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The Essential of IT Project Management

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Explain the Essential of IT project management.

Explain the Essential of IT project management.

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  • What types of risks will I have to manage?Customer Risk:You will need an assessment of the credit worthiness of your customer. This should include checking the following:the identity of your customer. Do they exist as a legally established business in the country of import? Are you dealing with someone who has the authority to bind your customer; the usual period of credit offered in your customer's country; the credit limit you are prepared to offer your customer; the trading history of your customer. Are they a prompt payer? Have there been any changes to their normal payment patterns? are your exports compatible with your customer's normal business profile? can your customer pay the bill? insolvency. Remember that a customer's insolvency can involve you in a pre credit risk, where losses can occur if your customer becomes insolvent during the manufacturing process or at any time before or after the despatch of the export consignment. You can obtain the information needed to carry out these checks either yourself or through a reputable credit agency or credit insurer.Country Risk:As well as your customer, their country can pose separate risks that you will need to manage. Country risks traditionally fall into five areas:Sovereign: The willingness or ability of the government to pay its debts. This is affected by the political climate within the country (the legislature, judiciary and government institutions); internal and external threats to the country; international trading performance including balance of payments record; the level of national debt and the amount of foreign exchange reserves. Other political decisions can also frustrate your export sales; these include the imposition of embargoes, tariff or other quotas, and import or export restrictions. Private: The ability of the private sector to pay for its imports. This situation is affected by the state of the domestic economy, the commercial institutions in the country, and the competence of banking and financial services sector.Natural: Some regions of the world suffer from regular climactic catastrophes (for example annual flooding, drought, earthquakes and other disasters). When these occur they can severely disrupt the operations of both the business sector and the government.Fashion and Finance: International trading patterns often create a fashionable region or country as an export market. In these circumstances trade finance is often readily available, allowing you to offer good credit terms to your export customers. However, fashions change and countries can quickly go out of favour for both exports and trade finance.Other: These include transfer risks such as the inconvertibility of the local currency; transaction risks such as late or non-payment, and transition risks for emerging markets where the threats are the effectiveness of the liberalisation programme, failure to complete economic structural reforms and any possible destabilising influences.Credit Risk:Perhaps the first question you should ask is 'Can I afford to give my customers credit?' To decide how much credit you are prepared to advance you must consider :the amount of credit outstanding in your trading accounts, both overseas and domestic; what do you know about your customer and what is the maximum amount of credit you should NOT exceed; can you carry any financial shortfall? What will be the impact on your business if your customer delays payment or does not pay at all? how will you finance the credit period you offer? This means do you have sufficient money to allow you to offer credit terms in export sales contracts as part of your business cycle. Foreign Exchange Risk:When you trade internationally you will most likely be dealing in more than one currency. This means you are exposed to fluctuations in the foreign exchange market. You can learn how to manage this risk by referring SITPRO's guide on The Foreign Exchange Market.Corruption Perception Index (Transparency International) has been measured since 1995, based on a wide range of measures. Some critisisum of the measure because by it’s nature corruption is hidden. Nevertheless it gives us and indication of how careful we need to be.
  • Transcript

    • 1. The Essential of Project Management
      Siwawong W.
      Project Manager
      2011.06.19
    • 2. Agenda
    • 3. SELF-INTRODUCTION
    • 4. About Me
      My Name:SiwawongWuttipongprasert
      Nick-name: Tae (You can call this name. it’s easier)
      My Background:
      B.Eng (Computer Engineering), Chiang Mai University.
      CPE#3, Gear25
      My Career Profile:
      10+ years in IT business
      5+ years with Blue Ball Co., Ltd.
      Role: Programmer, System Analysis, Consultant & Project Manager
      Working Area: ERP, MRP, Retailing, Banking, Financial, E-Commerce, etc.
      Working with multi-cultures: Japanese, German and Vietnamese
      Know Me More..
    • 5. My Company: Blue Ball
      Blue Ball Group is an Offshoring Company that focus totally in customer satisfaction. It takes advantage of western management combined with Asian human resources to provide high quality services
      Thailand
      (Head Office)
      Mexico
      (Special Developments)
      Vietnam
      (Offshoring Center)
    • 6. Services from My Company
      Offshoring Programmers &Testers 
      Blue Ball will get you ready to offshore successfully. No need to rush you into offshoring without you feeling confident on how to send, organize, receive, test and accept job confidently
       
