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IT Project Management Cheng Li, Ph.D. August 2003
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Outline Why Project Management What is Project Management Project Management Tools Benefits of a Formal Methodology Conclusion and Contacts
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Why Project Management?
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IT Project Management: A Challenging Task 49% 23% Successful Challenged: Schedule : late by 63% Budget: over by 45% Features: 33% missing Failed/Canceled 28% Standish’s CHAOS study (2000):
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What is IT Project Management?
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A General Model Initiating Planning Executing Controlling Closing Source: PMI
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Core Processes: Initiation Major Tasks: Develop an effective solution to the business problem Ensure buy-in and support Obtain resources
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Core Processes: Initiation Project Funding Proposal: – The need/problem – The scope and the solution – Business justification and priority – How, when, and who – Cost and source of funding Project Initiation Form: improving consistency and control
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Core Processes: Planning CORE PLANNING PROCESSES Activity Definition Activity Duration Estimating Activity Sequencing Resource Planning Schedule Development Cost Estimating Cost Planning Project Plan Integration Scope Planning
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Work Breakdown Structure Project Planning
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Planning Work Breakdown Structure Project Schedule Project Planning
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Work Breakdown Structure Project Schedule Resource Loading Project Planning
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Core Processes: Execution & Control Major Tasks – Track and monitor performance Schedule Budget Quality – Analyze variances and take corrective actions – Communicate with stakeholders: meetings, status reporting, etc. – Manage issues and changes
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Project Execution & Control: Schedule Schedule Status
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Cost Status Project Execution & Control: Cost Schedule Status
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Project Execution & Control: Resources Cost Status Schedule Status Resource Utilization & Forecasts
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Performance Charts + Manager’s Assessment: Accomplishments Variance analysis & impact Open issues Planned actions Forecasts to completion Project Execution & Control: Reporting Status Report
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Core Processes: Closing Major Tasks – Evaluate the final product/deliverables – Redirect project resources – Close contract(s) – Document lessons learned
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Other Issues Risk Management Quality Management Procurement Scope Planning and Change Control
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IT Project Management Tools
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Project Management Software Microsoft Project 2002: – Easy to use – Inexpensive – Useful features – Suitable for IT projects – Compatible with other users
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MS Project Examples: Gantt Chart
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MS Project Examples: Tracking
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MS Project Examples: Assigning Responsibilities
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Other Tools Other Project Management Software – Server based systems (Enterprise Systems) – Primavera – Artemes – And many others Excel: e.g. Schedule Risk Assessment Templates
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Server- Based Systems Project Managers Project Team Executive Mgmt Server Ethernet Client Software Web Access
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Methodology Templates: Contact List
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Methodology Templates: Task Definition & Progress
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Methodology Templates: Issue/Action Items Log
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Technologies and Theories IT: DBMS, Web-based applications, network, servers Scheduling Algorithms: e.g resource constrained scheduling, PERT/CPM, Probability Theory and Simulation Management Theories: e.g. matrix organization structure, teamwork, TQM, BPR, etc.
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Benefits of a Formal Methodology
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Repeatable Initial Defined Managed Optimizing 1 2 3 4 5 Standard, consistent process As IT project management matures from Repeatable to Defined …… Project Management Maturity
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A framework A set of guidelines and recommendations: reality-based & forward-looking Tools and templates Where the Methodology can help the most: Planning and Control What does the Methodology provide?
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Benefits: Better organized by using a systematic approach and consistent standards Better communication by using a common “language” Better control as a result of timely feedback and corrective actions
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Lessons Learned from the Project Management Study
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Initiation and Planning Feasibility studies Initial planning Unrealistic schedules
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Project Management Organization Organization structure Accountability and authority IT oversight IT project manager career path
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Procurement Fixed contract before detailed requirements Incentives Flexibility: – Design-build: “proof of concept” with multiple vendors – Fixed Price with redetermination – Time and Material Make-or-Buy
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Execution/Control Performance reporting Quality management Scope Management
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System Implementation Approach Software customization: package, customized package, custom Size of projects – “Big Bang” vs. Phased Managing expectations Proven technology Cross-Training
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Helpful Ways to Finish Projects 1.Establish a vision Project Charter/Scope Statement. Review scope with stakeholders. SUCCESSFULLY
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2.Keep focused Keep Functional Design within and consistent with Scope. What you see is what you get. Enforce Change Management. Be clear on the impact a change will cause on achieving the End Goal. Plan on over-delivering anyway. Helpful Ways to Finish Projects SUCCESSFULLY
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3.Resolve on finishing Make sure there is no doubt in your mind or anyone else’s mind you are planning on finishing and there is an end to the Project. Make sure every project stakeholder understands the meaning of “done”. Most importantly, you understand the meaning of “done”.
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3.Resolve on finishing (cont.) Set up a checklist (milestones) which leads to the end. The last item on the list should be final acceptance. You’re done. Enforce Change Management. Be clear on the impact a change will cause on achieving the End Goal. Helpful Ways to Finish Projects SUCCESSFULLY
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SUMMARY Vision Focus Resolve Helpful Ways to Finish Projects SUCCESSFULLY
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Build Discipline in your project by using a Methodology!
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Extra Slides
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Multiple, rapidly changing technologies Multi-million dollar investments Multiple departments and sites Business process re-engineering Impact on jobs, organization & culture IT Projects:
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