New developments in IS/IT project management -towards a 3rd edition Bob Hughes School of Information Management, Universit...
Project management - flavour of the month? Down-sizing Delayering Loss of organisational intelligence Loss of ability to i...
Traditional career progression programmer systems analyst project  manager In many bureaucratic organisations,  all projec...
A different view of PM Out-sourcing Supplier side (technical management) Customer side (contract management)
Some consequences <ul><li>Growth in interest in PM </li></ul><ul><li>Professional bodies </li></ul><ul><ul><li>Association...
More consequences <ul><li>Qualifications </li></ul><ul><ul><li>PMI, APM, ISEB, BCS Diploma, NVQ/SVQ, Institute of Manageme...
More consequences <ul><li>‘ Standards’ </li></ul><ul><ul><li>PRINCE 2 - CCTA, APM etc., </li></ul></ul><ul><ul><li>BS 6079...
Programme management Programme brief ‘ Vision statement’ ‘ Blueprint’ projects Project portfolio Benefits management succe...
PRINCE2 versus BS6079 <ul><li>PRINCE  </li></ul><ul><li>procedures </li></ul><ul><li>neologisms </li></ul><ul><li>products...
Earned value analysis
New paradigms: DSDM the nine characteristics <ul><li>active user involvement </li></ul><ul><li>development team empowermen...
DSDM characteristics - contd. <ul><li>All changes reversible </li></ul><ul><li>requirement set at high level only </li></u...
project management implications of DSDM <ul><li>control on products and requirements </li></ul><ul><li>time-boxing: fixed ...
Grady Booch  <ul><li>Projects can be driven primarily by </li></ul><ul><ul><li>calendar </li></ul></ul><ul><ul><li>require...
DSDM and the Booch taxonomy <ul><li>RAD/DSDM seems to be essentially </li></ul><ul><ul><li>calendar driven i.e. ‘character...
DSDM and Booch contd. <ul><li>RAD/DSDM also seems to be requirements driven - ‘rigid focus on the system’s outwardly obser...
Requirements vs architecture driven System functions Common infrastructure Common infrastructure System functions
Booch’s five habits of good OO projects <ul><li>ruthless focus on providing essential minimum requirements </li></ul><ul><...
Effect of alternative paradigms RAD/DSDM - iterations - how do we control them? Still need management milestones Hide it w...
Note also <ul><li>Effect on metrics - different units of software </li></ul><ul><li>Reuse - being decoupled from OO </li><...
The dispersed project -  Situational factors e.g. <ul><li>common/different organizations </li></ul><ul><li>central/dispers...
Freedom/constraint cycle FREEDOM CONSTRAINT orientation trust building goal setting commitment implementation high perform...
Future developments ? <ul><li>Synergies with CSCW? </li></ul><ul><li>Limits to project management? </li></ul>experiments p...
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Bob Hughes University of Brighton

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Bob Hughes University of Brighton

  1. 1. New developments in IS/IT project management -towards a 3rd edition Bob Hughes School of Information Management, University of Brighton
  2. 2. Project management - flavour of the month? Down-sizing Delayering Loss of organisational intelligence Loss of ability to implement change CHANGING WORLD projects
  3. 3. Traditional career progression programmer systems analyst project manager In many bureaucratic organisations, all projects were IT projects
  4. 4. A different view of PM Out-sourcing Supplier side (technical management) Customer side (contract management)
  5. 5. Some consequences <ul><li>Growth in interest in PM </li></ul><ul><li>Professional bodies </li></ul><ul><ul><li>Association for Project Management (UK) </li></ul></ul><ul><ul><li>Project Management Institute (US) </li></ul></ul><ul><ul><li>developing bodies of knowledge (BOK) </li></ul></ul>
  6. 6. More consequences <ul><li>Qualifications </li></ul><ul><ul><li>PMI, APM, ISEB, BCS Diploma, NVQ/SVQ, Institute of Management </li></ul></ul><ul><li>New kids on the block </li></ul><ul><ul><li>DSDM (Dynamic Systems Development Method) project manager examination </li></ul></ul><ul><ul><li>ISEB Programme and Project Support Office qualification </li></ul></ul>
