Week 01 (1) PDF - Introduction to Project Management

Chapter 1: Introduction to Project Management Information Technology Project Management, Ninth Edition Note: See the text itself for full citations Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not...

Chapter 1: Introduction to Project Management Information Technology Project Management, Ninth Edition Note: See the text itself for full citations Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Learning Objectives (1 of 2) Articulate the growing need for better project management, especially for information technology (IT) projects Explain what a project is, provide examples of IT projects, list various attributes of projects, and describe constraints of project management Define project management and discuss key elements of the project management framework, including project stakeholders, the project management knowledge areas, common tools and techniques, and project success Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Learning Objectives (2 of 2) Discuss the relationship between project, program, and portfolio management and the contributions each makes to enterprise success Summarize the role of project managers by describing what they do, what skills they need, the talent triangle, and career opportunities for IT project managers Recall key aspects of the project management profession, including important components of its history, the role of professional organizations like the Project Management Institute (PMI), the importance of certification and ethics, and the advancement of project management software Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Introduction (1 of 3) Many people and organizations today have a new or renewed interest in project management Worldwide IT spending was $3.5 trillion in 2017, a 2.4 percent increase from 2016 spending The Project Management Institute reported that the number of jobs reached almost 66 million in 2017. By 2027, employers will need 87.7 million individuals working in project management–oriented roles Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Introduction (2 of 3) In 2017, the average annual salary (without bonuses) for someone in the project management profession was $112,000 in the U.S. and $130,866 in Switzerland The top skills employers look for in new college graduates are all related to project management: team-work, problem- solving, and verbal communications Organizations waste $97 million for every $1 billion spent on projects, according to PMI’s Pulse of the Profession® report Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Introduction (3 of 3) Advantages of Using Formal Project Management: Better control of financial, physical, and human resources Improved customer relations Shorter development times Lower costs and improved productivity Higher quality and increased reliability Higher profit margins Better internal coordination Positive impact on meeting strategic goals Higher worker morale Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. What Went Wrong? IT Projects have a terrible track record, as described in the What Went Wrong? A 1995 Standish Group study (CHAOS) found that only 16.2% of IT projects were successful in meeting scope, time, and cost goals; over 31% of IT projects were canceled before completion A PricewaterhouseCoopers study found that over half of all projects fail and only 2.5% of corporations consistently meet their targets for scope, time, and cost goals for all types of project Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. What Is a Project? A project is “a temporary endeavor undertaken to create a unique product, service, or result” (PMBOK® Guide, Sixth Edition, 2017) Operations is work done to sustain the business Projects end when their objectives have been reached or the project has been terminated Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Examples of IT Projects (1 of 2) A team of students creates a smartphone application and sells it online A company develops a driverless car A government group develops a system to track child immunizations A global bank acquires other financial institutions and needs to consolidate systems and procedures Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Examples of IT Projects (2 of 2) Top Strategic Technologies for 2018 (Gartner) Artificial Intelligence (AI) Foundation Intelligent Things Cloud to the Edge Immersive Experience Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Media Snapshot Gartner predicted that by 2014, there would be more than 70 billion mobile application downloads every year, but it was almost double Facebook is by far the most downloaded app, and the most popular category of all apps continues to be games As of March 2017, Android users could download 2.8 million different apps, and Apple users could download 2.2 million Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Attributes A project has a unique purpose is temporary drives change and enable value creation is developed using progressive elaboration requires resources, often from various areas should have a primary customer or sponsor The project sponsor usually provides the direction and funding for the project involves uncertainty Project managers work with project sponsors, team, and other people involved in a project to achieve project goals Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Constraints Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. What is Project Management? (1 of 2) Project management is “the application of knowledge, skills, tools and techniques to project activities to meet project requirements” (PMBOK® Guide, Sixth Edition, 2017) Project managers strive to meet the triple constraint (project scope, time, and cost goals) and also facilitate the entire process to meet the needs and expectations of project stakeholders Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. What is Project Management? (2 of 2) Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Stakeholders Stakeholders are the people involved in or affected by project activities Stakeholders include the project