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Transcript of MITM743 - Lecture 1 Dr. Hidayah Sulaiman. Information Systems Project Management Lecturer: Dr....
ADVANCED Project Management - Project
Management Overview & Challenges
MITM743 - Lecture 1Dr. Hidayah Sulaiman
Information Systems Project Management Lecturer: Dr. Hidayah Sulaiman Email: [email protected] Location: BW-2-C42/BA-2-65 Phone: 03 89212020 ext 3242
Welcome to MITM743
ATTEND CLASS Perform reading assignments before coming
to class Do most work in teams Academic honesty enforced
My Expectations of You
About What?◦ UNITEN Research Management Center’s Website
Redesigning project You are a project manager for this project Follow steps given in the handout Produce a report and prototype of a working website
Project Topic
Performed individually Will require a project completion
presentation in the final week. Submit report and prototype
How to Submit and When?
A specific objective must be completed within certain specifications
Has a definite starting date and end date Has funding limitations Consumes resources (money, people,
equipment) Made up of activities (tasks)Accomplished in teams – Teamwork makes the Dream Works
What is a project?
A project is a temporary endeavor undertaken to accomplish a unique purpose◦ As defined by the Project Management Institute
Attributes of projects◦ Unique purpose◦ Temporary◦ Require resources, often from various areas◦ Should have a primary sponsor and/or customer◦ Involves risk and uncertainty◦ Has stakeholders
So, What Is a Project, exactly?
The Project LifeCycle
STAGE 1:Conceptualizing-and-Defining STAGE 2:
Planning-and-
Budgeting
STAGE 3:Executing
STAGE 5:Terminating
-and-Closing
STAGE 4:Monitoring-and-Controlling
Ordinary projects might be projects in construction, aerospace, defense, space, government, etc.
Each IT Project is unique and thus involves more risk
The technology is continually changing
There is less visibility
How do IT Projects differ from ordinary projects?
There is a tendency to spend too much time on concept definition and analysis in IT projects
There tends to be less organizational maturity in IT projects
Maturity is a big issue here◦Who is Watts Humphrey?
How do IT Projects differ from ordinary projects, continued?
They have all the common basic attributes of projects—starting point, stopping point, duration, finite, temporary, creating a deliverable or product, utilizing resources, accomplished in teams, consisting of steps (tasks), accruing cost, etc.
All projects involve risk, accrue expenditures, involve procurement, human resources, etc.
How are IT Projects similar to ordinary projects?
Conceiving and Defining◦ Definition of work requirements--WORK BREAKDOWN
STRUCTURE--WBS Planning and Budgeting
◦ Determination of quantity and quality of work◦ Determination of what resources are needed when
Executing and Controlling◦ Actual execution of the project tasks take place here◦ Tracking progress◦ Comparing actual to predicted outcomes◦ Analyzing impact/Making adjustments
Closing and Terminating◦ What went right?◦ What went wrong?◦ What can be learned??
Project management involves
on time within budget with the desired
performance/technology level with good customer
satisfaction/relations while using the assigned resources
effectively What is the probability of pulling this off
for IT projects????
Successful Project management requires completion of the project
with acceptance by the customer/user without disturbing the main work flow of the
organization without changing the corporate culture
◦ {unless that is the objective of the project}
Further elements of success include
Poorly defined requirements◦ Poorly conceived project deliverable◦ No shared vision of what the project is to accomplish
Poor planning◦ No schedule◦ No budget◦ No concern for quality/risk/procurement
Resources don’t materialize when they are needed
Subcontractors don’t deliver on time Requirements change Technology changes
Why do bad things happen to good projects???
when jobs are complex when there are dynamic environmental
considerations when constraints on time and budget are
tight when there are several activities to be
integrated when there are functional boundaries to be
crossed
When is project management necessary?
Operations management Operations research Psychology Sociology Organization theory Organizational behavior Systems thinking and management
Project management encompasses many disciplines
IT Projects have a poor track record “Project manager” is the #1 position IT
managers say they need most for contract help◦ Often, this leads to distributed PM
Projects create ¼ of the US and world GDP
Motivation for Studying Information Technology (IT) Project Management
Every project is constrained in different ways by its◦ Scope goals◦ Time goals◦ Cost goals
It is the project manager’s duty to balance these three often competing goals
The Triple Constraint
Project management is “a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and end.”
(PMI*, Project Management Body of Knowledge (PMBOK Guide), 2008, pg. 5)
PMI’s Definition of Project Management?
*The Project Management Institute (PMI) is an international professional society. Their web site is www.pmi.org.
