Project management Lessons From IT and Non-IT Projects Peter W. G. Morris

Author Credentials Professor Peter W.G. Morris In 2004, Professor Morris delivered two important research-based books: The Wiley Guide to Managing Projects (Wiley), co-edited with Professor Jeffrey Pinto, and the PMI publication, Translating Corporate Strategy into Project Strategy Head of the School of Construction and Project Management at University College London since 2002 Director of the Centre for Research in the Management of Projects, a joint UCL-UMIST collaboration 2005 recipient of the Project Management Institute Research Achievement Award

Professor Peter W.G. Morris

In 2004, Professor Morris delivered two important research-based books: The Wiley Guide to Managing Projects (Wiley), co-edited with Professor Jeffrey Pinto, and the PMI publication, Translating Corporate Strategy into Project Strategy

Head of the School of Construction and Project Management at University College London since 2002

Director of the Centre for Research in the Management of Projects, a joint UCL-UMIST collaboration

2005 recipient of the Project Management Institute Research Achievement Award

IT projects have a notorious reputation, in many respects just deserved. IT projects are more difficult to manage and not due to those working on IT projects are in some primitive stage of ignorance of the benefits of project mgmt Often not recognized that IT was one of the pioneering industries in the development of project mgmt and has remained at the forefront of the disclipine.

IT projects have a notorious reputation, in many respects just deserved.

IT projects are more difficult to manage and not due to those working on IT projects are in some primitive stage of ignorance of the benefits of project mgmt

Often not recognized that IT was one of the pioneering industries in the development of project mgmt and has remained at the forefront of the disclipine.

Project management or management of project What is the difference Which is one is better/ or is there a choice

What is the difference

Which is one is better/ or is there a choice

Precondition of success in major project There are actually 99 factors, but the author have cut down to 22 precondition of success These factors have influence a project being successful And the project ranging from Thames barrier, the UK Nuclear power programme to computerization of the Pay as you Earn taxations scheme

There are actually 99 factors, but the author have cut down to 22 precondition of success

These factors have influence a project being successful

And the project ranging from Thames barrier, the UK Nuclear power programme to computerization of the Pay as you Earn taxations scheme

What is the precondition of success? Good planning, clear schedule and adequate back up strategies The broad system aspects of the project recognized Sub-objective identified, assessed and developed clearly Back up strategies prepared for high risk areas Good design/ technology management, especially where there is technical uncertainly or complexity The extend to which R&D is completed recognized as affecting the accuracy of the estimate Attention paid to detail Design ‘frozen’ once agreed Concurrency avoided where possible Effects of external factors on definitions of project success properly recognized (e.g. prices, regulation, technical development, government/corporate changes) Full cognizance given to the potentially harmful effects of urgency Political support obtained Requisite sponsorship Political support for necessary management actions

Good planning, clear schedule and adequate back up strategies

The broad system aspects of the project recognized

Sub-objective identified, assessed and developed clearly

Back up strategies prepared for high risk areas

Good design/ technology management, especially where there is technical uncertainly or complexity

The extend to which R&D is completed recognized as affecting the accuracy of the estimate

Attention paid to detail

Design ‘frozen’ once agreed

Concurrency avoided where possible

Effects of external factors on definitions of project success properly recognized (e.g. prices, regulation, technical development, government/corporate changes)

Full cognizance given to the potentially harmful effects of urgency

Political support obtained

Requisite sponsorship

Political support for necessary management actions

What is the precondition of success? Good positive client, parent company and senior management attitudes, interrelationships and commitment Comprehensive and clearly communicated project definition The project organized appropriately Magnitude of task properly recognized Prefeasibility, feasibility and design study phases carried out in an orderly fashion. The project appropriate to the size, complexity and urgency of the project Community factors properly considered and controlled Full financial analysis of all project risks undertaken Sponsors interested in success of project Availability of funding Innovations in contract strategy consider, where appropriate. (i.e. the form of contract) Contractors made financially responsible for their performance as far as possible though not unfairly penalized for factors outside their control Benefit of interference by owners in execution of contracts carefully accessed. Firm, effective leadership and management from the outset

Good positive client, parent company and senior management attitudes, interrelationships and commitment

Comprehensive and clearly communicated project definition

The project organized appropriately

Magnitude of task properly recognized

Prefeasibility, feasibility and design study phases carried out in an orderly fashion.