sponsor banks and other financial institutions the project manager the project team support staff suppliers opponents to the project Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Management Knowledge Areas Knowledge areas describe the key competencies that project managers must develop Project managers must have knowledge and skills in all 10 knowledge areas (scope, schedule, cost, quality, resource, communications, risk, procurement, stakeholder, and project integration management) This text includes an entire chapter on each knowledge area Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Management Tools and Techniques (1 of 2) Project management tools and techniques assist project managers and their teams in various aspects of project management Some specific ones include Project charter, scope statement, and WBS (scope) Gantt charts, network diagrams, critical path analysis, critical chain scheduling (time) Cost estimates and earned value management (cost) See Table 1-1 for many more Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Management Tools and Techniques (2 of 2) PMBOK® Guide – Sixth Edition lists tools and techniques based on their purpose: Data gathering Data analysis Data representation Decision making Communication Interpersonal and team skills Ungrouped Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. What Went Right? The Standish Group’s CHAOS studies show improvements in the statistics for IT projects: The number of successful projects was 29% in 2015 62% of small projects were successful, 6% of large, 9% of medium, and 21% of moderate size 39% of all agile projects were successful compared to 11% of waterfall projects Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Success (1 of 4) There are several ways to define project success: The project met scope, time, and cost goals The project satisfied the customer/sponsor The results of the project met its main objective, such as making or saving a certain amount of money, providing a good return on investment, or simply making the sponsors happy Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Success (2 of 4) Factors of Success Points Executive sponsorship 15 Emotional maturity 15 User involvement 15 Optimization 15 Skilled resources 10 Agile processes 7 Modest execution 6 Project management expertise 5 Clear business objectives 4 Source: The Standish Group, CHAOS Manifesto 2015 (2015) Table 1-2 What Helps Projects Succeed? Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Success (3 of 4) Top three reasons why federal technology projects succeed Adequate funding Staff expertise Engagement from all stakeholders Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Success (4 of 4) Research findings show that companies that excel in project delivery capability: Use an integrated toolbox Grow project leaders Develop a streamlined project delivery process Measure project health using metrics, like customer satisfaction or return on investment Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Program and Project Portfolio Management About one-quarter of the world’s gross domestic product is spent on projects Two important concepts that help projects meet enterprise goals: Use of programs Project portfolio management Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Programs A program is “a group of related projects managed in a coordinated manner to obtain benefits and control not available from managing them individually” (PMBOK® Guide — Sixth Edition, 2017) Examples of common programs in the IT field include infrastructure, applications development, and user support A program manager provides leadership and direction for the project managers heading the projects within the program Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Portfolio Management (1 of 2) As part of project portfolio management, organizations group and manage projects and programs as a portfolio of investments that contribute to the entire enterprise’s success Portfolio managers help their organizations make wise investment decisions by helping to select and analyze projects from a strategic perspective Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Portfolio Management (2 of 2) Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Best Practice A best practice is “an optimal way recognized by industry to achieve a stated goal or objective”* Robert Butrick suggests that organizations need to follow basic principles of project management, including these two mentioned earlier in this chapter: Make sure your projects are driven by your strategy. Be able to demonstrate how each project you undertake fits your business strategy, and screen out unwanted projects as soon as possible Engage your stakeholders. Ignoring stakeholders often leads to project failure. Be sure to engage stakeholders at all stages of a project, and encourage teamwork and commitment at all times *Project Management Institute, Organizational Project Management Maturity Model (OPM3) Knowledge Foundation (2003), p. 13. Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Organizational Project Management (1 of 2) Organizational project management Framework in which portfolio, program, and project management are integrated with organizational enablers in order to achieve strategic objectives Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Organizational Project Management (2 of 2) Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. The Role of the Project Manager Project managers must work closely with the other stakeholders on a project, especially the sponsor and project team They are also more effective if they are familiar with the 10 project management knowledge areas And the various tools and techniques related to project management Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Manager Job Description Job descriptions vary, but most include responsibilities like planning, scheduling, coordinating, and working with people to achieve project goals Project management is a skill needed in every major IT field, from database administrator to network specialist to technical writer Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Advice for Young Professionals A few questions to ask yourself to know if you would be a good project manager Do you get frustrated by bad bosses? Do you think you could do a better job? Are you interested in understanding the big picture of how organizations work and how your individual work or your project fits in? Have you had other leadership roles, such as being a team captain, president of a club, or entrepreneur of a small business? Did you enjoy it? Did others think you did a good job? Are you good at mentoring others? Do people ask you for help in developing their skills or your advice on what to do? Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Suggested Skills for Project Managers (1 of 2) The Project Management Body of Knowledge Application area knowledge, standards, and regulations Project environment knowledge General management knowledge and skills Soft skills or human relations skills Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Suggested Skills for Project Managers (2 of 2) Six traits of highly effective project managers as follows: Be a strategic business partner Encourage and recognize valuable contributions Respect and motivate stakeholders Be fully vested in success Stress integrity and accountability Work in the gray/Be able to deal with ambiguity Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. PMI Talent Triangle® and the Importance of Leadership Skills* The talent triangle includes: Technical project management skills Strategic and business management skills Leadership skills Leadership styles include: Laissez-faire Transactional Servant leader Transformational Charismatic Interactional Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Careers for IT Project Managers (1 of 2) In a 2017 survey, IT executives listed the “ten hot tech skills” they planned to hire for in 2017 Project management was second only to full-stack software development Even if you choose to stay in a technical role, you still need project management knowledge and skills to help your team and organization Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Careers for IT Project Managers (2 of 2) 1. Full-stack software development 2. Project management 3. Cyber-security 4. Networking 5. User experience/user interface (UX/UI) design 6. Quality assurance (QA)/testing 7. Cloud engineering 8. Big data 9. Machine learning/artificial intelligence 10. DevOps Source: Sharon Florentine, “10 IT skills that employers need in 2017,” CIO from IDG (February 1, 2017). Table 1-4 Ten hot tech skills for 2017 Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. The Project Management Profession The profession of project management is growing at a very rapid pace It is helpful to understand the history of the field, the role of professional societies like the Project Management Institute, and the growth in project management software Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. History of Project Management (1 of 4) Some people argue that building the Egyptian pyramids was a project, as was building the Great Wall of China Most people consider the Manhattan Project to be the first project to use “modern” project management This three-year, $2 billion (in 1946 dollars) project had a separate project manager and a technical manager Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. History of Project Management (2 of 4) Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. History of Project Management (3 of 4) In the 1990s, many companies began creating PMOs to help them handle the increasing number and complexity of projects A Project Management Office (PMO) is an organizational group responsible for coordinating the project management function throughout an organization Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. History of Project Management (4 of 4) Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Global Issues Several global dynamics are forcing organizations to rethink their practices: Talent development for project and program managers is a top concern Basic project management techniques are core competencies Organizations want to use more agile approaches to project management Benefits realization of projects is a key metric Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. The Project Management Institute The Project Management Institute (PMI) is an international professional society for project managers founded in 1969 PMI has continued to attract and retain members, reporting more than 500,000 members worldwide by late 2017 There are communities of practices in many areas, like information systems, financial services, and health care Project management research and certification programs continue to grow Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. PMI Student Membership Students can join PMI at a reduced fee and earn the Certified Associate in Project Management (CAPM) certification(see PMI for details) Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Management Certification (1 of 2) 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 Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Management Certification (2 of 2) Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Ethics in Project Management Ethics, loosely defined, is a set of principles that guide our decision making based on personal values of what is “right” and “wrong” Project managers often face ethical dilemmas In order to earn PMP® certification, applicants must agree to PMI’s Code of Ethics and Professional Conduct Several questions on the PMP® exam are related to professional responsibility, including ethics Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Management Software* There are hundreds of different products to assist in performing project management Three main categories of tools: Low-end tools: Handle single or smaller projects well, cost under $200 per user Midrange tools: Handle multiple projects and users, cost $200- $1,000 per user, Microsoft Project is still the most popular High-end tools: Also called enterprise project management software, often licensed on a per-user basis Several free or open-source tools are also available Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Chapter Summary A project is a temporary endeavor undertaken to create a unique product, service, or result Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements A program is a group of related projects managed in a coordinated way Project portfolio management involves organizing and managing projects and programs as a portfolio of investments Project managers play a key role in helping projects and organizations succeed The project management profession continues to grow and mature Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Chapter 2: The Project Management and Information Technology Context Information Technology Project Management, Ninth Edition Note: See the text itself for full citations. Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Learning Objectives (1 of 2) Define the systems view of project management and how it applies to information technology (IT) projects Summarize organizations, including the four frames, organizational structures, and organizational culture Explain why stakeholder management and top management commitment are critical for a project’s success Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Learning Objectives (2 of 2) Distinguish between project and product life cycles Discuss the unique attributes and diverse nature of IT projects Summarize recent trends affecting IT project management, including globalization, outsourcing, virtual teams, and agile project management Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. A Systems View of Project Management Projects must operate in a broad organizational environment Project managers need to use systems thinking: Taking a holistic view of carrying out projects within the context of the organization Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. What Is a Systems Approach? A systems approach emerged in the 1950s to describe a holistic and analytical approach to management and problem solving Three parts include: Systems philosophy: an overall model for thinking about things as systems Systems analysis: problem-solving approach Systems management: address business, technological, and organizational issues before making changes to systems Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. The Three-Sphere Model for Systems Management Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Advice for Young Professionals It’s difficult enough trying to understand the various technologies an organization uses. How can you begin to understand the business and organizational aspects? Make it a priority. Don’t just focus on the technology, no matter how exciting it seems to you. Even if you take just a few minutes each day learning about other aspects of the organization, that’s a start. Tell your boss or other people you work with that you want to understand how the entire organization works. Ask important questions like how the company makes money, who key customers are, what the priorities are for the year, what meetings you can attend or documents you can read to gain more knowledge, etc. Network, network, network! Find out which people inside or outside of your organization can help you in developing a systems approach. You might be surprised how quickly you can move up in your career once you understand the big picture. Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Understanding Organizations Systems approach requires that project managers always view their projects in the context of the larger organization Organizational issues are often the most difficult part of working on and managing projects Important for project managers to develop a better understanding of people as well as organizations To improve the success rate of IT projects Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. The Four Frames of Organizations Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. What Went Wrong? In a paper titled “A Study in Project Failure,” two researchers examined the success and failure of 214 IT projects over an eight-year period in several European countries The researchers found that only one in eight (12.5 percent) were considered successful in terms of meeting scope, time, and cost goals The authors said that the culture within many organizations is often to blame Among other things, people often do not discuss important leadership, stakeholder, and risk management issues Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Organizational Structures (1 of 2) Three basic organizational structures Functional: functional managers report to the CEO Project: program managers report to the CEO Matrix: middle ground between functional and project structures; personnel often report to two or more bosses; structure can be weak, balanced, or strong matrix Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Organizational Structures (2 of 2) Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Organizational Culture (1 of 2) Organizational culture is a set of shared assumptions, values, and behaviors that characterize the functioning of an organization Many experts believe the underlying causes of many companies’ problems are not the structure or staff, but the culture Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Organizational Culture (2 of 2) Ten characteristics of organizational culture: Member identity* Group emphasis* People focus Unit integration* Control Risk tolerance* Reward criteria* Conflict tolerance* Means-ends orientation Open-systems focus* *Project work is most successful in an organizational culture where these items are strong/high and other items are balanced. Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Focusing on Stakeholder Needs 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/top management are very important stakeholders See Chapter 13, Project Stakeholder Management, for more information Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Media Snapshot Prior to the 2014 football season, Microsoft paid the NFL $400 million as part of a five-year deal to use their Surface as “the official tablet of the NFL” All 32 NFL teams were involved, and the deal was renewed for a sixth year in 2017 Smooth transition? During week one of the season at least two television announcers mistakenly referred to the tablets as iPads, giving Apple unexpected exposure Microsoft also had to defend the use of tablets after the New England Patriots stopped using them Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. The Importance of Top Management Commitment (1 of 2) People in top management positions are key stakeholders in projects A very important factor in helping project managers successfully lead projects is the level of commitment and support they receive from top management Without top management commitment, many projects will fail. Some projects have a senior manager called a champion who acts as a key proponent for a project. Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. The Importance of Top Management Commitment (2 of 2) How top management can help project managers Providing adequate resources Approving unique project needs in a timely manner Getting cooperation from other parts of the organization Mentoring and coaching on leadership issues Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Best Practice IT governance addresses the authority and control for key IT activities in organizations, including IT infrastructure, IT use, and project management A lack of IT governance can be dangerous, as evidenced by three well-publicized IT project failures in Australia Sydney Water’s customer relationship management system The Royal Melbourne Institute of Technology’s academic management system One.Tel’s billing system Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. The Need for Organizational Commitment to Information Technology If the organization has a negative attitude toward IT, it will be difficult for an IT project to succeed Having a Chief Information Officer (CIO) at a high level in the organization helps IT projects Assigning non-IT people to IT projects also encourage more commitment Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. The 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 Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project and Product Life Cycles It is good practice to divide projects into several phases Because projects operate as part of a system and involve uncertainty The same can be said for developing products Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Life Cycle (1 of 2) A project life cycle is a collection of project phases that defines what work will be performed in each phase what deliverables will be produced and when who is involved in each phase, and how management will control and approve work produced in each phase A deliverable is a product or service produced or provided as part of a project Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Project Life Cycle (2 of 2) In early phases of a project life cycle resource needs are usually lowest the level of uncertainty (risk) is highest project stakeholders have the greatest opportunity to influence the project In middle phases of a project life cycle the certainty of completing a project improves more resources are needed The final phase of a project life cycle focuses on ensuring that project requirements were met the sponsor approves completion of the project Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Product Life Cycles (1 of 3) Products also have life cycles The Systems Development Life Cycle (SDLC) is a framework for describing the phases of developing information systems Systems development projects can follow Predictive life cycle Iterative life cycle Incremental life cycle Adaptive life cycle Hybrid life cycle Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Product Life Cycles (2 of 3) Predictive Life Cycle Models Waterfall model: has well-defined, linear stages of systems development and support Spiral model: shows that software is developed using an iterative or spiral approach rather than a linear approach Prototyping model: used for developing prototypes to clarify user requirements Rapid Application Development (RAD) model: used to produce systems quickly without sacrificing quality Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Product Life Cycles (3 of 3) Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. The Importance of Project Phases and Management Reviews A project should successfully pass through each of the project phases in order to continue on to the next Management reviews, also called phase exits, phase gate reviews, or kill points, should occur after each phase to evaluate the project’s progress, likely success, and continued compatibility with organizational goals It is unwise to wait until the end of project or product phases to have management inputs Many projects are reviewed by management on a regular basis Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. What Went Right? "The real improvement that I saw was in our ability to⎯in the words of Thomas Edison⎯know when to stop beating a dead horse.…Edison's key to success was that he failed fairly often; but as he said, he could recognize a dead horse before it started to smell...In information technology we ride dead horses⎯failing projects⎯a long time before we give up. But what we are seeing now is that we are able to get off them; able to reduce cost overrun and time overrun. That's where the major impact came on the success rate.”