2. Bob Hughes University of Brighton1 New developments in IS/IT project management - towards a 3rd edition Bob Hughes School of Information Management, University of Brighton

3. Bob Hughes University of Brighton2 Project management - flavour of the month? Down-sizing Delayering Loss of organisational intelligence Loss of ability to implement change CHANGING WORLD

4. Bob Hughes University of Brighton3 Traditional career progression programmer systems analyst project manager In many bureaucratic organisations, all projects were IT projects

5. Bob Hughes University of Brighton4 A different view of PM Out-sourcing Supplier side (technical management) Customer side (contract management)

6. Bob Hughes University of Brighton5 Some consequences n Growth in interest in PM n Professional bodies –Association for Project Management (UK) –Project Management Institute (US) –developing bodies of knowledge (BOK)

7. Bob Hughes University of Brighton6 More consequences n Qualifications –PMI, APM, ISEB, BCS Diploma, NVQ/SVQ, Institute of Management n New kids on the block –DSDM (Dynamic Systems Development Method) project manager examination –ISEB Programme and Project Support Office qualification

8. Bob Hughes University of Brighton7 More consequences n Standards –PRINCE 2 - CCTA, APM etc., –BS 6079 - British Standards Institution –ISO 10006 –ISO 12207 n Backdoor approach to getting some structure back - Programme Management and Project Support Office

9. Bob Hughes University of Brighton8 Programme management Programme brief Vision statement Blueprint projects Project portfolio Benefits management success = good development + good operation

10. Bob Hughes University of Brighton9 PRINCE2 versus BS6079 PRINCE n procedures n neologisms n products n project delivers products BS6079 n techniques (e.g. NPV, EVA) n traditional terminology n activities n project includes operation

11. Bob Hughes University of Brighton10 Earned value analysis

12. Bob Hughes University of Brighton11 New paradigms: DSDM the nine characteristics n active user involvement n development team empowerment n frequent product delivery n business fitness is key n iterative/incremental development

13. Bob Hughes University of Brighton12 DSDM characteristics - contd. n All changes reversible n requirement set at high level only n testing integrated throughout life-cycle n collaboration between stakeholders

14. Bob Hughes University of Brighton13 project management implications of DSDM n control on products and requirements n time-boxing: fixed time-scales - contrast with critical chain n need to manage and motivate user involvement n MORE management needed not less

15. Bob Hughes University of Brighton14 Grady Booch n Projects can be driven primarily by –calendar –requirements –documentation –quality –architecture

16. Bob Hughes University of Brighton15 DSDM and the Booch taxonomy n RAD/DSDM seems to be essentially –calendar driven i.e. characterized by an obsessive focus on schedule n Risks with calendar driven approach –chaotic development methods –lack of business sustainability (e.g. scaleability, extensibility etc.) –long-term stress and demotivation

17. Bob Hughes University of Brighton16 DSDM and Booch contd. n RAD/DSDM also seems to be requirements driven - rigid focus on the systems outwardly observable behaviour n Risks –lack of motivation to deal with sustainabilty –architecture: large number of independent functional components

18. Bob Hughes University of Brighton17 Requirements vs architecture driven System functions Common infrastructure System functions

19. Bob Hughes University of Brighton18 Boochs five habits of good OO projects n ruthless focus on providing essential minimum requirements n focus on results n effective use of OO modelling n strong architectural vision n well-managed iterative/incremental development life cycle

20. Bob Hughes University of Brighton19 Effect of alternative paradigms RAD/DSDM - iterations - how do we control them? Still need management milestones Hide it within process Or make each iteration a project

21. Bob Hughes University of Brighton20 Note also n Effect on metrics - different units of software n Reuse - being decoupled from OO

22. Bob Hughes University of Brighton21 The dispersed project - Situational factors e.g. n common/different organizations n central/dispersed authority n criticality n motivation n common culture n ease of communication n language n shared resources incl. data

23. Bob Hughes University of Brighton22 Freedom/constraint cycle FREEDOM CONSTRAINT orientation trust building goal setting commitment implementation high performance renewal Same time/place Same time Different time/place Same time /place

24. Bob Hughes University of Brighton23 Future developments ? n Synergies with CSCW? n Limits to project management? experiments projects routines analogies case-based reasoning parametric models