MITM743 - Lecture 1 Dr. Hidayah Sulaiman. Information Systems Project Management Lecturer: Dr. Hidayah Sulaiman Email: [email protected]@uniten.edu.my.

ADVANCED Project Management - Project

Management Overview & Challenges

MITM743 - Lecture 1Dr. Hidayah Sulaiman

Information Systems Project Management Lecturer: Dr. Hidayah Sulaiman Email: [email protected] Location: BW-2-C42/BA-2-65 Phone: 03 89212020 ext 3242

Welcome to MITM743

mailto:[email protected]

ATTEND CLASS Perform reading assignments before coming

to class Do most work in teams Academic honesty enforced

My Expectations of You

About What?◦ UNITEN Research Management Center’s Website

Redesigning project You are a project manager for this project Follow steps given in the handout Produce a report and prototype of a working website

Project Topic

Performed individually Will require a project completion

presentation in the final week. Submit report and prototype

How to Submit and When?

Lecture 1 – Introduction to Project Management

A specific objective must be completed within certain specifications

Has a definite starting date and end date Has funding limitations Consumes resources (money, people,

equipment) Made up of activities (tasks)Accomplished in teams – Teamwork makes the Dream Works

What is a project?

A project is a temporary endeavor undertaken to accomplish a unique purpose◦ As defined by the Project Management Institute

Attributes of projects◦ Unique purpose◦ Temporary◦ Require resources, often from various areas◦ Should have a primary sponsor and/or customer◦ Involves risk and uncertainty◦ Has stakeholders

So, What Is a Project, exactly?

The Project LifeCycle

STAGE 1:Conceptualizing-and-Defining STAGE 2:

Planning-and-

Budgeting

STAGE 3:Executing

STAGE 5:Terminating

-and-Closing

STAGE 4:Monitoring-and-Controlling

Ordinary projects might be projects in construction, aerospace, defense, space, government, etc.

Each IT Project is unique and thus involves more risk

The technology is continually changing

There is less visibility

How do IT Projects differ from ordinary projects?

There is a tendency to spend too much time on concept definition and analysis in IT projects

There tends to be less organizational maturity in IT projects

Maturity is a big issue here◦Who is Watts Humphrey?

How do IT Projects differ from ordinary projects, continued?

They have all the common basic attributes of projects—starting point, stopping point, duration, finite, temporary, creating a deliverable or product, utilizing resources, accomplished in teams, consisting of steps (tasks), accruing cost, etc.

All projects involve risk, accrue expenditures, involve procurement, human resources, etc.

How are IT Projects similar to ordinary projects?

Conceiving and Defining◦ Definition of work requirements--WORK BREAKDOWN

STRUCTURE--WBS Planning and Budgeting

◦ Determination of quantity and quality of work◦ Determination of what resources are needed when

Executing and Controlling◦ Actual execution of the project tasks take place here◦ Tracking progress◦ Comparing actual to predicted outcomes◦ Analyzing impact/Making adjustments

Closing and Terminating◦ What went right?◦ What went wrong?◦ What can be learned??

Project management involves

on time within budget with the desired

performance/technology level with good customer

satisfaction/relations while using the assigned resources

effectively What is the probability of pulling this off

for IT projects????

Successful Project management requires completion of the project

with acceptance by the customer/user without disturbing the main work flow of the

organization without changing the corporate culture

◦ {unless that is the objective of the project}

Further elements of success include

Poorly defined requirements◦ Poorly conceived project deliverable◦ No shared vision of what the project is to accomplish

Poor planning◦ No schedule◦ No budget◦ No concern for quality/risk/procurement

Resources don’t materialize when they are needed

Subcontractors don’t deliver on time Requirements change Technology changes

Why do bad things happen to good projects???

when jobs are complex when there are dynamic environmental

considerations when constraints on time and budget are

tight when there are several activities to be

integrated when there are functional boundaries to be

crossed

When is project management necessary?

Operations management Operations research Psychology Sociology Organization theory Organizational behavior Systems thinking and management

Project management encompasses many disciplines

GANTT CHART

NETWORK CHART 1

WORK BREAKDOWN 1

WORK BREAKDOWN 2

IT Projects have a poor track record “Project manager” is the #1 position IT

managers say they need most for contract help◦ Often, this leads to distributed PM

Projects create ¼ of the US and world GDP

Motivation for Studying Information Technology (IT) Project Management

Every project is constrained in different ways by its◦ Scope goals◦ Time goals◦ Cost goals

It is the project manager’s duty to balance these three often competing goals

The Triple Constraint

Figure 1-1. The Triple Constraint of Project Management

Project management is “a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and end.”

