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MCM 1262 IT Project Mgmt Chap 2 - 1

Chapter 2:The Project Management Context and Processes


Projects Cannot Be Run In Isolation

Projects must operate in a broad organizational environmentProject managers need to take a holistic or systems view of a project and understand how it is situated within the larger organization


A Systems View of Project Management

A systems approach emerged in the 1950s to describe a more analytical approach to management and problem solvingThree parts include: Systems philosophy: View things as systems,

interacting components working within an environment to fulfill some purpose

Systems analysis: problem-solving approach Systems management: Address business,

technological, and organizational issues before making changes to systems


Three Sphere Model for Systems Management


Project Phases and the Project Life Cycle

A project life cycle is a collection of project phasesProject phases vary by project or industry, but some general phases include concept development implementation support


Phases of the Project Life Cycle


Product Life Cycles

Products also have life cyclesThe Systems Development Life Cycle (SDLC) is a framework for describing the phases involved in developing and maintaining information systemsTypical SDLC phases include planning, analysis, design, implementation, and support


Sample SDLC Models

Waterfall model: has well-defined, linear stages of systems development and supportSpiral model: shows that software is developed using an iterative or spiral approach rather than a linear approachIncremental release model: provides for progressive development of operational softwareRAD model: used to produce systems quickly without sacrificing qualityPrototyping model: used for developing prototypes to clarify user requirements


Distinguishing Project Life Cycles and Product Life Cycles

The project life cycle applies to all projects, regardless of the products being producedProduct life cycle models vary considerably based on the nature of the productMost large IT products are developed as a series of projectsProject management is done in all of the product life cycle phases


Why Have Project Phases and Management Reviews?

A project should successfully pass through each of the project phases in order to continue on to the nextManagement reviews (also called phase exits or kill points) should occur after each phase to evaluate the project’s progress, likely success, and continued compatibility with organizational goals


Understanding Organizations

Structural frame: Focuses on roles and responsibilities, coordination and control. Organization charts help define this frame.

Human resources frame: Focuses on providing harmony between needs of the organization and needs of people.

Political frame: Assumes organizations are coalitions composed of varied individuals and interest groups. Conflict

and power are key issues.

Symbolic frame: Focuses on symbols and meanings related to events. Culture is important.


What Went Wrong?

Many data warehousing projects are side-tracked or derailed completely by politics. Data warehousing projects are always potentially political because they cross departmental boundaries, change both the terms of data ownership and data access, and affect the work practices of highly autonomous and powerful user communities. Many organizations fail to admit that many data warehousing projects fail primarily because management and project teams do not understand and manage politics. Marc Demarest found over 1200 articles on the topic of data warehousing based on a journal search he did from July 1995 to July 1996. Many of those articles offer advice on how to run successful data warehousing projects and focus on the importance of design, technical, and procedural factors, when, in fact, political factors are often the most important in helping these projects succeed.


Many Organizations Focus on the Structural Frame

Most people understand what organizational charts areMany new managers try to change organizational structure when other changes are needed3 basic organization structures functional project matrix


Functional, Project, and Matrix Organizational Structures


Organizational Structure Influences on Projects

Matrix Organization Type Project Characteristics

Functional Weak Matrix Balanced

Matrix Strong Matrix

Projectized

Project Manager's Authority

Little or None

Limited Low to Moderate

Moderate To High

High to Almost Total

Percent of Performing Organization's Personnel Assigned Full- time to Project Work

Virtually None

0-25%

15-60%

50-95%

85-100%

Project Manager's Role Part-time Part-time Full-time Full-time Full-time Common Title for Project Manager's Role

Project Coordinator/ Project Leader

Project Coordinator/ Project Leader

Project Manager/ Project Officer

Project Manager/ Program Manager

Project Manager/ Program Manager

Project Management Administrative Staff

Part-time

Part-time

Part-time

Full-time

Full-time

The organizational structure influences the project manager’s authority, but remember to address the human resources, political, and symbolic frames, too.

PMBOK Guide, 2000, p. 19


Recognize the Importance of Project Stakeholders

Recall that project stakeholders are the people involved in or affected by project activitiesProject managers must take time to identify, understand, and manage relationships with all project stakeholdersUsing the four frames of organizations can help meet stakeholder needs and expectationsSenior executives are very important stakeholders


What Helps Projects Succeed?

