This document provides an overview of key topics from the textbook "Information Technology Project Management, Seventh Edition". It discusses the systems view of project management and how it applies to IT projects. It explains that stakeholder management and top management commitment are critical for project success. It also describes organizational structures, culture, and trends in IT project management such as agile project management and globalization.
This document provides an overview of the 7th edition of the textbook "Information Technology Project Management". It describes the following key points:
1. The textbook covers overall project integration management frameworks, strategic planning processes, project selection methods, developing project charters and management plans, project execution, monitoring and controlling projects, integrated change control processes, and closing projects.
2. It emphasizes that project managers must coordinate all knowledge areas throughout a project's life cycle to achieve integration.
3. Topics covered in depth include developing project charters and management plans, financial analyses for project selection, monitoring and controlling project work, and managing changes through an integrated change control system.
Information Technology Project Management - part 05Rizwan Khurram
This document provides an overview of scope management for IT projects. It discusses planning scope management, collecting requirements, defining scope, creating a work breakdown structure (WBS), validating scope, and controlling scope. A WBS decomposes project deliverables into smaller components to aid in planning, scheduling, resource allocation, and change management. Maintaining a WBS dictionary with detailed descriptions of each item is important. Scope management aims to formally accept completed project deliverables and control any changes to the agreed-upon scope.
Information Technology Project Management - part 10Rizwan Khurram
The document discusses communications management for IT projects. It covers planning communications, managing communications through various technologies and media, controlling communications, and improving communications. Some key points include developing communication skills, running effective meetings, using templates to standardize communications, and how collaboration technologies can both help and hinder project communications if not used properly. The goal of project communications is to ensure stakeholders receive necessary information throughout the project life cycle.
Chap03 the project management process groupsDhani Ahmad
This document discusses the five project management process groups - initiating, planning, executing, controlling, and closing. It provides an overview of each process group and describes how they relate to one another and the knowledge areas. The document then presents a case study of a company applying these process groups to manage an IT project. Key outputs are discussed for each process group stage, such as a project charter, schedule, and risk list. Templates from the case study example are referenced as well.
Information Technology Project Management - part 02Rizwan Khurram
This document discusses key topics from the textbook "Information Technology Project Management, Seventh Edition" including: the systems view of project management and how it applies to IT projects; understanding organizations and their structures/cultures; the importance of stakeholder management and top management commitment; project phases and life cycles; attributes and diversity of IT projects; and recent trends like globalization, outsourcing, virtual teams, and agile project management.
PMP Lecture 1: Introduction to Project ManagementMohamed Loey
https://mloey.github.io/courses/pmp2017.html
https://www.youtube.com/watch?v=XUoEr6kee6k&list=PLKYmvyjH53q13_6aS4VwgXU0Nb_4sjwuf&index=1&t=2s
We will discuss the following: History of Project Management, Project Management, Program Management, Portfolio Management, Project Management Office, PMBOK, PMI.
Project management IT Project Management Amanda Haddad
This document provides an overview of information technology project management. It defines IT project management as the process of planning, organizing, and assigning responsibility for completing an organization's specific IT goals. These goals can include software development, hardware installation, network upgrades, and other IT services. The document then discusses key aspects of project management including the project life cycle, managing project knowledge areas, and factors that can affect IT project success such as technology advances. It provides details on the five process groups that make up the project management life cycle: initiation, planning, execution, monitoring/controlling, and closing. Finally, it outlines the ten knowledge areas that project managers use to segment different project management actions.
Information Technology Project Management - part 04Rizwan Khurram
This document provides an overview of the 7th edition of the textbook "Information Technology Project Management". It describes the following key points:
1. The textbook covers overall project integration management frameworks, strategic planning processes, project selection methods, developing project charters and management plans, project execution, monitoring and controlling projects, integrated change control processes, and closing projects.
2. It emphasizes that project managers must coordinate all knowledge areas throughout a project's life cycle to achieve integration.
3. Topics include developing project charters to formally initiate projects, creating comprehensive project management plans, and directing and managing project work according to plans.
This document provides an overview of the 7th edition of the textbook "Information Technology Project Management". It describes the following key points:
1. The textbook covers overall project integration management frameworks, strategic planning processes, project selection methods, developing project charters and management plans, project execution, monitoring and controlling projects, integrated change control processes, and closing projects.
2. It emphasizes that project managers must coordinate all knowledge areas throughout a project's life cycle to achieve integration.
3. Topics covered in depth include developing project charters and management plans, financial analyses for project selection, monitoring and controlling project work, and managing changes through an integrated change control system.