The project appropriate to the size, complexity and urgency of the project

Community factors properly considered and controlled

Full financial analysis of all project risks undertaken

Sponsors interested in success of project

Availability of funding

Innovations in contract strategy consider, where appropriate. (i.e. the form of contract)

Contractors made financially responsible for their performance as far as possible though not unfairly penalized for factors outside their control

Benefit of interference by owners in execution of contracts carefully accessed.

Firm, effective leadership and management from the outset

What is the precondition of success? Effective team working Communication excellent Resources adequate Labour practice consistent amongst and between contractors Site labour agreement considered Project controls highly visible, simple and ‘friendly’ Full recognition given to quality assurance and auditing Recognition at all times that projects are built by people, non of whom are prefect.

Effective team working

Communication excellent

Resources adequate

Labour practice consistent amongst and between contractors

Site labour agreement considered

Project controls highly visible, simple and ‘friendly’

Full recognition given to quality assurance and auditing

Recognition at all times that projects are built by people, non of whom are prefect.

Factors Affecting Project Success

The management of IT projects 6 characteristics of IT projects

6 characteristics of IT projects

External Factors IT projects interact with their environment much more than other industries. IT industry places high demands on project definition and project management behavior that intimately matched to current and future strategic needs of its users’ business strategy.

IT projects interact with their environment much more than other industries.

IT industry places high demands on project definition and project management behavior that intimately matched to current and future strategic needs of its users’ business strategy.

Cost-Benefit Analysis Considerable evidence shows that there’s a strong emphasis on ‘hard’ benefits. Might have missed some of the softer, harder to quantify benefits. Example: Competitive positioning, opportunity costs, marketing gains… Result: Many marginal projects may not be initiated despite their important benefits.

Considerable evidence shows that there’s a strong emphasis on ‘hard’ benefits.

Might have missed some of the softer, harder to quantify benefits.

Example: Competitive positioning, opportunity costs, marketing gains…

Result: Many marginal projects may not be initiated despite their important benefits.

Project Definition Technical definition is one of the most difficult and important challenges of managing IT projects. Risk assessment Identifying who the user really is Which aspects of the total project are non-IT? To do prototyping or not? Capacity

Technical definition is one of the most difficult and important challenges of managing IT projects.

Risk assessment

Identifying who the user really is

Which aspects of the total project are non-IT?

To do prototyping or not?

Capacity

Timing IT projects are implemented in phases, much more than other industries.

IT projects are implemented in phases, much more than other industries.

Project Implementation: 1. Organisational Matters Two most important factors in ensuring implementation success: Top management support and project leadership Provides both organizational and contractual clout. Ensures crucial tie-in to business strategy and organization’s actual business needs. Strong leadership: internal & external project champion Organizational structure IT project personnel work very long hours.

Two most important factors in ensuring implementation success:

Top management support and project leadership

Provides both organizational and contractual clout.

Ensures crucial tie-in to business strategy and organization’s actual business needs.

Strong leadership: internal & external project champion

Organizational structure

IT project personnel work very long hours.

Project Implementation: 2. Control and Communication It projects are highly complex and need user approval at frequent milestones. Therefore, they need extremely detailed and careful definition of project. IT projects use work breakdown structures, task-responsibility matrices extremely rigorously. If projects are defined carefully, progress can be identified accurately. Solves the great problems of IT project implementation – the ’95 per cent complete’ syndrome.

It projects are highly complex and need user approval at frequent milestones.

Therefore, they need extremely detailed and careful definition of project.

IT projects use work breakdown structures, task-responsibility matrices extremely rigorously.

If projects are defined carefully, progress can be identified accurately.

Solves the great problems of IT project implementation – the ’95 per cent complete’ syndrome.

Conclusion For what the IT industry had done, which is not easily found in other project industries, is to learn how to ‘project manage’ a particular class of technical challenge and at the same time facing up to even harder questions of ensuring projects gives user satisfaction in a fast-changing environment.

For what the IT industry had done, which is not easily found in other project industries, is to learn how to ‘project manage’ a particular class of technical challenge and at the same time facing up to even harder questions of ensuring projects gives user satisfaction in a fast-changing environment.