1. Copyright Course Technology 1999 1 School of Information Technology B327 Information Systems Specification

2. Copyright Course Technology 1999 2 Information Technology Project Management Kathy Schwalbe Second edition Course Technology – Thompson Learning ISBN 0-619-03528-5

3. Copyright Course Technology 1999 3 The unit web-site is at: ftp://ftp.it.murdoch.edu.au/pub/units/b327/ www.course.com www.pmi.orgwww.pmi.org The Project Management Institute (PMI) has several articles online under publications, PM Network Online. PMI's Online Bookstore is also available under publications. www.aipm.comwww.aipm.com The Australian Institute of Project Management Web site has links to other project management Web sites in several countries. www.4pm.comwww.4pm.com The Project Management Control Tower also has some articles online. All students enrolled in this unit are required to have Internet access and refer to the ftp site regularly.

4. Copyright Course Technology 1999 4 What Is a Project? A project is a temporary endeavor undertaken to accomplish a unique purpose Attributes of projects –unique purpose –temporary –require resources, often from various areas –should have a primary sponsor and/or customer –involve uncertainty

5. Copyright Course Technology 1999 5 The Triple Constraint 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

6. Copyright Course Technology 1999 6 Figure 1-1. The Triple Constraint of Project Management

7. Copyright Course Technology 1999 7 What is Project Management? Project management is “the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project” (PMI*, Project Management Body of Knowledge (PMBOK Guide), 1996, pg. 6) *The Project Management Institute (PMI) is an international professional society. Their web site is www.pmi.org. Over 213,000 copies of the PMBOK Guide were in circulation by Nov. 1998

8. Copyright Course Technology 1999 8 Figure 1-2. Project Management Framework T T

9. Copyright Course Technology 1999 9 Project Stakeholders Stakeholders are the people involved in or affected by project activities Stakeholders include –the project sponsor and project team –support staff –customers –users –suppliers –opponents to the project

10. Copyright Course Technology 1999 10 9 Project Management Knowledge Areas Knowledge areas describe the key competencies that project managers must develop –4 core knowledge areas lead to specific project objectives (scope, time, cost, and quality) –4 facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management –1 knowledge area (project integration management) affects and is affected by all of the other knowledge areas

11. Copyright Course Technology 1999 11 Project Management Tools and Techniques 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)

12. Copyright Course Technology 1999 12 Sample WBS for Intranet Project in Chart Form

13. Copyright Course Technology 1999 13 Figure 1-4. Sample Gantt Chart* *This template file comes with Project 98 WBSGantt Chart

14. Copyright Course Technology 1999 14 Figure 1-5. Sample PERT Chart Each box is a project task from the WBS. Arrows show dependencies between tasks. The tasks in red are on the critical path. If any tasks on the critical path take longer than planned, the whole project will slip unless something is done.

15. Copyright Course Technology 1999 15 Sample Earned Value Chart

16. Copyright Course Technology 1999 16 Advantages of Project Management 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

17. Copyright Course Technology 1999 17 How Project Management (PM) Relates to Other Disciplines 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

18. Copyright Course Technology 1999 18 Figure 1-3. Project Management and Other Disciplines

19. Copyright Course Technology 1999 19 History of Project Management 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

20. Copyright Course Technology 1999 20 Figure 1-6. Growth in PMP Certification, 1993-1998

21. Copyright Course Technology 1999 21 Code of Ethics 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 www.pmi.org/certification/code.htm

22. Copyright Course Technology 1999 22 Tutorial activity – Week 3 Own contribution to the topic (websites, articles, etc)

23. Copyright Course Technology 1999 23 Chapter 2: The Project Management Context and Processes

24. Copyright Course Technology 1999 24 Projects Cannot Be Run In Isolation 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

25. Copyright Course Technology 1999 25 A Systems View of Project Management 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

26. Copyright Course Technology 1999 26 Figure 2-1. Three Sphere Model for Systems Management

27. Copyright Course Technology 1999 27 Project Phases and the Project Life Cycle A project life cycle is a collection of project phases Project phases vary by project or industry, but some general phases include –concept –development –implementation –support

28. Copyright Course Technology 1999 28 Figure 2-2. Phases of the Project Life Cycle

29. Copyright Course Technology 1999 29 Product Life Cycles Products also have life cycles The Systems Development Life Cycle (SDLC) is a framework for describing the phases involved in developing and maintaining information systems Typical SDLC phases include planning, analysis, design, implementation, and support

30. Copyright Course Technology 1999 30 Sample SDLC Models Waterfall model: has well-defined, linear stages of systems development and support Spiral model: shows that software is developed using an iterative or spiral approach rather than a linear approach Incremental release model: provides for progressive development of operational software Prototyping model: used for developing prototypes to clarify user requirements

31. Copyright Course Technology 1999 31 Figure 2-3. Spiral Model of Software Development

32. Copyright Course Technology 1999 32 Distinguishing Project Life Cycles and Product Life Cycles The project life cycle applies to all projects, regardless of the products being produced Product life cycle models vary considerably based on the nature of the product Most large IT products are developed as a series of projects

33. Copyright Course Technology 1999 33 Why Have Project Phases and Management Reviews? A project should successfully pass through each of the project phases in order to continue on to the next Management reviews (also called phase exits or kill points) should occur after each phase to evaluate the project’s progress, likely success, and continued compatibility with organizational goals

34. Copyright Course Technology 1999 34 Understanding Organizations Structural frame: Focuses on roles and responsibilities, coordination and control. Organization 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.

35. Copyright Course Technology 1999 35 Many Organizations Focus on the Structural Frame Most people understand what organizational charts are Many new managers try to change organizational structure when other changes are needed 3 basic organization structures –functional –project –matrix

36. Copyright Course Technology 1999 36 Figure 2-4. Functional, Project, and Matrix Organizational Structures

37. Copyright Course Technology 1999 37 Table 2-1. Organization Structure Influences on Projects Project Characteristics Functional Organization type Matrix Project

38. Copyright Course Technology 1999 38 Recognize the Importance of Project Stakeholders 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

39. Copyright Course Technology 1999 39 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 Table 2-2. Fifteen Project Management Job Functions "Building a Foundation for Tomorrow: Skills Standards for Information Technology," Northwest Center for Emerging Technologies, Belleview, WA, 1997

40. Copyright Course Technology 1999 40 Suggested Skills for a Project Manager  Communication skills: listening, persuading  Organizational skills: planning, goal-setting, analyzing  Team Building skills: empathy, motivation, esprit de corps  Leadership skills: sets example, energetic, vision (big picture), delegates, positive  Coping skills: flexibility, creativity, patience, persistence  Technological skills: experience, project knowledge

41. Copyright Course Technology 1999 41 Table 2-3. Most Significant Characteristics of Effective and Ineffective Project Managers Leadership by example Visionary Technically competent Decisive Good communicator Good motivator Stands up to upper management when necessary Supports team members Encourages new ideas Sets bad example Not self-assured Lacks technical expertise Poor communicator Poor motivator Effective Project Managers Ineffective Project Managers

42. Copyright Course Technology 1999 42 Project Management Process Groups 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

43. Copyright Course Technology 1999 43 Figure 2-5. Level of Process Group Activity Over Time

44. Copyright Course Technology 1999 44 Table 2-4. Relationships Among Project Process Groups, Activities, and Knowledge Areas