TBMM3123 : Chapter 1, Introduction to IT & Multimedia Project Management PDF

TBMM3123 : CHAPTER 1 INTRODUCTION TO IT & MULTIMEDIA PROJECT MANAGEMENT HELYAWATI BAHARUDIN OGOS 2024 FMKK, UIS  PROJECT A project is a temporary endeavor undertaken to create a unique product, service, or result. It has a defined beginning...

TBMM3123 : CHAPTER 1 INTRODUCTION TO IT & MULTIMEDIA PROJECT MANAGEMENT HELYAWATI BAHARUDIN OGOS 2024 FMKK, UIS  PROJECT A project is a temporary endeavor undertaken to create a unique product, service, or result. It has a defined beginning and end, specific objectives, and a clear scope. Projects are characterized by their uniqueness and the need for specific resources and planning to achieve their goals.  PROJECT Time, Cost , Scope project input project output  WHAT IS A PROJECT MANAGEMENT? A complex, nonroutine, one time effort limited by time, budget, resources & performance spesification designed to meet organization or customer needs.  PROJECT ATTRIBUTES Unique Developed using Purpose progressive elaboration. Requires resources, Temporary often from various areas tempoh masa Should have a Involves primary uncertainty customer or sponsor perkara yg kita perlukan What are the What material quality and equipment specification to required? be delivered? QUALITY RESOURCES CO E M ST TI SCOPE risiko What are potential risks? PROJECT CONTRAINT RISK  IT PROJECT Projects can be large or small and involve one person or thousands of people. They can be done in one day or take years to complete. IT projects involve using hardware, software, and networks to create a product, service, or result. EXAMPLES OF IT PROJECT Large network of healthcare providers updates its 01 information systems and procedures to reduce hospital acquired diseases. 02 A company develops a driverlesscar. College upgrades its technology infrastructure to 03 provide wireless Internet access across the whole campus as well as online access to all academic and student serviceinformation. EXAMPLES OF IT PROJECT Television network company implements a system 04 to allow viewers to vote for contestants and provide other feedback on programs. Large group of volunteers from organizations 05 throughout the world develops standards for environmentally friendly or green IT 06 A government group develops a system to track child immunizations. IT PROJECTS IN HEALTHCARE IT Project in Government/ Private Sector. MULTIMEDIA PROJECT A typical software project, using multimedia technology with specific aim of distributing explicit information to a well defined homogeneous or heterogeneous market segment, using various media technologies and interactivity. Multimedia projects are a unique type of developing innovative products and services, with a distinctive set of team members, knowledge and methods.  HARDWARE ORIENTED PROJECT A hardware-oriented kita sentih multimedia project involves creating or integrating physical components, such as sensors, displays, and audio systems, to deliver multimedia content in a way that enhances user interaction and experience.  Virtual Reality(VR) is not a stand-alone technology designed for creating an alternative world. It can create a lifelike reality. The most immersive of all technology. It involves wearing a headset that creates a 360-degree simulation. The user is placed into a digital environment, and he feels that he is there. Virtual Reality (VR) System Development Interactive Digital Kiosks Smart Home Entertainment Systems Augmented Reality (AR) Glasses  AUGMENTED REALITY AR: Overlays the physical environments with digital imagery that is usually genereted by mobile devices. The Pokémon Go game is one of the notable examples of AR. It uses the GPS location of the player to find and catch digital creatures.  PENGGUNAAN TEKNOLOGI AUGMENTED REALITY (AR) DALAM KEMPEN PEMASARAN MASA KINI  SOFTWARE DEVELOPMENT PROJECT Combines media components into an application to run on the delivery platform. The delivery platform will be one that can support an interactive combination of video, graphic, animation, sound and text. MULTIMEDIA PROJECT : 3D MOVIES MULTIMEDIA PROJECT : MOBILE APPLICATION Interactive Websites Digital Marketing Campaigns Mobile Game Development  Interactive Media Platform EMERGING MODELS OF DEVELOPMENT EMERGING MODELS OF DEVELOPMENT it project CLIENT Anyone who has the authority to control time and budget and has the right to approve design decisions Internal clients External clients are those who are people commission a outside your project from company who within your commission company projects  KEY CONSIDERATIONS FOR WORKING WITH CLIENTS Establishing Clear Communication Agreements and Contracts Resource Management Flexibility and Adaptability FACTORS INFLUENCING THE SUCCESS AND FAILURE OF A PROJECT  Factors Influencing the Success and Failure of a Project Clear Objectives and Skilled and Motivated Scope Team Unclear Objectives Inadequate Team Skills and Scope and Motivation Effective Realistic Planning and Communication Scheduling Poor Communication Unrealistic Planning and Scheduling Adequate Resources Strong Leadership and Budget Weak Leadership Insufficient Resources and Budget Continuous Monitoring and Control Lack of Monitoring and Control CONTEXT & PROCESS in Multimedia Project Management 01 Understanding Organization Introduction of Understanding Organization Four Frames of Organization Organizational Cultures Characteristics of organizational culture  Understanding Organizational In enhancing the effectiveness of IT projects, it is crucial that project managers extract deeper understanding of the stakeholders and organizational. This means not only identifying and engaging all the relevant stakeholders but also understanding the political context and cultural implication driving or prevent the project. It is with an integrative perspective that project managers will be able to go through organizational behavior complexities, reducing possible risks and providing a healthier project environment. Such an in-depth understanding could imply better communication, closer relationships with stakeholders, and, finally, an increased likelihood of the success of a project.  