* Many organizations, like Huntington Bancshares, Inc., use an executive steering committee to help keep projects on track. Some projects still go on a long time before being killed, like Blizzard’s Titan game project. *Cabanis, Jeannette, "'A Major Impact': The Standish Group's Jim Johnson On Project Management and IT Project Success," PM Network, PMI, Sep.1998, p. 7 Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. The Context of Information Technology Projects Project context Has a critical impact on which product development life cycle will be most effective for a particular software development project Several issues unique to the IT industry have a critical impact on managing IT projects Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. The Nature of IT Projects IT projects can be very diverse in terms of size, complexity, products produced, application area, and resource requirements The nature of software development projects is even more diverse than hardware-oriented projects IT projects also support every possible industry and business function Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Characteristics of IT Project Team Members IT project team members often have diverse backgrounds and skill sets Many companies purposely hire graduates with degrees in other fields such as business, mathematics, or the liberal arts to provide different perspectives on IT projects Some IT projects require the skills of people in just a few job functions But some require inputs from many or all of them Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Diverse Technologies IT projects use diverse technologies that change rapidly Differences in technical knowledge can make communication between professionals challenging New technologies have also shortened the time frame many businesses have to develop, produce, and distribute new products and services Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Recent Trends Affecting Information Technology Project Management Globalization Outsourcing: Outsourcing is when an organization acquires goods and/or sources from an outside source. Offshoring is sometimes used to describe outsourcing from another country Virtual teams: A virtual team is a group of individuals who work across time and space using communication technologies Agile project management Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Globalization Issues Communications Trust Common work practices Tools Suggestions Employ greater project discipline Think globally but act locally Consider collaboration over standardization Keep project momentum going Use newer tools and technology Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Outsourcing Organizations remain competitive by using outsourcing to their advantage, such as finding ways to reduce costs Practice can be unpopular on some countries Project managers should become more familiar with many global and procurement issues Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Virtual Teams (1 of 2) Advantages Lowering costs because many virtual workers do not require office space or support beyond their home offices Providing more expertise and flexibility or increasing competitiveness and responsiveness by having team members from across the globe working any time of day or night Improving the work/life balance for team members by eliminating fixed office hours and the need to travel to work Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Virtual Teams (2 of 2) Disadvantages Isolating team members Increasing the potential for communications problems Reducing the ability for team members to network and transfer information informally Increasing the dependence on technology to accomplish work See text for a list of factors that help virtual teams succeed, including team processes, trust/relationships, leadership style, and team member selection Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Agile (1 of 2) Agile means being able to move quickly and easily, but some people feel that project management, as they have seen it used, does not allow people to work quickly or easily Early software development projects often used a waterfall approach As technology and businesses became more complex, the approach was often difficult to use because requirements were unknown or continuously changing Agile today means using an approach where requirements and solutions evolve through collaboration Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Agile (2 of 2) Manifesto for Agile Software Development In February 2001, a group of 17 people that called itself the Agile Alliance developed and agreed on the Manifesto for Agile Software Development, as follows: “We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan”* *Agile Manifesto. Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Scrum (1 of 4) According to the Scrum Alliance, Scrum is the leading agile development method for completing projects with a complex, innovative scope of work. The term was coined in 1986 in a Harvard Business Review study that compared high-performing, cross-functional teams to the scrum formation used by rugby teams. Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Scrum (2 of 4) Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Scrum (3 of 4) Kanban Technique that can be used in conjunction with Scrum Developed in Japan by Toyota Motor Corporation Uses visual cues to guide workflow Kanban cards show new work, work in progress, and work completed Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Scrum (4 of 4) The PMBOK® Guide describes best practices for what should be done to manage projects. Agile is a methodology that describes how to manage projects. The Project Management Institute (PMI) recognized the increased interest in Agile, and introduced a new certification in 2011 called Agile Certified Practitioner (ACP). Seasoned project managers understand that they have always had the option of customizing how they run projects, but that project management is not easy, even when using Agile. Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Chapter Summary Project managers need to take a systems approach when working on projects Organizations have four different frames: structural, human resources, political, and symbolic The structure and culture of an organization have strong implications for project managers Projects should successfully pass through each phase of the project life cycle Project managers need to consider several factors due to the unique context of information technology projects Recent trends affecting IT project management include globalization, outsourcing, virtual teams, and agile project management Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.