Information Technology Project Management - part 05Rizwan Khurram
This document provides an overview of scope management for IT projects. It discusses planning scope management, collecting requirements, defining scope, creating a work breakdown structure (WBS), validating scope, and controlling scope. A WBS decomposes project deliverables into smaller components to aid in planning, scheduling, resource allocation, and change management. Maintaining a WBS dictionary with detailed descriptions of each item is important. Scope management aims to formally accept completed project deliverables and control any changes to the agreed-upon scope.
Information Technology Project Management - part 10Rizwan Khurram
The document discusses communications management for IT projects. It covers planning communications, managing communications through various technologies and media, controlling communications, and improving communications. Some key points include developing communication skills, running effective meetings, using templates to standardize communications, and how collaboration technologies can both help and hinder project communications if not used properly. The goal of project communications is to ensure stakeholders receive necessary information throughout the project life cycle.
Chap03 the project management process groupsDhani Ahmad
This document discusses the five project management process groups - initiating, planning, executing, controlling, and closing. It provides an overview of each process group and describes how they relate to one another and the knowledge areas. The document then presents a case study of a company applying these process groups to manage an IT project. Key outputs are discussed for each process group stage, such as a project charter, schedule, and risk list. Templates from the case study example are referenced as well.
Information Technology Project Management - part 02Rizwan Khurram
This document discusses key topics from the textbook "Information Technology Project Management, Seventh Edition" including: the systems view of project management and how it applies to IT projects; understanding organizations and their structures/cultures; the importance of stakeholder management and top management commitment; project phases and life cycles; attributes and diversity of IT projects; and recent trends like globalization, outsourcing, virtual teams, and agile project management.
PMP Lecture 1: Introduction to Project ManagementMohamed Loey
https://mloey.github.io/courses/pmp2017.html
https://www.youtube.com/watch?v=XUoEr6kee6k&list=PLKYmvyjH53q13_6aS4VwgXU0Nb_4sjwuf&index=1&t=2s
We will discuss the following: History of Project Management, Project Management, Program Management, Portfolio Management, Project Management Office, PMBOK, PMI.
Project management IT Project Management Amanda Haddad
This document provides an overview of information technology project management. It defines IT project management as the process of planning, organizing, and assigning responsibility for completing an organization's specific IT goals. These goals can include software development, hardware installation, network upgrades, and other IT services. The document then discusses key aspects of project management including the project life cycle, managing project knowledge areas, and factors that can affect IT project success such as technology advances. It provides details on the five process groups that make up the project management life cycle: initiation, planning, execution, monitoring/controlling, and closing. Finally, it outlines the ten knowledge areas that project managers use to segment different project management actions.
Information Technology Project Management - part 04Rizwan Khurram
This document provides an overview of the 7th edition of the textbook "Information Technology Project Management". It describes the following key points:
1. The textbook covers overall project integration management frameworks, strategic planning processes, project selection methods, developing project charters and management plans, project execution, monitoring and controlling projects, integrated change control processes, and closing projects.
2. It emphasizes that project managers must coordinate all knowledge areas throughout a project's life cycle to achieve integration.
3. Topics include developing project charters to formally initiate projects, creating comprehensive project management plans, and directing and managing project work according to plans.
The document provides an overview of key components for an effective project charter, including objectives, scope, deliverables, timelines, budgets, resources, risks, and measures of success. An effective charter clearly defines the project goals, how it fits strategically, what work will be done, when it will be completed, who will work on it, potential challenges, and how success will be determined. The charter establishes a shared understanding and provides essential information to ensure project alignment, buy-in, and successful delivery.
The document provides an overview of the role of a project manager. It discusses that a project manager plays a critical leadership role to achieve a project's objectives from initiation through closing. The role of a project manager is compared to that of an orchestra conductor who leads a team and has both management and technical knowledge. A project manager is defined as the person assigned by the organization to lead the team responsible for achieving the project's objectives and has influence within the project team.
The document outlines 20 steps for developing a project management plan. It discusses that the plan sets the rules for implementing, controlling, and monitoring a project. The plan is developed during the planning phase and integrates all the knowledge areas defined by PMI. It may also include the project life cycle, change management plan, configuration management plan, and methods for maintaining the project baseline. The document then presents a process map for developing the project management plan starting from the project charter. It also provides an overview of the 47 processes defined by PMI, grouped by knowledge areas and process groups.
Chapter 3 The Project Management Process Groups A Case Study.pptAhmadTawfigAlRadaide
The document summarizes key aspects of project management process groups and knowledge areas as described in the textbook "Information Technology Project Management, Seventh Edition". It provides an overview of the five process groups - initiating, planning, executing, monitoring and controlling, and closing. It also describes how a case study of a project illustrates the application of the process groups and related outputs. Additionally, it summarizes how a second version of the case study demonstrates differences when using an agile approach like Scrum.