      System Development & Embedded Solutions 
      Solutions that combine technological expertise and deep business understanding. We only start coding once every single detail such as milestones, scheduling, contact point, communication, issue management and critical protocols are in place
      Web design and E-commerce 
      Premium web design, CMS, e-commerce solutions and SEO services. Website maintenance and copy content creation to develop marketing campaigns that SELL for discerning companies to increase the quality and reach of their marketing campaigns
    • 7. My Clients
    • 8. Project Life-Cycle
    • 9. Understand the Project
      What’s the project?
      short-term efforts to create a unique product, service or environment,
      e.g. removing old servers, developing a custom e-commerce site, creating new desktop images or merging databases, etc.
      Project Life-Cycle
    • 10. Introduction
      S/W Project Management is different because:
      Software is not tangible
      Software processes are relatively new and still “under trial”
      Larger software projects are usually “one-off” projects
      Computer technology evolves very rapidly
    • 11. Project Constraints
      Goals VS Factors
      Within Budget
      Delivery on-time
      Satisfied the needs
    • 12. IT Project in the Real-World
    • 13. The Real World
      Results VS. Status
      Just Do it! We can fix it later
      Not enough time, not enough resources
      Project Managers are overhead
      We don’t have time to plan!
      Go Early and go Ugly!
    • 14. The True of IT Project Life-Cycle
      We get this from customer
      Customer actually needs
    • 15. Why We Need Project Management
      26% of projects are successful
      46% of project are challenged
      28% of projects FAIL
      Average cost overrun is 89%
      Average schedule overrun is 122%
      45% of functions provided in newly developed systems are never used.
    • 16. Why do IT projects fail so often?
      They're just plain harder
      Face usual project-management challenges
      e.g. deadlines, budget constraints and too few people to devote to the project. 
      Face unique technology challenges
      from H/W, O/S, N/W or DB woes, to security risks, interoperability issues
      The changes manufacturers make to their H/W and S/W configurations.
      They fail at the beginning—not the end—due to a lack of sufficient planning
      The IT organization will never complete it on time, on budget or with the required functionality, which are three common factors for project success.
      They're rushed
      Organizations often feel that, to remain competitive, they must cut costs and maintain business operations, but that adds to the pressure on a big, expensive project.
      Their scope is too unwieldy
      A project with a large scope can usually be better executed by breaking it down into a series of smaller, more manageable projects
    • 17. How do I determine if a project is going to fail once it's in motion?
      Tradition approach
      During the project’s initiation, you should establish the criteria for success and failure
      15-15 Rule
      if a project is more than 15 percent over budget or 15 percent off schedule, it will likely never recoup the time or cost necessary to be considered successful.
      The Earned Value Management(EVM) technique
      allows an organization to measure a project’s completion, schedule variances, create schedule and cost performance indexes, and forecast a project’s likely completion date and financial impact upon completion.
    • 18. When should a project be canceled?
      Can be many reasons
      e.g. poor planning. Cost overruns by more than 15 percent, late milestones and poor quality.
      At the start, determine what circumstances would call for a project’s cancellation.
      You might consider time and cost overruns, or shifting business conditions
      If scrapping it sounds daunting, you might wish to create smaller projects that give some return for the sunk costs.
      After all, smaller projects are more likely to succeed than large ones.
    • 19. How can I ensure that my projects are successful?
      Organizations should create or adapt a standard approach to managing projects.
      A standard approach to project management establishes ground rules and expectations for the project team.
      It also provides project managers, functional managers and the operational staff with a common language around project management that eases communication and helps ensure that everyone is on the same page.
    • 20. What Project Managers are Telling Us
      Top 7 Key Competencies of a PM:
      Communications Skills-verbal and written
      Leadership Skills
      Organizing Skills-planning, time management
      Interpersonal Skills
      Negotiating Skills-Diplomacy and mediating
      Team Building Skills
      Technical Skills
    • 21. What Project Managers are Telling Us
      Top Five Major Roadblocks to Project Start-up
      Resource Constraints
      Lack of Information- Incomplete SOW, Unclear objectives,
      Poor Requirements Definition
      Roles and Responsibilities not defined
      Unrealistic Schedules
    • 22. What Project Managers are Telling Us
      Top Five Major Issues affecting project completion
      Scope Creep/ Scope Change
      No defined completion criteria/ acceptance criteria
      Technology-Limited functionality, product instability
      Failure to manage customer expectations
      Poor Project Plan- Poorly defined deliverables
    • 23. THE ESSENTIAL OF PROJECT MANAGEMENT
      Slides at
      http://blog.parallelprojecttraining.com
    • 24. A Project Management Framework
    • 25. Sell the Work

      Customer Needs
      Review T&C
      Liabilities Risk
      and Scope
      4. Profit



