CIS 12-3 IT Project Management

1. CIS12-3IT Project Management • Marc Conrad • D104 (Park Square Building) • Marc.Conrad@beds.ac.uk • The best way to contact me is via E-mail • Outline: • Week 1-6 (Marc Conrad): • Scope, Integration, Human Resources, Communication • Week 7-12 (Paul Sant) • other stuff Marc Conrad University of Bedfordshire

2. Assignments and Practicals • Yes, there are practical sessions and assignments. (Details later) • Group work & Individual work Marc Conrad University of Bedfordshire

3. Will be referred as [KS] in next slides. Core Reading Text • Kathy Schwalbe, Project Management • See http://www.course.com http://www.augsburg.edu/ppages/~schwalbe/ Marc Conrad University of Bedfordshire

4. Further Reading • Library: Check books near shelf 658.404 • Main source: PMBOK® Guide: • Full name: A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2004 Edition, by the Project Management Institute (www.pmi.org) • IEEE Std 1490-1998 adopts the PMBOK® Guide as standard for project management. • See also Internet! (Google e.g. for PMBOK) • List of links on Blackboard will be updated regularly • Collection of links: http://www.perisic.com/pm/CIS12links.html Marc Conrad University of Bedfordshire

5. Today: • Why this course? • What is a project? • What is Project Management? Marc Conrad University of Bedfordshire

6. “Why do Software Projects fail?”(A list of “famous” failures) • Typical examples: • London Ambulance Service • http://www.etesting.com/whytest_examples_thelondonambulanceservice.html • Ariane 5 Launch • http://sunnyday.mit.edu/accidents/Ariane5accidentreport.html • Therac 25 • http://www.google.co.uk/search?q=%22Therac+25%22& • [KS, p3]: Only 16.2% of projects met the project goals on time and on budget. More than 32% of IT projects were cancelled before time and budget. Marc Conrad University of Bedfordshire

7. What is a Project? • A project is a temporary endeavor undertaken to create a unique product, service, or results. • Temporary • Unique Product, Service or Result • Progressive Elaboration • Task: • Find examples for projects! • Find example for non-projects! Marc Conrad University of Bedfordshire

8. Typical Project Attributes [KS, p4] • Unique purpose • Temporary • Developed in iterative fashion • Requires resources from various areas • Has a customer or sponsor • Involves uncertainty Marc Conrad University of Bedfordshire

9. Temporary • A project has a definitive beginning and definitive end. • Possible reasons for end: • Objectives have been achieved. • It becomes clear that objectives will not be achieved, or the need for the project no longer exists. • Temporary does not mean short in duration (e.g. Channel Tunnel, your BSc project) Marc Conrad University of Bedfordshire

10. Temporary (2) • While the project itself is finite in duration, the product or service created by this project usually lasts much longer! Begin of project End of project product or service created by this project Marc Conrad University of Bedfordshire

11. Note: the production and sale of that computer is not a project. Unique Product, Service or Result • Projects involve creating something that has not been done in exactly the same way before. • Examples: • Most (if not all) programming tasks are in the context of projects. (Why?) • Design of a new type of computer, a microprocessor, a programming environment. • An evaluation of a website, market research for a special type of web service. Marc Conrad University of Bedfordshire

12. Progressive Elaboration • Means developing thoroughly in steps and continuing steadily by increments. • Example: • Object Oriented System Design (Use Case, Analysis, Design, Implementation, Testing) • Agile Strategies (Customer collaboration, Working software, Responding to change…), see http://agilemanifesto.org. • Any life-cycle models in Software Engineering Marc Conrad University of Bedfordshire

13. Projects and Strategy • Projects are typically authorized as a result of one or more of the following strategic considerations: • A market demand • E.g. software for mobile phones. • A customer request • E.g. Extension of an existing web service because of increasing demand. • A technological advance • E.g. Migration from tape backups to CD/DVD/RAIDs. • A legal requirement • E.g. Accessibility for web sites. Marc Conrad University of Bedfordshire

14. The Project Manager • Responsibilities of the project manager involves: • Identifying requirements • Establishing clear and achievable objectives • Balancing demands for quality, scope, time and cost • Adapting the approach to the different concerns and expectations of the various stakeholders Project Management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. Marc Conrad University of Bedfordshire

15. Ethical Issues of the Project Manager • See http://www.pmi-wcc.org/code_of_ethics.html for example Code of Ethics. • Issues include: • Accept responsibility for your actions. • Undertake projects only if qualified. • Treat fairly all project team members. • Be honest and realistic in reporting project quality, cost and time. • Etc. Marc Conrad University of Bedfordshire

16. Process Groups Project Management • Project Management is accomplished through the use of the processes of • Initiating [KS,chapter 3] • Planning [KS, chapter 4 & 5] • Executing [KS, chapter 6] • Monitoring & Controlling [KS, chapter 7] • Closing [KS, chapter 8] Marc Conrad University of Bedfordshire

17. Initiator/ Sponsor Inputs Relationships of Process Groups and Project Boundaries Monitoring & Controlling Planning Initiating End Users Closing Deliverables Executing Process Assets Records Marc Conrad University of Bedfordshire

18. Scope Time Cost The Triple Constraint in Project Management Quality Google it: http://images.google.co.uk/images?q=The%20Triple%20Constraint Marc Conrad University of Bedfordshire

19. Integration Risk Scope Time Communication Cost Human Resources The Triple Constraint in Project Management, but… Quality Procurement Marc Conrad University of Bedfordshire

20. Areas of Expertise • Effective management requires that the project management team understands and uses at least five areas of expertise: • The project management body of knowledge (this module) • Application area knowledge, standards and regulations (e.g. w3c, hardware specification) • Project environment knowledge (social, political, physical) • General management knowledge and skills (finance, contracts, logistics, …) • Soft skills or human relation skills Marc Conrad University of Bedfordshire

21. Knowledge Areas of Project Management Integration Scope Procurement Risk Project Time Communication Cost Human Resources Quality Marc Conrad University of Bedfordshire

22. Knowledge Areas and Process Groups. See the file ito.ppt on BREO for the processes. Process Groups Monitoring & Controlling Initiating Planning Executing Closing Knowledge Areas Integration Scope Time Cost Quality Human Resources Communications Risk Procurement Marc Conrad University of Bedfordshire

23. Kathie Schwalbe and us • KS and we both follow the PMBOK® methodology. • KS’s book is organized such that the chapters match Process Groups. Subsections then discuss the Knowledge Areas for that particular knowledge group. • Our lecture is divided by Knowledge Areas. In each lecture we discuss a knowledge area and how they relate to the Process Groups. Marc Conrad University of Bedfordshire

24. Summary • Core Reading Text • What is a Project? • Knowledge Areas • Process Groups Marc Conrad University of Bedfordshire