Four Frames of Organization The Four Frame Approach is a concept developed by Lee Bolman and Terrence Deal, and was first published in their 1991 book, "Reframing Organizations". The model is a set of four frames, or perspectives, that we can use to analyze a situation in the workplace. These frames help people make sense of complex organizational issues and understand the various aspects that contribute to an organization's functioning. Four Frames of Organization  Organizational Cultures “Set of shared assumptions, values, and behaviors that characterize the functioning of an organization. Organizational culture is very powerful, and many people believe the underlying causes of many companies’ problems are not in the organizational structure or staff; they are in the culture.  The Impact of Company Cultures Company culture is a fundamental aspect of any business. It influences every part of the organization, from employee benefits to the dress code. A strong and well-defined culture can make employees feel more comfortable, supported, and aligned with the company's values, which in turn positively impacts the business’s bottom line. Attraction and Retention Corporate culture plays a crucial role in attracting and retaining talent. A survey shows that 77% of new hires consider an organization’s culture when applying for a job. Additionally, almost 50% of employees are willing to leave their current job for another that offers a better cultural fit. Distinction from Goals and Mission It’s important to note that company culture is distinct from organizational goals or mission statements. While goals and missions outline what a company aims to achieve, culture defines how things are done within the organization. It encompasses the values, behaviors, and social norms that shape the workplace environment. Four Examples of Successful Company Culture Characteristics of organizational culture 02 FOCUSING ON STAKEHOLDER NEEDS Project Stakeholder Types of Project Stakeholder The importance of Top Management Commitment  Project Stakeholder Project stakeholders are the people involved in project activities or affected by them. Stakeholders can be internal or external to the organization, directly involved in the project, or simply affected by the project. Types of Project Stakeholder  IMPORTANT 01 Adequate Resources OF TOP MANAGEMENT COMMITMENT Project managers require sufficient resources to execute projects successfully. The quickest way to destruction a project is to withhold necessary funds, personnel, and visibility. With top management commitment, project managers are more likely to secure the resources they need and remain focused on their projects without being distracted by unrelated events. 02 Timely Approval for Unique Project Needs Project managers often face situations where they need prompt approval for unique project requirements. Large IT projects, for instance, may encounter unexpected challenges due to the nature of the technologies being developed and the specific skills of the project team. Additional hardware and software may be needed midway through the project for proper testing, or special compensation may be necessary to attract and retain key personnel.  03 Cooperation Across the Organization IMPORTANT Multimedia projects typically involve multiple departments (e.g., marketing, IT, design). Top management can help navigate inter- OF TOP MANAGEMENT COMMITMENT departmental politics and encourage collaboration, ensuring that project managers receive the necessary support from all areas of the organization. 04 Mentorship and Leadership Development Senior management can provide guidance and mentorship to project managers, especially those who may be new to leadership roles. This support can enhance the project manager's ability to lead effectively. 05 Fostering a Culture of Quality Top management must lead by example in promoting a culture that values quality and effective project management. By implementing standardized methodologies, such as Agile or Creative Development Frameworks, and providing access to relevant project management tools, management can create an environment where multimedia project managers thrive. This commitment to quality not only enhances project outcomes but also boosts team morale and engagement. 03 CONTEXT IN MULTIMEDIA PROJECT MANAGEMENT Understanding the Environment Project Scope and Objectives Resource Management Technological Resources  CONTEXT IN MULTIMEDIA PROJECT MANAGEMENT Context in multimedia project management encompasses a thorough understanding of the environment in which the project operates. This involves keeping up with industry trends and technological advancements, ensuring the project employs the latest tools and techniques to stay competitive and relevant. It also requires a deep understanding of the target audience and their specific needs, which helps tailor the multimedia content for maximum engagement and effectiveness. UNDERSTANDING 01 Industry Trends and Technologies Staying informed about the latest advancements and trends in THE ENVIRONMENT multimedia technology is essential for maintaining a competitive edge. This includes developments in augmented reality (AR), virtual reality (VR), interactive media, and new software tools that enhance design and user experience. Understanding these trends allows project managers to incorporate cutting-edge technologies that can improve the quality and effectiveness of the multimedia project. Integrating new software and hardware that enhance multimedia development, such as advanced graphic design tools, animation software, and high-resolution video and audio equipment. UNDERSTANDING 02 Target Audience and User Needs Conducting a comprehensive analysis of the target audience is THE ENVIRONMENT crucial for the project's success. This involves researching demographics, preferences, behaviors, and specific needs. Tools such as surveys, focus groups, and user interviews help gather this information. By understanding the audience, project managers can create content that is engaging, relevant, and user-friendly, ensuring a positive user experience. Designing multimedia projects that meet the specific needs and expectations of users, ensuring ease of use, engagement, and satisfaction. This includes usability testing and feedback loops to refine the product. UNDERSTANDING 03 Stakeholders and Their Interests ·Identifying all stakeholders, including clients, end-users, team THE ENVIRONMENT members, and sponsors, is vital. Each stakeholder group has its interests and expectations, which must be managed effectively. Regular communication and feedback loops help ensure that stakeholders are kept informed and their concerns addressed. This alignment is critical for gaining support and achieving project goals. Communicate regularly with stakeholders to understand their needs and expectations, managing any conflicts, and ensuring their interests are aligned with the project goals. PROJECT SCOPE 01 Defining Clear Goals and Objectives AND OBJECTIVES Establishing clear, specific, measurable, achievable, relevant, and time-bound (SMART) goals provides direction and criteria for success. These objectives should align with the overall strategy of the organization or client, ensuring that the project contributes meaningfully to broader goals. 