IS 556 Enterprise Project Management

1. IS 556 Enterprise Project Management Spring 2008 Instructor – Dr. Olayele Adelakun Lecture 1

2. Project Communication IS 556 -- Spring 2008

3. Agenda • Introductions • Course Basics • Course On Line • Goals • Topics • Case Studies • Assignments • Participation • Project Basics • Project Management • Program Management • Project Management Office (aka Portfolio Management Office) • Project Portfolio Management IS 556 -- Spring 2008

4. Introductions • Instructor – Olayele Adelakun • History • Work • School • Research • Class • Name • Major • Work Position • Employer • Interest in Enterprise Project Management IS 556 -- Spring 2008

5. Course Basics – Course On Line (COL) • Use for getting • Assignments (4 homework, 1 paper, 1 take home exam) • Written from the COL ASSIGNMENT SECTION • Reading from the COL DOCUMENT SECTION • Lecture notes – USUALLY AVAILABLE DAY BEFORE SESSION • Discussion forums (participation) Primarily for student exchange of ideas, problems etc. • Emails to: • Classmates • Groups • Teacher • Grades IS 556 -- Spring 2008

6. Participation Scoring • For in class students • Attendance is important • For online (or DL) students • Participation in the corresponding discussion forum to the session before it closes or • Attendance in the class • If neither is possible, submitting an article to the class on a course topic covered in missed lecture. • Scoring of the Discussion Forums takes place after the forum closes IS 556 -- Spring 2008

7. Course Basics -- Goals • By the end of the course the student will be able to: • Determine the major resources needed for an IT project/program. • Understand basics in the Theory of Constraints and the resource base theory. • Apply the basics of Critical Chain Project Management. • Schedule & monitor major resources to meet milestones. • Understand the role of the Program Manager. • Establish and monitor standards. • Understand the basics of a Project Management Office. • Apply the basics of IT  project portfolio management. IS 556 -- Spring 2008

8. Course Basics - Topics • IT Project Management (IT PM) • Project Management Book of Knowledge (PMBOK) • IT Program Management (IT PgmM) • IT Project Management Office (IT PMO) • IT Portfolio Management Office (IT PfMO) • IT Project Portfolio Management/ Portfolio Prioritization • Theory of Constraints (TOC) • Critical Path • Critical Chain Project Planning • Management of: • Architecture • Assets • Resources • Knowledge IS 556 -- Spring 2008

9. Course Basics – The Case Study • Why the Case Study? • Is a picture of the IT project management landscape: • Giving details on a specific IT project’s related • issues and • problems • Allows reflection on the interconnections and complexities that a PM experiences • 2 substantive cases: VistA (VA) and Sentinel (FBI) IS 556 -- Spring 2008

10. Course Basics - Case Studies • Your Job is to: • Analyze • Explain • Plan • Understand view of various stakeholders • Identify Problems • Recommend solutions To do above, examine a case study IS 556 -- Spring 2008

11. Course Basics - Case Study Analysis Coverage 3 issue areas • Technology • What do we do? • Technical Risks involved • Project/Program management • How will we do it? • How will we staff it? • How will we coordinate with other projects? • Business • Will this fit a business goal? • Business risks involved IS 556 -- Spring 2008

12. Course Basics - Assignments 25% Final 20% Midterm  25% Group work 10% Participation  -- attendance/makeup (in class)       -- discussion forum participation (DL) __________ 100% Total                    IS 556 -- Spring 2008

13. Session Format • Housekeeping Items • Review of previous session using IClicker – in class students • Team exercise • New material lecture IS 556 -- Spring 2008

14. Project Basics - Project Management • What is a software project? • Temporary endeavor undertaken to create a unique product, service, or result.-Project Management Institute • Characteristics • Goal directed • Collaborative • Planned • Finite IS 556 -- Spring 2008

15. Project Management Basics

16. Project Basics - Project Management What is Project Management? Application of knowledge, skills, tools, methodologies, and techniques in order to meet project requirements and meet or exceed stakeholder needs and expectations. • Why stakeholder? • Why not management, end users, clients? IS 556 -- Spring 2008