Stakeholders are the people involved in or affected by project activities
Stakeholders include◦ the project sponsor and project team
The project sponsor is the person who funds the project◦ support staff◦ customers◦ users◦ upper management◦ line management◦ suppliers◦ opponents to the project
Project Stakeholders
Knowledge areas describe the key competencies that project managers must develop◦ Four core knowledge areas lead to specific project
objectives (scope, time, cost, and quality)◦ Four facilitating knowledge areas are the means through
which the project objectives are achieved (human resources, communication, risk, and procurement management
◦ One knowledge area (project integration management) affects and is affected by all of the other knowledge areas
Nine Project Management Knowledge Areas
Project management tools and techniques assist project managers and their teams in various aspects of project management
Some specific ones include◦ Project Charter and WBS (scope)◦ Gantt charts, PERT charts, critical path analysis
(time)◦ Cost estimates and Earned Value Analysis (cost)
Project Management Tools and Techniques
Bosses, customers, and other stakeholders do not like surprises
Good project management (PM) provides assurance and reduces risk
PM provides the tools and environment to plan, monitor, track, and manage schedules, resources, costs, and quality
PM provides a history or metrics base for future planning as well as good documentation
Project members learn and grow by working in a cross-functional team environment
Source: Knutson, Joan, PM Network, December 1997, p. 13
Advantages of Project Management
Much of the knowledge needed to manage projects is unique to PM
However, project managers must also have knowledge and experience in◦ general management◦ the application area of the project
Project managers must focus on meeting specific project objectives
How Project Management (PM) Relates to Other Disciplines
Modern project management began with the Manhattan Project, which the U.S. military led to develop the atomic bomb
In 1917 Henry Gantt developed the Gantt chart as a tool for scheduling work in job shops
In 1958, the Navy developed PERT charts In the 1970s, the military began using
project management software, as did the construction industry
By the 1990s, virtually every industry was using some form of project management
History of Project Management
PMI provides certification as a Project Management Professional (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 certification is increasing quickly
Project Management Certification
PMI developed a project management code of ethics that all PMPs must agree to abide by
Conducting work in an ethical manner helps the profession earn confidence
Ethics are on the web at www.pmi.org/certification/code.htm
CAPM (Certified Associate in Project Management)◦ Requires passing an exam prepared by PMI only.
Code of Ethics
Give three examples of activities that are projects and three examples of activities that are not projects
How is project management different from general management?
Why do you think so many information technology projects are unsuccessful?
Discussion Questions
IT Project Management, Third Edition Chapter 2
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Projects must operate in a broad organizational environment
Project managers need to take a holistic or systems view of a project and understand how it is situated within the larger organization
Projects Cannot Be Runin Isolation
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A systems approach emerged in the 1950s to describe a more analytical approach to management and problem solving
Three parts include:◦ Systems philosophy: View things as systems,
interacting components working within an environment to fulfill some purpose
◦ Systems analysis: problem-solving approach◦ Systems management: Address business,
technological, and organizational issues before making changes to systems
A Systems View of Project Management
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Figure 2-1. Three Sphere Model for Systems Management
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Understanding OrganizationsStructural frame: Focuses on roles and responsibilities, coordination and control. Organizational charts help define this frame.
Human resources frame: Focuses on providing harmony between needs of the organization and needs of people.
Political frame: Assumes organizations are coalitions composed of varied individuals and interest groups. Conflict and power are key issues.
Symbolic frame: Focuses on symbols and meanings related to events. Culture is important.
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Most people understand what organizational charts are
Many new managers try to change organizational structure when other changes are needed
3 basic organizational structures◦ functional◦ project◦ matrix
Many Organizations Focus on the Structural Frame
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Recall that project stakeholders are the people involved in or affected by project activities
Project managers must take time to identify, understand, and manage relationships with all project stakeholders
Using the four frames of organizations can help meet stakeholder needs and expectations
Senior executives are very important stakeholders
Recognize the Importance of Project Stakeholders
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According to the Standish Group’s report “CHAOS 2001: A Recipe for Success,” the following items help IT projects succeed, in order of importance:◦Executive support◦ User involvement◦ Experienced project manager◦ Clear business objectives◦ Minimized scope◦ Standard software infrastructure◦ Firm basic requirements◦ Formal methodology◦ Reliable estimates
What Helps Projects Succeed?