02 Identifying Deliverables and Milestones Detailed deliverables outline what the project will produce, such as graphics, videos, animations, or interactive modules. Milestones are key points in the project timeline that mark the completion of major phases or tasks. These provide a roadmap for tracking progress and ensuring timely completion of the project. PROJECT SCOPE 03 Aligning Project Goals with Organizational Strategy AND OBJECTIVES ·Ensuring that the project's goals align with the organization's strategic objectives is essential for gaining stakeholder buy-in and ensuring relevance. This alignment helps prioritize the project within the organization and ensures that it receives the necessary support and resources.  RESOURCE 01 Human Resources MANAGEMENT Clearly defining the roles and responsibilities of all team members, including project managers, designers, developers, and testers, helps ensure that everyone understands their tasks and contributions. Assessing team skills and capabilities allows for the identification of any gaps and the provision of necessary training or additional hires. 02 Financial Resources Creating a detailed budget that outlines all expected costs, such as salaries, equipment, and software, is critical. Regular monitoring of expenses helps avoid budget overruns. Conducting a cost-benefit analysis ensures that the project is financially viable and provides a solid return on investment. TECHNOLOGICAL 01 Tools and Platforms RESOURCES Selecting the appropriate tools and platforms is crucial for efficient multimedia development such as Adobe Creative Suite for design, Unity for game development, or HTML5 for interactive web content. 02 Hardware and Software Requirements Ensuring that the necessary hardware, such as high-performance computers and audio-visual equipment, is available and up-to- date supports the technical needs of the project and helps achieve high-quality outcomes. 04 PROCESS IN MULTIMEDIA PROJECT MANAGEMENT Project lifecycles The differences bewtween Project & Product Life Cycles The process in multimedia project management involves a systematic series of stages that guide the progression from conception to completion. Understanding this procedure is imperative given its function in ensuring that projects are appropriately structured, align with user requirements, and successfully reach their objectives. This procedure involves a sequence of structured stages— beginning with conceptualization and planning, followed by content development, development, testing, implementation and launch, and concluding with evaluation and maintenance— that collectively provide guidance for a project from its initial conception to the final outcome.  PROJECT LIFECYCLE PHASES The Project Life Cycle refers to the general framework that guides any type of project from inception to completion, regardless of the industry or specific domain. It encompasses the overall management of any project type, focusing on initiation, planning, execution, monitoring, and closure, ensuring that resources are effectively managed and project goals are met. It covers the general phases of managing any type of project, with a broad focus on planning, executing, and closing projects across various domains.  INITIATION Involves defining the project at a broad level. EXAMPLES In a website redesign project, the It includes identifying the project goals, initiation phase involves conducting a scope, purpose, and feasibility. Key needs assessment, determining the activities include conducting a feasibility project’s goals (e.g., improving user study, identifying stakeholders, and experience), defining the scope (e.g., developing a project charter or initiation updating the homepage and key landing document that outlines the project's pages), and assessing feasibility through objectives and constraints. initial stakeholder meetings and resource availability checks.  PLANNING Detailed planning is crucial for guiding the project's execution and managing EXAMPLES resources effectively. For a new product launch, the planning phase includes creating a project plan This phase involves creating detailed that outlines tasks such as market project plans covering scope, schedule, research, product development, cost, quality, communication, risk marketing strategies, budgeting, management, and procurement. resource allocation, timelines, and risk management strategies. Detailed Gantt The project manager develops a work charts and task schedules are created to breakdown structure (WBS), Gantt charts, guide the project execution. and other planning documents to ensure all aspects of the project are thoroughly planned.  EXECUTION During the execution phase, the project plan is put into action, and the work EXAMPLES required is performed. In a marketing campaign project, the execution phase involves producing This phase involves coordinating people marketing materials (e.g., and resources, managing stakeholder advertisements, social media posts, email expectations, and ensuring that project campaigns), coordinating with vendors deliverables are produced according to the and partners, launching promotional plan. activities, and engaging with the target audience through various channels as per Key activities include team management, the marketing strategy outlined in the resource allocation, status meetings, and planning phase. performance tracking.  