This document outlines the course objectives and units for a Project Management course. The course aims to teach students to plan, manage, and deliver successful software projects throughout the software development lifecycle. The first unit covers evaluating and planning projects, including importance of project management, methodologies, project categorization, setting objectives, risk evaluation, and stepwise project planning. Additional details are provided on project phases, stakeholders, management skills, and challenges with software projects.
A PMO (project or program management office) helps solve project-related issues through centralization, process efficiency, and best practices. The goals of a PMO are to separate high-priority projects from low-priority ones, enable a higher level of project management using best practices, and focus on issues before they become problems. Key PMO components include planning, mentoring, training, tools, processes, and reporting to facilitate improved project performance and a more effective organization.
Information Technology Project Management - part 11Rizwan Khurram
This document discusses project risk management techniques. It covers planning risk management, identifying risks, performing qualitative and quantitative risk analysis, planning risk responses, and controlling risks. Qualitative techniques include probability/impact matrices and top ten risk tracking. Quantitative techniques include decision tree analysis, simulation, and sensitivity analysis. The goal of risk management is to minimize negative risks and maximize opportunities to help improve project success.
The document discusses project communications management. It describes determining communication needs, developing a communications management plan, and managing communications according to the plan. The key processes are planning communications, managing communications, and controlling communications to ensure stakeholder information needs are met. Techniques include communication requirements analysis, using appropriate communication technology and models, and distributing information through various methods and management systems. The overall benefit is enabling efficient and effective communication between project stakeholders.
Information Technology Project Management - part 08Rizwan Khurram
This document provides an overview of key concepts in project quality management for information technology projects. It discusses defining and planning for quality, quality assurance and control processes, quality tools and techniques like the Seven Basic Tools of Quality and Six Sigma. It also covers quality standards, testing, and how quality relates to project success and failures. The document is from the 7th edition of the textbook "Information Technology Project Management".
This document discusses enterprise project management (EPM) and the role of a project management office (PMO). It provides an overview of the EPM model, which includes project, program, and portfolio management supported by organizational structures, people, technology, and processes. It then describes the functions and responsibilities of a PMO in more detail, including how it can help standardize processes, provide resources and training, and act as a central repository. The document also includes sections on project management processes and documents, risk management, and critical success factors for establishing an effective PMO.
Project Management Office Roles Functions And BenefitsMaria Erland, PMP
Created to demonstrate how an organization can improve the delivery of project management services both internally and externally using best practices. A project management office, empowered to govern a project portfolio, including the prioritization process that selects projects for the portfolio, can demonstrate measurable benefits by implementing a project management office using best practices. This presentation explains the roles, functions and benefits of such an office.
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
Ch 9 project monitoring & control updatedFarhana Rehman
Project monitoring and control involves collecting project performance data, comparing actual performance to the plan, and taking corrective actions when needed. Key aspects of project control include planning performance, measuring status, comparing to the baseline to identify variances, and taking corrective actions. Earned value analysis is a technique that compares planned, actual, and earned values to analyze schedule and cost performance. It provides variances, indexes, and estimates that help project managers understand project status and forecast completion.
The document discusses project management offices (PMOs), including their implementation, functions, and sustainability. It provides an overview of key PMO roles and categories. Supportive PMOs assist with tasks while controlling and directive PMOs have more authority. The document outlines factors for PMO success, such as clear expectations and communication. It also discusses how PMOs can evolve to meet changing business needs, from a focus on risk reduction to optimizing project portfolios and benefits realization. Ensuring sustainability requires continuous improvement, governance, and standardization of project management practices.
Information Technology Project Management - part 09Rizwan Khurram
The document discusses human resource management for IT projects. It covers defining project human resource management and its processes. Some key topics include planning human resource management, acquiring and developing project teams, motivation theories, and tools for managing project teams. The document provides an overview of considering people and human resource management as critical factors for project success.
The document discusses various topics related to project management including scope management, time management, cost management, quality management, and other areas. It provides information on objectives and challenges of project selection, justification and charters. Methods and steps are outlined for writing project charters, scope statements, scope management plans, work breakdown structures, schedules and controlling changes.
An Introduction to Benefits Realization ManagementCraig Letavec
This presentation provides a practical overview of benefits realization management with a specific focus on practical steps to begin implementing benefits realization management as a business function.
The three key principles of project management are planning, communication, and risk management. Planning involves defining the project activities, schedule, resources, and dependencies. Communication involves regularly informing all stakeholders about the project. Risk management involves identifying, evaluating, and mitigating potential risks to the project. Regular monitoring and adaptation are also important aspects of effective project management.
Project Time Management - PMBOK 5th Editionpankajsh10
The document discusses project time management and various processes involved. It describes the process of plan schedule management which establishes policies and procedures for planning, developing, managing and controlling the project schedule. It also describes defining activities by identifying specific actions to produce deliverables, sequencing activities by identifying relationships between project tasks, estimating resource requirements for each activity, and estimating activity durations to determine time needed for each task with estimated resources. The key benefit of project time management is timely completion of the project.
The document provides tips for creating a project management plan. It summarizes each of the key sections that should be included in the plan: integration, scope management, schedule management, cost management, quality management, human resource management, communication management, risk management, and procurement management. For each section, it provides high-level descriptions of the types of information that should be included as well as tips for developing each part of the plan.
This document provides an overview of key topics from the 8th edition of the textbook "Information Technology Project Management". It describes the systems view of project management and its application to IT projects. It explains the importance of stakeholder management, top management commitment, and understanding organizational culture and structure for project success. The document also discusses trends in IT project management like agile methods, globalization and outsourcing. Project life cycles, systems development life cycles and different project management methodologies are also summarized.
Describe the systems view of project management and how it applies to information technology (IT) projects
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
The document provides an overview of key components for an effective project charter, including objectives, scope, deliverables, timelines, budgets, resources, risks, and measures of success. An effective charter clearly defines the project goals, how it fits strategically, what work will be done, when it will be completed, who will work on it, potential challenges, and how success will be determined. The charter establishes a shared understanding and provides essential information to ensure project alignment, buy-in, and successful delivery.
The document provides an overview of the role of a project manager. It discusses that a project manager plays a critical leadership role to achieve a project's objectives from initiation through closing. The role of a project manager is compared to that of an orchestra conductor who leads a team and has both management and technical knowledge. A project manager is defined as the person assigned by the organization to lead the team responsible for achieving the project's objectives and has influence within the project team.
The document outlines 20 steps for developing a project management plan. It discusses that the plan sets the rules for implementing, controlling, and monitoring a project. The plan is developed during the planning phase and integrates all the knowledge areas defined by PMI. It may also include the project life cycle, change management plan, configuration management plan, and methods for maintaining the project baseline. The document then presents a process map for developing the project management plan starting from the project charter. It also provides an overview of the 47 processes defined by PMI, grouped by knowledge areas and process groups.
Chapter 3 The Project Management Process Groups A Case Study.pptAhmadTawfigAlRadaide
The document summarizes key aspects of project management process groups and knowledge areas as described in the textbook "Information Technology Project Management, Seventh Edition". It provides an overview of the five process groups - initiating, planning, executing, monitoring and controlling, and closing. It also describes how a case study of a project illustrates the application of the process groups and related outputs. Additionally, it summarizes how a second version of the case study demonstrates differences when using an agile approach like Scrum.
This document outlines the course objectives and units for a Project Management course. The course aims to teach students to plan, manage, and deliver successful software projects throughout the software development lifecycle. The first unit covers evaluating and planning projects, including importance of project management, methodologies, project categorization, setting objectives, risk evaluation, and stepwise project planning. Additional details are provided on project phases, stakeholders, management skills, and challenges with software projects.
A PMO (project or program management office) helps solve project-related issues through centralization, process efficiency, and best practices. The goals of a PMO are to separate high-priority projects from low-priority ones, enable a higher level of project management using best practices, and focus on issues before they become problems. Key PMO components include planning, mentoring, training, tools, processes, and reporting to facilitate improved project performance and a more effective organization.
Information Technology Project Management - part 11Rizwan Khurram
This document discusses project risk management techniques. It covers planning risk management, identifying risks, performing qualitative and quantitative risk analysis, planning risk responses, and controlling risks. Qualitative techniques include probability/impact matrices and top ten risk tracking. Quantitative techniques include decision tree analysis, simulation, and sensitivity analysis. The goal of risk management is to minimize negative risks and maximize opportunities to help improve project success.
The document discusses project communications management. It describes determining communication needs, developing a communications management plan, and managing communications according to the plan. The key processes are planning communications, managing communications, and controlling communications to ensure stakeholder information needs are met. Techniques include communication requirements analysis, using appropriate communication technology and models, and distributing information through various methods and management systems. The overall benefit is enabling efficient and effective communication between project stakeholders.
Information Technology Project Management - part 08Rizwan Khurram
This document provides an overview of key concepts in project quality management for information technology projects. It discusses defining and planning for quality, quality assurance and control processes, quality tools and techniques like the Seven Basic Tools of Quality and Six Sigma. It also covers quality standards, testing, and how quality relates to project success and failures. The document is from the 7th edition of the textbook "Information Technology Project Management".
This document discusses enterprise project management (EPM) and the role of a project management office (PMO). It provides an overview of the EPM model, which includes project, program, and portfolio management supported by organizational structures, people, technology, and processes. It then describes the functions and responsibilities of a PMO in more detail, including how it can help standardize processes, provide resources and training, and act as a central repository. The document also includes sections on project management processes and documents, risk management, and critical success factors for establishing an effective PMO.
