IT Project Management - Project Life Cycles PDF

IT PROJECT MANAGEMENT WEEK 3: PROJECT LIFE...

IT PROJECT MANAGEMENT WEEK 3: PROJECT LIFE CYCLES AND INITIATING PROJECTS Note: Adapted from slide of the textbook: Schwalbe, Kathy. An Introduction to Project Management, Seventh Edition See the text itself for full citations. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 1 LEARNING OBJECTIVES ◼ Discuss the importance of establishing a development approach, cadence, and project life cycle to optimize project outcomes ◼ Describe the five project management process groups, and map the process groups to knowledge areas for predictive project management ◼ Understand the importance of top management commitment, organizational standards, and Project Management Offices ◼ Summarize the initiating process for a predictive project management approach, be able to prepare a business case, perform a stakeholder analysis, create a project charter and assumption log, and describe the importance of holding a good project kick-off meeting ◼ Understand the difference between initiating a predictive project and an agile or hybrid project, describe the Scrum framework, and be able to create a product vision statement, product roadmap, initial product backlog, and release plan MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 2 DEVELOPMENT APPROACH AND PROJECT LIFE CYCLE MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 3 DEVELOPMENT APPROACHES ◼ A development approach is “a method used to create and evolve the product, service, or result during the project life cycle, such as predictive, iterative, incremental, adaptive, or hybrid method.” ◼ One aspect of development approaches is cadence, which is “a rhythm of activities conducted throughout the project.” ◼ Projects can have a single delivery, such as a project to build a house, or multiple deliveries, such as a project to provide five different online courses rolled out at different times. Projects can also have periodic deliveries, which are multiple deliveries at set time periods, such as weekly or monthly. Projects can even have continuous delivery, such as popular cloud-based software like Facebook or Instagram where new features are offered quickly, safely, and repeatedly. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 4 DEVELOPMENT APPROACHES ◼ The figure shows the continuum of development approaches, going from predictive to agile. ◼ factors that differ each approach: how well requirements are defined, are how often products are delivered (the cadence), how change is incorporated, how much key stakeholders are involved, and how risk and cost are MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 5 DEVELOPMENT APPROACHES ◼ In an iterative approach, the customer provides feedback after every iteration, often done in a set amount of time (i.e. one week, one month, etc.). ◼ In an incremental approach, each increment builds on top of the previous one MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 6 PROJECT LIFECYCLES ◼ The sample predictive life cycle includes phases called feasibility, design, build, test, deploy, and close. ◼ A project life cycle is “a series of phases that a project passes through from its start to its ◼ The sample incremental life cycle includes completion.” phases called concept, plan, design, build, and close, where the plan, design, and build ◼ A project phase is “a collection of logically phases are repeated for each increment. related project activities that culminates in the completion of one or more deliverables.” ◼ The sample life cycle using an agile development approach includes a phase to design the project and product vision and then includes three iterations, with feedback and backlog prioritization done after each iteration (also known as a sprint). MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 7  PROJECT LIFECYCLES MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 8 PRODUCT LIFECYCLES ◼ Products often involve many programs and projects, and they can be initiated at any point in the product life cycle to create or enhance the product. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 9 PROJECT MANAGEMENT PROCESS GROUPS ◼ A process is a series of actions directed toward a particular result. The process groups include: ◼ Initiating processes include actions to define and authorize new projects and project phases. ◼ Planning processes include devising and maintaining a workable scheme to ensure that the project meets its scope, schedule, and cost goals as well as organizational needs. ◼ Executing processes include coordinating people and other resources to carry out the project plans and produce the deliverables of the project or phase. A deliverable is “any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project.” ◼ Monitoring and controlling processes measure progress toward achieving project goals, monitor variance from plans, and take corrective action to match progress with plans and customer expectations. ◼ Closing processes include formalizing acceptance of the project or phase and bringing it to an orderly end. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 10 PERCENTAGE OF TIME SPENT ON EACH PROCESS GROUP MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 11 OVERLAP OF PROCESS GROUPS IN A PHASE (PMBOK® GUIDE) ◼ Normally, executing processes require the most resources and time, followed by planning processes. ◼ Initiating and closing processes are usually the shortest, and they require the least amount of resources and time. ◼ However, most project managers jump in and spend too much time executing the project and not enough time preparing for and then monitoring and controlling the work itself. ◼ Because most of project costs are spent during executing, one could conclude that projects that are better planned and controlled will be less costly to complete. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 12 MAPPING PROJECT MANAGEMENT PROCESS GROUPS TO KNOWLEDGE AREAS (1/2) Note that there are activities from each knowledge area under the planning process groups *Source: PMBOK® Guide, Sixth Edition, 2017. 13 INFORMATION TECHNOLOGY PROJECT MANAGEMENT, EIGHTH EDITION MAPPING PROJECT MANAGEMENT PROCESS GROUPS TO KNOWLEDGE AREAS (2/2) *Source: PMBOK® Guide, Sixth Edition, 2017. 14 INFORMATION TECHNOLOGY PROJECT MANAGEMENT, EIGHTH EDITION THE IMPORTANCE OF TOP MANAGEMENT COMMITMENT MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 15 THE IMPORTANCE OF TOP MANAGEMENT COMMITMENT Without top management commitment, many projects will fail, regardless of what development approach is used. Some projects have a senior manager called a champion who acts as a key proponent for a project. Top management commitment is crucial for the following reasons: ◼ Project managers need adequate resources. ◼ Project managers often require approval for unique project needs in a timely manner. ◼ Project managers must have cooperation from people in other parts of the organization. ◼ Project managers often need someone to mentor them to improve their leadership skills. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 16 THE NEED FOR ORGANIZATIONAL STANDARDS ◼ Another deficiency in most organizations is the lack of standards or guidelines to follow that could help in performing project management functions. ◼ These standards or guidelines might be as simple as providing templates for common project documents, examples of good project documentation, or guidelines on how the project manager should perform certain activities, such as holding a kick-off meeting or providing status information. ◼ Top management must support the development of these standards and guidelines and encourage or even enforce their use. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 17 PROJECT MANAGEMENT OFFICES ◼ A project management office (PMO) is an organizational entity created to assist project managers in achieving project goals. ◼ Some organizations develop career paths for project managers. Some require that all project managers have some type of project management certification and that all employees have some type of project management training. ◼ The implementation of all of these standards demonstrates an organization’s commitment to project management and helps ensure project success. ◼ Effective PMOs make three key contributions that support value delivery: o Fostering delivery and outcome-oriented capabilities. o Keeping the “big picture” perspective. o Continuous improvement, knowledge transfer, and change management.”11 MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 18 Project Case : Global Construction Human Capital (GCHC) Marie Scott worked with other managers at Global Construction, Inc. to decide what projects their firm should undertake to meet business needs. Construction is a low-margin, very competitive industry, and productivity improvements are crucial to improving shareholder returns. After participating in several strategic planning and project selection workshops, one of the opportunities the company decided to pursue in 2018 was just-in-time training. Several managers pointed out that Global Construction was spending more than the industry average on training its employees, especially in its sales, purchasing, engineering, and information technology departments, yet productivity for those workers had not improved much in recent years. They also knew that they needed to transfer knowledge from many of their retiring workers to their younger workers. Global Construction, Inc. still offered most courses during work hours using an instructor-led format, and the course topics had not changed in years. Several managers knew that their competitors had successfully implemented training programs so that their workers could get the type of training they needed when they needed it. For example, much of the training was provided over the Internet, so employees could access it anytime, anywhere. Employees were also able to ask questions of instructors as well as experts within the company at any time via the Internet to help them perform specific job duties. In addition, experts documented important knowledge and let other workers share their suggestions. Management believed that Global Construction could reduce training costs and improve productivity by successfully implementing a project to provide just-in-time training on key topics and promote a more collaborative working environment. 19 Project Case : Global Construction Human Capital (GCHC) Mike Sundby, the vice president of human resources, was the project’s champion. After successfully completing a Phase I Just-In-Time Training study to decide how they should proceed with the overall project, Mike and his directors selected Kristin Maur to lead Phase II of the project. Kristin suggested partnering with an outside firm to help with some of the project’s technical aspects. Mike asked Kristin to start forming her project team and to prepare important initiating documents, including a detailed business case, a stakeholder register and engagement strategy, and a project charter for the project. He was also looking forward to participating in the official kick-off meeting. The project was estimated to be completed in one year. Update: In 2021, Global Construction faced even more challenges related to training as well as recruiting and retention. New technologies (3-D printing, robotics, artificial intelligence (AI), collaboration tools, etc.) were changing the nature of their work. Understanding the needs of workers as well as customers was critical to future success. To address these challenges, they realized that a predictive project management approach was not appropriate. They could not define the scope of work upfront, they wanted incremental releases of valuable products, and changes were expected. For these reasons, they launched a more agile project to improve hiring and retention and to provide additional training to not only their own employees, but to future employees as well. They called this new project Global Construction Human Capital (GCHC). Mike Sundby, now the Chief Human Capital Officer, would also be this project’s champion. Instead of defining upfront how long the project would take and what it would cost, they empowered teams to deliver the most valuable products as soon as possible, continuing work as needed. 20 FGD Consider that GCHC will be implementing the project with two different approach, predictive approach (topic A) and agile approach (topic B) FOCUS GROUP : 40 minutes You will be divided into focus group that will each discuss the process group in each approach. Each group will consist of 5-6 students. - There will be 5 group of topic A (predictive approach) , 5 group of topic B (agile approach) - What are the activities involved in each process groups and the output of the process? Present the document/template for each outputs. - Present your discussion in power point presentation - Use the references available in the course page HOME GROUP : 30 minutes - You will be regrouped into a group that previously discussed topic A and topic B. Each group will consist of 5-6 students. - What are the differences in the activities on the two approaches? - Present your work in power point presentation 21 CHAPTER SUMMARY ◼ Before initiating projects, it is important to determine the development approach and consider the project and product life cycle. In addition to how well requirements are defined, other factors that differ with each approach are how often products are delivered (the cadence), how change is incorporated, how much key stakeholders are involved, and how risk and cost are controlled. ◼ It is also important to understand the importance of top management commitment, organizational standards, and Project Management Offices to helping projects succeed. ◼ The five project management process groups are initiating, planning, executing, monitoring and controlling, and closing. ◼ Initiating activities in predictive approach: Identifying stakeholders, Creating the project charter, Creating an assumptions log, Holding a kick-off meeting ◼ Initiating activities in agile approach: Creating a project charter, stakeholder register, stakeholder analysis, holding a kick-off meeting, Creating the initial product backlog, Estimating the implementation effort by sizing the product backlog items, Creating a high-level product release plan MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 22