MONITORING AND CONTROLLING It involves tracking project performance to ensure that everything aligns with the EXAMPLES project plan. For a software development project, the monitoring and controlling phase This includes measuring project includes regular progress reviews, performance using Key Performance performance metrics tracking (e.g., Indicators (KPIs), managing changes to the velocity in agile projects), managing project scope, schedule, and costs, and changes through change requests, taking corrective actions when necessary addressing issues and risks, and ensuring that the development is on track with the project plan. Adjustments are made as necessary to keep the project aligned with its goals.  CLOSURE The closure phase marks the completion of the project. It involves finalizing all project EXAMPLES activities, delivering the final product to the In an event management project, the client, obtaining formal acceptance, and closure phase involves wrapping up all closing out any contracts. event activities, conducting a post-event evaluation, finalizing contracts with Key activities include conducting a post- vendors, ensuring all invoices are paid, project review, documenting lessons gathering feedback from attendees, and learned, releasing project resources, and documenting lessons learned for future archiving project documents. events. A project closure report is prepared and submitted to stakeholders. The Relationship Between Product Life Cycle, Project Life Cycle and SDLC In project management, a project can be defined both with a Project Life Cycle and an SDLC, during which slightly different activities occur. Project Life Cycle encompasses all the activities of the project. SDLC focuses on realizing the product requirements. In the IT industry, SDLC is commonly used during the development of an IT project, it describes the different stages involved in the project from the drawing board, through to the completion of the project.  In IT project management, hardware and software are the two main components of IT Product deliverables. IT Services is a set of IT business strategy solutions. The key philosophy for IT Services Management is to continuously reduce faults/delays/variation in service processes with the aim to reduce customer dissatisfactions, IT Process is a sequence of interdependent and delays, defects or failure from linked procedures; which at every stage every product, service and consumes one or more resources (employee time, transactional process effort, knowledge, expertise, energy, machines, money etc) to convert inputs (data, material, parts, etc.) into outputs. These outputs then serve as inputs for the next stage depending on business nature until a known goal or end result is reached. The Mapping Relationship Between IT Processes, IT Products and IT Services Within the Project Life Cycle, Project Life Cycle and SDLC  System Development Life Cycle A framework outlining critical steps in software development, from research & ideation to implementation & maintenance. Software Development Life Cycle helps businesses enhance development speed, reduce risks, cut costs & deliver high-quality software products. Multimedia Development Process  Multimedia Development Life Cycle A flow of phases that have to be followed by multimedia software developer. Its started from Concept until distribution. MDLC more focusing in designing the flow and interface of multimedia to fulfill the user need. Concept. Design. The objective for the project is defined, This is the process of deciding in detail and the type of the application is what will be in the project and how specified. In the film production, this is itwill be presented. This stage includes the stage at which the producer script writing, storyboarding, making decides the kind of application to take navigationstructure and some design and the subject to be. Obtaining content material. Assembly. During this stage all the data, audio, video In this step, the overall of the project is and images forthe project are collected in built, the visualization of selection sorting appropriate digital formats. In the course algorithm is assembled, and any material, this wouldbe the production interactive features are built. The tool for stage, where all the scenes for the this stage of authoring is Adobe. multimedia application are set up. Testing. Distribution. During testing, the application is run In this step, the application is and checked to confirm that it reproduced and delivered to students performs exactly what the author has fortheir use. The distribution can be intended. We have performed our form application files that can be run on experiment in two phases, preliminary a mobile device. testing and main field testing. At the first phase, the system is evaluated by peers and experts. The subjects research for implementation of the revised model in the main field testing are informatics students. Project Scope Management Project scope management in any project determines the efficiency and productivity by which the project will perform. By performing the best practices and processes for effective project scope management, a project manager can make sure that the deliverables are meeting the stakeholder’s requirements in tandem with the features and functions of the product, the scope of the project, etc. Every project manager dreams of smooth project execution without delays and running out of budget. No matter how well you plan, there is always something that changes the project scope. In fact, 52% of the projects are affected by scope creep. Not planning your project scope properly can lead to higher chances of the project crossing the budget, deadline, or even failing altogether. Harvard Business Review study, one out of six projects experienced an average cost overrun of 200% and an average schedule overrun of 70%. Therefore, it is critical to have a proper project scope management process in place to save your project from falling apart. The Scope Statement o The project statement specifies the project deliverables and details the major objectives. o Provides a documented basis for making all project decisions. It is also used to direct the project execution and communicate the project scope with stakeholders. o Since the project scope defines the boundaries of the project, the project team becomes aware of what is inside and what is out of the project objectives. Projects with unclear scope statements are often subject to scope creep issues. Scope creep refers to a scenario whereby changes occur after the project has been started and the changes are not defined or anticipated within the scope statement. When scope creep occurs, it can negatively impact the project timeline, deliverable quality, resources, budget, and other aspects. Managing the scope of your project can help avoid unwelcome surprises. The Scope Statement A project scope statement includes but not limited to the following; o Project objectives o Project constraints o Project assumptions o Project success factors Project Scope o Project scope is an extensive concept that can be defined as the work performed to deliver a product, service, or result with the specified features and functions. It includes all the tasks, processes, methods required to deliver the project deliverables successfully. o The project scope involves comprehensive processes which can also include the product scope. o It includes project objectives, deliverables, constraints, assumptions, functions, deadlines, cost, and other measures that determine how the project runs on track.  