CS计算机代考程序代写 chain finance Excel PowerPoint Presentation

PowerPoint Presentation

Information Technology

FIT2002

IT Project Management
Semester 1, 2019

Lecture 1

Introduction to Project Management

Video 1:
Learning Objectives

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 2

 Introduction and the motivation to study IT project

management

 Explain what a project is, provide examples of IT projects,

list various attributes of projects.

 Difference between projects and operations

Introduction

 Many organizations today have a new or renewed interest in

project management.

 The Project Management Institute estimates demand for 15.7

million project management jobs from 2010 to 2020

 The top skills employers look for in new college graduates are all

related to project management: team-work, decision-making,

problem-solving, and verbal communications

 According to Hays recruiting expert, digital project manager is

one of the top 10 hottest tech job in 2019

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 3

What Is a Project?

 A project is “a temporary endeavor undertaken to create a

unique product, service, or result” (PMBOK® Guide, Sixth Edition,

2013)

 Operations is work done to sustain the business

 Projects end when their objectives have been reached or the

project has been terminated

 Projects can be large or small and take a short or long time to

complete

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 4

Project Attributes

 A project

– has a unique purpose

– is temporary, with a definite start and end date

– is developed using progressive elaboration

– requires resources, often from various areas

– should have a primary customer or sponsor

• The project sponsor usually provides the direction and

funding for the project

– involves uncertainty

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 5

What Is IT Project?

 An IT project involve using hardware, software, and/or networks

to create a product, service, or result

 Information technology projects typically have a:

– Planned beginning and a planned deadline

– Defined outcome and key ‘deliverables’

– Evaluated as to time, cost, scope, performance, quality

assurance and are fit for purpose it is intended

– Budget

– Team of skilled specialist people

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 6

Examples of IT Projects

 A team of students creates a smartphone application

 A small software development team adds a new feature to an

internal software application for the finance department

 A company develops a driverless car

 A government group develops a system to track child

immunizations

 Mobile-centric applications and interfaces

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 7

Project versus Operations
P

ro
je

c
t

• A temporary group
activity with a start
and end date

• Produces a unique
product, service or
result

• Projects have a
fixed budget O
p
e
ra

ti
o
n
s • Ongoing execution

of activities

• Produce the same
output repeatedly,
or provide a
repetitive service.

• Operations have to
earn profit – it is
work done to
sustain a business

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 8

Video 2:
Learning Objectives

 What is project management?

 What is the triple constraint?

 Discuss key elements of the project management

framework, including project stakeholders, the project

management knowledge areas, common tools and

techniques.

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 9

What is Project Management?

 Project management is “the application of knowledge,

skills, tools and techniques to project activities to meet

project requirements” (PMBOK® Guide, Fourth Edition,

2013)

 Project managers strive to meet the triple constraint

(project scope, time, and cost goals) and also facilitate the

entire process to meet the needs and expectations of

project stakeholders

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 10

The Triple

Constraint of

Project

Management

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 11

Triple Constraint Juggling Act

 Reducing time allowed will increase

cost and may reduce the scope

(functions and features) of the system

 Reducing costs (cutting the budget)

will increase time (delay schedule) and

may reduce the scope of the system

 Increasing scope (adding features) will

certainly increase time and/or cost

 Reducing scope may reduce time and

cost (and it may also negatively affect

quality)

http://scottambler.com/no-common-definition-

ofsuccess.html

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 12

Ref: Methods of IT Project Management,

Brewer and Dittman, 2013, p.16

Figure 1-2 Project Management Framework

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 13

Project Stakeholders

 A stakeholder is a person or an organization who has a “stake”
or an interest in the performance or outcome of the project.
Stakeholders include:

– the project sponsor

– the project manager

– the project team

– support staff

– customers

– users

– suppliers

– opponents to the project
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 14

Who is the Project Sponsor?

 A project sponsor has a senior management role in the

organisation in which the project is running

 A project sponsor might also champion or advocate for the

project.

 Having a committed project sponsor is critical to the success

of the project

 Skills: Establish a good relationship and communication with

Project Manager for:

– Objective setting and Up-front planning

– Key staffing

– Policies and Priority setting

– Monitoring and execution

– Conflict resolution

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 15

Project Team

 The success of a project depends on:

• Working together – teamwork

• How well teams communicate with each other and with the

project manager and visa versa

• Commitment

• How efficient project teams are in executing project goals

and objectives

• Correctly mapping tasks to individual team members’

competencies – team skills

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 16

10 Project Management Knowledge Areas

 Knowledge areas describe the key competencies that project
managers must develop

 Project managers must have knowledge and skills in all 10

knowledge areas:

– Project scope management

– Project time management,

– Project cost management,

– Project quality management

– Project resource management

– Project communications management

– Project risk management

– Project procurement management

– Project stakeholder management

– Project integration management

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 17

Project Management Tools and Techniques

 Project management tools and techniques assist project

managers and their teams in various aspects of project

management

 Some specific ones include

– Project charter, scope statement, and WBS (scope)

– Gantt charts, network diagrams, critical path analysis,

critical chain scheduling (time)

– Cost estimates and earned value management (cost)

– … and many more that we will explore throughout the

course of our unit

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 18

Super Tools
 “Super tools” are those tools that have high use and high potential

for improving project success, such as:

– Software for task scheduling

– Scope statements

– Requirements analyses

– Lessons-learned reports

 Tools already extensively used that have been found to improve

project importance include:

– Progress reports

– Kick-off meetings

– Gantt charts

– Change requests

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 19

Project Management Software

 There are hundreds of different products to assist in performing
project management

 Three main categories of tools:

– Low-end tools: Handle single or smaller projects well, cost

under $200 per user

– Midrange tools: Handle multiple projects and users, cost
$200-$1,000 per user

– High-end tools: Also called enterprise project management
software, often licensed on a per-user basis

 Several free or open-source tools are also available

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 20

Video 3:
Learning Objectives

 Discuss the relationship between project, program, and

portfolio management and the contributions each makes to

enterprise success

 How do we define project success?

 How can we ensure project success?

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 21

Program and Project Managers

 A program is “a group of related projects managed in a

coordinated way to obtain benefits and control not available from

managing them individually” (PMBOK® Guide, Sixth Edition,

2013)

 A program manager provides leadership and direction for the

project managers heading the projects within the program

 Program managers oversee programs; often act as bosses for

project managers

 Project managers work with project sponsors, project team, and

other people involved in a project to meet project goals

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 22

Project Portfolio Management

 As part of project portfolio management, organizations group

and manage projects and programs as a portfolio of investments

that contribute to the entire enterprise’s success

 Portfolio managers help their organizations make wise

investment decisions by helping to select and analyze projects

from a strategic perspective

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 23

Project Management Compared to Project Portfolio

Management

24Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Sample Project Portfolio Approach

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 25

Project Success

 There are several ways to define project success:

– The project met scope, time, and cost goals

– The project satisfied the customer/sponsor

– The results of the project met its main objective, such as

making or saving a certain amount of money, providing a

good return on investment, or simply making the sponsors

happy

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 26

What Helps Projects Succeed?*

1. Executive support

2. User involvement

3. Clear business objectives

4. Emotional maturity

5. Optimizing scope

6. Agile process

7. Project management expertise

8. Skilled resources

9. Execution

10. Tools and infrastructure

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 27

*The Standish Group, “CHAOS Manifesto 2013: Think Big, Act Small” (2013).

Advantages of Using Formal

Project Management

 Better control of financial, physical, and human resources

 Improved customer relations

 Shorter development times

 Lower costs

 Improved productivity

 Higher quality and increased reliability

 Higher profit margins

 Better internal coordination

 Higher worker morale

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 28

What the Winners Do…

 Recent research findings show that companies that excel in

project delivery capability:

– Use an integrated project management toolbox (use

standard/advanced PM tools, lots of templates)

– Grow project leaders, emphasizing business and soft skills

– Develop a streamlined project delivery process

– Measure project health using metrics, like customer

satisfaction or return on investment

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 29

Best Practice

 A best practice is “an optimal way recognized by industry to

achieve a stated goal or objective”*

 Robert Butrick suggests that organizations need to follow basic

principles of project management:

– Make sure your projects are driven by your strategy. Be able to

demonstrate how each project you undertake fits your business

strategy, and screen out unwanted projects as soon as possible

– Engage your stakeholders. Ignoring stakeholders often leads to

project failure. Be sure to engage stakeholders at all stages of a

project, and encourage teamwork and commitment at all times

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 30

*Project Management Institute, Organizational Project Management Maturity Model

(OPM3) Knowledge Foundation (2003), p. 13.

