CS代写 Project Management in IT

Project Management in IT
IT Project Methods and Requirements Gathering Strategies
Semester 1, 2022 Dr Rabiul University of 1
Schwalbe, K, Information Technology Project Management (9th Edition). Cengage Learning, 2019

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Recapture From Lecture 1
It was an overview of PM in IT:
 Attributes of a Project
 Why Project or Project Management?  IT Project Management
 IT Project Manager
 PMBOK Knowledge Areas  Project Life Cycle
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Learning Objectives
 Discuss Project Management Methodologies
 Understand project goal, objectives, deliverables, and scope
 Describe and understand the processes of project scope management
 Discuss methods of investigating and collecting requirements to meet stakeholder needs and expectations
 Discuss the process for creating a work breakdown structure
 Discuss and understand the importance and method of validating
and controlling project scope
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Project Management Methodologies
 A methodology is a system of practices, techniques, procedures and rules used by those who work in a discipline.
 Popular PM Methodologies:
– Waterfall Project Management – Agile Project Management
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Waterfall Project Management
 Traditional, or “waterfall” project management handles things sequentially, from the concept and planning phase through to development and quality assurance and finally project completion and maintenance.
 Waterfall methodology is most often applied to large software development projects as thorough planning and predictability are supreme to the project process and success.
The University of : (Katcherovski, 2012). (Baker, n.d.) Page 5

Agile Project Management
 Agile project management focuses on adaptability to changing situations and constant, regular feedback – whether it’s from the client or from other members of the team.
 This is ideal when clients or management need to be in on the production process, resulting in changing requirements and drastic shifts in team assignments.
 Agile project management is usually ideal for smaller software projects and/or those with accelerated development schedules.
The University of : Katcherovski, 2012 Page 6

Agile Project Management … continue
 Agile means being able to move quickly and easily, but some people feel that project management, as they have seen it used, does not allow people to work quickly or easily.
 Early software development projects often used a waterfall approach. As technology and businesses became more complex, the approach was often difficult to use because requirements were unknown or continuously changing.
 Agile today means using a method based on iterative and incremental development, in which requirements and solutions evolve through collaboration.
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Agile Project Management … continue  Agile Scope Management
– Scope is not well understood, but needs to be controlled  Agile Time Management
– Schedule must be flexible due to changes  Agile Cost Management
– Costs are more difficult to estimate  Agile Risk Management
– Higher risk aspects of project are completed first  Agile Quality Management
– Quality assessed after each iteration
The University of Analysis and Design in a Changing World, 7th Edition – Chapter 11, ©2016. Cengage Learning. All rights reserved. Page 8

 An iterative project management methodology that thrives in situations where requirements constantly shift (Icasas, 2014).
 Scrum is part of the Agile movement.
 The Scrum approach to agile software development marks a
dramatic departure from waterfall management.
 Scrum and other agile methods were inspired by shortcomings of waterfall method.
 Scrum emphasizes collaboration, functioning software, team self management, and the flexibility to adapt to emerging business realities.
The University of : http://scrummethodology.com/ Page 9

 PRINCE2 is a government-endorsed project management methodology, released and supported by the UK government in 1996.
 It is a very process-oriented methodology, dividing projects into multiple stages, each with their own plans and processes to follow (Katcherovski, 2012).
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Critical Thinking Exercise 1: Managerial Perspectives  Q1: Which Project Management Method should you choose?
– With short time schedule
Please write your answer here at AnswerGarden. Write ONE WORD Only
https://answergarden.ch/2367258
 Q2: Which Project Management Method should you choose? – With unclear user requirements
Please write your answer here at AnswerGarden. Write ONE WORD Only
https://answergarden.ch/2367259
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Project Goal, Objectives, Deliverable, and Scope
 Project Goal: Long-term
 Objectives: Short-term and practical
 A deliverable is a product produced as part of a project, such as hardware or software, planning documents, or meeting minutes
 Scope refers to all the work involved in creating the products of the project and the processes used to create them.
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Project Scope Management Overview
Source: A Guide to the Project Management Body of
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Project Scope Management Processes:
(1) Plan Scope Management
 Plan Scope Management is the process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled
The University of : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition Page 14

Scope Management Plan Contents
 How to prepare a detailed project scope statement
 How to create a WBS
 How to maintain and approve the WBS
 How to obtain formal acceptance of the completed project
deliverables
 How to control requests for changes to the project scope
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Project Scope Management Processes:
(2) Collect Requirements
 Collect Requirements is the process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.
The University of : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition Page 16