Project scope template ✔ Introduction : The Introduction provides a high-level overview of the project. ✔ Project Scope : State the scope of the project. This should include what the project does and does not include. This will help to clarify what is included in the project and help to avoid any confusion from project team members and stakeholders. ✔ Project Deliverables : State the planned deliverables for the project. ✔ Project Acceptance Criteria : Define the acceptance criteria. What objectives will be met, and how will success be measured? ✔ Project Exclusions : What is not included in the scope of this project. ✔ Project Constraints : Provide any constraints on the project, hard dates, staff or equipment limitations, financial or budget constraints, or any technical limitations. Project scope template Developing a solid understanding of a project’s purpose and clearly defining, documenting, and managing your project scope, you can ensure that you are well-positioned to deliver a successful project without having to deal with scope creep. Product Scope o The Product Scope can be defined as the features and functions that characterize a product. In other words, it defines and details the features, characteristics of a product, service, or result. o Therefore it involves technical specifications, features, functions required to represent a product itself. o Product scope focuses on how the product will look and how will it work. The product can be described as the output or the end result of a project. o For example, your company will produce a computer. The product is the computer and its scope will include its dimensions, battery size, processor speed, screen resolution, memory capacity, etc. Project Scope and Product Scope Example Suppose that you will build a mansion for your client. The client defines the requirements such as the size of the rooms, number of bathrooms, floor covering materials, door colors, and other features. The mansion is the product and the client’s requirements are the scope. You received the product scope from the client. In order to build the mansion, you will create the project schedule, prepare the budget and hire employees. You will perform all the construction work and related processes such as health and safety and quality management. All the works and processes that you will perform to construct the mansion are the scope of the project. What is Project Scope Management? o Process to ensure that a particular project includes all the work relevant/appropriate to achieve the project’s objectives. Its primary aim is to control what is and is not involved in the project. o To identifying and mapping the scope of a project. It must have all the crucial project information and work required to complete the project on time and nothing else. o It helps project managers, coordinators, supervisors to focus on what’s really important for the project. An accurately defined project scope will allow you to assign the right amount of work to team members, ensuring the successful completion of the project. The importance of Project Scope Management For project managers, one of the most challenging factors is to manage the expectations of stakeholders and clients. Failing to meet their expectation ultimately results in scope creep. o Preparing and discussing your project scope ahead of time will help you avoid changing requirements and better fulfill stakeholders' and clients' expectations. o Effective project scope management provides you with a clear picture of the project and the work involved. o It also helps you establish control factors to deal with the changing requirements. The importance of Project Scope Management Although project scope management does not prevent changes, it does help tackle changes that can throw the project off course. Whenever a change is needed to keep the project on track, you should do your best to make it happen.  Project Scope Management Planning scope Determining how the project’s scope and requirements management will be managed. defining and documenting the features and functions of the Collecting requirements products for the project as well as the processes used for creating them. Reviewing the scope management plan, project charter, requirements d ocuments, and organizational process assets to Defining scope create a scope stateme nt, adding more information as requirements are developed and chang e requests are approved. Creating the WBS Subdividing the major project deliverables into smaller, more managea ble components. Validating scope Formalizing acceptance of the project deliverables. Controlling changes to project scope throughout the life of the Controlling scope project —a challenge on many IT projects. 