(PMI*, Project Management Body of Knowledge (PMBOK Guide), 2008, pg. 5)

PMI’s Definition of Project Management?

*The Project Management Institute (PMI) is an international professional society. Their web site is www.pmi.org.

Stakeholders are the people involved in or affected by project activities

Stakeholders include◦ the project sponsor and project team

The project sponsor is the person who funds the project◦ support staff◦ customers◦ users◦ upper management◦ line management◦ suppliers◦ opponents to the project

Project Stakeholders

Knowledge areas describe the key competencies that project managers must develop◦ Four core knowledge areas lead to specific project

objectives (scope, time, cost, and quality)◦ Four facilitating knowledge areas are the means through

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

◦ One knowledge area (project integration management) affects and is affected by all of the other knowledge areas

Nine Project Management Knowledge Areas

Figure 1-2. Project Management Framework

Project management tools and techniques assist project managers and their teams in various aspects of project management

Some specific ones include◦ Project Charter and WBS (scope)◦ Gantt charts, PERT charts, critical path analysis

(time)◦ Cost estimates and Earned Value Analysis (cost)

Project Management Tools and Techniques

Bosses, customers, and other stakeholders do not like surprises

Good project management (PM) provides assurance and reduces risk

PM provides the tools and environment to plan, monitor, track, and manage schedules, resources, costs, and quality

PM provides a history or metrics base for future planning as well as good documentation

Project members learn and grow by working in a cross-functional team environment

Source: Knutson, Joan, PM Network, December 1997, p. 13

Advantages of Project Management

Much of the knowledge needed to manage projects is unique to PM

However, project managers must also have knowledge and experience in◦ general management◦ the application area of the project

Project managers must focus on meeting specific project objectives

How Project Management (PM) Relates to Other Disciplines

Figure 1-3. Project Management and Other Disciplines

Modern project management began with the Manhattan Project, which the U.S. military led to develop the atomic bomb

In 1917 Henry Gantt developed the Gantt chart as a tool for scheduling work in job shops

In 1958, the Navy developed PERT charts In the 1970s, the military began using

project management software, as did the construction industry

By the 1990s, virtually every industry was using some form of project management

History of Project Management

PMI provides certification as a Project Management Professional (PMP)

A PMP has documented sufficient project experience, agreed to follow a code of ethics, and passed the PMP exam

The number of people earning PMP certification is increasing quickly

Project Management Certification

PMI developed a project management code of ethics that all PMPs must agree to abide by

Conducting work in an ethical manner helps the profession earn confidence

Ethics are on the web at www.pmi.org/certification/code.htm

CAPM (Certified Associate in Project Management)◦ Requires passing an exam prepared by PMI only.

Code of Ethics

http://www.pmi.org/certification/code.htm

Give three examples of activities that are projects and three examples of activities that are not projects

How is project management different from general management?

Why do you think so many information technology projects are unsuccessful?

Discussion Questions

The Project Management and Information

Systems/Technology Context

IT Project Management, Third Edition Chapter 2

39

Projects must operate in a broad organizational environment

Project managers need to take a holistic or systems view of a project and understand how it is situated within the larger organization

Projects Cannot Be Runin Isolation


40

A systems approach emerged in the 1950s to describe a more analytical approach to management and problem solving

Three 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

A Systems View of Project Management


41

Figure 2-1. Three Sphere Model for Systems Management


42

Understanding OrganizationsStructural frame: Focuses on roles and responsibilities, coordination and control. Organizational 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.


43

Most people understand what organizational charts are

Many new managers try to change organizational structure when other changes are needed

3 basic organizational structures◦ functional◦ project◦ matrix

Many Organizations Focus on the Structural Frame


44

Basic Organizational Structures


45

Recall that project stakeholders are the people involved in or affected by project activities

Project managers must take time to identify, understand, and manage relationships with all project stakeholders

Using the four frames of organizations can help meet stakeholder needs and expectations

Senior executives are very important stakeholders

Recognize the Importance of Project Stakeholders


46

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◦ Experienced project manager◦ Clear business objectives◦ Minimized scope◦ Standard software infrastructure◦ Firm basic requirements◦ Formal methodology◦ Reliable estimates

What Helps Projects Succeed?