Video 4:
Learning Objectives

 Understand the role of project managers by describing what

they do, what skills they need, and career opportunities for

IT project managers

 Describe the project management profession, including its

history, the role of professional organizations like the

Project Management Institute (PMI), the importance of

certification and ethics, and the advancement of project

management software

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 31

The Role of the Project Manager

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 32

Holding project kickoff meeting Encouraging the team to focus on

deadlines

Laying out the project targets,

plan and workflow

Evaluating the performance

Negotiating for resources Briefing the project sponsor

Establishing the project’s policies

and procedures

Managing the costs –

procurement

Obtaining funds Briefing the team

Executing the plan Briefing the customer

Closing out the project

Suggested Skills for Project Managers

 The Project Management Body of Knowledge

 Application area knowledge, standards, and regulations

 Project environment knowledge

 General management knowledge and skills

 Soft skills or human relations skills

 Technical skills

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 33

Ten Most Important Skills and Competencies

for Project Managers

1. People skills

2. Leadership

3. Listening

4. Integrity, ethical behavior, consistent

5. Strong at building trust

6. Verbal communication

7. Strong at building teams

8. Conflict resolution, conflict management

9. Critical thinking, problem solving

10. Understands, balances priorities
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 34

Different Skills Needed in Different Situations

 Large projects: Leadership, relevant prior experience,

planning, people skills, verbal communication, and team-

building skills were most important

 High uncertainty projects: Risk management, expectation

management, leadership, people skills, and planning skills

were most important

 Very novel projects: Leadership, people skills, having vision

and goals, self confidence, expectations management, and

listening skills were most important

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 35

Importance of Leadership Skills

 Effective project managers provide leadership by example

 A leader focuses on long-term goals and big-picture objectives

while inspiring people to reach those goals

 A manager deals with the day-to-day details of meeting specific

goals

 Project managers often take on the role of both leader and

manager

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 36

History of Project Management

Early Project Management

 Until 1900: most civil engineering projects were managed by

engineers, creative architects, and master builders.

 In the 1950s: organizations started to systematically apply

project management tools and techniques to complex

engineering projects.

 Two forefathers of project management are:

– Henry Gantt

Called the father of planning and control techniques

– Henry Fayol

Famous for his creation of the management functions that

form the foundation of the body of knowledge

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 37

Project Management Offices (PMO)

 In the 1990s, many companies began creating PMOs to help

them handle the increasing number and complexity of projects

 A Project Management Office (PMO) is an organizational

group responsible for coordinating the project management

function throughout an organization

 3 key factors that are playing major roles in the growth of

PMOs:

– 1. The growing strategic value of the PMO

– 2. The increased role of the PMO in training

– 3. The ever-present challenge of resource management

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 38

The Project Management Institute

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 39

 The Project Management Institute (PMI) is an international

professional society for project managers founded in 1969

 PMI provides certification as a Project Management

Professional (PMP)

 PMI has continued to attract and retain members, reporting

more than 658,523 active PMPs worldwide by April 2015 and

continues to grow

 There are communities of practices in many areas, like

information systems, financial services, and health care

 Students can join PMI at a reduced fee and earn the Certified

Associate in Project Management (CAPM) certification(visit

www.pmi.org)

http://www.pmi.org/

Ethics in Project Management

 Ethics, loosely defined, is a set of principles that guide our

decision making based on personal values of what is “right” and

“wrong”

 Project managers often face ethical dilemmas

 In order to earn PMP certification, applicants must agree to PMI’s

Code of Ethics and Professional Conduct

 Several questions on the PMP exam are related to professional

responsibility, including ethics

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 40