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Agenda. Role of IT in BusinessTypes of Projects IT should be engaged inStrategies for IT Project ManagementTools to Assist in Project Management. Role of IT in Business. To provide the systems and technological infrastructure to support improvements in operational efficiency and responsiveness. IT Should be Engaged In
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1. Project Managementin Information Technology Norbert Mika
N. J. Mika Consulting Inc.
norbert@njmconsulting.com
2. Agenda Role of IT in Business
Types of Projects IT should be engaged in
Strategies for IT Project Management
Tools to Assist in Project Management
3. Role of IT in Business To provide the systems and technological infrastructure to support improvements in operational efficiency and responsiveness
4. IT Should be Engaged In… Process and Product Design
Analysis and Design Tools
Knowledge Management
Production Systems
Equipment controls
Scheduling
Simulators
Infrastructure
Data Communications Networks
Database Systems
Intranet, Intranet and Extranet, EDI
Disaster Recovery
Administration and Management
Productivity tools
Supply Chain Management
Decision Support Systems
IT Focused Education
5. Challenges
6. Some facts… IT projects have a terrible track record
A 1995 Standish Group study (CHAOS) found that only 16.2% of IT projects were successful and over 31% were canceled before completion, costing over $81 B in the U.S. alone
The need for IT projects keeps increasing
In 2000, there were 300,000 new IT projects
In 2001, over 500,000 new IT projects were started
In 2004, IT spending in the US increased an estimated 4.4% over 2003 (Forrester Research)
In 2005, another 5.7% growth is estimated (Forrester Research)
7. More facts… Improvements by 2001 (compared to 1995)
Time overruns significantly decreased to 163% compared to 222%
Cost overruns were down to 145% compared to 189%
Required features and functions were up to 67% compared to 61%
78,000 U.S. projects were successful compared to 28,000
28% of IT projects succeeded compared to 16%
"The reasons for the increase in successful projects vary. First, the average cost of a project has been more than cut in half. Better tools have been created to monitor and control progress and better skilled project managers with better management processes are being used. The fact that there are processes is significant in itself.“*
The Standish Group, "CHAOS 2001: A Recipe for Success" (2001)
8. What is Project Management? A project is “a temporary endeavor undertaken to accomplish a unique product or service”
Project management is “the application of knowledge, skills, tools, and techniques to project activities to meet project requirements”
Project Management Body of Knowledge (PMBOK® Guide), 2004
9. Most in Demand IT Skills
10. Project Success Factors 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
11. Strategies for IT Project Management Hire (or develop someone) with great project management skills
Adopt the Project Management Institute’s PMBOK (Project Management Body of Knowledge)
Adopt a methodology or framework for operations or systems development (ITIL/MOF, MSF, etc) or develop your own (State of Michigan, Department of Information Technology)
Use technology to assist in managing projects
Create a Project Management Office
12. Skills of a Project Manager 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
13. Project Management Body of Knowledge(PMBOK) A compilation of proven practices used in the profession of project management
Extends to the sum of knowledge of practitioners and academics that apply it
Also acts as a common lexicon within the profession
14. PMBOK Defines the Knowledge areas and Process Groups
Maps the Knowledge areas into the Process Groups
Identifies tools and techniques for each Knowledge area
15. PMBOK – Project Management Framework
16. Process Groups in a Project
17. IT Project Lifecycle (Microsoft)
18. MOF Team Model
19. MOF Process Model
20. MOF Process Model and Service Management Functions
21. MSF Team Model
22. MSF Process Model
23. MSF Process Model – Iterations
24. Tools Word processor and spreadsheet
Communication software (email, virtual meeting, portal, etc.)
PMBOK – tools identified for each knowledge area
Project management software (like MS Project)
25. Portal A site giving you access to a set of commonly used services, often as a gateway to other sites and services.Includes:
Search capabilities
News
Document collaboration
Email integration
Personalization
Alerts
Microsoft SharePoint Portal Demo
www.microsoft.com/office/sharepoint/prodinfo/demo.mspx
26. PM Tools and Techniques by Knowledge Area Integration Management
Stakeholder analysis
Project Plans
Project Mgmt Software
Change Control Boards
Configuration Management
Project Review Meetings
Work Authorization Systems
Project Leadership
Executive Sponsorship
27. PM Tools and Techniques by Knowledge Area Scope Management
NPV, ROI
Weighted Scoring Models
Business Cases
Project Charters
Scope Statements
WBS
Statements of Work
Requirements Analysis
Scope Change Control
28. PM Tools and Techniques by Knowledge Area Time Management
Gantt Charts
Network Diagrams
Critical Path Analysis
Program Evaluation Review Technique
Critical Chain Scheduling
Crashing
Fast Tracking
Milestone Reviews
29. PM Tools and Techniques by Knowledge Area Cost Management
Earned Value Management
Project Portfolio Management
Cost Estimates
Cost Management Plan
Financial Software
30. PM Tools and Techniques by Knowledge Area Quality Management
Six Sigma
Quality Control Charts
Pareto Diagrams
Fishbone Diagrams
Quality Audits
Statistical Models
31. PM Tools and Techniques by Knowledge Area Human Resource Management
Motivation Techniques
Empathic Listening
Team Contracts
Responsibility Assignment Matrices
Resource Histograms
Resource Loading
Resource Leveling
Team-building exercises
32. PM Tools and Techniques by Knowledge Area Communication Management
Communication Management Plan
Conflict Management
Communications Media Selection
Communications Infrastructure
Status Reports
Meetings
Virtual Communications
Templates
Project Web Sites
33. PM Tools and Techniques by Knowledge Area Procurement Management
Make-or-Buy Analysis
Contracts
RFPs and RFQs
Source Selection
Negotiating
E-Procurement
34. PM Tools and Techniques by Knowledge Area Risk Management
Risk Management Plan
Probability/Impact Matrix
Risk Ranking
Monte Carlo Simulation
Top-Ten Risk Item Tracking
35. Project Management Software Small projects
TurboProject, Milestone Simplicity, Project Vision, Quick Gantt, Microsoft Project, Primavera SureTrak
Larger Cross-functional Projects
Microsoft Project and Primavera
Multi-Project management
Microsoft Project Server, Primavera, Open Plan, Cobra, Enterprise PM, Micro Planner X-Pert
Microsoft Demos:
http://www.microsoft.com/office/project/prodinfo/demo.mspx
36. Project Management OfficeBenefits Project Support
Project Management Methodology
Training
Home Base for Project Managers
Internal Consulting and Mentoring
Software Tools
Portfolio Management
37. Project Management OfficeChallenges ROI is not quick
Corporate culture could be resistant
Difficult to develop metrics to track success
Which model do you choose – central project management or consulting?
38. References Project Management Institute
www.pmi.org
IT Infrastructure Library (ITIL)
www.itil.co.uk
Microsoft Operations Framework
www.microsoft.com/technet
Microsoft Solutions Framework
www.microsoft.com/technet
Selecting Project Management Software
www.4pm.com/articles/selpmsw.html
Example of a complete Project Management Strategy
http://michigan.gov/dit
Canadian Government - An Enhanced Framework for the Management of Information Technology Projects - Project Management Core Competencies
http://www.cio-dpi.gc.ca/emf-cag/corecompetencies/cc-cb00_e.asp
Various articles – CIO Magazine
www.cio.com
Information Technology Project Management
Kath Schwalbe, Thomson Course TechnologyISBN 0-619-15984-7