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IT Project Management Puspandam katias 2009. Carol, et-all, Managing Information Technology, Pearson Prentice Hall, New Jersey, 2009. 2.

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Presentation on theme: "IT Project Management Puspandam katias 2009. Carol, et-all, Managing Information Technology, Pearson Prentice Hall, New Jersey, 2009. 2."— Presentation transcript:

1 IT Project Management Puspandam katias 2009

2 Carol, et-all, Managing Information Technology, Pearson Prentice Hall, New Jersey,

3 Main Points 1.IT portfolio approach for IT investment: to help indentify the right project. 2.Program Management Office structure can ensure the company utilizes best practices for managing approved projects. 3.Two business stakeholder roles (associated with successful project implementation): – Project sponsor – Project champion 3

4 Main goals The goals of system projects are: Implement a quality system that meets the needs of; targeted business & its users, on schedule & within budged Requires best practices for managing projects 4

5 State the project Cost Performance Time 5

6 Competencies Project ScopeProject TimeProject Cost Human ResourcesQuality Management Risk Management Project Communication ProcurementProject Integration 6

7 Main Points ctd. 4.Planning phase for IT project include: – Project scheduling, – Budgeting, – Staffing 5.To execute & control project team activity, helped by: – PERT charts, – Gantt charts – Project management software. 7

8 Main Points ctd. 6.Managing IT project risk involves: a.Identifying the potential risk b.Classifying the potential risk c.Assessing the potential consequences d.Developing response for risk minimization e.Ongoing risk monitoring. 8

9 Main Points ctd. 7.Successfully managing business change as part of an IT project 8.requires change management activities throughout the project, 9.also timely responses to unanticipated situation. 9

10 Main Points ctd. 10.The part of project closing phase: 11.Capturing the lesson learned from each project. 12.It can help project managers learn from the successes & mistakes of other projects in the same organization. 10

11 Main Points ctd. 13.An important IT capability from the successful management of complex software projects, 14.that often requires outside consulting help. 15.Today’s IT project teams are also likely to have some “virtual” team members working at : a.different company centers, b.countries, c.Working for an IT outsourcing vendor. 11

12 Main Points ctd. Currently: IT project manager that have repeatedly delivered quality IT solution, on-time & within budged, using project teams of IT & business workers in different location & time zones, are therefore especially highly valued. 12

13 Outline 1.IT Portfolio Management 2.Project Management Roles 3.Project initiation 4.Project Planning 5.Project Executing & Control 6.Project Closing 13

14 Project Mgt. vs Program Mgt. Project Management: – Is the application of knowledge, skill, tools & techniques to a broad range of activities. Program Management Office (PMO): – Or Project Office – Is an organizational unit responsible for ensuring that standard approach to project management are utilized across project and “best practices” are shared across project teams. 14

15 IT Portfolio Management The responsibility of a committee of senior business leaders & IT leaders, who approve & prioritize IT project requests for an entire organization, & then monitor progress on approved IT projects until they are completed. 15

16 Practitioners Emphasize A senior committee approach, besides project funding is: Give better understanding among the organization’s business & IT executives for the reasons: why a given IT project was founded, or not founded. 16

17 Project Prioritization Template 17

18 Project Management Roles Project Manager Project Sponsor Project Champion 18

19 Project Management Roles 19

20 Project Sponsor Played by the business mgr. who financially “own” the project. Participating in development of the initial project proposal (assessment of the FS), Likely to be an officer of the company (CEO, CFO & CIO) Provides the funds for the project, Play an oversight role during the life of the project. 20

21 Strong Relationship From very beginning of the project, it is critical for the project manager to have a strong relationship with the project sponsor. How a project manager can keep a typically busy executives engaged in an IT project? See the box, page

22 After Project Completed After system project has been completed, the sponsor should also be held accountable for: ensuring that the projected system benefits are achieved after the system is installed. 22

23 Project Champion Is not always a formally designated one, Although the champion’s contribution to the project’s success can be critically important. A business manager with high credibility among the business users, this involves continual communications throughout the project, about its goals & the milestones achieved. 23

24 Project Initiation The first phase of a project life cycle. Definition: is the earliest part of a project when the purpose & requirement are clarified. “to ensure the project value” 1)State the project 2)Develop objectives 3)Develop work-breakdown structure 4)Identify resources requirements 24

25 State the Project To define the purpose & scope of the project: Ask: What needs to be done? Why are we doing this? When do we need to be finished? How much will/can this cost? A short statement: action & end result (performance), time & cost (optional) 25

26 Develop Objectives To define the benefits & measured of success for a project Ask: At the end of the project, what value will we have? What benefits do we want? What constrain do we face? What requirements must be met? How will we know when we satisfy each objectives? 26

27 Develop WBS To establish specific outputs & accomplishments to be completed Ask: What do we want to accomplish in this project? What are the major outputs of this projects? What are the component parts of…? 27

28 Identify Resources Requirements To avoid future resources problem &help assign responsibility. Ask (identify the type, amount & cost): What knowledge & skills are needed? What facilities will we need? What equipment is required? What supplies/materials should we have? What special or unusual resources do we need? 28

29 Project Planning Project: 1.Scheduling, 2.Budgeting & 3.staffing 29

30 Scheduling Breakdown analysis Project milestone: Identified from master schedule, and developed from detailed work activity list, the task interdependencies, & the time estimates for each task. A common pitfall in developing a master schedule is a failure to understand the interdependencies among project tasks & subtask. 30

31 Budgeting The project budget documents the anticipated cost for the total project. Like master schedule, the project budget is a living document of anticipated total cost. Inexperienced estimators will fall in traps: Are too optimistic about what is needed to do the job. Tend to leave components out & Do not use a consistent methodology. 31

32 Staffing Involves identifying the IT skill mix for specialists assigned to the projects, Selecting personnel who collectively have the skill needed & assigning them to the project, Preparing team members for the specific project work & Providing incentives for them to achieve the project goals. 32

33 Planning Documents Project Planning Project plan Statement of work 33

34 PERT Chart 34

35 Status Reporting 35

36 Managing Project Risk One of the goals of project management is to reduce the risk, Of failing to achieve the project’s objectives Risk identification should be undertaken at the project’s outset, Based on experience with similar projects 36

37 Early Warning Sign 37

38 Risk Management Phase 38

39 Common Strategies 39

40 Risk Exposure 40

41 Managing Business Change Unfreezing Moving Refreezing 41

42 Project Closing What went right on this project? What went wrong on this project? What would you do differently on the next project, based on your experience with this project? 42


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