Assignment 3

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Assignment 3

  1. 1. ITC493 Information Technology Project Management Assignment 3 Brad Nicholson
  2. 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. 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. 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. 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. 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. 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. 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. 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

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