    • 26. Capture all the costs
    • 27. Overseas Working
      Benefits
      Risks
      Less saturated market
      Wider range of opportunities
      Supports growth
      Buffers local economic factors
      Develops new skills and capabilities it’s global market
      Customer Risk
      Credit worthiness
      Payment terms
      Trading history
      Country Risk
      Sovereign
      Private
      Natural
      Fashion and Finance
      Foreign Exchange Risk
      H&S
      Corruption Perception Index
    • 28. Plan the Work

      Don’t start without contract cover
      Define the scope (deliverables)
      Agree the timeline
      Agree and manage the risk



    • 29. Agree a Plan of Work
      Scope
      Planning
      Project
      Plan
      Activity Sequencing
      Activity
      Definition
      ScheduleDevelopment
      Risk Analysis
      Duration Estimating
      Work Breakdown Structure
      ResourcePlanning
      CostBudgeting
      £ + £ + £ = ££
      Cost Estimating
    • 30. Risk Assessment: P- I Grid
      VHI
      Set thresholds
      HI
      PROBABILITY
      HIGH
      RISK
      Urgent
      attention
      MED
      Regular
      review
      MEDIUM
      RISK
      LO
      Low
      Risk
      Monitor
      VLO
      VLO
      LO
      MED
      HI
      VHI
      IMPACT
    • 31. Do the Work

      Follow the plan
      Highlight change from the outset
      Control Quality and Acceptance
      Watch the Cash



    • 32. Control the Project
    • 33. Control Changes from the Start
    • 34. Capture acceptance criteria early
      Check quality of products against criteria
      Ensure client reviews are addressed
      Limit the number of client reviews in scope
      Control Quality and Rework
    • 35. Control Cash
    • 36. Learn for the Future

      • Capture the “true” cost
      • 37. Close out the contract
      • 38. Get a client reference
      • 39. Look out for future opportunities