1. Planning scope management The project team uses expert judgement, data analysis, and meetings to develop two important outputs: 1. Scope management plan 2. Requirements management plan Scope management plan contents Prepare a detailed project scope statement Create a WBS Requirements management plan Maintain and approve the WBS Documents how project requirements will be analyzed, Obtain formal acceptance of the completed project documented, and managed deliverables How to plan, track, and report requirements activities Control requests for changes to the project scope How to perform configuration management activities How to prioritize requirements How to use product metrics How to trace and capture attributes of requirements 2. Collecting Requirement Several ways to collect requirements Interviewing stakeholders Holding focus groups and facilitated workshops Using group creativity and decision-making techniques Utilizing questionnaires and surveys Conducting observation studies Generating ideas by comparing specific project practices or product characteristics (i.e., benchmarking)  Requirements traceability matrix (RTM): a table that lists requirements, various attributes of each requirement, and the status of the requirements to ensure that all requirements are addressed. Requirement Name Category Source Status No. R32 Laptop Hardware Project charter Complete. Laptops memory and corporate ordered meet laptop memory requirement. specifications Sample entry in a requirements traceability matrix 3. Defining Scope Important elements of a project scope statement Product scope description Product user acceptance criteria Detailed information on all project deliverables It is also helpful to document other scope-related information Project boundaries, constraints, and assumptions Supporting document references (e.g., product specifications) As time progresses, the scope of a project should become more clear and specific Project Charter: Upgrades may affect servers... (listed under Project Objectives) Project Scope Statement, Version 1: Servers: If additional servers are required to support this project, they must be compatible with existing servers. If it is more economical to enhance existing servers, a detailed description of enhancements must be submitted to the CIO for approval. See current server specifications provided in Attachment 6. The CEO must approve a detailed plan describing the servers and their location at least two weeks before installation. Project Scope Statement, Version 2: Servers: This project will require purchasing 10 new servers to support Web, network, database, application, and printing functions. Virtualization will be use d to maximize efficiency. Detailed descriptions of the servers are provided in a product brochure in Attachment 8, along with a plan describing where they will be located. Further defining project 4. Creating the Work Breakdown Structure Work Breakdown Structure (WBS) is a deliverable-oriented grouping of the work involved in a project that defines the total scope of the project – Foundation document that provides the basis for planning and managing project schedules, costs, resources, and changes Decomposition is the main tool or technique for creating a WBS – Subdividing project deliverables into smaller pieces – A work package is a task at the lowest level of the WBS Outputs of creating the WBS are the scope baseline and project documents updates – Scope baseline includes the approved project scope statement and its associated WBS and WBS dictionary 1.0 Software Product Release 5.0 1.1 Project Management 1.1.1 Planning 1.1.2 Meetings 1.1.3 Administration 1.2 Product Requirements 1.2.1 Software 1.2.2 User Documentation 1.2.3 Training Program Materials 1.3 Detail Design 1.3.1 Software 1.3.2 User Documentation 1.3.2 User Documentation 1.4 Construct 1.4.1 Software 1.4.2 User Documentation 1.4.3 Training Program Materials 1.5 Integration and Test 1.5.1 Software 1.5.2 User Documentation  Approaches to developing work breakdown structures: – Using guidelines: some organizations, like the U.S. Department of Defense (DOD), provide guidelines for preparing WBSs – Analogy approach: review WBSs of similar projects and tailor to your project – Top-down approach: start with the largest items of the project and break them down – Bottom-up approach: start with the specific tasks – Mind mapping: uses branches radiating out from a core idea to structure thoughts and ideas 5. Validating Scope It is difficult to create a good project scope statement and WBS for a project – Even more difficult, especially on IT projects, to verify the project scope and minimize scope changes Even when the project scope is fairly well defined, many IT projects suffer from scope creep – Tendency for project scope to keep getting bigger and bigger Scope validation involves formal acceptance of the completed project deliverables – Acceptance is often achieved by a customer inspection and then sign-off on key deliverables  A project scope that is too broad and grandiose can cause sever e problems – Scope creep and an overemphasis on technology for technology’s sake resulted in the bankruptcy of a large pharmaceutical firm, Texas-based FoxMeyer Drug – In 2001, McDonald’s fast-food chain initiated a project to create an intranet that would connect its headquarters with all of its restaurants to provide detailed operational information in real time After spending $170 million on consultants and initial implementation planning, McDonald’s realized that the project was too much to handle and terminated it  Global Many countriesIssues have had difficulties controlling the scope of large projects – Especially those that involve advanced technologies and many different users For example, the state government of Victoria, Australia, has a website for its public transportation smart card; there were many problems in developing and implement ing the smart card 6. Controlling Scope It is difficult to create a good project scope statement and WBS for a project – Even more difficult, especially on IT projects, to verify the project scope and minimize scope changes Even when the project scope is fairly well defined, many IT projects suffer from scope creep – Tendency for project scope to keep getting bigger and bigger Scope validation involves formal acceptance of the completed project deliverables – Acceptance is often achieved by a customer inspection and then sign-off on key deliverables  Scope control involves controlling changes to the project scope – Keeping project goals and business strategy in mind Goals of scope control – Influence the factors that cause scope changes – Ensure changes are processed according to procedures develop ed as part of integrated change control – Manage changes when they occur Variance is the difference between planned and actual performance  Suggestions for improving user input – Develop a good project selection process and insist that sponsor s are from the user organization – Place users on the project team – Conduct regular meetings with defined agendas – Deliver something to users and sponsors on a regular basis – Do not promise to deliver what the team cannot deliver in a par ticular time frame – Locate users with the developers  Suggestions for reducing incomplete and changing requirements – Develop and follow a requirements management process – Employ techniques such as prototyping, use case modeling, and JAD to get more user involvement – Put requirements in writing and keep them current – Create a requirements management database for documenting and controlling requirements – Provide adequate testing and conduct it throughout the project life cycle – Review changes from a systems perspective – Emphasize completion dates to help focus on what’s most important – Allocate resources specifically for handling change requests Why project scoping important?  