TODAY:

1. TODAY: • The Pre-proposal—due Thursday 9/6/2016 • The General Project Lifecycle • The Software Development Lifecycle • Predictive • Adaptive • Some risk-considerations relative to projects • Schwalbe, Chapters 1 and 2

2. The Pre-proposal • A way to allow everyone to submit project suggestions • A short, crisp information piece for review by managers who decide what projects to fund • No technical jargon

3. The Pre-proposal • States what is to be done • Why it should be done • What business value it will provide to the enterprise • Endeavors to secure senior management approval and the resources to develop a detailed plan

4. Pre-proposal should consist of: • Discussion of problem or opportunity • Purpose or goal of project • Objectives • Success criteria • Assumptions/Risks/Obstacles • ALL ON A SINGLE PAGE

5. Some ideas for term projects… • The use of the cloud to re-vitalize ERP systems • Leading to further data integration and more visibility at less cost • Using the cloud for automated database backup • Mobile apps for marketing and sales professionals • Providing them with important client information before the client interview/appointment • Client’s interests, motivations – alignment with our mission/vision • Clients sales history? • Mobile apps for new product conceptualization and development • Gathering requirements while ‘in the field’ Information Technology Project Management, Seventh Edition

6. Still more ideas for projects • Mobile apps for Decision Support • Integrated with Skype, Face Time, etc. • Allowing for distributed voting and data collection • Mobile apps for Business Intelligence • Mobile apps for 3D printers Information Technology Project Management, Seventh Edition

7. Schwalbe Chapter 2:The Project Management Context and Processes

8. What is a project?? • A definite beginning, ending • An objective or goal • Made up of tasks (activities) • Consumes a budget • Has limited resources • Must be completed by a certain date • Accomplished by a team • Has a client or customer • Involves risk Requires Courage

9. Why are projects in vogue? • Companies are more cost conscious • They want to know who did what for how long • The work is getting more complex • They want each employee assigned to a specific cost code • A better way to do cost accounting • Instead of being perpetual, jobs are assigned to projects

10. Projects Cannot Be Run In Isolation • 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 • See example in opening and closing case

11. A Systems View of Project Management • 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

12. Figure 2-1. Three Sphere Model for Systems Management

13. Project Stages and the Project Life Cycle • A project life cycle is a collection of project stages • Project stages generally include…..

14. Product Life Cycles • Products also have life cycles • The Systems Development Life Cycle (SDLC) is a framework for describing the phases involved in developing and maintaining information systems • Typical SDLC phases include planning, analysis, design, implementation, and support

15. Predictive Life Cycle Models • The waterfall model has well-defined, linear stages of systems development and support • The spiral model shows that software is developed using an iterative or spiral approach rather than a linear approach • The incremental releasemodel provides for progressive development of operational software • The prototyping model is used for developing prototypes to clarify user requirements • The RAD model is used to produce systems quickly without sacrificing quality

16. Adaptive/Agile Life Cycle Models • Extreme Programming (XP): Developers program in pairs and must write the tests for their own code. XP teams include developers, managers, and users • Scrum: Repetitions of iterative development are referred to as sprints, which normally last thirty days. Teams often meet every day for a short meeting, called a scrum, to decide what to accomplish that day. Works best for object-oriented technology projects and requires strong leadership to coordinate the work

17. The WaterFall Model

18. The Seven Phases of the Waterfall Model • Definition -- 10% • Analysis -- 15% • Design -- 15% • Programming -- 15% • Preparation and programming--10% • module testing--5% • System Test -- 25% • Acceptance Testing -- 5% • Operation -- 15% • At the end of every phase, a deliverable is expected and a phase exit or kill point is put in place

19. Sometimes the waterfall model is implemented in two projects • Analysis project • Definition • Analysis • Development project • Design • Construction • Testing • Acceptance • Installation

20. Figure 2-3. Spiral Model of Software Development

21. Spiral Model • Many revolutions are required to finish a project • Four phases of each revolution are: • Determine objectives, alternatives and constraints • Evaluate alternatives, identify and resolve risks • Develop and verify next-level product • Plan next phases

22. Distinguishing Project Life Cycles and Product Life Cycles • The project life cycle applies to all projects, regardless of the products being produced • Product life cycle models vary considerably based on the nature of the product • Most large IT products are developed as a series of projects

23. Why Have Project stages and Management Reviews? • A project should successfully pass through each of the project phases in order to continue on to the next • Management reviews (also called phase exits, quality gates, or kill points) should occur after each phase to evaluate the project’s progress, likely success, and continued compatibility with organizational goals

24. What Went Right? "The real improvement that I saw was in our ability toin the words of Thomas Edisonknow when to stop beating a dead horse.…Edison's key to success was that he failed fairly often; but as he said, he could recognize a dead horse before it started to smell...as a result he had 14,000 patents and was very successful…In IT we ride dead horsesfailing projectsa long time before we give up. But what we are seeing now is that we are able to get off them; able to reduce cost overrun and time overrun. That's where the major impact came on the success rate.” Cabanis, Jeannette, "'A Major Impact': The Standish Group's Jim Johnson On Project Management and IT Project Success," PM Network, PMI, September 1998, p. 7

25. 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.