    • 40. 4 Keys to Successful in Project Management
      Refer from : http://projectmanagementonline.blogspot.com/2009/04/four-keys-to-successful-project.html
    • 41. Keys of Successful
      Communicate Effectively
      Organization & Juggle
      Solve Problems & Make Decisions
      Build a Good Team
    • 42. Key 1: Communicate Effectively
      “Communication” is critical to project management and a skill any successful project manager has mastered.
      Important Note: Communication != “talking” or “presenting”
      “Communication” is about…
      transferring knowledge
      sharing ideas
      solving problems
      and providing new or updated information
    • 43. Key 2: Organize & Juggle
      In order to be successful in project management you need to be able to keep track of multiple “things” (projects, people, reports, requirements, specs, etc.).
      To do this you need to be organized, thorough, meticulous, and a pretty good juggler.
    • 44. Key 3: Solve Problems & Make Decisions
      A good PM should be able to keep the big picture in mind.
      while also working on the details and specifics.
      At some point you have to rely on the information presented
      And make a choice to do A, B or C.
      When trying to solve an issue remember to focus on the problem you are trying to solve and your options.
      and hopefully you won’t get too lost in the forest or the trees (big picture vs. small picture).
    • 45. Key 4: Build a Good Team
      We don’t always have a choice in who is on our team, *BUT* we can choose how to manage, develop and get good stuff out of them.
      The time and energy you spend engaging and motivating your team to perform at a high level is worth all the effort.
    • 46. Most Important Key: Team Work
      T : TogetherE : EveryoneA : AchievesM : More
      From : http://gyanvedika.blogspot.com/2011/02/cartoons-on-team-work.html
    • 47. Which Team is Work?
    • 48. Case-Study:
      Offshoring Project Managementin BB
    • 49. Parties in Project
      End-User
      PETRONAS DAGANGAN
      Implementors
      NetInfinium Corporation Sdn Bhd
      Project Management Team
      BB in Bangkok
      Developer/Tester
      BB in VN
    • 50. External Process
      External
      Spec
      PM
      Review
      Requirement
      Feed-back
      PGM
      Schedule
      Tester
      Application
      Update
      Status
      Update
      Status
    • 51. PM
      Internal Process
      Testers
      Leader
      PGM1
      PGM2
    • 52. PM
      Testers
      Leader
      PGM1
      PGM2
      In Fact, We’re..
      MY
      TH
      VN
    • 53. How We’re Working?
      Real-time Communication
      Skype, MSN, etc.
      Offline Communication
      Mail
      Documentation
      URS, Internal design document, Test-Cases, etc.
    • 54. Case-Study:
      How we work on each process?
    • 55. Sample of Project Initiation
      Case study with ARAIA Company
      • ARAIA company is BIG supply Management Consultant in German
      • 56. ARAIA have many brunches around the world for sourcing e.g. Istanbul, India, China, Poland, etc.
      Background
      • The supplier database will be the center-point for any ARAIA sourcing as well as procurement activities.
      Needs?
      Target of the Supplier Database
      • Platform to manage all of the collected supplier data for the past and the future
      • 57. All information in a consolidated, structured and consistent way
      • 58. All information up to date all the time
      • 59. Accessibility from multiple points
      • 60. Purpose: Usability of already collected supplier knowledge through the enablement to search in an efficient way under different characteristics to reduce the effort of sourcing and increase the quality in new projects
    • Sample of Project Initiation
      Case study with ARAIA Company
      • Internet connection in China is NOT good all the times
      • 61. Required supplier input data in RFI document in Excel format and upload to server for reduce input time
      • 62. Multi-Languages is required (e.g. for Korean, Chinese, Japanese, German, etc.)
      • 63. Need to complete within 3 months, and let 1 month for UAT
      Constraint
      Initial Situation
      • Heterogeneous raw data in various file format
      • 64. Lack of common structure and approach
      • 65. No central storage for supplier data
      • 66. De-centralized access to supplier data
    • Sample of Project Initiation
      Case study with ARAIA Company
      Interview the Key Stakeholder
    • 67. Sample of Project Initiation
      Case study with ARAIA Company
      Develop a user friendly application to consolidate and manage the supplier database in consistent way across all ARAIA locations via web with a replicated China node for local access.
      Goal
      Functional Requirements
      Non-Functional Requirements
      • Search (must have)
      • 68. Multiple search methods
      • 69. Search in Attachments
      • 70. Multiple search criteria
      • 71. Multiple search options (e.g. identical or fuzzy search)
      • 72. Storage and Import (must have)
      • 73. Import of existing supplier data through templates in Excel tables (e.g. SFU, RFI)
      • 74. Imports have to be checked for duplicate entries (e. g. compare to MS Outlook address book)
      • 75. Attachments of various file formats
      • 76. Supplier self-service for the maintenance of master data, etc. with an online approval of new supplier data in an admin inbox
      • 77. Export (must have)
      • 78. Export of data to work in an offline-mode(e.g. SFU, eMail lists, print-outs, etc.)
      • 79. Administration (optional extensions)
      • 80. Change History
      • 81. Usage Reports and Statistics
      • 82. Further enhancements (optional extensions)
      • 83. Supplier geo-mapping (planning of QCAs)
      • 84. eRFI, eRFQ
      • 85. Database has to be usable in multiple countries, English as the standard language
      • 86. Global usability in terms of language and interaction has to be insured (e.g. China)
      • 87. Data access has to be controlled by user rights
      • 88. Frequent backup of database content
      • 89. Intuitive look & feel as well as search options
      • 90. Real-time response and interaction through the database interface (online work modus)
      • 91. The database structure and functionalities have to be easy to change and to extend
      • 92. Basic settings should be able to be adjusted by the administrator, complex settings should be able to be adjusted remotely by an technical administrator
      • 93. The database has to be transferable (e.g. to be sold as a product)
      • 94. Security measures have to be taken (e.g. selected IP range)
      • 95. The database has to be reliable and accessibly most of the time
      • 96. The functions should be available with the least technical complexity
      • 97. Changes and updates have to be recorded
    • Sample of Project Initiation
      Case study with ARAIA Company
      Activities
      SearchSupplier
      Reporting/Statistics
      DeleteSupplier
      Login/Overview
      ImportSupplier
      ChangeSupplier
      ExportSupplier
      Login/Overview
      Admin
      User
      CreateSupplier
      DataImport
    • 98. Project Schedule in the Real-World
      Implement HHT for Siam Family Mart Co., Ltd.
      Customer Can’t confirm
      scope on-time
      Short-time development
      Dead-line is never change!
    • 99. Sample of Communication Plan
      Drill-down
      Drill-down
    • 100. Versioning Control
      User
      Requirements
      Version Control
      User
      Requirements
      External/Internal
      Spec
      External/Internal
      Spec
      SVN server
      PM
      FTP
      server
      Version Control
      Delivery Source code
      Hg-server
      (BitBucket.org)
      PGM
    • 101. Sample Test-Cases in Real-World
      Summarize Cases
      Test-Case Detail
    • 102. PM
      V&V Procedure in BB
      Test-Cases
      Test Result
      External/Internal
      Spec
      User
      Requirements
      Testers
      Programmers
      In VN
      Implementors
      in BKK
      User
      Requirements
      External/Internal
      Spec
      Application (Unit)
    • 103. Thank you for your attention!
      siwawong@blueball.co.thwww.blueballgroup.com

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