Project Management Office Roles Functions And BenefitsMaria Erland, PMP
Created to demonstrate how an organization can improve the delivery of project management services both internally and externally using best practices. A project management office, empowered to govern a project portfolio, including the prioritization process that selects projects for the portfolio, can demonstrate measurable benefits by implementing a project management office using best practices. This presentation explains the roles, functions and benefits of such an office.
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
Ch 9 project monitoring & control updatedFarhana Rehman
Project monitoring and control involves collecting project performance data, comparing actual performance to the plan, and taking corrective actions when needed. Key aspects of project control include planning performance, measuring status, comparing to the baseline to identify variances, and taking corrective actions. Earned value analysis is a technique that compares planned, actual, and earned values to analyze schedule and cost performance. It provides variances, indexes, and estimates that help project managers understand project status and forecast completion.
The document discusses project management offices (PMOs), including their implementation, functions, and sustainability. It provides an overview of key PMO roles and categories. Supportive PMOs assist with tasks while controlling and directive PMOs have more authority. The document outlines factors for PMO success, such as clear expectations and communication. It also discusses how PMOs can evolve to meet changing business needs, from a focus on risk reduction to optimizing project portfolios and benefits realization. Ensuring sustainability requires continuous improvement, governance, and standardization of project management practices.
Information Technology Project Management - part 09Rizwan Khurram
The document discusses human resource management for IT projects. It covers defining project human resource management and its processes. Some key topics include planning human resource management, acquiring and developing project teams, motivation theories, and tools for managing project teams. The document provides an overview of considering people and human resource management as critical factors for project success.
The document discusses various topics related to project management including scope management, time management, cost management, quality management, and other areas. It provides information on objectives and challenges of project selection, justification and charters. Methods and steps are outlined for writing project charters, scope statements, scope management plans, work breakdown structures, schedules and controlling changes.
An Introduction to Benefits Realization ManagementCraig Letavec
This presentation provides a practical overview of benefits realization management with a specific focus on practical steps to begin implementing benefits realization management as a business function.
The three key principles of project management are planning, communication, and risk management. Planning involves defining the project activities, schedule, resources, and dependencies. Communication involves regularly informing all stakeholders about the project. Risk management involves identifying, evaluating, and mitigating potential risks to the project. Regular monitoring and adaptation are also important aspects of effective project management.
Project Time Management - PMBOK 5th Editionpankajsh10
The document discusses project time management and various processes involved. It describes the process of plan schedule management which establishes policies and procedures for planning, developing, managing and controlling the project schedule. It also describes defining activities by identifying specific actions to produce deliverables, sequencing activities by identifying relationships between project tasks, estimating resource requirements for each activity, and estimating activity durations to determine time needed for each task with estimated resources. The key benefit of project time management is timely completion of the project.
The document provides tips for creating a project management plan. It summarizes each of the key sections that should be included in the plan: integration, scope management, schedule management, cost management, quality management, human resource management, communication management, risk management, and procurement management. For each section, it provides high-level descriptions of the types of information that should be included as well as tips for developing each part of the plan.
This document provides an overview of key topics from the 8th edition of the textbook "Information Technology Project Management". It describes the systems view of project management and its application to IT projects. It explains the importance of stakeholder management, top management commitment, and understanding organizational culture and structure for project success. The document also discusses trends in IT project management like agile methods, globalization and outsourcing. Project life cycles, systems development life cycles and different project management methodologies are also summarized.
Describe the systems view of project management and how it applies to information technology (IT) projects
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
The document discusses key aspects of managing IT projects according to a three-sphere model dealing with business, organizational, and technological issues. It notes that projects should address business goals and lists examples of relevant business, organizational, and technological questions. The document also outlines the project life cycle and systems development life cycle, and discusses challenges of globalization, outsourcing, and virtual teams in IT project management.
PROJECT MANAGEMENT AND INFORMATION TECHNOLOGY CONTEXTdonald692236
Many business and IT students grasp the principles of systems and conducting systems analysis. However, they often neglect systems management. Yet, addressing the three dimensions of systems management—business, organization, and technology—can significantly impact the successful selection and management of projects. Project managers must consider various factors when overseeing projects. Just as each project differs, so does its context. This chapter delves into several concepts related to comprehending the project environment, including employing a systems approach, grasping organizational dynamics, engaging stakeholders, aligning product life cycles with the project environment, understanding the context of IT projects, and examining recent trends affecting IT project management.
This document discusses key topics in information technology project management. It explains that stakeholder management and top management commitment are critical for project success. Project managers must identify and manage relationships with stakeholders, including securing support from top executives. The document also covers IT project life cycles and phases, and how recent trends like globalization, outsourcing, and virtual teams introduce new challenges and opportunities for project management.