  7. 7. More consequences <ul><li>‘ Standards’ </li></ul><ul><ul><li>PRINCE 2 - CCTA, APM etc., </li></ul></ul><ul><ul><li>BS 6079 - British Standards Institution </li></ul></ul><ul><ul><li>ISO 10006 </li></ul></ul><ul><ul><li>ISO 12207 </li></ul></ul><ul><li>Backdoor approach to getting some structure back - Programme Management and Project Support Office </li></ul>
  8. 8. Programme management Programme brief ‘ Vision statement’ ‘ Blueprint’ projects Project portfolio Benefits management success = good development + good operation
  9. 9. PRINCE2 versus BS6079 <ul><li>PRINCE </li></ul><ul><li>procedures </li></ul><ul><li>neologisms </li></ul><ul><li>products </li></ul><ul><li>project delivers products </li></ul><ul><li>BS6079 </li></ul><ul><li>techniques (e.g. NPV, EVA) </li></ul><ul><li>traditional terminology </li></ul><ul><li>activities </li></ul><ul><li>‘ project’ includes operation </li></ul>
  10. 10. Earned value analysis
  11. 11. New paradigms: DSDM the nine characteristics <ul><li>active user involvement </li></ul><ul><li>development team empowerment </li></ul><ul><li>frequent product delivery </li></ul><ul><li>business fitness is key </li></ul><ul><li>iterative/incremental development </li></ul>
  12. 12. DSDM characteristics - contd. <ul><li>All changes reversible </li></ul><ul><li>requirement set at high level only </li></ul><ul><li>testing integrated throughout life-cycle </li></ul><ul><li>collaboration between stakeholders </li></ul>
  13. 13. project management implications of DSDM <ul><li>control on products and requirements </li></ul><ul><li>time-boxing: fixed time-scales - contrast with critical chain </li></ul><ul><li>need to manage and motivate user involvement </li></ul><ul><li>MORE management needed not less </li></ul>
  14. 14. Grady Booch <ul><li>Projects can be driven primarily by </li></ul><ul><ul><li>calendar </li></ul></ul><ul><ul><li>requirements </li></ul></ul><ul><ul><li>documentation </li></ul></ul><ul><ul><li>quality </li></ul></ul><ul><ul><li>architecture </li></ul></ul>
  15. 15. DSDM and the Booch taxonomy <ul><li>RAD/DSDM seems to be essentially </li></ul><ul><ul><li>calendar driven i.e. ‘characterized by an obsessive focus on schedule’ </li></ul></ul><ul><li>Risks with calendar driven approach </li></ul><ul><ul><li>chaotic development methods </li></ul></ul><ul><ul><li>lack of ‘business sustainability’ (e.g. scaleability, extensibility etc.) </li></ul></ul><ul><ul><li>long-term stress and demotivation </li></ul></ul>
  16. 16. DSDM and Booch contd. <ul><li>RAD/DSDM also seems to be requirements driven - ‘rigid focus on the system’s outwardly observable behaviour’ </li></ul><ul><li>Risks </li></ul><ul><ul><li>lack of motivation to deal with sustainabilty </li></ul></ul><ul><ul><li>architecture: large number of independent functional components </li></ul></ul>
  17. 17. Requirements vs architecture driven System functions Common infrastructure Common infrastructure System functions
  18. 18. Booch’s five habits of good OO projects <ul><li>ruthless focus on providing essential minimum requirements </li></ul><ul><li>focus on results </li></ul><ul><li>effective use of OO modelling </li></ul><ul><li>strong architectural vision </li></ul><ul><li>well-managed iterative/incremental development life cycle </li></ul>
  19. 19. Effect of alternative paradigms RAD/DSDM - iterations - how do we control them? Still need management milestones Hide it within process Or make each iteration a project
  20. 20. Note also <ul><li>Effect on metrics - different units of software </li></ul><ul><li>Reuse - being decoupled from OO </li></ul>
  21. 21. The dispersed project - Situational factors e.g. <ul><li>common/different organizations </li></ul><ul><li>central/dispersed authority </li></ul><ul><li>criticality </li></ul><ul><li>motivation </li></ul><ul><li>common culture </li></ul><ul><li>ease of communication </li></ul><ul><li>language </li></ul><ul><li>shared resources incl. data </li></ul>
  22. 22. Freedom/constraint cycle FREEDOM CONSTRAINT orientation trust building goal setting commitment implementation high performance renewal Same time/place Same time Different time/place Same time /place
  23. 23. Future developments ? <ul><li>Synergies with CSCW? </li></ul><ul><li>Limits to project management? </li></ul>experiments projects routines analogies case-based reasoning parametric models
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