26. Many Organizations Focus on the Structural Frame • Most people understand what organizational charts are • Many new managers try to change organizational structure when other changes are needed • 3 basic organization structures • functional • project • matrix

27. Figure 2-4. Functional, Project, and Matrix Organizational Structures

28. What Went Wrong? The Superconducting Super Collider (SSC) provides an excellent example of a project that failed primarily due to politics. The objective of the $11 billion SSC project was to provide answers to fundamental questions about the formation of the universe. SSC managers campaigned for good will and support at universities, schools, and scientific meetings. This "preaching to the choir" failed to convey the benefits of the project to the real decision makers: the Clinton administration and members of Congress. One SSC attempt to gain political support backfired when an assembly of scientists and Nobel laureates took the back seat to the historic Rabin-Arafat handshake signaling the possibility of peace in the Middle East. All press coverage focused on the Rabin-Arafat meeting. On October 19,1993, Congress--after spending more than $2 billion on the SSC project--ended the project after 11 years of effort and put 2,000 people out of work. SSC management failed to focus on and gain support from the most influential stakeholders on the project.

29. Recognize the Importance of Project Stakeholders • 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

30. 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 Table 2-2. Fifteen Project Management Job Functions "Building a Foundation for Tomorrow: Skills Standards for Information Technology," Northwest Center for Emerging Technologies, Belleview, WA, 1997

31. Suggested Skills/Competencies for a Project Manager • Communication competencies: listening, persuading • Organizational competencies:planning, goal-setting, analyzing • Team Building competencies: empathy, motivation, esprit de corps • Leadership competencies: sets example, energetic, vision (big picture), delegates, positive • Coping competencies: flexibility, creativity, patience, persistence • Technological competencies: experience, project knowledge • SKILLS VS. COMPETENCIES • Skill in using MS Project • Skill in using estimating tools, risk assessment tools, etc.

32. Leadership by example Visionary Technically competent Decisive Good communicator Good motivator Stands up to upper management when necessary Supports team members Encourages new ideas Sets bad example Not self-assured Lacks technical expertise Poor communicator Poor motivator Not well organized Unfamiliar with project management basics Table 2-3. Most Significant Characteristics of Effective and Ineffective Project Managers Effective Project Managers Ineffective Project Managers

33. Project Management Process Groups • 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

34. Figure 2-5. Level of Process Group Activity Over Time

35. Our Five stages—not quite the same as Schwalbe’s processs groups • Definition and Conceptualization -- Initiating • Planning and Budgeting -- Planning • Execution -- Executing • Monitoring and Controlling -- Controlling • Termination and Closure -- Closing

36. Integration and Core Knowledge Areas • INTEGRATION • Integration Management • CORE • SCOPE MANAGEMENT • TIME MANAGEMENT • COST MANAGEMENT • QUALITY MANAGEMENT

37. Facilitating knowledge areas • Human Resource Management • Risk Management • Procurement Management • Communications Management • Stakeholder Management

38. Integration Management Processes – PMBOK 5th Edition (2013) • Develop Project Charter • Charter is a formal doc to authorize project • Develop Project Management Plan • Direct and Manage Project Execution • Monitor and Control Project Work • Perform Integrated Change Control • Close Project or Phase

39. Project Scope Management Processes (PMBOK – 2013) • Plan Scope Management • Collect Requirements • Define the customers needs • Define Scope • Define a detailed description of project deliverables • Create WBS • Decompose project work into smaller components • Validate Scope • Review project deliverables to gain formal acceptance by customer • Control Scope • Monitoring and updating the status of deliverables and managing changes to scope baseline

40. Project Time Management Processes(PMBOK – 2013) • Plan Schedule Management • Define Activities • Sequence Activities • Estimate Activity Resources • Estimate Activity Durations • Develop Schedule • Control Schedule

41. Project Cost Management Processes(PMBOK – 2013) • Plan Cost Management • Estimate Costs • Determine Budget • Control Costs

42. Project Quality Management Processes (PMBOK – 2013) • Plan Quality Management • Perform Quality Assurance • Perform Quality Control

43. Project Human Resource Management Processes (PMBOK – 2013) • Plan Human Resource Management • Acquire Project Team • Develop Project Plan • Manage Project Team

44. Project Communications Management Processes (PMBOK – 2013) • Plan Communications Management • Manage Communications • Control Communications

45. Project Risk Management Processes (PMBOK – 2013) • Plan Risk Management • Identify Risks • Perform Qualitative Risk Analysis • Perform Quantitative Risk Analysis • Plan Risk Response • Monitor and Control Risks

46. Project Procurement Management Processes (PMBOK – 2013) • Plan Procurement Management • Conduct Procurements • Control Procurements • Close Procurements

47. Project Stakeholder Management (PMBOK – 2013) • Identify Stakeholders • Plan Stakeholder Management • Manage Stakeholder Engagement • Control Stakeholder Engagement

48. Definition and Conceptualization • Scope Management • WBS • Integration Management • Human Resource Management • Risk Management • Procurement Management

49. Definition and Conceptualization • Initiation • SOW, based on strategy meetings, • Risk Identification • Risk Quantification • Scope Planning • Scope Definition • WBS • Scope Verification

50. Discussion Questions • Review the example of applying systems management to the opening case (see Figure 2-1). Think of an issue relevant to your organization or from current events and analyze it to identify its key business, organizational, and technological aspects. • Which skills do you think are most important for an IT project manager? Can they all be learned, or do you think some are innate? • Briefly describe what happens in each of the five process groups (initiating, planning, executing, controlling, and closing). On which processes should most team members spend the most time? What are some of the deliverables of each process?