According to the Standish Group’s report CHAOS 2001: A Recipe for Success, the following items help IT projects succeed, in order of importance:

Executive support User involvement Experience project manager Clear business objectives Minimized scope Standard software infrastructure Clear and Firm basic requirements Formal methodology Reliable estimates


Need for Top Management Commitment

Several studies cite top management commitment as one of the key factors associated with project successTop management can help project managers secure adequate resources, get approval for unique project needs in a timely manner, receive cooperation from people throughout the organization, and learn how to be better leaders


Need for Organizational Commitment to Information Technology (IT)

If the organization has a negative attitude toward IT, it will be difficult for an IT project to succeedHaving a Chief Information Officer (CIO) at a high level in the organization helps IT projectsAssigning non-IT people to IT projects also encourage more commitment


Need for Organizational Standards

Standards and guidelines help project managers be more effectiveSenior management can encourage the use of standard forms and software for

project management the development and use of guidelines for

writing project plans or providing status information

the creation of a project management office or center of excellence


Define scope of projectIdentify stakeholders, decision-makers, and escalation proceduresDevelop detailed task list (work breakdown structures)Estimate time requirementsDevelop initial project management flow chartIdentify required resources and budgetEvaluate project requirements

Identify and evaluate risks Prepare contingency planIdentify interdependenciesIdentify and track critical milestonesParticipate in project phase reviewSecure needed resourcesManage the change control processReport project status

Fifteen Project Management Job Functions*


Suggested Skills for aProject Manager

Communication skills: listening, persuading Organizational skills: planning, goal-setting,

analyzing Team Building skills: empathy, motivation Leadership skills: sets example, energetic,

vision (big picture), delegates, positive Coping skills: flexibility, creativity, patience,

persistence Technological skills: experience, project

knowledge


Most Significant Characteristics of Effective and Ineffective Project Managers

Leadership by example

VisionaryTechnically competent

DecisiveGood communicatorGood motivatorStands up to upper management when necessarySupports team members

Encourages new ideas

Sets bad exampleNot self-assuredLacks technical expertise

Poor communicator

Poor motivator

Effective Project Managers Ineffective Project Managers


Project Management Process Groups

Project management can be viewed as a number of interlinked processesThe project management process groups include initiating processes planning processes executing processes controlling processes closing processes


What Is Involved in Project Initiation?

Initiating is the process of recognizing and starting a new project or project phaseIt is critical to ensure that the right kinds of projects are being initiated for the right reasonsIt is better to have moderate or even a small amount of success on an important project than huge success on an unimportant one


What is Involved in Project Planning?

Planning is often the most difficult and most unappreciated process in project managementMany people have a negative view of planning because they do not use plans to facilitate actionThe main purpose of project plans is to guide executionEvery knowledge area includes planning


Planning Processes and Outputs


Planning Processes and Outputs


What Is Involved in Executing Projects?

Project execution involves taking the actions necessary to ensure that activities in the project plan are completedThe products of the project are produced during executionThe 1996 ResNet project involved installing over 2,000 PCs in seven different offices, creating more software, training agents, and measuring the benefits of the system


Importance of Good Project Execution

Project execution means getting the work done, and stakeholders want to see results


Executing Processes and Outputs


What Is Involved in Controlling Projects?

Controlling is the process of measuring progress towards project objectives monitoring deviation from the plan taking corrective action to match progress

with the planControlling cuts across all of the other phases of the project life cycle and involves seven knowledge areas


Controlling Processes and Outputs


What Is Involved in Closing Projects?

Closing processes include gaining stakeholder acceptance of the final product and bringing the project or phase to an orderly endClosing verifies that all of the deliverables have been completedA project audit is often done


Transition Planning

It is important to plan for and execute a smooth transition of the project into the normal operations of the companyMost projects produce results that are integrated into the existing organizational structureSome projects require the addition of new organizational structures


Closing Processes and Outputs


Administrative Closure

Administrative closure involves verifying and documenting project results to

formalize acceptance of the products produced

collecting project records ensuring products meet specifications analyzing whether the project was

successful and effective archiving project information for future use


Overlap of Process Groups in a Phase (PMBOK Guide, 2000, p. 31)


Relationships Among Process Groups, Activities, and Knowledge Areas


Relationships Among Process Groups, Activities, and Knowledge Areas


Developing an IT Project Management Methodology

Just as projects are unique, so are approaches to project managementMany organizations develop their own project management methodologies, especially for IT projectsBlue Cross Blue Shield of Michigan used the PMBOK as a guide in developing their IT project management methodology


IT PM Methodology