ADVANCED Project Management - Project Management Overview & Challenges

1. ADVANCED Project Management - Project Management Overview & Challenges MITM743- Lecture 1 Dr. Hidayah Sulaiman

2. Welcome to MITM743 • Information Systems Project Management • Lecturer: Dr. Hidayah Sulaiman • Email: hidayah@uniten.edu.my • Location: BW-2-C42/BA-2-65 • Phone: 03 89212020 ext 3242

3. My Expectations of You • ATTEND CLASS • Perform reading assignments before coming to class • Do most work in teams • Academic honesty enforced

4. Project Topic • 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

5. How to Submit and When? • Performed individually • Will require a project completion presentation in the final week. • Submit report and prototype

6. Lecture 1 – Introduction to Project Management

7. What is a project? • 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

8. So, What Is a Project, exactly? • 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

9. 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

10. How do IT Projects differ from ordinary projects? • 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

11. How do IT Projects differ from ordinary projects, continued? • 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?

12. How are IT Projects similar to ordinary projects? • 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.

13. Project management involves • 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??

14. Successful Project management requires completion of the project • 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????

15. Further elements of success include • 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}

16. Why do bad things happen to good projects??? • 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

17. When is project management necessary? • 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

18. Project management encompasses many disciplines • Operations management • Operations research • Psychology • Sociology • Organization theory • Organizational behavior • Systems thinking and management

19. GANTT CHART

20. NETWORK CHART 1

21. WORK BREAKDOWN 1

22. WORK BREAKDOWN 2

23. Motivation for Studying Information Technology (IT) Project Management • 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

24. The Triple Constraint • 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

25. Figure 1-1. The Triple Constraint of Project Management

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

27. Project Stakeholders • 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

28. Nine Project Management Knowledge Areas • 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

29. Figure 1-2. Project Management Framework

30. Project Management Tools and Techniques • 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)

31. Advantages of Project Management • 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

32. How Project Management (PM) Relates to Other Disciplines • 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

33. Figure 1-3. Project Management and Other Disciplines

34. History of Project Management • 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

35. Project Management Certification • 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

36. Code of Ethics • 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.

37. Discussion Questions • 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?

38. The Project Management and Information Systems/Technology Context

39. Projects Cannot Be Runin 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 IT Project Management, Third Edition Chapter 2

40. 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 IT Project Management, Third Edition Chapter 2

41. Figure 2-1. Three Sphere Model for Systems Management IT Project Management, Third Edition Chapter 2

42. Understanding Organizations Structural 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. IT Project Management, Third Edition Chapter 2

43. 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 organizational structures • functional • project • matrix IT Project Management, Third Edition Chapter 2

44. Basic Organizational Structures IT Project Management, Third Edition Chapter 2

45. 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 • Senior executives are very important stakeholders IT Project Management, Third Edition Chapter 2

46. What Helps Projects Succeed? 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 IT Project Management, Third Edition Chapter 2

47. Need for Top Management Commitment • 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 IT Project Management, Third Edition Chapter 2

48. Need for Organizational Commitment to Information Systems/Technology (IS/IT) • 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 IT Project Management, Third Edition Chapter 2

49. Need for Organizational Standards • 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 IT Project Management, Third Edition Chapter 2

50. The Context of IT Projects • 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 IT Project Management, Third Edition Chapter 2