It Project Management


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It Project Management

  1. 1. Information Technology Project Management TJ Rains, PMP Associate CIO, Enterprise Systems Emporia State University [email_address]
  2. 2. Agenda <ul><ul><li>Introduction </li></ul></ul><ul><ul><ul><li>Associate CIO, Enterprise Systems </li></ul></ul></ul><ul><ul><ul><li>ERP Project Manager </li></ul></ul></ul><ul><ul><ul><li>Project Management Professional (PMP) Certified </li></ul></ul></ul><ul><ul><li>What is a project? </li></ul></ul><ul><ul><li>Why do projects succeed? </li></ul></ul><ul><ul><li>Why do projects fail? </li></ul></ul><ul><ul><li>Project Management Lifecycle (In a nutshell) </li></ul></ul><ul><ul><li>Q/A </li></ul></ul>
  3. 3. What is a project? <ul><ul><li>A temporary endeavor undertaken to create a unique product or service. </li></ul></ul><ul><ul><li>Features </li></ul></ul><ul><ul><ul><li>Definable purpose with established goals </li></ul></ul></ul><ul><ul><ul><li>Cost, time and performance requirements </li></ul></ul></ul><ul><ul><ul><li>Multiple resources across organizational lines </li></ul></ul></ul><ul><ul><ul><li>Element of risk </li></ul></ul></ul><ul><ul><ul><li>Temporary activity </li></ul></ul></ul><ul><ul><ul><li>Managed phases/ project life cycle </li></ul></ul></ul>
  4. 4. Why do projects succeed? ENVIRONMENTAL FACTORS Politics, Community, Environment FINANCING & ECONOMICS c/b analysis Consistent Budget IMPLEMENTATION best practices such as top management support, user involvement, adequate resources, effective teams, quality assurance PROJECT DEFINITION Requirements known Technology Proven STAKEHOLDER EXPECTATIONS/ ATTITUDES Project Success
  5. 5. Why do projects fail? <ul><ul><li>#1 – SCOPE CREEP!! </li></ul></ul><ul><ul><li>Insufficient planning </li></ul></ul><ul><ul><li>No risk or issues management </li></ul></ul><ul><ul><li>Poor communication </li></ul></ul><ul><ul><li>Lack of commitment and responsibility by stakeholders </li></ul></ul>
  6. 6. The Triple Constraint Scope Schedule Budget Quality One side of the triangle cannot be changed without impacting the others
  7. 7. Project Phases and Lifecycle <ul><ul><li>A project life cycle is a collection of project phases that defines: </li></ul></ul><ul><ul><ul><li>What work will be performed in each phase. </li></ul></ul></ul><ul><ul><ul><li>What deliverables will be produced and when. </li></ul></ul></ul><ul><ul><ul><li>Who is involved in each phase. </li></ul></ul></ul><ul><ul><ul><li>How management will control and approve work produced in each phase. </li></ul></ul></ul><ul><ul><li>A deliverable is a product or service produced or provided as part of a project. </li></ul></ul>
  8. 8. Phases of the Traditional Project Life Cycle
  9. 9. Project Phases and Management Reviews <ul><ul><li>A project should successfully pass through each of the project phases in order to continue on to the next. </li></ul></ul><ul><ul><li>Management reviews, also called phase exits or kill points , should occur after each phase to evaluate the project’s progress, likely success, and continued compatibility with organizational goals. </li></ul></ul>
  10. 10. Project Management Processes <ul><ul><li>A process is a series of actions directed toward a particular result. </li></ul></ul><ul><ul><li>Project management can be viewed as a number of interlinked processes. </li></ul></ul><ul><ul><li>The project management process groups/phases include: </li></ul></ul><ul><ul><ul><li>Initiating </li></ul></ul></ul><ul><ul><ul><li>Planning </li></ul></ul></ul><ul><ul><ul><li>Executing </li></ul></ul></ul><ul><ul><ul><li>Monitoring and controlling </li></ul></ul></ul><ul><ul><ul><li>Closing </li></ul></ul></ul>
  11. 11. Project Initiation/Concept <ul><ul><li>Business case </li></ul></ul><ul><ul><li>Charter </li></ul></ul><ul><ul><li>Every organization has its own variations of what documents are required to initiate a project. It’s important to identify the project need, stakeholders, and main goals. </li></ul></ul>
  12. 12. Planning <ul><ul><li>The main purpose of project planning is to guide execution . </li></ul></ul><ul><ul><li>Every knowledge area includes planning information </li></ul></ul><ul><ul><li>Key outputs include: </li></ul></ul><ul><ul><ul><li>A team contract. </li></ul></ul></ul><ul><ul><ul><li>A scope statement. </li></ul></ul></ul><ul><ul><ul><li>A work breakdown structure (WBS). </li></ul></ul></ul><ul><ul><ul><li>A project schedule, in the form of a Gantt chart with all dependencies and resources entered. </li></ul></ul></ul><ul><ul><ul><li>A list of prioritized risks (part of a risk register). </li></ul></ul></ul>
  13. 13. Work Breakdown Structure / Schedule Example
  14. 14. Executing <ul><ul><li>Project execution usually takes the most time and resources. </li></ul></ul><ul><ul><li>Project managers must use their leadership skills to handle the many challenges that occur during project execution. </li></ul></ul><ul><ul><li>Many project sponsors and customers focus on deliverables related to providing the products, services, or results desired from the project. </li></ul></ul><ul><ul><li>A milestone report can keep the focus on completing major milestones. </li></ul></ul>
  15. 15. Monitoring and Controlling <ul><ul><li>Involves measuring progress toward project objectives, monitoring deviation from the plan, and taking corrective action to match progress with the plan. </li></ul></ul><ul><ul><li>Affects all other process groups and occurs during all phases of the project life cycle. </li></ul></ul><ul><ul><li>Outputs include performance reports, requested changes, and updates to various plans. </li></ul></ul>
  16. 16. Closing <ul><ul><li>Involves gaining stakeholder and customer acceptance of the final products and services. </li></ul></ul><ul><ul><li>Even if projects are not completed, they should be formally closed in order to reflect on what can be learned to improve future projects. </li></ul></ul><ul><ul><li>Outputs include project archives and lessons learned, which are part of organizational process assets. </li></ul></ul><ul><ul><li>Most projects also include a final report and presentation to the sponsor or senior management. </li></ul></ul>
  17. 17. Level of Activity and Overlap of Process Groups/Phases Over Time
  18. 18. For More Information <ul><li>Project Management Institute </li></ul><ul><ul><li> </li></ul></ul><ul><li>International Standards Organization </li></ul><ul><ul><li> </li></ul></ul><ul><li> </li></ul><ul><li> </li></ul>
  19. 19. Questions <ul><ul><li>  Do you use software to track projects? If so, which one? </li></ul></ul><ul><ul><li>    How often do you hold full staff meetings to review all projects? </li></ul></ul><ul><ul><li>    How do you track 'stakeholders' attached to the project? </li></ul></ul><ul><ul><li>    How do project team members update the project or project manager? </li></ul></ul><ul><ul><li>  How does the project manager celebrate the completion of a project? </li></ul></ul><ul><ul><li>How is resource usage across projects communicated to decision makers? </li></ul></ul><ul><ul><li>    How are project statistics communicated to stakeholders, project team members, and other interested parties? </li></ul></ul><ul><ul><li>   What strategies have they found successful in engaging stakeholders in the process? </li></ul></ul>