IS 556 Enterprise Project Management Spring 2008 Instructor – Dr. Olayele Adelakun Lecture 1.

IS 556 Enterprise Project Management

Spring 2008

Instructor – Dr. Olayele Adelakun

Lecture 1

Project Communication

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Agenda Introductions Course Basics

Course On Line Goals Topics Case Studies Assignments Participation

Project Basics Project Management Program Management Project Management Office

(aka Portfolio Management Office) Project Portfolio Management

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Introductions Instructor – Olayele Adelakun

History Work School Research

Class Name Major Work Position Employer Interest in Enterprise Project Management

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Course Basics – Course On Line (COL) Use for getting

Assignments (4 homework, 1 paper, 1 take home exam)

Written from the COL ASSIGNMENT SECTION Reading from the COL DOCUMENT SECTION

Lecture notes – USUALLY AVAILABLE DAY BEFORE SESSION

Discussion forums (participation)Primarily for student exchange of ideas, problems etc.

Emails to: Classmates Groups Teacher

Grades

Participation Scoring For in class students

Attendance is important

For online (or DL) students Participation in the corresponding discussion forum to

the session before it closes or Attendance in the class

If neither is possible, submitting an article to the class on a course topic covered in missed lecture.

Scoring of the Discussion Forums takes place after the forum closes

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Course Basics -- Goals By the end of the course the student will

be able to: Determine the major resources needed for an IT

project/program. Understand basics in the Theory of Constraints and the

resource base theory. Apply the basics of Critical Chain Project Management. Schedule & monitor major resources to meet milestones. Understand the role of the Program Manager. Establish and monitor standards. Understand the basics of a Project Management Office. Apply the basics of IT  project portfolio management.

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Course Basics - Topics IT Project Management (IT PM) Project Management Book of Knowledge (PMBOK) IT Program Management (IT PgmM) IT Project Management Office (IT PMO) IT Portfolio Management Office (IT PfMO) IT Project Portfolio Management/ Portfolio Prioritization Theory of Constraints (TOC) Critical Path Critical Chain Project Planning Management of:

Architecture Assets Resources Knowledge

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Course Basics – The Case Study Why the Case Study? Is a picture of the IT project management

landscape: Giving details on a specific IT project’s related

issues and problems

Allows reflection on the interconnections and complexities that a PM experiences

2 substantive cases: VistA (VA) and Sentinel (FBI)

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Course Basics - Case Studies Your Job is to:

Analyze Explain Plan

Understand view of various stakeholders Identify Problems Recommend solutions

To do above, examine a case study

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Course Basics - Case Study Analysis Coverage

3 issue areas1. Technology

What do we do? Technical Risks involved

2. Project/Program management How will we do it? How will we staff it? How will we coordinate with other projects?

3. Business Will this fit a business goal? Business risks involved

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Course Basics - Assignments 25% Final 20% Midterm  25% Group work 10% Participation 

-- attendance/makeup (in class)       -- discussion forum participation (DL)

__________100% Total                   

Session Format

Housekeeping Items Review of previous session using

IClicker – in class students Team exercise New material lecture

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Project Basics - Project Management What is a software project? Temporary endeavor undertaken to create

a unique product, service, or result.-Project Management Institute

Characteristics Goal directed Collaborative Planned Finite

Project Management

Basics

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Project Basics - Project Management

What is Project Management?Application of knowledge, skills, tools,

methodologies, and techniques in order to meet project requirements and meet or exceed stakeholder needs and expectations.

Why stakeholder? Why not management, end users, clients?

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Project Basics - Project ManagementProject Stakeholders

Stakeholders are the people involved in or affected by project activities.

Stakeholders include: Project sponsor Project manager Project team Support staff Customers Users Suppliers Opponents to the project

Project Management – Quick & Easy!

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Project Basics - Project Management

Successful project management means meeting all three goals (scope, time, and cost) – and satisfying the project’s sponsor!

The Triple Constraint of Project Management

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Project Basics - Project Management

The Triple Constraint Every project is constrained in different

ways by its: SCOPE goals: What will be done? TIME goals: How long will it take to do it? COST goals: How much should it cost?

It is the PM’s duty to balance these 3 often-competing goals.

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Project Basics - Project Management

Project Management Framework

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Project Basics - Project Management

9 Project Management Knowledge Areas

Describe the key competencies that PMs must develop 4 core knowledge areas lead to specific project

objectives (scope, time, cost, and quality). 4 facilitating knowledge areas are the means

through which the project objectives are achieved (human resources, communication, risk, and procurement management).

1 integrating knowledge area (project integration management) affects and is affected by all of the other knowledge areas.

All knowledge areas are important!

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Traditional Project Life Cycle Phases

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Relationships Among Process Groups and Knowledge Areas

PMBOK® Guide 2004, p. 69

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Project Basics - Project Management

Tools and Techniques

assist project managers and their teams in various aspects of project management.

Specific tools and techniques include: Project charters, scope statements, and WBS

(scope). Gantt charts, network diagrams, critical path

analyses, critical chain scheduling (time). Cost estimates and earned value management

(cost).

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Project Basics - Program Management

Projects and Program Managers Project Managers work with project sponsors, project

teams, and other people involved in projects to meet project goals.

Program: “A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.”*

Program managers oversee programs and often act as bosses for project managers.

*PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (2004), p. 16.

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Project Basics -- Project Management Office PMO)

An alternative/addition to program management An organizational group responsible for

coordinating the project management function throughout the organization.

Great flexibility in the PMO’s Goals Structure Roles and Responsibilities

Performs Project Portfolio Management (PPM)

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Project Basics -- Project Management Office PMO)

A PMO is an organizational group responsible for coordinating the project management function throughout an organization.

Possible goals include: Collect, organize, and integrate project data for the entire

organization. Develop and maintain templates for project documents. Develop or coordinate training in various project management

topics. Develop and provide a formal career path for project managers. Provide project management consulting services. Provide a structure to house project managers while they are

acting in those roles or are between projects.

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PMO – Project Management Office

To be successful the PMO helps executives meet the goals on which they are measured. The PMO - drives more projects thru completion without increasing

resources, sees projects completed in drastically shorter time influences all levels of the organization is perceived as useful by all organizational levels

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The PMO and Organization Adopt a holistic approach PMO c/help with strategy execution through

project mix and flow PMO s/have strong matrix relationship with

project mgrs PMO c/help project managers accelerate projects PMO’s tool is Project Portfolio Management (PPM)

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Project Portfolio Management

Is Designed to Answer the Following:

How does a firm with multiple projects prioritize them? How does it make sure that the important ones get done

when planned? How does a firm make sure that scarce resources are

deployed well? How can projects deliver consistent, sustainable results.

Executives are responsible for determining what mix of projects get done and their priority

But how do executives get the information they need to make their decisions?

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Problems with Project Management

A look at what is going wrong with projects: