1. TODAY: The Pre-proposal—due Thursday 9/6/2016
The General Project Lifecycle
The Software Development Lifecycle
Predictive
Adaptive
Some risk-considerations relative to projects
Schwalbe, Chapters 1 and 2

2. The Pre-proposal A way to allow everyone to submit project suggestions
A short, crisp information piece for review by managers who decide what projects to fund
No technical jargon

3. The Pre-proposal States what is to be done Why it should be done
What business value it will provide to the enterprise
Endeavors to secure senior management approval and the resources to develop a detailed plan

4. Pre-proposal should consist of:
Discussion of problem or opportunity
Purpose or goal of project
Objectives
Success criteria
Assumptions/Risks/Obstacles
ALL ON A SINGLE PAGE

5. Some ideas for term projects…
The use of the cloud to re-vitalize ERP systems
Leading to further data integration and more visibility at less cost
Using the cloud for automated database backup
Mobile apps for marketing and sales professionals
Providing them with important client information before the client interview/appointment
Client’s interests, motivations – alignment with our mission/vision
Clients sales history?
Mobile apps for new product conceptualization and development
Gathering requirements while ‘in the field’
Information Technology Project Management, Seventh Edition

6. Still more ideas for projects
Mobile apps for Decision Support
Integrated with Skype, Face Time, etc.
Allowing for distributed voting and data collection
Mobile apps for Business Intelligence
Mobile apps for 3D printers
Information Technology Project Management, Seventh Edition

7. Schwalbe Chapter 2: The Project Management Context and Processes

8. What is a project?? Requires Courage A definite beginning, ending
An objective or goal
Made up of tasks (activities)
Consumes a budget
Has limited resources
Must be completed by a certain date
Accomplished by a team
Has a client or customer
Involves risk
Requires Courage

9. Why are projects in vogue?
Companies are more cost conscious
They want to know who did what for how long
The work is getting more complex
They want each employee assigned to a specific cost code
A better way to do cost accounting
Instead of being perpetual, jobs are assigned to projects

10. 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
See example in opening and closing case

11. 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

12. Figure 2-1. Three Sphere Model for Systems Management

13. Project Stages and the Project Life Cycle
A project life cycle is a collection of project stages
Project stages generally include…..

14. 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

15. Predictive Life Cycle Models
The waterfall model has well-defined, linear stages of systems development and support
The spiral model shows that software is developed using an iterative or spiral approach rather than a linear approach
The incremental release model provides for progressive development of operational software
The prototyping model is used for developing prototypes to clarify user requirements
The RAD model is used to produce systems quickly without sacrificing quality

16. Adaptive/Agile Life Cycle Models
Extreme Programming (XP): Developers program in pairs and must write the tests for their own code. XP teams include developers, managers, and users
Scrum: Repetitions of iterative development are referred to as sprints, which normally last thirty days. Teams often meet every day for a short meeting, called a scrum, to decide what to accomplish that day. Works best for object-oriented technology projects and requires strong leadership to coordinate the work

17. The WaterFall Model

18. The Seven Phases of the Waterfall Model
Definition -- 10%
Analysis -- 15%
Design -- 15%
Programming -- 15%
Preparation and programming--10%
module testing--5%
System Test -- 25%
Acceptance Testing -- 5%
Operation -- 15%
At the end of every phase, a deliverable is expected and a phase exit or kill point is put in place

19. Sometimes the waterfall model is implemented in two projects
Analysis project
Definition
Analysis
Development project
Design
Construction
Testing
Acceptance
Installation

20. Figure 2-3. Spiral Model of Software Development

21. Spiral Model Determine objectives, alternatives and constraints
Many revolutions are required to finish a project
Four phases of each revolution are:
Determine objectives, alternatives and constraints
Evaluate alternatives, identify and resolve risks
Develop and verify next-level product
Plan next phases

22. 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

23. Why Have Project stages 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, quality gates, or kill points) should occur after each phase to evaluate the project’s progress, likely success, and continued compatibility with organizational goals

24. What Went Right?
"The real improvement that I saw was in our ability toin the words of Thomas Edisonknow when to stop beating a dead horse.…Edison's key to success was that he failed fairly often; but as he said, he could recognize a dead horse before it started to smell...as a result he had 14,000 patents and was very successful…In IT we ride dead horsesfailing projectsa long time before we give up. But what we are seeing now is that we are able to get off them; able to reduce cost overrun and time overrun. That's where the major impact came on the success rate.”
Cabanis, Jeannette, "'A Major Impact': The Standish Group's Jim Johnson On Project Management and IT Project Success," PM Network, PMI, September 1998, p. 7

25. 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.