Requirements Management Plan
 The PMBOK describes requirements as “conditions or capabilities that must be met by the project or present in the product, service, or result to satisfy an agreement or other formally imposed specification”
 The requirements management plan documents how project requirements will be analyzed, documented, and managed
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Collect Requirements
 For some IT projects, it is helpful to divide requirements development into categories called elicitation, analysis, specification, and validation
 It is important to use an iterative approach to defining requirements since they are often unclear early in a project
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Relative Cost to Correct a Software Requirement Defect
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Methods for Collecting Requirements
 Interviewing
 Focus groups and facilitated workshops
 Using group creativity and decision-making techniques
 Questionnaires/surveys
 Observation
 Prototyping
 Benchmarking, or generating ideas by comparing specific project practices or product characteristics to those of other projects or products inside or outside the performing organization, can also be used to collect requirements
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Requirements Traceability Matrix
 A requirements traceability matrix (RTM) is a table that lists requirements, various attributes of each requirement, and the status of the requirements to ensure that all requirements are addressed
 Sample entry in an RTM
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Project Scope Management Processes
(3) Define Scope
 Define Scope is the process of developing a detailed description of the project and product.
The University of : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition Page 22

Define Scope
Project Charter
Scope Statement
The University of : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

Sample Project Charter (partial)
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Scope Statement
 Project scope statements should include at least a product scope description, product user acceptance criteria, and detailed information on all project deliverables.
 As time progresses, the scope of a project should become more clear and specific
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Project Scope Management Processes:
(4) Create WBS
 Create WBS is the process of subdividing project deliverables and project work into smaller, more manageable components.
The University of : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition Page 26

Creating the Work Breakdown Structure (WBS)
 A WBS is a deliverable-oriented grouping of the work involved in a project that defines the total scope of the project
 WBS is a foundation document that provides the basis for planning and managing project schedules, costs, resources, and changes
 Decomposition is subdividing project deliverables into smaller pieces
 A work package is a task at the lowest level of the WBS
 The scope baseline includes the approved project scope
statement and its associated WBS and WBS dictionary
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WBS Organized by Product
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WBS Organized by Phase
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WBS Organized in Tabular Form
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Intranet WBS and in Microsoft Project
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Intranet Organized by Project Management Process Groups
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Detailed WBS for Executing Section (Process)
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Approaches to Developing WBSs
 Using guidelines: Some organizations, like the Department of Defense (DOD), provide guidelines for preparing WBSs
 The analogy approach: Review WBSs of similar projects and tailor to your project
 The top-down approach: Start with the largest items of the project and break them down
 The bottom-up approach: Start with the specific tasks and roll them up
 Mind-mapping approach: Mind mapping is a technique that uses branches radiating out from a core idea to structure thoughts and ideas
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Mind-Mapping Approach for Creating a WBS
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The WBS Dictionary
 Many WBS tasks are vague and must be explained more so people know what to do and can estimate how long it will take and what it will cost to do the work
 A WBS dictionary is a document that describes detailed information about each WBS item
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WBS Dictionary
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Things to Remember for Creating a WBS
 A unit of work should appear at only one place in the WBS.
 The work content of a WBS item is the sum of the WBS items
 A WBS item is the responsibility of only one individual, even though many people may be working on it
 The WBS must be consistent with the way in which work is actually going to be performed; it should serve the project team first, and other purposes only if practical
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Things to Remember for Creating a WBS (cont’d)
 Project team members should be involved in developing the WBS to ensure consistency and buy-in
 Each WBS item must be documented in a WBS dictionary to ensure accurate understanding of the scope of work included and not included in that item
 The WBS must be a flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project according to the scope statement
The University of 39

Project Scope Management Processes:
(5) Validate Scope
 Validate Scope is the process of formalizing acceptance of the completed project deliverables.
The University of : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition Page 40

Validating Scope
 It is very difficult to create a good scope statement and WBS for a project
 It is even more difficult to verify project scope and minimize scope changes
 Scope validation involves formal acceptance of the completed project deliverables
 Acceptance is often achieved by a customer inspection and then sign-off on key deliverables
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Scope Management Issues
 Many countries have had difficulties controlling the scope of large projects, especially those that involve advanced technologies and many different users
 For example, the state government of Victoria, Australia, has a Web site for its public transportation smart card at https://www.ptv.vic.gov.au/
 There were many problems in developing and implementing the smart card
 How about ? Or any other projects?
 Did you experience any issues on user requirements?
The University of 42

Project Scope Management Processes:
(6) Control Scope
 Control Scope is the process of monitoring the status of the project and product scope and managing changes to the scope baseline.
The University of : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition Page 43

Controlling Scope
 Scope control involves controlling changes to the project scope
 Goals of scope control are to
– controlthefactorsthatcausescopechanges
– assurechangesareprocessedaccordingtoproceduresdevelopedas part of integrated change control, and
– managechangeswhentheyoccur
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Lecture Summary
 Project scope management includes the processes required to ensure that the project addresses all the mandatory work, to complete the project successfully
 Scope Management processes include – Planscopemanagement
– Collect requirements
– Definescope
– CreateWBS
– Validate scope – Controlscope
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