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MELJUN CORTES SAD Project Management

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MELJUN CORTES SAD Project Management

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MELJUN CORTES SAD Project Management

  1. 1. SYSTEM ANALYSIS & DESIGN The Concepts & Methodologies of IT Project ManagementMELJUN CORTES November 2012
  2. 2. Outline• 1. History of Project Management.• 2. What is Project Management?• 3. What is IT PM• 4. PMI National and Global Issues 5. A Guide To Selecting PM Approaches• 6. Basic Features of PMP Software• 6. Requirement Gathering• 7. Process Modeling• 10. Lab & Discussion
  3. 3. History of Project Management• As a discipline project management developed from different fields of application including construction, engineering, telecommunications, and defense.• The 1950s marked the beginning of the modern project management era. Prior to the 1950s, projects were managed on an ad-hoc basis using mostly Gantt charts, or with informal techniques and tools.
  4. 4. What is Project Management?Project management is the application ofKnowledge, skills, tools and techniques toproject activities to meet projectrequirements. PM is accomplished throughthe application and integration of the Pmprocess of initiating, planning, executing,monitoring and controlling, and closing,
  5. 5. Factors of Project Management?Managing the project includes: identifying requirement Establishing clear and achievable objectives Balancing the competing demands for quality, scope, time and cost Adapting the specifications, plans, and approach to the difference concerns and expectation of the various stakeholders.
  6. 6. Role and Purpose of Project ManagerThe project manager is the personresponsible for accomplishing the projectobjectives.Project managers often talk of the a "tripleconstraint", project scope, time and cost- inmanaging competing project requirements.Whilst the 1980s were about quality andthe 1990s were all about globalization, the2000s are about velocity.
  7. 7. IT PM and IT Project Manager• IT project management is a sub-discipline of project management in which information technology projects are planned, monitored and controlled.• IT Project Manager-Depending on the structure of your organization, the project manager is most likely the person who interacts with the broadest range of stakeholders. Sure the managing director will intermingle with project managers, business development, the client at early stages. But PM will interact with all these people and more; the technical staff, programmers and graphic designers.
  8. 8. Project Management Timeline
  9. 9. PMI National and Global Issues.National Issue- PMI Philippines1st National Symposium on Project Management-Nov 9-10, 2012, SMX Convention Center.http://www.pmi.org.ph/Global Issue on IT PMPCyber Crime/Cyber Terrorism, Increase budget onCyber defense, can IT PMP resolve cyber issuesand threat to Global security as result oftechnology and social media usage.
  10. 10. PMI Common Body of KnowledgeProject Management Institute Software Engineering Institute International Institute of Business Analysis
  11. 11. AS REGARDS PROJECT MANAGEMENT
  12. 12. A Guide To Selecting PM MethodologyIntroductionMethodologies like Waterfall, Agile, Spiralare basic, have all become key tools forsoftware developers and project managersin aiding them deliver projects on time, onbudget while meeting customer’srequirements.With so many methodologies, how does aproject manager know which methodologyis the right one to produce satisfactoryresults.
  13. 13. WATERFALL PMP METHODOLOGYWaterfall project management uses a traditionalapproach towards managing projects. As the termsuggests, the phases in a waterfall model flows logicallyfrom top to bottom, like a waterfall. Use Waterfall when: the project is simple the project is complicated, but you have the expertise to deliver it it is all you know and you have no support for change the upfront investment is not risky to make you focus your performance measures on delivery date and budget
  14. 14. Agile PMP METHODOLOGY Agile PMP methodologies generally promote a project management process that encourages stakeholder involvement, feedback, objective metrics and effective controls. The main benefit of agile project management is its ability to respond to issues as they arise throughout the course of the project. Making a necessary change to a project at the right time can save resources and, ultimately, help deliver a successful project on time and within budget.Environments experiencing rapidchangeUnclear/emerging requirementsHigh Priority / Revenue-ProducingProjectsProject Remediation/Rescue
  15. 15. Spiral PMP METHODOLOGYSpiral project management (SPM) is kind ofhalf way house between the waterfall andagile methodologies. It uses successiveiterations during the design phase but thenswitches to a water fall approach for thedevelopment phase.When Project SDLC focuses- Risk reduction or- risk mitigationSpiral Approach is the best
  16. 16. Relationship of PM methodology to SDLC
  17. 17. Relationship of PM methodology to SDLCAs illustrated above, the development lifecycle, occurs within the Project Executionportion of the Project. The ProjectManagement and associated activities areindependent of the specific developmentmethodology. SDLC is not specific to anymodel(waterfall, spiral or agile)is a genericmethodology for PM that projects various DLC
  18. 18. Basic features of PMP softwareType Software Must BeA Collaborative softwareB Issue Tracking SystemC SchedulingD Project Portfolio ManagementE Resource ManagementF Document ManagementG1 Workflow systemG2 UML base (optional)H Reports/Analyses For ExampleSoftwareMs Project C, E, HMicrosoft Office Project Server A,B,C,D,E,F,G1 H
  19. 19. Requirement GatheringProject information management is a series ofactivities for gathering, analyzing, tracking andutilizing data on projects. These activities arealso called steps that are consistently taken toprovide project participants and stakeholderswith all necessary information on their project.When managing project information, managersneed to do almost an interruptible task ofgathering and distributing information on theactivities and processes. This task turns aroundcollecting project data that describes status,assignments and performance.
  20. 20. Requirement Gathering4 Methods1. Team MeetingsThe first and foremost method for gathering andmanaging project information refers toorganizing team meetings. By conductingconsistent weekly internal meetings with yourproject team, you are likely to not only sharecurrent project status with the team and keepthem aware of the short-term changes inschedules and project budget, but also toreceive up-to-date progress information onindividual assignments of each team member.
  21. 21. Requirement Gathering4 Methods2. Customer MeetingsBy conducting weekly formal status meetingswith the customer, you can provide thecustomer with necessary information as well asreceive useful project information from thecustomer.At the end of such meetings, a projectinformation document is to be produced torecord disseminated and gathered data as wellas to update the status report and review all thechanges accepted for verification.
  22. 22. Requirement Gathering3. TemplatesAmong a variety of the most reliablemethods for project informationmanagement and gathering, providing yourproject’s participants with fill-in-the-blanktemplates and samples is the simplest one.The method assumes that all you need is,properly design templates and forms andthen share these documents among yourteam members.
  23. 23. Requirement Gathering4. Special DiscussionsSometimes keeping records on projects isinsufficient for effective projectmanagement. Special discussions in theform of interviewing and face-to-facemeetings allow making your project moresustainable.Special discussions within the informationmanagement process will help you buildeffective communications between projectparticipants.
  24. 24. Requirement GatheringOptional5. Software and Systems SupportAt times, project control documentation may beeffectively managed through the use of pencil andpaper. Others may make use of sophisticated,company-wide systems. The tools vary but it depends: Project complexity Project size Organizational expectations Organizational support (i.e., what the organization provides for you)SummaryThe four methods make project more sustainablethrough collecting and disseminating necessaryinformation to the team, executives and stakeholders.
  25. 25. Process ModelingA model is some form of representationdesigned to aid in visualizing a thing that cannotbe observed directly, either because it has notyet been constructed or because it is abstract.There are various kinds of modeling so we mustfirst be clear on what we mean in this instance.First and foremost is the mental model – theimage that forms in peoples minds when asubject is discussed.Two kinds of Modeling Techniques: Traditional modeling Unified Modeling or Unified Modeling Language
  26. 26. Process Modeling
  27. 27. Lab & DiscussionPM Tools-Microsoft Project 2010Process Modeling Tools-UML( any uml tool)

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