Suggestions for reducing incomplete and changing requirements – Develop and follow a requirements management process – Employ techniques such as prototyping, use case modeling, and JAD to get more user involvement – Put requirements in writing and keep them current – Create a requirements management database for documenting and controlling requirements – Provide adequate testing and conduct it throughout the project life cycle – Review changes from a systems perspective – Emphasize completion dates to help focus on what’s most important – Allocate resources specifically for handling change requests Project Integration Management T B M M 3 1 2 3 |MULTIMEDIA PROJECT MANAGEMENT | HB  Project Integration Management is one of the most important aspects of project management. Different organizations adopt different methodologies of project management according to the complexity of the project, and convenience. Within the same organization, different teams or different departments might work on different methodologies. There are many processes involved to achieve the targeted goal and successful completion of the project. Project integration management ensures to connect all the dots of processes in a structured manner irrespective of the variation in methodologies to successfully complete the project. Project Integration Management involves a collaborative system between all the elements of project management such as schedule, cost, scope, quality, resources, risk, changes, stakeholders.  What is Project Integration Management? o It focuses on ensuring good coordination between project activities. Just like other project management knowledge areas, project integration management knowledge area also has specific processes and process groups. o Project integration management is an effort to develop strategies for integrating all project activities and achieve a common project objective. 4  What is Project Integration Management? o Itprovides a clearer picture of the future direction of the project. What changes you will have to make in workflows and methodologies to achieve success is also a part of a project integration strategy. o This integration ensures that all the elements of a project come together at the right times to complete a project successfully. o Project integration management involves coordinating all of the other project management knowledge areas throughout a project’s life cycle. 5  1 Developing the project charter o A project charter is a high-level description of project deliverables and outlines project goals. o It is an official document, which authorizes the project and gives project managers the authority to use all the available resources for the project. o Other than describing the goals and deliverables, project charter also defines the key project stakeholders. o The project charter provides a summary of the project and provides a shared understanding of the project. o Working with stakeholders to create the document that formally authorizes a project—the charter. 7  Develop the project 2 management plan o In the project’s planning stage, figure out the project’s tasks and milestones and prepare the team for the upcoming work. o Coordinating all planning efforts to create a consistent, coherent document. o Project management plans cover everything from project execution to project monitoring. Integration of several activity plans is also an important component of project planning. 8  Directing and manage project 3 execution o This is the phase where real action takes place as project managers will have to take direct and implement project activities and their execution. o Orchestrating your project team is performing is also a part of this key process. o Project managers have to ensure that everything happens in the light of project plan and scope statement. 9  4 Managing project knowledge o The process of managing a project’s knowledge utilizes prior organizational knowledge and best practices to inform and facilitate the success of the project. o It also includes the documentation of new knowledge to enrich the organization’s repository and aid future projects. o Using existing knowledge and creating new knowledge to achieve project objectives while also contributing to organizational learning. o 1 0  Monitor and control the 5 project work o This includes measuring and balancing project’s progress and being proactive in taking corrective measures to eliminate any issue that can threaten your project’s success chances. o Overseeing project work to meet the performance objectives of the project and weed out all the obstacles that are stopping your project from achieving its goals. 1 1  Performing integrated change 6 control o Implementing change controls to help you with your change management efforts is probably the most difficult task as you will face backlash from your employees. o By implementing change controls, project managers can easily calculate, approve and direct changes smoothly. o As a result, only verified changes will be implemented enabling you to achieve higher client satisfaction and drive your project to success 1 2  7 Close project o When you have completed all project activities, delivered the final project to the clients and got client’s approval, it is time to close the project. o All these key processes ensure project coordination and are categorized in five project process groups. 1 3  WHY IS PROJECT INTEGRATION MANAGEMENT IS IMPORTANT? o Project integration management is the core responsibility of the project manager. o It’s a holistic approach to managing the project. When done right, it clarifies how every decision during the project’s lifecycle impacts the business. Every conflict resolution has explicit upsides and downsides and the project’s ROI is determined. o Project integration management is so important because it determines not only the project’s outcome but also its value proposition in the company’s overall strategy. 