2. Overview – Interview with an
IT Project Manager
IT Project Manager - Amanda, with the organisation for approximately 2
years and 6 years experience as a project manager
Small State Government agency in NSW.
Major focus of the Organisation is on managing data registries, providing
accurate trends, outcomes and risk factors.
3. Overall Responsibilities
Responsibilities:
Project Planning
Project Execution
Project Reporting
Tenders Processes
Stakeholder Management
“A Stakeholder management strategy as an approach to help increase the support of
stakeholders throughout the project” (Schwalbe, 2011, p93)
4. Day to Day Tasks
Project meetings
Referring to and updating the Project plan
Day to day team/staff interaction e.g. responding to queries
Email management
Reporting
Matrix Organistional Structure “personnel often report to both a functional
manager and one or more project managers” (Schwalbe, 2011, p 50)
5. Project Management Tools
Microsoft Project – Gantt Chart
“a standard format for displaying project schedule information by listing project
activities and their corresponding start and finish times” (Schwalbe, 2011, p 27)
Stakeholder Register
Risk Register
6. Project Management Methodology
PRINCE 2 - A Structured Project Management Methodology
A controlled and organised start, middle and end
Regular reviews of progress against plan and against the Business Case flexible
decision points
Automatic management control of any deviations from the plan
The involvement of management and stakeholders at the right time and place
during the project
Good communication channels between the project, project management, and
the rest of the organisation.
7. Successful IT Project Management
McGannon, B. (2011) lists tasks that separate great Project Manager’s from average Project Managers :
Proposing unpopular options/opinions
Standing up to senior management
Crafting compelling arguments/justifications to garner business support
“Bending” rules and processes when appropriate
Applying non-traditional techniques to create “unexpected” impressions as a means to change stakeholder
perceptions
Using communication and influence skills to protect the organization from itself!
8. Conclusion
Systems Approach – “holistic and analytical approach to solving complex
problems that includes using a systems philosophy, systems analysis, and
systems management” (Schwalbe, 2011, p45)
9. References
McGannon, B. (2011). Intelligent Disobedience : The Difference between
Good and Great Project Managers. Retrieved from
http://mindavation.com.au/whats-new/articles/intelligent-disobedience-
the-difference-between-good-and-great-project-managers.
Schwalbe, K. (2011). Information Technology Project Management. United
States of America. Cengage Learning
Stakeholder Management Strategy (n.d). Retrieved from
http://www.projectmanagementdocs.com/project-initiation-
templates/stakeholder-management-strategy.html
