Project Management CIS 205 PDF

PROJECT MANAGEMENT CIS 205 2 3 WHY PROJECT MANAGEMENT? Projects are the way that much of an organization’s work gets done. Worldwide, project-related spending is estimated to be almost $10 trillion per year. 5 WHAT A WASTE! Around $1 million is wasted every 20 seconds collectively b...

PROJECT MANAGEMENT CIS 205 2 3 WHY PROJECT MANAGEMENT? Projects are the way that much of an organization’s work gets done. Worldwide, project-related spending is estimated to be almost $10 trillion per year. 5 WHAT A WASTE! Around $1 million is wasted every 20 seconds collectively by organizations around the globe due to the ineffective implementation of business strategy through poor project management practices. This equates to roughly $2 trillion dollars wasted a year. On average organizations waste 9.9 percent of every dollar due to poor project performance Around one in three projects (31 percent) do not meet their goals 43 percent are not completed within budget Nearly half (48 percent) are not completed on time  SUCCESS (FAILURE) OF IT PROJECTS The success for IT-related projects is not high. Standish Group, an IT project management research & consulting firm CHAOS Manifesto o based on the collection of project case information on real-life IT environments and software projects o This version and past versions have used eight different instruments in the collection of this information, which includes project profiles, project tracking, individual project surveys, case interviews, general surveys, project postmortems, and other instruments o encompasses 18 years of data on why projects succeed or fail, representing more than 90,000 completed IT projects 7 CHAOS REPORT Source: https://www.infoq.com/articles/standish-chaos-2015 8 CHAOS FACTORS OF SUCCESS (2015) 1. Executive management support (20 pts.) 2. Emotional Maturity (15 pts.) 3. User Involvement (15 pts.) 4. Optimization (15 pts.) 5. Skilled Resources (10 pts.) 6. Standard Architecture (8 pts.) 7. Agile Process (7 pts.) 8. Modest Execution (6 pts.) 9. Project Management Expertise (5 pts.) 10. Clear Business Objectives (4 pts.) Source: https://www.infoq.com/articles/standish-chaos-2015 9 WATERFALL VS. AGILE MODEL 10 WATERFALL VS. AGILE MODEL 11  PROJECT MANAGEMENT AS CORE COMPETENCY Core competency: a firm can do well and that provides customer benefits, is hard for competitors to imitate, and that can be leveraged widely to many products and Markets The ability to manage projects effectively is now a key to their success within an organization 12 WHAT IS A PROJECT? Temporary endeavor Create a unique product, service, or result Attempts to achieve specific business objectives Subject to certain constraints Consistent with business strategies 13  PROJECT VARIABLES Scope Cost AGENDA Time Quality User expectations 14 PROJECT VARIABLES Scope – Which work is and is not included in a project Cost – All the capital, expenses and internal cross-charges Time – Completion at a certain time Quality – Degree to which the project meets the needs of its users User expectations – End users need to define system requirements, evaluate system options, develop user documentation, and define and conduct the user acceptance test PROJECT MANAGEMENT Application of knowledge, skills and techniques to project activities to meet project requirements Project stakeholders o People involved in the project Artistic activity vs. Scientific activity Project Management Institute: world’s leading not-for-profit membership association for the project management profession 16 PROJECT MANAGEMENT KNOWLEDGE AREAS SCOPE MANAGEMENT – Defining the work that must be done as part of the project and then controlling the work to stay within the scope to which the team has agreed – Scope change process TIME MANAGEMENT – Estimating a reasonable completion date, developing a workable project schedule, and ensuring the timely completion of the project – Work breakdown structure 17 PROJECT MANAGEMENT KNOWLEDGE AREAS COST MANAGEMENT – Includes developing and managing the project budget – One approach is using WBS to estimate all cost– Scope change process QUALITY MANAGEMENT – Ensures that the project will meet the needs for which it was undertaken – Quality assurance and quality control 18 PROJECT MANAGEMENT KNOWLEDGE AREAS HUMAN RESOURCE MANAGEMENT – Making the most effective use of the people involved with the project – Often compromises must be made – Forming-storming-norming-performing model COMMUNICATIONS MANAGEMENT – Involves the generation, collection, dissemination, and storage of project information in a timely and effective manner – Key stakeholders: champion, sponsor, end users, project team members 19 PROJECT MANAGEMENT KNOWLEDGE AREAS RISK MANAGEMENT – Identify, analyze and manage project risks – avoid the risk or develop a backup