26. 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

27. Figure 2-4. Functional, Project, and Matrix Organizational Structures

28. What Went Wrong?
The Superconducting Super Collider (SSC) provides an excellent example of a project that failed primarily due to politics. The objective of the $11 billion SSC project was to provide answers to fundamental questions about the formation of the universe. SSC managers campaigned for good will and support at universities, schools, and scientific meetings. This "preaching to the choir" failed to convey the benefits of the project to the real decision makers: the Clinton administration and members of Congress. One SSC attempt to gain political support backfired when an assembly of scientists and Nobel laureates took the back seat to the historic Rabin-Arafat handshake signaling the possibility of peace in the Middle East. All press coverage focused on the Rabin-Arafat meeting. On October 19,1993, Congress--after spending more than $2 billion on the SSC project--ended the project after 11 years of effort and put 2,000 people out of work. SSC management failed to focus on and gain support from the most influential stakeholders on the project.

29. 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

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

31. Suggested Skills/Competencies for a Project Manager
Communication competencies: listening, persuading
Organizational competencies: planning, goal-setting, analyzing
Team Building competencies: empathy, motivation, esprit de corps
Leadership competencies: sets example, energetic, vision (big picture), delegates, positive
Coping competencies: flexibility, creativity, patience, persistence
Technological competencies: experience, project knowledge
SKILLS VS. COMPETENCIES
Skill in using MS Project
Skill in using estimating tools, risk assessment tools, etc.

32. Table 2-3. Most Significant Characteristics of Effective and Ineffective Project Managers
Effective Project Managers 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
Not well organized
Unfamiliar with project management basics

33. 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

34. Figure 2-5. Level of Process Group Activity Over Time

35. Our Five stages—not quite the same as Schwalbe’s processs groups
Definition and Conceptualization -- Initiating
Planning and Budgeting -- Planning
Execution -- Executing
Monitoring and Controlling -- Controlling
Termination and Closure -- Closing

36. Integration and Core Knowledge Areas
Integration Management
CORE
SCOPE MANAGEMENT
TIME MANAGEMENT
COST MANAGEMENT
QUALITY MANAGEMENT

37. Facilitating knowledge areas
Human Resource Management
Risk Management
Procurement Management
Communications Management
Stakeholder Management

38. Integration Management Processes – PMBOK 5th Edition (2013)
Develop Project Charter
Charter is a formal doc to authorize project
Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or Phase

39. Project Scope Management Processes (PMBOK – 2013)
Plan Scope Management
Collect Requirements
Define the customers needs
Define Scope
Define a detailed description of project deliverables
Create WBS
Decompose project work into smaller components
Validate Scope
Review project deliverables to gain formal acceptance by customer
Control Scope
Monitoring and updating the status of deliverables and managing changes to scope baseline

40. Project Time Management Processes(PMBOK – 2013)
Plan Schedule Management
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule

41. Project Cost Management Processes(PMBOK – 2013)
Plan Cost Management
Estimate Costs
Determine Budget
Control Costs

42. Project Quality Management Processes (PMBOK – 2013)
Plan Quality Management
Perform Quality Assurance
Perform Quality Control

43. Project Human Resource Management Processes (PMBOK – 2013)
Plan Human Resource Management
Acquire Project Team
Develop Project Plan
Manage Project Team

44. Project Communications Management Processes (PMBOK – 2013)
Plan Communications Management
Manage Communications
Control Communications

45. Project Risk Management Processes (PMBOK – 2013)
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Response
Monitor and Control Risks

46. Project Procurement Management Processes (PMBOK – 2013)
Plan Procurement Management
Conduct Procurements
Control Procurements
Close Procurements

47. Project Stakeholder Management (PMBOK – 2013)
Identify Stakeholders
Plan Stakeholder Management
Manage Stakeholder Engagement
Control Stakeholder Engagement

48. Definition and Conceptualization
Scope Management
WBS
Integration Management
Human Resource Management
Risk Management
Procurement Management

49. Definition and Conceptualization
Initiation
SOW, based on strategy meetings,
Risk Identification
Risk Quantification
Scope Planning
Scope Definition
WBS
Scope Verification

50. Discussion Questions
Review the example of applying systems management to the opening case (see Figure 2-1). Think of an issue relevant to your organization or from current events and analyze it to identify its key business, organizational, and technological aspects.
Which skills do you think are most important for an IT project manager? Can they all be learned, or do you think some are innate?
Briefly describe what happens in each of the five process groups (initiating, planning, executing, controlling, and closing). On which processes should most team members spend the most time? What are some of the deliverables of each process?