Information Technology Project Management - part 01Rizwan Khurram
This document provides an overview of the 7th edition of the textbook "Information Technology Project Management". It discusses key topics covered in the textbook such as the history and growth of project management as a profession, the role of the project manager, challenges in IT project management, and best practices for project success. The textbook aims to explain fundamental concepts in project management and discuss their application to information technology projects.
This document provides an overview of the 7th edition of the textbook "Information Technology Project Management". It discusses key topics covered in the textbook such as the history and growth of project management as a profession, the role of the Project Management Institute in establishing standards, and factors that contribute to IT project success or failure. The document also previews several chapters that will cover frameworks for project management, the role of the project manager, and emerging trends in the field.
The document describes the five project management process groups - initiating, planning, executing, monitoring and controlling, and closing. It provides details on each process group, including typical activities, inputs, outputs, and how they relate to the nine knowledge areas. It also discusses how organizations develop their own IT project management methodologies. Finally, it presents a case study of a company applying the process groups to an IT project and illustrates key documents used.
The document provides an overview of key concepts in project management from the textbook "Information Technology Project Management, Seventh Edition". It discusses how project management has evolved from early examples like the Egyptian pyramids to more modern applications. It also notes that many IT projects fail to meet goals and outlines strategies to improve project outcomes through better management. The document summarizes the project management life cycle and roles of project managers, stakeholders, and professional organizations like PMI.
The document provides an introduction to project management, discussing key concepts such as what constitutes a project, examples of IT projects, and an overview of project management frameworks and processes. It notes that the US spends $2.3 trillion annually on projects, and discusses poor historical rates of project success as well as improvements over time. Career opportunities for IT project managers are also briefly covered.
This document provides an overview of project management. It discusses the advantages of formal project management, defines what a project is, and outlines key project attributes such as having a unique purpose and being temporary. It also discusses project constraints like time, scope and cost. The document then covers topics like project stakeholders, knowledge areas, tools and techniques, success factors, and the importance of organizational support and culture for projects.
Project management and information technology contextDhani Ahmad
This chapter discusses the context in which IT projects operate, including:
- A systems view of project management that considers organizational, technological, and business factors.
- Organizational structures like functional, project, and matrix that influence how projects are run.
- The importance of organizational culture and stakeholder management for a project's success.
- The concept of project phases and life cycles, and how development projects differ from product development.
- How standards, governance, and senior management commitment are critical to supporting IT projects.
Explain what a project is, provide examples of IT projects, list various attributes of projects, and describe the triple constraint of project management
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
1. The document discusses the fundamentals of managing information technology projects including defining what a project is, describing the role of a project manager, and outlining the key elements of project management.
2. It notes that the field of project management is growing significantly with over 16 million people regarding it as their profession and billions being spent annually on projects globally.
3. The success rate of IT projects has improved in recent decades but still needs work, with better tools and processes as well as experienced project managers helping to increase successful project outcomes.
This document provides an overview of IT project management. It describes the scope of project management and defines it as applying knowledge, skills, tools, and techniques to project activities to meet requirements. It discusses why IT projects often fail, citing factors like changing technology and markets. The document also outlines the project life cycle, systems development life cycle, PMBOK knowledge areas and process groups, and trends in software project management like agile methods.
This document provides an overview of software project management. It discusses key topics like the project life cycle, stakeholders, tools and techniques, and challenges of software projects. Several studies found that 31-53% of IT projects were cancelled or over budget. Effective project managers balance scope, time and costs, use proven techniques, and have both technical and soft skills. Projects require defining goals, planning, execution, closure and evaluation to deliver value.
This document provides an introduction to project management concepts. It defines what a project is, discusses key elements of project management including stakeholders, knowledge areas, tools and techniques. It describes the roles of project, program and portfolio management. The document also outlines important skills for project managers in IT and discusses the growing project management profession.
IT projects often fail to meet goals for scope, time and cost. A 1995 study found that only 16.2% of projects met all goals, while over 31% were cancelled. More recent studies show improvements, with the number of successful projects doubling to 35% and cancelled projects decreasing. This is due to factors like better tools, more skilled project managers using improved processes, and projects with smaller scopes. Project success requires meeting scope, time and cost goals, satisfying stakeholders, and achieving intended benefits.
Similar to Chapter 2 The Project Management and Information Technology Context.ppt (20)
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HijackLoader Evolution: Interactive Process HollowingDonato Onofri
CrowdStrike researchers have identified a HijackLoader (aka IDAT Loader) sample that employs sophisticated evasion techniques to enhance the complexity of the threat. HijackLoader, an increasingly popular tool among adversaries for deploying additional payloads and tooling, continues to evolve as its developers experiment and enhance its capabilities.
In their analysis of a recent HijackLoader sample, CrowdStrike researchers discovered new techniques designed to increase the defense evasion capabilities of the loader. The malware developer used a standard process hollowing technique coupled with an additional trigger that was activated by the parent process writing to a pipe. This new approach, called "Interactive Process Hollowing", has the potential to make defense evasion stealthier.
