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PROJECT MANAGEMENT FUNDAMENTALS : ENHANCING THE IT PROFESSIONAL VIA THE GLOBAL PERSPECTIVE

PROJECT MANAGEMENT FUNDAMENTALS : ENHANCING THE IT PROFESSIONAL VIA THE GLOBAL PERSPECTIVE. By. A.C. Ogbonna, Ph.D ,. Professor of Project Management and Dean, School of Computing and Engineering Sciences, Babcock University, Nigeria. ogbonnac@babcock.edu.ng;

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PROJECT MANAGEMENT FUNDAMENTALS : ENHANCING THE IT PROFESSIONAL VIA THE GLOBAL PERSPECTIVE

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  1. PROJECT MANAGEMENT FUNDAMENTALS: ENHANCING THE IT PROFESSIONAL VIA THE GLOBAL PERSPECTIVE

  2. By A.C. Ogbonna, Ph.D, Professor of Project Management and Dean, School of Computing and Engineering Sciences, Babcock University, Nigeria. ogbonnac@babcock.edu.ng; acogbonna06@yahoo.com ; 08062443151

  3. Why this Learning Project? • “no field with more” claimants to knowledge than project management= “confusion, misinformation, and ambiguity”, • -70% of all IT projects fail(Instructional Technology Initiative($1.3bn,2015;New Synthetic Credit Value at Risk Model($6bn:2011-J.P.Morgan Chase & Co.) • -differing views: project management; what a project manager does • many organizations have ‘Project Managers’ who have no training or experience, nor are aware of the tools • a good understanding of basic principles are fundamental to project management/success

  4. Relevant Identities • Project-initially referred to a plan or something, not the act of actually carrying this plan out. • a one-time-only configuration of related activities, people, resources, tools, management and expectations • Project vs Programme - often used synonymously • Programme-group of related projects designed to accomplish a common goal over an extended time period • Project Mgt.-using a temporary organization to provide the client with a single point of contact, and responsibility for project failure or success

  5. Practice Origins/ Schools of thought • Practice: adhoc committees; task forces; outsourcing. • Schools: • as a body of knowledge ; • a process • solicitation/contracting/procurement method or form • a collaborative enterprise • a tool or techniques suite • academic and professional specialization, responsibility/ function

  6. Deployment Drivers • time to market; • knowledge explosion-complexity,new techs,divergent technologies integration • triple bottom line(planet, people, profit) • corporate downsizing(core competencies) • increased customer focus(customerzation/competition) • concurrency(multi-projects)- accountability,flexibility,innovation,speed,, continuous improvement

  7. Project Life Cycle • different models:some industry-unique • engineering-start-up,definition, main,termination; • manufacturing-formation,build-up, production, phase-out, final product • IT/computer programming-conceptual, planning,definition/design,implementation/testin g,conversion • construction-planning, studies/basic engineering;major review,detail engineering/construction, construction; testing/commissioning

  8. 4 Main Phases • Conceptualization-project idea is conceived, its total environment is examined, forecasts are prepared and objectives are evaluated for feasibility and viability • Preparation- establish more formalized group of measurable prioritized and achievable objectives (short, medium, long term)(economic/technical fit) in a plan that can be understood/ implemented by all stakeholders • Implementation-physically effecting the blue print developed from the second stage-preparation

  9. Phases contd • Termination- project comes to an end; resources (in-built/unused);product/output released and / or transferred to appropriate custodians/managers

  10. Organizational Structure Types 3 main approaches • functional • matrix(weak, balanced and strong) • pure project/projectized models

  11. Major Contributors/ Stakeholders Basic –not any PMBOK • Client-pays for project management services • Designer/professional-articulates/manages the clients idea in appropriate form • Constructor/supplier-assembles/manages men, materials, resources • Public regulatory authority-maintains standards/protects society • Project manager-overall coordination/control

  12. Project Manager- role/ function/ responsibility • role rationale- single point of responsibility/contact • nomenclature in practice differs-project officer, director,coordinator, lead,etc. • Functions-explicit/implicit; produce end item, meet contractual/profit/other objectives • Summary: responsibility for project success or failure.

  13. Project Manager’s professional liability • Related to function/ responsibility, education/training • General tendency: assuming project management responsibility without proper training/education, knowledge, or experience • Implication-attempt to turn straw into gold • Requires a mastery of the project management stages (initiate, plan, execute, monitor, control, and close); supporting processes ;stakeholder relationship management skills.

  14. Conclusion • Caveat venditor/emptor • Thou seller/buyer of project management services, beware • THIS PROJECT JUST ENDED

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