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Several studies cite top management commitment as one of the key factors associated with project success
Top management can help project managers secure adequate resources, get approval for unique project needs in a timely manner, receive cooperation from people throughout the organization, and learn how to be better leaders
Need for Top Management Commitment
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If the organization has a negative attitude toward IS/IT, it will be difficult for an IS/IT project to succeed
Having a Chief Information Officer (CIO) at a high level in the organization helps IS/IT projects
Assigning non-IT people to IS/IT projects also encourages more commitment
Need for Organizational Commitment to Information Systems/Technology (IS/IT)
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Standards and guidelines help project managers be more effective
Senior management can encourage◦ the use of standard forms and software for project
management◦ the development and use of guidelines for writing
project plans or providing status information◦ the creation of a project management office or
center of excellence
Need for Organizational Standards
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IT projects can be very diverse in terms of size, complexity, products produced, application area, and resource requirements
IT project team members often have diverse backgrounds and skill sets
IT projects use diverse technologies that change rapidly. Even within one technology area, people must be highly specialized
The Context of IT Projects
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Define scope of project Identify stakeholders,
decision-makers, and escalation procedures
Develop detailed task list (work breakdown structures)
Estimate time requirements
Develop initial project management flow chart
Identify required resources and budget
Evaluate project requirements
Identify and evaluate risks Prepare contingency plan Identify interdependencies Identify and track critical
milestones Participate in project
phase review Secure needed resources Manage the change
control process Report project status
Fifteen Project Management Job Functions*
*Northwest Center for Emerging Technologies, "Building a Foundation for Tomorrow: Skills Standards for Information Technology,"Belleview, WA, 1999
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Project managers need a wide variety of skills They should be comfortable with change,
understand the organizations they work in and with, and be able to lead teams to accomplish project goals
Project managers need both “hard” and “soft” skills. Hard skills include product knowledge and knowing how to use various project management tools and techniques, and soft skills include being able to work with various types of people
Suggested Skills for Project Managers
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· Communication skills: listening, persuading· Organizational skills: planning, goal-setting,
analyzing· Team Building skills: empathy, motivation,
esprit de corps· Leadership skills: set examples, be
energetic, have vision (big picture), delegate, be positive
· Coping skills: flexibility, creativity, patience, persistence
· Technological skills: experience, project knowledge
Suggested Skills for aProject Manager
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Lead by example Are visionaries Are technically competent
Are decisive Are good communicators
Are good motivators Stand up to upper
management when necessary
Support team members Encourage new ideas
Set bad examples Are not self-assured Lack technical expertise
Are poor communicators Are poor motivators
Table 2-4. Most Significant Characteristics of Effective and Ineffective Project Managers
Effective Project Managers Ineffective Project Managers
What practitioners consider to be the skills and behaviors of an effective people project manager
What went wrong? Unsuccessful information technology projects
PAPER ASSIGNMENT DISCUSSION
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Project management can be viewed as a number of interlinked processes
The project management process groups include◦ initiating processes◦ planning processes◦ executing processes◦ controlling processes◦ closing processes
Project Management Process Groups
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Figure 3-1. Overlap of Process Groups in a Phase (PMBOK® Guide, 2000, p. 31)
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Just as projects are unique, so are approaches to project management
Many organizations develop their own project management methodologies, especially for IT projects
Many organizations use the PMBOK as a guide in developing their IT project management methodology
Developing an IT Project Management Methodology
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Initiating a project includes recognizing and starting a new project or project phase
Some organizations use a pre-initiation phase, while others include items like developing a business case as part of initiation
The main goal is to formally select and start off projects
Key outputs include:◦ Assigning the project manager◦ Identifying key stakeholders◦ Completing a business case◦ Completing a project charter and getting signatures
on it
Project Initiation
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The main purpose of project planning is to guide execution
Every knowledge area includes planning information
Key outputs include:◦ A team contract◦ A scope statement◦ A work breakdown structure (WBS)◦ A project schedule, in the form of a Gantt chart
with all dependencies and resources entered◦ A list of prioritized risks
Project Planning
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It usually takes the most time and resources to perform project execution since the products of the project are produced here
The most important output of execution is work results
Project managers must use their leadership skills to handle the many challenges that occur during project execution
Project Executing
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Controlling involves measuring progress toward project objectives, monitoring deviation from the plan, and taking corrective actions
Controlling affects all other process groups and occurs during all phases of the project life cycle
Status and progress reports are important outputs of controlling
Project Controlling
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The closing process involves gaining stakeholder and customer acceptance of the final product and bringing the project, or project phase, to an orderly end
Even if projects are not completed, they should be closed out to learn from the past
Project archives and lessons learned are important outputs. Most projects include a final report and presentations
Project Closing
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Many organizations have realized that it’s important to review the results of projects a year or so after they have been completed
Many projects project potential savings, so it’s important to review the financial estimates and help learn from the past in preparing new estimates
Post-Project Follow-up