2. Copyright 2014
Describe the systems view of project management
and how it applies to information technology (IT)
projects
Understand organizations, including the four frames,
organizational structures, and organizational culture
Explain why stakeholder management and top
management commitment are critical for a project’s
success
2
Information Technology Project
Management, Seventh Edition
3. Copyright 2014
Understand the concept of a project phase and
the project life cycle, and distinguish between
project development and product development
Discuss the unique attributes and diverse nature
of IT projects
Describe recent trends affecting IT project
management, including globalization, outsourcing,
virtual teams, and agile project management
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Management, Seventh Edition 3
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Projects must operate in a broad organizational
environment
Project managers need to use systems thinking:
◦ taking a holistic view of carrying out projects within the
context of the organization
Senior managers must make sure projects
continue to support current business needs
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Management, Seventh Edition 4
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A systems approach emerged in the 1950s to
describe a more analytical approach to
management and problem solving
Three parts include:
◦ Systems philosophy: an overall model for thinking about
things as systems
◦ Systems analysis: problem-solving approach
◦ Systems management: address business, technological,
and organizational issues before making changes to
systems
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Management, Seventh Edition 5
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Management, Seventh Edition 8
• In a paper titled “A Study in Project Failure,” two
researchers examined the success and failure of 214 IT
projects over an eight-year period in several European
countries.
• The researchers found that only one in eight (12.5 percent)
were considered successful in terms of meeting scope,
time, and cost goals.
• The authors said that the culture within many organizations
is often to blame
• Among other things, people often do not discuss important
leadership, stakeholder, and risk management issues
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3 basic organization structures
◦ Functional: functional managers report to the
CEO
◦ Project: program managers report to the CEO
◦ Matrix: middle ground between functional and
project structures; personnel often report to
two or more bosses; structure can be weak,
balanced, or strong matrix
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Organizational culture is a set of shared
assumptions, values, and behaviors that
characterize the functioning of an organization
Many experts believe the underlying causes of
many companies’ problems are not the structure
or staff, but the culture
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Member identity*
Group emphasis*
People focus
Unit integration*
Control
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Management, Seventh Edition 13
Risk tolerance*
Reward criteria*
Conflict tolerance*
Means-ends
orientation
Open-systems focus*
*Project work is most successful in an organizational
culture where these items are strong/high and other
items are balanced.
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Project managers must take time to identify,
understand, and manage relationships with all
project stakeholders
Using the four frames of organizations can help
meet stakeholder needs and expectations
Senior executives/top management are very
important stakeholders
See Chapter 13, Project Stakeholder
Management, for more information
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Management, Seventh Edition 14
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The media have often reported on mismanaged IT
projects. A classic example and popular case
study is the baggage handling system at Denver
International Airport (DIA).
The system was supposed to reduce flight delays,
shorten waiting times at luggage carousels, and
save money, but instead it caused huge problems.
One important reason for this famous project
disaster was the failure to recognize the project’s
complexity.
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People in top management positions are key
stakeholders in projects
A very important factor in helping project managers
successfully lead projects is the level of commitment
and support they receive from top management
Without top management commitment, many projects
will fail.
Some projects have a senior manager called a
champion who acts as a key proponent for a project.
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Management, Seventh Edition 16
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Providing adequate resources
Approving unique project needs in a timely
manner
Getting cooperation from other parts of the
organization
Mentoring and coaching on leadership issues
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Management, Seventh Edition 17
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IT governance addresses the authority and
control for key IT activities in organizations,
including IT infrastructure, IT use, and project
management
A lack of IT governance can be dangerous, as
evidenced by three well-publicized IT project
failures in Australia (Sydney Water’s customer
relationship management system, the Royal
Melbourne Institute of Technology’s academic
management system, and One.Tel’s billing
system)
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Management, Seventh Edition 18
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If the organization has a negative attitude toward
IT, it will be difficult for an IT project to succeed
Having a Chief Information Officer (CIO) at a high
level in the organization helps IT projects
Assigning non-IT people to IT projects also
encourage more commitment
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Standards and guidelines help project managers
be more effective
Senior management can encourage
◦ the use of standard forms and software for project
management
◦ the development and use of guidelines for writing project
plans or providing status information
◦ the creation of a project management office or center of
excellence
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A project life cycle is a collection of project
phases that defines
◦ what work will be performed in each phase
◦ what deliverables will be produced and when
◦ who is involved in each phase, and
◦ how management will control and approve work
produced in each phase
A deliverable is a product or service produced or
provided as part of a project
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In early phases of a project life cycle