1 4  STRATEGIC PLANNING & PROJECT SELECTION 1. Strategic planning involves determining long-term objectives by o Analyzing the strengths and weaknesses of an organization o Studying opportunities and threats in the business environment o Predicting future trends o Projecting the need for new products and services 2. Strategic planning provides important information to help organizations identity and the select potential projects. 1 5  STRATEGIC PLANNING & PROJECT SELECTION ▪ Organizations often perform a SWOT analysis ◦ Analyzing Strengths, Weaknesses, Opportunities, and Threats ▪ As part of strategic planning, organizations: ◦ Identify potential projects ◦ Use realistic methods to select which projects to work on ◦ Formalize project initiation by issuing a project charter ▪ Aligning IT with business strategy ◦ Organization must develop a strategy for using IT to define how it will 1 support the organization’s objectives 6 1 7  STRATEGIC PLANNING AND PROJECT SELECTION 2) Identifying Potential Projects First steps: deciding what projects to do in the first place. Therefore, project initiation starts with identifying potential projects, using realistic methods to select which projects to work on, and the formalizing their initiation by issuing some sort pf project charter. 1 8 8 Identifying Potential Projects  METHODS FOR SELECTING PROJECTS 1. Focusing on broad organizational needs 2. Categorizing information technology projects 3. Performing net present value or other financial analyses 4. Using a weighted scoring model 5. Implementing a balanced scorecard 20  1 : Focusing on broad organizational needs ▪ Projects that address broad organizational needs are much more likely to be successful because they will be important to the organization o Examples: improve safety or increase morale ▪ Important criteria for selecting projects o Need o Funding o Will 21  2. Categorizing information Technology projects ▪ Categorizations o Respond to a problem, opportunity, or directive o How long it will take to do and when it is needed o Overall priority of the project 22  3. Performing net present value or other financial analyses ▪ Financial considerations are often an important consideration in selecting projects o Regardless of current economics ▪ Primary methods for determining the projected financial value of projects o Net present value (NPV) analysis o Return on investment (ROI) o Payback analysis 23  4. Using a weighted Scoring Model ▪ Method of calculating the expected net monetary gain or loss from a project by discounting all expected future cash inflows and outflows to the present point in time o Projects with a positive NPV should be considered if financial value is a key criterion o Projects with higher NPVs are preferred 24 25  5. Implementing a Balanced Scorecard ▪ Drs. Robert Kaplan and David Norton developed this approach to help select and manage projects that align with business strategy o A balanced scorecard is a strategic planning and management system that helps organizations align business activities to strategy, improve communications, and monitor performance against strategic goals. 26  5. Implementing a Balanced Scorecard ▪ Drs. Robert Kaplan and David Norton developed this approach to help select and manage projects that align with business strategy o A balanced scorecard is a strategic planning and management system that helps organizations align business activities to strategy, improve communications, and monitor performance against strategic goals 28  Project Charter ▪ A project charter is a formal short document that states a project exists and provides project managers with written authority to begin work. ▪ A project charter document describes a project to create a shared understanding of its goals, objectives and resource requirements before the project is scoped out in detail.  Developing a Project Charter ▪ After deciding what project to work on, it is important to let the rest of the organization know o A project charter is a document that formally recognizes the existence of a project and provides direction on the project’s objectives and management. Provides project managers with written authority to begin work. o A project charter document describes a project to create a shared understanding of its goals, objectives and resource requirements before the project is scoped out in detail. 30  Developing a Project Charter ▪ Key project stakeholders should sign a project charter to acknowledge agreement on the need and intent of the project o A project charter is a key output of the initiation process 33  Developing a Project Charter ▪ Inputs for developing a project charter o Business case o Benefits management plan o Agreements o Enterprise environmental factors o Organizational process assets 34  Developing a Project Charter ▪ Document used to coordinate all project planning documents and help guide a project’s execution and control o Plans created in the other knowledge areas are subsidiary parts of the overall project management plan 35  Developing a Project Charter ▪ Common elements of a project management plan o Introduction/overview of the project o Description of how the project is organized o Management and technical processes used on the project o Work to be done o Schedule and budget information o References to other project planning documents 36  Major Section Section Topics Headings Overview Purpose, scope, and objectives; assumptions and constraints; project deliverables; schedule and budget summary; evolution of the plan Project External interfaces; internal structure; roles and responsibilities Organization Managerial Process Start-up plans (estimation, staffing, resource acquisition, and project staff training plans); work Plan plan (work activities, schedule, resource, and budget allocation); control plan; risk management plan; closeout plan Technical Process Process model; methods, tools, and techniques; infrastructure plan; product acceptance plan Plans Supporting Process Configuration management plan; verification and validation plan; documentation plan; quality Plans assurance plan; reviews and audits; problem resolution plan; subcontractor management plan; process improvement plan 37