Lecture 3 Title: Information Technology Project Methodology By: Mr Hashem Alaidaros MIS 434

Main Topics IT Project Methodology The project management process & Knowledge Area.

IT Project Methodology

PLC Phases 1. Conceptualize and Initialize Initiating a project includes recognizing and starting a new project or project phase. The project should be done or not? The main goal is to formally select and start off projects. Key outputs include: Completing a business case = overall goals + analysis of alternatives

PLC Phases Definition of Business Case: an analysis of the organizational value, feasibility, costs, benefits, and risks of the project plan. Attributes of a Good Business Case Details all possible impacts, costs, and benefits Clearly compares alternatives Objectively includes all applicable information Systematic in terms of summarizing findings

PLC Phases 2. Develop the project plan and charter Project charter: defines how the project goal will be organized and achieved. Clarify the project goals in term of scope, schedule, budget, and quality standards. See the questions to be answered in the project charter on page 37. See project charter template on page 89 Separation of business case and project charter

PLC Phases The main purpose of project planning is to guide execution. Every knowledge area includes planning information Key outputs include: Assigning the project manager Identifying key stakeholders Completing a project charter and getting signatures on it 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 (part of a risk register)

Example Project Baseline Gantt Chart

3. Project execute and control Execution: Project execution usually takes the most time and resources. Project managers must use their leadership skills to handle the many challenges that occur during project execution. PLC Phases

Controlling: Involves measuring progress toward project objectives, monitoring deviation from the plan, and taking corrective action to match progress with the plan. Affects all other process groups and occurs during all phases of the project life cycle. Outputs include: Milestones reports progress reports requested changes and updates to various plans. PLC Phases

Milestones Report

4. Closing project Involves gaining stakeholder and customer acceptance of the final products and services. Even if projects are not completed, they should be formally closed in order to reflect on what can be learned to improve future projects. Outputs include: project archives and lessons learned, which are part of organizational process assets a final report and presentation to the sponsor or senior management. PLC Phases

5. Evaluate project success Final project review What went wrong and right? Feedback to the members Does the project provide value to the organization?

More on Project Phases In the early phases of a project life cycle: Resource needs are usually lowest. The level of uncertainty (risk) is highest. Project stakeholders have the greatest opportunity to influence the project. In the middle phases of a project life cycle: The certainty of completing a project increases. More resources are needed. In the final phase of a project life cycle: The focus is on ensuring that project requirements were met. The sponsor approves completion of the project.

Cont. Level of activity and length of each process group varies for every product On the average: Executing process requires 50-60% of the resources and time The planning process requires about 15-25% The initiating and closing processes are usually the shortest and require the least amount of resources, usually 5 -10% each Monitoring and controlling is done throughout the project and generally takes 5-15%

Level of Activity and Overlap of Process Groups or Phases Over Time

Relationships Among Project Management Phases and Knowledge Areas

Relationships Among Project Management Phases and Knowledge Areas (cont’d)