Chapter 4:

Project management

Outline
1. 2. 3. 4. Introduction Problem & risk Method to collect requirement Process & requirement specification

1. Introduction
Definition: Project management is the application of knowledge, skills, tools and techniques to a broad range of activities in order to meet the requirements

Information on Project Management

IT projects have a terrible track record
A 1995 Standish Group study (CHAOS) found that only 16.2% of IT projects were successful and over 31% were canceled before completion, costing over $81 B in the U.S. alone

The need for IT projects keeps increasing

In 2000, there were 300,000 new IT projects In 2001, over 500,000 new IT projects were started In 2009, over 2,000,000

*The Standish Group, CHAOS 2001: A Recipe for Success

Advantages of Using Formal Project Management Better control of financial, physical, and human resources Improved customer relations Shorter development times Lower costs Higher quality and increased reliability Higher profit margins Improved productivity Better internal coordination Higher worker morale

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IT Project Management, Third Edition Chapter 1

The Triple Constraint of Project Management

Project Management Framework

IT Project Management, Third Edition Chapter 1

8 Leadership skills

IT Project Management, Third Edition Chapter 1

Vision and Strategy Establishing Direction Aligning People Communicating Negotiating Motivating and Inspiring Influencing Organizations Overcoming Barriers to Change

9 General Management skills

Planning Finance and Accounting Personnel Administration Technology Organizational Development Delegation Team Building Conflict Management Solving Problems

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Defining project success

Within the allocated time period Within the budgeted cost At the proper performance or specification level With acceptance by the customer/user With minimum or mutually agreed upon scope change Without disturbing the main work flow of the organization Without changing the corporate culture

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Deliverables
Business planning & management Employment & HR Finance & accounting Internet & technology

Comprehensive guide
Your company have a new IT project and you are promoted to Project Manager. What will you do step by step?

vision and Research the Identifyproblem orIdentify the right location for your PMO team business the projectopportunityobjectives Define the complete scope that project Ensure Identify the alternative solutions availableof the you have the correct infrastructure List all of the critical project deliverables Quantify the benefits and costs of Procure the right PMO equipment and tools each solution and project stakeholders RecommendState the customersto your sponsor roles and responsibilities a preferred solutionDefine the PMO List the key roles and their responsibilities Identify any risks and issues with Put in place suitable standards and processes implementation Create an organizational structure for theproject management templates Implement relevant project Present the solution for funding approval Document the overall implementation plan Offer Project Management Office services to projects List any risks, issues and assumptions

Project initiation

Define the real purpose of the role Project is currently Research theList the key responsibilities of the role delivering to schedule business problem or opportunity Budget solution Define who this role will be allocated to Document the business requirements for a reporting was sufficient at this point Deliverables Identify all ofCreate a detailed Organizational Chart been produced and approved the alternative solutions available have Risks have been List the skills and experience needed controlled and mitigated Review each solution to determine its feasibility Define any relevant qualifications List any risks and issues with eachIssues were identified and resolved solution Changes were Set solution for implementation Choose a preferredout the key performance criteriaproperly managed Identify a feasibility report and working conditions Document the results inthe salaryProject is on track

Identify all ofof laborofIdentifying thetasks the phases, activitiesto project Types Types required for thebe incurred during the project labor costs and customers requirements Identify risks within your project Sum up the effort keyof Listing the project deliverables to be produced Roles Items responsibilities for eachdelivertype project and needed to complete those tasks equipment needed to labor the Categorize Document all ofof people required to fillcriteria and prioritize each risk Number the project inter-dependenciesfor these deliverables Various Setting quality each role materials needed by the project List the planning assumptionsbe Determine purposes deliverables Items Unit costs for labor, quality standards likelihood of the risks occurring of equipment to and equipment and materials used and their Defining constraints the for the Create a detailed project planning schedule the impact on the project if risk does occur Types Other costs types Identify and quantities of equipment neededagreement with the targets set such as administration Gaining your customers Total amount of materials needed Amount of contingency needed

Project Planning

Listing your communications stakeholders Defining each stakeholders communication needs Creating a full list of all project deliverables Identifying the required communications events Defining Determining thethe criteria for gaining customer acceptance your procurement requirements frequency of each event Listing method and Identifying all of Putting in to communications events the items you need to procure Allocating resource place, acceptance standards to be met Creating a sound financial justificationevent schedulethem Building a communication for procuring

Put in place a process for recording time within Identify critical and non-critical risks projects Document each staff depth Use Timesheets to monitor the time spent byrisk inissues by completing Risk Forms Identify and record clearly Identify each of the costs within your project Log all risks and notify management of their severity Identify and resolve time management Forms to the likelihood of risks occurring Use actionissues Take Issue to Ensure that expenses are approved before reduce document issues properly Keep your Project Plan up-to-date at the timesimpact of each issue Determine the Reduce all impact onand services to procure eventuate Identify the goods your business, should risk purchasing Prioritize Purchase Orders andtheir status Complete issues and report on issue to suppliers Keep a central record of all costsyour team Set Quality Targets to be met by incurred Review all issues timeframes and methods Agree on Control the those quality targets will bedelivery and decide on a course of action Define how overall cost of your project measured Take the goods needed to resolve issues quickly Receive steps Take the actions needed to measure quality and services from suppliers Identify requests for changeReview and accept the items procured Identify quality issues and improvements that need to be sent Identify the messages Confirm the feasibility of each change supplier payments Approve Report on the overall level of quality target audience for communication Determine your achieved user acceptance testing Perform proper Control the way that change is undertaken Decide on your message formatto document the results Use acceptance forms and timing Manage the approval of change Draft your message andcustomer's final acceptance Request your gain approval where required Communicate your message, through communications Communicate the acceptance testing results events Gather feedback and improve your communication processes

Project execution

Projectproject completion criteria closure Identifying the

Measuring the benefits and objectives Listing any outstanding activities or deliverables Deciding whether the project was within scope Creating a plan for passing deliverables to your customer Assessing the final deliverables produced Planning the handover of project documentation Reviewing the project against schedule Closing supplier contracts and agreements Comparing the expenditure against budget Releasing projects resources to the business Stating the final outcome of the project Communicating the closure of the project

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Question?

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124 factors