Presentation on theme: "Information Technology Project Management – Third Edition"— Presentation transcript:
1Information Technology Project Management – Third Edition By Jack T. MarchewkaNorthern Illinois UniversityCopyright 2009 John Wiley & Sons, Inc. all rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information contained herein.
2Developing the Project Charter & Baseline Project Plan Chapter 3
4The Business Case has been approved, but… Who is the project manager?Who is the project sponsor?Who is on the project team?What role does everyone associated with the project play?What is the scope of the project?How much will the project cost?How long will it take to complete the project?What resources and technology will be required?What approach, tools, and techniques will be used to develop the information system?What tasks or activities will be required to perform the project work?How long will these tasks or activities take?Who will be responsible for performing these tasks or activities?What will the organization receive for the time, money, and resources invested in this project?
5PMBOK - Definition Process A set of interrelated actions and activities that are performed to achieve a pre-specified set of products, results, or services
6Projects versus Processes Processes are ongoingIf you’re building cars on an assembly line, that’s a process!If you’re designing and building a prototype of a specific car model, that’s a project!
7Project Management Processes Help initiate, plan, execute, monitor and control and close a project as well as interact with the project management knowledge areas e.g., develop a business case, develop an MOVEnsures that the final product meets the exoectations of the intended clientA caterer hired to bake a wedding cake, would need project management processes to define, plan, estimate the cost and deliver a cake that meets the customer’s expectations, budget and needs while being profitable to the catererProduct-Oriented processesDevelopment processes that focus on tangible results of the project – develop a quality productFor an IT project this would include all the processes to design, build, test, document and implement an application system
8Project Management Processes The PM must find the balance between the twoFigure 3.1
9Project Integration Management Integration, in the context of managing a project, is making choices about where to concentrate resources and effort on any given day, anticipating potential issues, dealing with these issues before they become critical, and coordinating work for the overall project good. The integration effort also involves making trade- offs among competing objectives and alternatives. (PMBOK guide)
10Project Integration Processes Develop Project CharterA project cannot be started without a project charterDevelop Preliminary Scope StatementFirst draft of what the project must deliverDevelop Project Management PlanHow the project will be executed monitored, controlled and closedDirect & Manage Project ExecutionProject work is carried outMonitor and Control Project WorkCorrective/preventive actions/defect repair/reworkIntegrate Change ControlManage changeClose ProjectAdministrative and contractual closure
11The Project CharterTogether with the baseline project plan, provides a tactical plan for carrying out the projectServes as an agreement or contract between the project sponsor and teamProvides a framework for project governance
12The Project Charter Documents the project’s MOV At this point it is finalized and agreed upon by allDefines the project infrastructureDetails everything needed to carry out the projectSummarizes the details of the project planSummarize the scope, schedule, budget, quality objectives, deliverables and milestonesDefines roles & responsibilitiesSpecify lines of reporting and those responsible for specific decisionsShows explicit commitment to the projectIdentify project sponsor and who takes ownership of the finished productSets out project control mechanismsOutline a process for requesting and responding to change
13What Should Be in a Project Charter? Project IDname identification (SABRE – semi-automated business research environment)Project StakeholdersProject DescriptionMOVProject Scope – specify what will NOT be done as wellProject Schedule (summary)Project Budget (summary)Quality issues/standards/requirementsResourcesAssumptions & RisksProject AdministrationAcceptance & ApprovalReferencesTerminology (acronyms & definitions)
15Project Plan A Project Plan attempts to answer the questions What needs to be done?Who will do the work?When will they do the work?How long will it take?How much will it cost?
16Project Planning Framework A Project Plan attempts to answer the questionsWhat needs to be done?Who will do the work?When will they do the work?How long will it take?How much will it cost?The project planning framework is part of the IT project methodology and provides the steps and processes necessary to develop the detailed project plan that will support the project’s MOVFigure 3.4
17Project Planning Framework The MOVDefined and agreed uponMOV acts as a bridge between the strategic mission of the organization and the project plans of individual projects it undertakesDefine the Project’s ScopePlanningDefinitionVerificationChange Control
18Project Planning Framework – cont’d. Subdivide the Project into PhasesOnce the scope is defined and verified, the work can be organized into phases and subphases in order to complete all the deliverablesEach phase should focus on one deliverableTasks-Sequence, Resources, and Time EstimatesA task is a specific activity or unit of work to be completedSequence – linear or parallelResources – tasks require resources and there is a cost associated with each resourceTimeSchedule and Budget-The Baseline PlanOnce the project plan is approve, it becomes the baseline plan that serves as a benchmark to measure the project’s actual progress
19The Kick-Off Meeting Officially starts the work on the project Brings closure to the planning phaseCommunicates to all what the project is aboutEnergizes stakeholdersEngenders positive attitudes