CS计算机代考程序代写 database flex PowerPoint Presentation

PowerPoint Presentation

Information Technology

FIT2002

IT Project Management

Lecture 3

Project Integration Management

Video 1:
Learning Objectives

 Describe an overall framework for project integration

management as it relates to the other project management

knowledge areas and the project life cycle

 Discuss the strategic planning process and apply different

project selection methods

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

 Project managers must coordinate all of the other knowledge

areas throughout a project’s life cycle

 Many new project managers have trouble looking at the “big

picture” and want to focus on too many details

 Project integration management is not the same thing as

software integration

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

The Key to Overall Project Success: Good

Project Integration Management

1. Developing the project charter involves working with

stakeholders to create the document that formally

authorises a project —the charter.

2. Developing the project management plan involves

coordinating all planning efforts to create a consistent,

coherent document —the project management plan.

3. Directing and managing project work involves carrying

out the project management plan by performing the

activities included in it.

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

Project Integration Management Processes

4. Monitoring and controlling project work involves

overseeing activities to meet the performance objectives of

the project

5. Performing integrated change control involves

identifying, evaluating, and managing changes throughout

the project life cycle.

6. Closing the project or phase involves finalising all

activities to formally close the project or phase.

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

Project Integration Management Processes

(cont’d)

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

Project Integration Management Summary

 Strategic planning involves determining long-term

objectives, predicting future trends, and projecting the need

for new products and services

 Organisations often perform a SWOT analysis

– analyzing Strengths, Weaknesses, Opportunities, and

Threats

 As part of strategic planning, organisations

– identify potential projects

– use realistic methods to select which projects to work on

– formalize project initiation by issuing a project charter

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

Strategic Planning and Project Selection

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

Mind Map of a SWOT Analysis to Help

Identify Potential Projects

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

Information Technology Planning Process

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

Best Practice

 A 2013 survey identified companies most admired for their ability

to apply IT-related business capabilities for competitive

advantage

 Many organisations rely on effective new product development

(NPD) to increase growth and profitability.

 4 important forces behind NPD’s success include the following:

1. A product innovation and technology strategy for the business

2. Resource commitment and focusing on the right projects, or

solid portfolio management

3. An effective, flexible, and streamlined idea-to-launch process

4. The right climate and culture for innovation, true cross-functional

teams, and senior management commitment to NPD

Video 2:
Learning Objective:

 Discuss the different methods for project selection

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

 There are usually more projects than available time and
resources to implement them

 Methods for selecting projects include:

– focusing on broad organisational needs

– categorising information technology projects

– performing net present value or other financial analyses

– using a weighted scoring model

– implementing a balanced scorecard

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

Methods for Selecting Projects

 It is often difficult to provide strong justification for many IT
projects, but everyone agrees they have a high value

 “It is better to measure gold roughly than to count pennies
precisely”

 Three important criteria for projects:

– There is a need for the project

– There are funds available

– There’s a strong will to make the project succeed

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

Focusing on Broad Organisational Needs

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 14

Categorising IT Projects

Selecting projects based on various categorisations:

 project’s impetus – whether the project addresses:

– a problem

– an opportunity, or

– a directive

 time window

– some potential projects must be finished within a specific

time window; otherwise, they are no longer valid

 overall priority of the project

– higher priority projects should be completed first

 Financial considerations are often an important consideration

in selecting projects

 Three primary methods for determining the projected financial

value of projects:

– Net present value (NPV) analysis

– Return on investment (ROI)

– Payback analysis

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

Financial Analysis of Projects

 Net present value (NPV) analysis is a method of calculating the

expected net monetary gain or loss from a project by

discounting all expected future cash inflows and outflows to the

present point in time

 Projects with a positive NPV should be considered if financial

value is a key criterion

 The higher the NPV, the better

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

Net Present Value Analysis

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

Net Present Value Example

Discount rate 10%

Discount factor 0.91 0.83 0.75 0.68 0.62

PROJECT 1 Year 1 Year 2 Year 3 Year 4 Year 5 TOTAL

Benefits $0 $2,000 $3,000 $4,000 $5,000 $14,000

Costs $5,000 $1,000 $1,000 $1,000 $1,000 $9,000

Cash flow ($5,000) $1,000 $2,000 $3,000 $4,000 $5,000

Discounted cash flow ($4,545) $826 $1,503 $2,049 $2,484

Cumulative disc cash flow ($4,545) ($3,719) ($2,216) ($167) $2,316

NPV $2,316.35

PROJECT 2 Year 1 Year 2 Year 3 Year 4 Year 5 TOTAL

Benefits $1,000 $2,000 $4,000 $4,000 $4,000 $15,000

Costs $2,000 $2,000 $2,000 $2,000 $2,000 $10,000

Cash flow ($1,000) $0 $2,000 $2,000 $2,000 $5,000

NPV $3,201.41

Note that totals

are equal but

NPVs are not

because of the

time value of

money

NPV Calculation
Assuming cash flow starts at end of period 0 (= beginning of Period 1) , i.e. start from Year 0

Discount rate 10%

Discount factor 1.00 0.91 0.83 0.75 0.68

Year 0 1 2 3 4 TOTAL

Benefits $0 $2,000 $3,000 $4,000 $5,000 $14,000

Discounted benefit $0 $1,818 $2,479 $3,005 $3,415 $10,718

Costs $5,000 $1,000 $1,000 $1,000 $1,000 $9,000

Discounted costs $5,000 $909 $826 $751 $683 $8,170

Cash flow ($5,000) $1,000 $2,000 $3,000 $4,000 $5,000

Discounted cash flow ($5,000) $909 $1,653 $2,254 $2,732 $2,548

Cumulative disc cash flow ($5,000) ($4,091) ($2,438) ($184) $2,548

NPV $2,547.98

Assuming cash flow starts at end of period 1 (= end of Period 1), i.e. start from Year 1

Discount rate 10%

Discount factor 0.91 0.83 0.75 0.68 0.62

Year 1 2 3 4 5 TOTAL

Benefits $0 $2,000 $3,000 $4,000 $5,000 $14,000

Discounted benefit $0 $1,653 $2,254 $2,732 $3,105 $9,743

Costs $5,000 $1,000 $1,000 $1,000 $1,000 $9,000

Discounted costs $4,545 $826 $751 $683 $621 $7,427

Cash flow ($5,000) $1,000 $2,000 $3,000 $4,000 $5,000

Discounted cash flow ($4,545) $826 $1,503 $2,049 $2,484 $2,316

Cumulative disc cash flow ($4,545) ($3,719) ($2,216) ($167) $2,316

NPV $2,316.35

ROI 31.2%

1

(1+0.1)0
1

(1+0.1)1

𝑁𝑃𝑉 = ෍

𝑡=0…𝑛

𝐴𝑡/(1 + 𝑟)
𝑡

ROI =

total discounted benefits

– total discounted costs

discounted costs

Or

ROI = NPV

discounted costs

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

Return on Investment

 Return on investment (ROI) is calculated by subtracting the
project costs from the benefits and then dividing by the costs

ROI = (total discounted benefits – total discounted costs)

discounted costs

= NPV / discounted costs

 The higher the ROI, the better

 Many organisations have a required rate of return or minimum
acceptable rate of return on investment for projects

 Internal rate of return (IRR) can by calculated by finding the
discount rate that makes the NPV equal to zero

 Another important financial consideration is payback analysis

 The payback period is the amount of time it will take to
recoup, in the form of net cash inflows, the total dollars
invested in a project

 Payback occurs when the net cumulative discounted benefits
equals the costs

 Many organisations want IT projects to have a fairly short
payback period

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

Payback Analysis

 A weighted scoring model is a tool that provides a systematic
process for selecting projects based on many criteria

• Identify criteria important to the project selection
process

• Assign weights (percentages) to each criterion so they
add up to 100%

• Assign scores to each criterion for each project

• Multiply the scores by the weights and get the total
weighted scores

 The higher the weighted score, the better

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

Weighted Scoring Model

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

Sample Weighted Scoring Model for Project

Selection

 Drs. Robert Kaplan and David Norton developed this
approach to help select and manage projects that align with
business strategy

 A balanced scorecard

– is a methodology that converts an organisation’s value
drivers, such as customer service, innovation,
operational efficiency, and financial performance, to
a series of defined metrics

 See www.balancedscorecard.org for more information

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

Implementing a Balanced Scorecard

Video 3:
Learning Objectives

 Explain the importance of creating a project charter to

formally initiate projects

 Describe project management plan development,

understand the content of these plans, and review

approaches for creating them

 Explain project execution, its relationship to project

planning, the factors related to successful results, and tools

and techniques to assist in directing and managing project

work

 Describe the process of monitoring and controlling a project
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 24

 A project charter is a document that formally recognizes the
existence of a project and provides direction on the project’s
objectives and management

 Key project stakeholders should sign a project charter to
acknowledge agreement on the need and intent of the project;
a signed charter is a key output of project integration
management

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

1. Developing a Project Charter

 Inputs:

– A project statement of work (SOW)

– A business case

– Agreements

– Enterprise environmental factors

– Organisational process assets, which include formal and

informal plans, policies, procedures, guidelines, information

systems, financial systems, management systems, lessons

learned, and historical information

 Tools and Techniques:

– Expert judgement

– Facilitation techniques

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

Inputs, Tools and Techniques for Developing

a Project Charter

26

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

Project Charter – An Example

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

Project

Charter

(cont.)