47

Several studies cite top management commitment as one of the key factors associated with project success

Top 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 Top Management Commitment


48

If the organization has a negative attitude toward IS/IT, it will be difficult for an IS/IT project to succeed

Having a Chief Information Officer (CIO) at a high level in the organization helps IS/IT projects

Assigning non-IT people to IS/IT projects also encourages more commitment

Need for Organizational Commitment to Information Systems/Technology (IS/IT)


49

Standards and guidelines help project managers be more effective

Senior 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

Need for Organizational Standards


50

IT projects can be very diverse in terms of size, complexity, products produced, application area, and resource requirements

IT project team members often have diverse backgrounds and skill sets

IT projects use diverse technologies that change rapidly. Even within one technology area, people must be highly specialized

The Context of IT Projects


51

Define scope of project Identify stakeholders,

decision-makers, and escalation procedures

Develop detailed task list (work breakdown structures)

Estimate time requirements

Develop initial project management flow chart

Identify required resources and budget

Evaluate project requirements

Identify and evaluate risks Prepare contingency plan Identify interdependencies Identify and track critical

milestones Participate in project

phase review Secure needed resources Manage the change

control process Report project status

Fifteen Project Management Job Functions*

*Northwest Center for Emerging Technologies, "Building a Foundation for Tomorrow: Skills Standards for Information Technology,"Belleview, WA, 1999


52

Project managers need a wide variety of skills They should be comfortable with change,

understand the organizations they work in and with, and be able to lead teams to accomplish project goals

Project managers need both “hard” and “soft” skills. Hard skills include product knowledge and knowing how to use various project management tools and techniques, and soft skills include being able to work with various types of people

Suggested Skills for Project Managers


53

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

analyzing· Team Building skills: empathy, motivation,

esprit de corps· Leadership skills: set examples, be

energetic, have vision (big picture), delegate, be positive

· Coping skills: flexibility, creativity, patience, persistence

· Technological skills: experience, project knowledge

Suggested Skills for aProject Manager


54

Lead by example Are visionaries Are technically competent

Are decisive Are good communicators

Are good motivators Stand up to upper

management when necessary

Support team members Encourage new ideas

Set bad examples Are not self-assured Lack technical expertise

Are poor communicators Are poor motivators

Table 2-4. Most Significant Characteristics of Effective and Ineffective Project Managers

Effective Project Managers Ineffective Project Managers

What practitioners consider to be the skills and behaviors of an effective people project manager

What went wrong? Unsuccessful information technology projects

PAPER ASSIGNMENT DISCUSSION

Project Management

Process Groups


57

Project management can be viewed as a number of interlinked processes

The project management process groups include◦ initiating processes◦ planning processes◦ executing processes◦ controlling processes◦ closing processes

Project Management Process Groups


58

Figure 3-1. Overlap of Process Groups in a Phase (PMBOK® Guide, 2000, p. 31)


59

Just as projects are unique, so are approaches to project management

Many organizations develop their own project management methodologies, especially for IT projects

Many organizations use the PMBOK as a guide in developing their IT project management methodology

Developing an IT Project Management Methodology


60

Initiating a project includes recognizing and starting a new project or project phase

Some organizations use a pre-initiation phase, while others include items like developing a business case as part of initiation

The main goal is to formally select and start off projects

Key outputs include:◦ Assigning the project manager◦ Identifying key stakeholders◦ Completing a business case◦ Completing a project charter and getting signatures

on it

Project Initiation


61

JWD’s Project Charter


62

JWD’s Project Charter


63

The main purpose of project planning is to guide execution

Every knowledge area includes planning information

Key outputs include:◦ A team contract◦ A scope statement◦ A work breakdown structure (WBS)◦ A project schedule, in the form of a Gantt chart

with all dependencies and resources entered◦ A list of prioritized risks

Project Planning


64

It usually takes the most time and resources to perform project execution since the products of the project are produced here

The most important output of execution is work results

Project managers must use their leadership skills to handle the many challenges that occur during project execution

Project Executing


65

Controlling involves measuring progress toward project objectives, monitoring deviation from the plan, and taking corrective actions

Controlling affects all other process groups and occurs during all phases of the project life cycle

Status and progress reports are important outputs of controlling

Project Controlling


66

The closing process involves gaining stakeholder and customer acceptance of the final product and bringing the project, or project phase, to an orderly end

Even if projects are not completed, they should be closed out to learn from the past

Project archives and lessons learned are important outputs. Most projects include a final report and presentations

Project Closing


67

Many organizations have realized that it’s important to review the results of projects a year or so after they have been completed

Many projects project potential savings, so it’s important to review the financial estimates and help learn from the past in preparing new estimates

Post-Project Follow-up

MITM743 - Lecture 1 Dr. Hidayah Sulaiman. Information Systems Project Management Lecturer: Dr. Hidayah Sulaiman Email: [email protected]@uniten.edu.my.

Documents

prototype slide

stakeholders slide

visibility slide

project tasks

hidayah sulaiman slide

working website slide

project manager

projects maturity