plan – One of the biggest risk: little value to show in return- a strong rationale should exists for doing it PROCURMENT MANAGEMENT – Involves acquiring goods and/or services for the project from sources outside the performing organization – Make or buy decision, in-house production vs. outsourcing 20 PROJECT MANAGEMENT KNOWLEDGE AREAS PROJECT INTEGRATION MANAGEMENT – Requires the assimilation of all eight other project management knowledge areas – Requires the coordination of all appropriate people, resources, plans, and efforts to complete a project successfully – Project charter – Preliminary project scope – Project management plan – Integrated change control 21 PROJECT SCOPE MANAGEMENT Scope: refers to all the work involved in creating the products of the project and the processes used to create them To avoid problems associated with a change in project scope, a formal scope change process should be defined before the project begins. The more flexibility you allow for scope changes, the more likely the project will meet user needs for features and performance. However, the project will be more difficult to complete within changing time and budget constraints. 23 PROJECT TIME MANAGEMENT Time is one variable that has the least amount of flexibility. Time passes no matter what happens on a project. A project schedule is needed to complete a project by a defined deadline, avoid rework, and avoid having people who do not know what to do or when to do it. The development of a work breakdown structure (WBS) is a critical activity needed for effective time management. WBS: outline of the work to be done to complete the project, by breaking the project into various stages or groups of activities that need to be performed. WBS: WORK BREAKDOWN STRUCTURE (SAMPLE) 25 PROJECT MANAGEMENT COST Project managers must make sure that their projects are well defined, have accurate time and cost estimates, and have a realistic budget that they were involved in approving. One approach to cost estimating uses the WBS to estimate all costs (capital, expense, and cross- charge) associated with the completion of each task. TYPICAL PROBLEMS WITH IT COST ESTIMATES 1. Developing an estimate for a large software project is a complex task requiring a significant amount of effort. 2. The people who develop software cost estimates often do not have much experience with cost estimation, especially for large projects. (and no available project data) 3. Human beings have a bias towards underestimation. 4. Management might ask for an estimate, but really desire a number to help them create a bid to win a major contract or get internal funding. 27 PROJECT QUALITY MANAGEMENT 28 PROJECT QUALITY MANAGEMENT Quality planning: determining which quality standards are relevant to the project and determining how will they be met. Quality assurance: evaluating the progress of the project on an ongoing basis to ensure that it meets the identified quality standards. Quality control: checking project results to ensure that they meet identified quality standards. In IT- related systems, “defects in requirements are the source of the majority of defects that are identified during testing, and problems with requirements are among the top causes of project failure”. 29 PROJECT HUMAN RESOURCE MANAGEMENT The project manager may be assigned all the members of the team, or may have the luxury of selecting all or some team members. Team members should be selected based on skills in the technology needed, understanding of the business area affected, expertise in the specific area of the project and their ability to work well with the team. The best available subject-matter expert can be an additional challenge for the project manager. The project team and sponsoring organization should take equal responsibility for making the project a success. Other orgs assign co-project managers to IT-related projects -- one from the IT org, and one from the sponsoring org. 30 TUCKMAN’S TEAM DEVELOPMENT MODEL 31 TUCKMAN’S TEAM DEVELOPMENT MODEL 32  WILSON LEARNING SOCIAL STYLE PROFILE Describe people as falling into four approximate behavioral profiles or zones, based on their assertiveness and responsiveness Social Style Questionnaire Total the number of times that each letter and number is circled. The letter and number with the highest totals combine to represent an indication of your Social Style by verbal and nonverbal behaviour. Use the Social Style Matrix to plot where your highest letter and highest number intersect. This will show your self-perceived Social Style. Social Style Matrix Description 33 THE 4 SOCIAL STYLES: THE ANALYTICAL AND DRIVERS 34 THE 4 SOCIAL STYLES: THE ANALYTICAL AND DRIVERS 35 SOCIAL STYLE SUMMARY 36  GENERAL ADVICE ON TEAMS 1. Be patient and kind with your team, and assume the best about people. Do not assume that your team members are lazy and careless. 