17. Project Basics - Project Management Project Stakeholders • Stakeholders are the people involved in or affected by project activities. • Stakeholders include: • Project sponsor • Project manager • Project team • Support staff • Customers • Users • Suppliers • Opponents to the project IS 556 -- Spring 2008

18. Project Management – Quick & Easy! IS 556 -- Spring 2008

19. Project Basics - Project Management The Triple Constraint of Project Management Successful project management means meeting all three goals (scope, time, and cost) – and satisfying the project’s sponsor! IS 556 -- Spring 2008

20. Project Basics - Project Management The Triple Constraint • Every project is constrained in different ways by its: • SCOPE goals: What will be done? • TIME goals: How long will it take to do it? • COST goals: How much should it cost? • It is the PM’s duty to balance these 3 often-competing goals. IS 556 -- Spring 2008

21. Project Basics - Project Management Project Management Framework IS 556 -- Spring 2008

22. Project Basics - Project Management 9 Project Management Knowledge Areas • Describe the key competencies that PMs must develop • 4 core knowledge areas lead to specific project objectives (scope, time, cost, and quality). • 4 facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management). • 1 integrating knowledge area (project integration management) affects and is affected by all of the other knowledge areas. • All knowledge areas are important! IS 556 -- Spring 2008

23. Traditional Project Life Cycle Phases IS 556 -- Spring 2008

24. Relationships Among Process Groups and Knowledge Areas PMBOK® Guide 2004, p. 69 IS 556 -- Spring 2008

25. Project Basics - Project Management Tools and Techniques • assist project managers and their teams in various aspects of project management. • Specific tools and techniques include: • Project charters, scope statements, and WBS (scope). • Gantt charts, network diagrams, critical path analyses, critical chain scheduling (time). • Cost estimates and earned value management (cost). IS 556 -- Spring 2008

26. Project Basics - Program Management Projects and Program Managers • Project Managers work with project sponsors, project teams, and other people involved in projects to meet project goals. • Program: “A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.”* • Program managers oversee programs and often act as bosses for project managers. *PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (2004), p. 16. IS 556 -- Spring 2008

27. Project Basics -- Project Management Office PMO) • An alternative/addition to program management • An organizational group responsible for coordinating the project management function throughout the organization. • Great flexibility in the PMO’s • Goals • Structure • Roles and Responsibilities • Performs Project Portfolio Management (PPM) IS 556 -- Spring 2008

28. Project Basics -- Project Management Office PMO) • A PMO is an organizational group responsible for coordinating the project management function throughout an organization. • Possible goals include: • Collect, organize, and integrate project data for the entire organization. • Develop and maintain templates for project documents. • Develop or coordinate training in various project management topics. • Develop and provide a formal career path for project managers. • Provide project management consulting services. • Provide a structure to house project managers while they are acting in those roles or are between projects. IS 556 -- Spring 2008

29. PMO – Project Management Office To be successful the PMO helps executives meet the goals on which they are measured. The PMO - • drives more projects thru completion without increasing resources, • sees projects completed in drastically shorter time • influences all levels of the organization • is perceived as useful by all organizational levels IS 556 -- Spring 2008

30. The PMO and Organization • Adopt a holistic approach • PMO c/help with strategy execution through project mix and flow • PMO s/have strong matrix relationship with project mgrs • PMO c/help project managers accelerate projects • PMO’s tool is Project Portfolio Management (PPM) IS 556 -- Spring 2008

31. Project Portfolio Management Is Designed to Answer the Following: • How does a firm with multiple projects prioritize them? • How does it make sure that the important ones get done when planned? • How does a firm make sure that scarce resources are deployed well? • How can projects deliver consistent, sustainable results. • Executives are responsible for determining what mix of projects get done and their priority • But how do executives get the information they need to make their decisions? IS 556 -- Spring 2008

32. Problems with Project Management A look at what is going wrong with projects: IS 556 -- Spring 2008