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Project Management

This presentation will probably involve audience discussion, which will create action items. Use PowerPoint to keep track of these action items during your presentation In Slide Show, click on the right mouse button Select “Meeting Minder” Select the “Action Items” tab

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Project Management

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  1. This presentation will probably involve audience discussion, which will create action items. Use PowerPoint to keep track of these action items during your presentation • In Slide Show, click on the right mouse button • Select “Meeting Minder” • Select the “Action Items” tab • Type in action items as they come up • Click OK to dismiss this box • This will automatically create an Action Item slide at the end of your presentation with your points entered. Project Management Martha Grabowski LeMoyne College

  2. Project • Sequence of unique, complex and interconnected activities with a goal or purpose that must be completed by a specified time, within budget, and according to specifications. • Projects involve • complex activities • interconnected, sequential events • defined milestones, deliverables, expectations • deliverables that must meet specification(s) Whitten, Bentley & Dittman 2001 Chapter 4

  3. Project Management • Process of scoping, planning, staffing, organizing, directing and controlling the development of an acceptable system at acceptable cost (minimum?) within a specified time frame. • Tiger teams • temporary, flexible, interdepartmental teams • responsibility and authority for firefighting • accountable for organizational success Whitten, Bentley & Dittman 2001 Chapter 4

  4. Process Management • Ongoing activity that documents, manages the use of, and improves an organization’s chosen methodology for systems development. • Process management • concerned with all projects • activities, deliverables, and quality standards Whitten, Bentley & Dittman 2001 Chapter 4

  5. Successful Projects • System is acceptable to the customer. • System is delivered on time. • System is delivered within budget. • System development process had minimal impact on ongoing business operations! Whitten, Bentley & Dittman 2001 Chapter 4

  6. Why Do Projects Fail? • Failure to establish upper management commitment to project. • commitments change? • Lack of organizational commitment to system development process • Taking shortcuts through or around the system development process. • Project team behind schedule, wants to catch up • Project is over budget and team wants to make up $$ • Team is not trained or skilled in methodology and requiremts Whitten, Bentley & Dittman 2001 Chapter 4

  7. Why Do Projects Fail? • Poor expectations management • Project expectations change? • Scope creep--unexpected growth of user expectations and business requirements as the project progresses. Adversely impacts schedule and budget • Feature creep--uncontrolled addition of technical features to a system under development without regard to schedule and budget. Whitten, Bentley & Dittman 2001 Chapter 4

  8. Why Do Projects Fail? • Premature commitment to a fixed budget and schedule. • Firm fixed cost • Cost plus fixed fee • Creeping commitment? • Poor estimating techniques • Overoptimism • Task dependencies influence completion • Lost time in time-critical activities compounds Whitten, Bentley & Dittman 2001 Chapter 4

  9. Why Do Projects Fail? • Mythical man month (Brooks, 1975) • Work hours estimates with unreasonable assumptions • As project gets further behind, more people assigned to the team • Addition of more people adds communication problems, etc. • Inadequate people management skills Whitten, Bentley & Dittman 2001 Chapter 4

  10. Why Do Projects Fail? • Failure to adapt to business change • Overtaken by events (OBE) • Management reorganization or business needs change • Project’s importance changes over time • Project should be reassessed for viability, importance to the business • Insufficient resources • Failure to manage to the plan Whitten, Bentley & Dittman 2001 Chapter 4

  11. Project Management Competencies • Business acumen • Problem-solving skills • Leadership and influence skills • People management skills • Self-management, self-direction Whitten, Bentley & Dittman 2001 Chapter 4

  12. Project Management Activities • Scoping • Planning • Estimating • Scheduling • Organizing • Directing • Controlling • Closing Whitten, Bentley & Dittman 2001 Chapter 4

  13. Project Management Tools • PERT charts--graphical network model that depicts a project’s tasks and the relationships between those tasks. Task Task Intertask Dependency Scheduled Start Scheduled Finish Scheduled Start Scheduled Finish Actual Start Actual Finish Actual Start Actual Finish Whitten, Bentley & Dittman 2001 Chapter 4

  14. Project Management Tools • Statement of work--narrative description of work to be performed as part of a project. Also called project definition. Task Task Intertask Dependency Scheduled Start Scheduled Finish Scheduled Start Scheduled Finish Actual Start Actual Finish Actual Start Actual Finish Whitten, Bentley & Dittman 2001 Chapter 4

  15. Project Management Tools • Gantt charts--horizontal bar chart that depicts project tasks against a calendar. Each bar is a task. Tasks are listed vertically in a column. Whitten, Bentley & Dittman 2001 Chapter 4

  16. Project Management Tools • Statement of work--narrative description of work to be performed as part of a project. Also called project definition. • 1. Purpose • 2. Background • Problem Opportunity or Directive Statement • History, leading to project request • Project goal and objectives • Product description • 3. Scope • Stakeholders • Data • Processes • Locations • 4. Project Approach • Route • Deliverables • 5. Managerial Approach • Team building considerations • Manager and experience • Training requirements • Meeting schedules • Reporting methods and frequency • Conflict management • Scope management • 6. Constraints • Start Date • Deadlines • Budget • Technology Whitten, Bentley & Dittman 2001 Chapter 4

  17. Project Management Tools, continued • Statement of work--narrative description of work to be performed as part of a project. Also called project definition. • 7. Ballpark Estimates • Schedule • Budget • 8. Conditions of Satisfaction • Success criteria • Assumptions • Risk • 9. Appendices Whitten, Bentley & Dittman 2001 Chapter 4

  18. Project Management Tools • Work breakdown structure--hierarchical decomposition of a project into phases, activities and tasks. Whitten, Bentley & Dittman 2001 Chapter 4

  19. Project Management Life Cycle • 1. Negotiate scope • 2. Identify tasks • 3. Estimate Task Durations • 4. Specify Intertask Dependencies • 5. Assign Resources • 6. Direct the Team Effort Whitten, Bentley & Dittman 2001 Chapter 4

  20. Project Management Life Cycle • 7. Monitor and control progress • 8. Assess project results and experiences • 9. Document lessons learned • 10. Institutionalize process improvements Whitten, Bentley & Dittman 2001 Chapter 4

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