. Poor project management

.4. Inadequate attention to business needs and goals

5. Failure to involve users appropriately

IT Projects:IT Projects: Facts & StatisticsFacts & Statistics


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IT Projects:IT Projects: Facts & StatisticsFacts & Statistics

Main cause of project failures are:

Weak business case

support


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of the iceberg

cost of the investment itself) and indirectcosts the lost o ortunit costs .


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Original estimated cost: $780,000,000

Actual estimated cost now is $6.3 billion

.

Magnetic train project to connect Berlin

185 billion dollar project cancelled due to

,been spend.


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.

Canadas second largest grocery chain,

designed enterprise system after a 5 dayshut-down that affected the com an

business operations for almost a month. The damage was nearly $49 million.

FedEx B2B project to integrate supplychain Project cancelled after two years and

damage was $15 million


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,

lose control of several billion dollars of trust accounts. All the

mone was eventuall found in the s stem but all 255 eo le-i.e. the entire trust department was fired as all depositors

withdrew their money.

In march 1997, the state of Washington killed the one of the

biggest IT project, the License Application Mitigation Project

(LAMP).

Project began in early nineties and was supposed to be online in

1995.

Initial budget was &16 million, project cost climbed to $41.8 million in

1992, $51 million in 1993 and was estimated $67.5 million in 1997.

when project was cancelled already $40 million has been spend.

Unique Features ofUnique Features of SoftwareSoftware


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qq

ProjectsProjects

management are applicable to software

ro ect mana ement. But products of software projects have

certain characteristics which make them

different. Invisibility

Complexity

Conformit Flexibility

Unique Features of ISUnique Features of IS


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qq

ProjectsProjects

operate

project employees

Integration of established system development

framework

Uni ueness: attem ted solutions ma neverhave been tried before.

Mana in ro ect sco e

Technology changes during projectdevelo ment


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Success Assessment for the ITSuccess Assessment for the IT


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ProjectsProjects,

goal there are other criteria that also

definin the success at lar e for IT ro ects An IT project can also fail by lack of growth and

evolutionary capabilities of the solution it

delivers.

An IT project can also fail by lack of business

sense.

An IT project can also fail by lack of integration

with its business environment.

An IT project can also fail by lack of consistency

between its means and its objectives.

What Went Right? ImprovedWhat Went Right? Improved


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improvements in IT projects in the past

The number of successful IT projects has more thandoubled, from 16 percent in 1994 to 35 percent in 2006

e num er o a e pro ec s ecrease rom percen

in 1994 to 19 percent in 2006 The United States spent more money on IT projects in

an on an on,respectively), but the amount of money wasted onchallenged and failed projects was down to $53 billion in


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"projects vary. First, the average cost of a project

has been more than cut in half. Better tools havebeen created to monitor and control progressand better skilled project managers withbetter management processes are being used.The fact that there are processes is significant inse .

*Standish Group, "CHAOS 2001: A Recipe for Success" (2001).


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that excel in project delivery capability:

toolbox (use standard/advanced PM tools, lotsof tem lates

Grow project leaders, emphasizing businessand soft skills

Develop a streamlined project deliveryprocess

Measure project health using metrics, likecustomer satisfaction or return on investment


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IT Project Management Intro

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