 A project management plan is a document used to coordinate

all project planning documents and help guide a project’s

execution and control

 Plans created in the other knowledge areas are subsidiary parts

of the overall project management plan

 It should be dynamic, flexible, and subject to change when the

environment or project changes.

 Main inputs: project charter, outputs from planning processes,

enterprise environment factors, and organisational process

assets

 Main tool and technique: expert judgment

 Output: project management plan

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

2. Developing a Project Management Plan

 Involves managing and performing the work described in the

project management plan

 The majority of time and money is usually spent on execution

 The application area of the project directly affects project

execution because the products of the project are produced

during execution

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

3. Directing and Managing Project Work

 Project planning and execution are intertwined and

inseparable activities

 Those who will do the work should help to plan the work

 Project managers must solicit input from the team to develop

realistic plans

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

Coordinating Planning and Execution

 Project managers must lead by example to demonstrate the
importance of creating and then following good project plans

 Organisational culture can help project execution by

– providing guidelines and templates

– tracking performance based on plans

 Project managers may still need to break the rules to meet
project goals, and senior managers must support those actions

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

Providing Leadership and a Supportive

Culture

 Changes are inevitable on most projects, so it’s important to

develop and follow a process to monitor and control changes

 Monitoring project work includes collecting, measuring, and

disseminating performance information

 Inputs: The project management plan, schedule and cost

forecasts, validated changes, work performance information,

enterprise environmental factors, and organizational process

assets

 A baseline is the approved project management plan plus

approved changes

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

4. Monitoring and Controlling Project Work

Video 4:
Learning Objectives

 Understand the integrated change control process,

planning for and managing changes on information

technology (IT) projects, and developing and using a

change control system

 Explain the importance of developing and following good

procedures for closing projects

 Describe how software can assist in project integration

management

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

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

5. Performing Integrated Change Control
 Three main objectives are:

– Influencing the factors that create changes to ensure that

changes are beneficial

– Determining that a change has occurred

– Managing actual changes as they occur

 Inputs to the integrated change control process:

– project management plan, work performance information,

change requests, enterprise environmental factors, and

organisational process assets

 Outputs from the integrated change control process:

– project management plan, work performance information,

change requests, enterprise environmental factors, and

organisational process assets

 Former view: The project team should strive to do exactly

what was planned on time and within budget

 Problem: Stakeholders rarely agreed up-front on the project

scope, and time and cost estimates were inaccurate

 Modern view: Project management is a process of constant

communication and negotiation

 Solution: Changes are often beneficial, and the project team

should plan for them

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

Change Control on Information Technology

Projects

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

Change Control System

 A change control system is a formal, documented process

that describes when and how official project documents and

work may be changed

 Describes who is authorised to make changes and how to

make them

 Includes:

– a change control board,

– configuration management, and

– a process for communicating changes

 A change control board is a formal group of people

responsible for approving or rejecting changes on a project

 CCBs provide guidelines for preparing change requests,

evaluate change requests, and manage the implementation of

approved changes

 Includes stakeholders from the entire organisation

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

Change Control Board (CCB)

 Some CCBs only meet occasionally, so it may take too long for

changes to occur

 Some organisations have policies in place for time-sensitive

changes

– “48-hour policy” allows project team members to make

decisions, then they have 48 hours to reverse the decision

pending senior management approval

– Delegate changes to the lowest level possible, but keep

everyone informed of changes

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

Making Timely Changes

 Configuration management ensures that the descriptions of
the project’s products are correct and complete

 Involves identifying and controlling the functional and physical
design characteristics of products and their support
documentation

 Configuration management specialists identify and document
configuration requirements, control changes, record and report
changes, and audit the products to verify conformance to
requirements

 See www.icmhq.com for more information

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

Configuration Management

Communicating changes

 Communication is an important factor in change control

 Could be formal or informal

– Formal: written and oral performance reports

– Informal: Phone or “Stand-up” meetings

 Why is good communication so critical to success?

– Everyone is coordinated and informed

– Easier to integrate all project changes so that the project

stays on track

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 41

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 42

6. Closing Projects or Phases

 To close a project or phase, you must finalize all activities and

transfer the completed or cancelled work to the appropriate

people

 Main inputs to this process:

– project management plan, accepted deliverables, and

organisational process assets.

 The main tool and technique is expert judgment.

 Main outputs include

– Final product, service, or result transition

– Organisational process asset updates

Several types of software can be used to assist in project
integration management

 Documents can be created with word processing software

 Presentations are created with presentation software

 Tracking can be done with spreadsheets or databases

 Communication software can facilitate communications

 Project management software can pull everything together
and show detailed and summarized information

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 43

Using Software to Assist in Project Integration

Management