2. Fix the problem. Help people work out problems by focusing on behaviors instead of blaming people. 3. Establish regular, effective meetings. Focus on meeting project objectives and producing positive results. 4. Limit the size of work teams to three to seven members. 37  GENERAL ADVICE ON TEAMS 5. Plan some social activities to help protect team members and other stakeholders get to know each other better. Make the social events fun and not mandatory. 6. Stress team identity. Create traditions that team members enjoy. 7. Nurture team members and encourage them to help each other. Identify and provide training that will help individuals and the team as whole become more effective. 8. Acknowledge individual and group accomplishments. 38  PROJECT COMMUNICATIONS MANAGEMENT Many experts agree that the greatest threat to the success of any project, especially IT projects, is a failure to communicate. Our culture often portrays computer professionals as nerds, and communicating with non-computer people is as if talking to someone from another planet. In preparing a communications plan, the project manager should recognize that the various stakeholders have different information needs in the project. Project stakeholders 39  PROJECT COMMUNICATIONS MANAGEMENT Project stakeholders Champion: senior-level executive who is a strong advocate for the project; can convince other senior managers Sponsor: senior manager most affected by the project implementation End users: people directly affected by the project Project team members: devote their time and effort to complete the project 40 MEDIA CHOICE TABLE 41  MODES FOR HANDLING CONFLICTS (BLAKE AND MOUTON, 1964) 1. Confrontation: directly face a conflict using a problem-solving approach that allows affected parties to work through their disagreements. 2. Compromise: use a give-and-take approach to resolving conflicts. They bargain and search for solutions that bring some degree of satisfaction to all the parties in a dispute. 3. Smoothing: de-emphasizes or avoids areas of differences and emphasizes areas of agreement. 4. Forcing: win-lose approach to conflict resolution; exert of viewpoint at the potential expense of another viewpoint (competitive and autocratic managers) 5. Withdrawal: retreat or withdraw from an actual or potential disagreement. This is the least desirable conflict handling mode. Source: IT Project Management by K. Schwalbe 42  RUNNING EFFECTIVE MEETINGS 1. Determine if a meeting can be avoided. 2. Define the purpose and intended outcome of the meeting. 3. Determine who should attend the meeting. 4. Provide an agenda to participants before the meeting. 5. Prepare handouts, visual aids, and make logistical arrangements ahead of time. 6. Run the meeting professionally. 7. Build relationships. Make meetings as fun experiences. Source: IT Project Management by K. Schwalbe 43  PROJECT RISK MANAGEMENT “Things will go wrong, and at the worst possible time.” (variation of Murphy’s Law) Risk: uncertain event or condition that, if it occurs, has a positive or negative effect on a project objective In creating a new IT-related system, a known risk might be that the hardware will take longer than expected to arrive at the installation site. The project manager needs to lead a rigorous effort to identify all risks associated with the project. One strategy is to avoid the risk altogether, while another is to develop a backup plan. The risk management plan can be documented (description, risk owner, risk strategy, and current status) 44 GENERAL RISK MITIGATION STRATEGIES 45  PROJECT PROCUREMENT MANAGEMENT Procurement: acquiring goods and/or services from an outside source (purchasing) Many IT projects involve the use of goods and services from outside the organization. The make-or-buy is a key decision during the plan purchase and acquisition process. It involves comparing the pros and cons of in-house production versus outsourcing of a given product or service. A contract is a legally binding agreement that defines the terms and conditions of the buyer-provider relationship, including who is authorized to do what, who holds what responsibilities, costs and terms of payment, remedies in case of breach of contract, and the process for revising the contract 46  PROJECT INTEGRATION MANAGEMENT Assimilation of the eight other project management knowledge areas See sample case in Text “The FBI Stumbles Developing a Virtual Case File System” 47 PROJECT MANAGEMENT SOFTWARE (MICROSOFT PROJECT) 48 PROJECT MANAGEMENT SOFTWARE (WEB-BASED) TOP 5 PROJECT MANAGEMENT APPLICATIONS IN 2016 http://project-management.com/software/project-tracking/ 49 PROJECT MANAGEMENT TOOLS Source: https://financesonline.com/top-20-online-project- management-tools-manage-projects/ 50 THANK YOU Marie Johanna G. Legislador