◦ resource needs are usually lowest
◦ the level of uncertainty (risk) is highest
◦ project stakeholders have the greatest opportunity to
influence the project
In middle phases of a project life cycle
◦ the certainty of completing a project improves
◦ more resources are needed
The final phase of a project life cycle focuses on
◦ ensuring that project requirements were met
◦ the sponsor approves completion of the project
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Products also have life cycles
The Systems Development Life Cycle (SDLC) is
a framework for describing the phases involved in
developing and maintaining information systems
Systems development projects can follow
◦ Predictive life cycle: the scope of the project can be
clearly articulated and the schedule and cost can be
predicted
◦ Adaptive Software Development (ASD) life cycle:
requirements cannot be clearly expressed, projects are
mission driven and component based, using time-based
cycles to meet target dates
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Waterfall model: has well-defined, linear stages of
systems development and support
Spiral model: shows that software is developed
using an iterative or spiral approach rather than a
linear approach
Incremental build model: provides for progressive
development of operational software
Prototyping model: used for developing prototypes
to clarify user requirements
Rapid Application Development (RAD) model:
used to produce systems quickly without
sacrificing quality
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Agile software development has become popular
to describe new approaches that focus on close
collaboration between programming teams and
business experts
See the last section of this chapter and Chapter 3
for more information on agile
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A project should successfully pass through each of
the project phases in order to continue on to the
next
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
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"The real improvement that I saw was in our ability toin the words
of Thomas Edisonknow when to stop beating a dead
horse.…Edison's key to success was that he failed fairly often; but as
he said, he could recognize a dead horse before it started to
smell...In information technology we ride dead horsesfailing
projectsa long time before we give up. But what we are seeing
now is that we are able to get off them; able to reduce cost overrun
and time overrun. That's where the major impact came on the
success rate.”*
Many organizations, like Huntington Bancshares, Inc., use an
executive steering committee to help keep projects on track.
*Cabanis, Jeannette, "'A Major Impact': The Standish Group's Jim Johnson On
Project Management and IT Project Success," PM Network, PMI, Sep.1998, p. 7
30. Copyright 2014
IT projects can be very diverse in terms of size,
complexity, products produced, application area,
and resource requirements
IT project team members often have diverse
backgrounds and skill sets
IT projects use diverse technologies that change
rapidly. Even within one technology area, people
must be highly specialized
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Globalization
Outsourcing: Outsourcing is when an
organization acquires goods and/or sources from
an outside source. Offshoring is sometimes
used to describe outsourcing from another
country
Virtual teams: A virtual team is a group of
individuals who work across time and space
using communication technologies
Agile project management
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Issues
◦ Communications
◦ Trust
◦ Common work practices
◦ Tools
Suggestions
◦ Employ greater project discipline
◦ Think global but act local
◦ Keep project momentum going
◦ Use newer tools and technology
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Organizations remain competitive by using
outsourcing to their advantage, such as finding
ways to reduce costs
Their next challenge is to make strategic IT
investments with outsourcing by improving their
enterprise architecture to ensure that IT
infrastructure and business processes are
integrated and standardized (See Suggested
Readings)
Project managers should become more familiar with
negotiating contracts and other outsourcing issues
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Outsourcing also has disadvantages. For example,
Apple benefits from manufacturing products in China,
but it had big problems there after its iPhone 4S launch
in January 2012 caused fighting between migrant
workers who were hired by scalpers to stand in line to
buy the phones.
When Apple said it would not open its store in Beijing,
riots resulted and people attacked security guards. The
Beijing Apple Store has had problems before. In May
2011, four people were injured when a crowd waiting to
buy the iPad 2 turned ugly.
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Increasing competiveness and responsiveness
by having a team of workers available 24/7
Lowering costs because many virtual workers
do not require office space or support beyond
their home offices.
Providing more expertise and flexibility by
having team members from across the globe
working any time of day or night
Increasing the work/life balance for team
members by eliminating fixed office hours and
the need to travel to work.
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Isolating team members
Increasing the potential for communications
problems
Reducing the ability for team members to network
and transfer information informally
Increasing the dependence on technology to
accomplish work
See text for a list of factors that help virtual teams
succeed, including team processes,
trust/relationships, leadership style, and team
member selection
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Agile means being able to move quickly and easily, but
some people feel that project management, as they have
seen it used, does not allow people to work quickly or
easily.
Early software development projects often used a
waterfall approach, as defined earlier in this chapter. As
technology and businesses became more complex, the
approach was often difficult to use because
requirements were unknown or continuously changing.
Agile today means using a method based on iterative
and incremental development, in which requirements
and solutions evolve through collaboration.
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Many seasoned experts in project management warn
people not to fall for the hype associated with Agile.
For example, J. Leroy Ward, Executive Vice President
at ESI International, said that “Agile will be seen for
what it is … and isn’t….Project management
organizations embracing Agile software and product
development approaches will continue to grow while
being faced with the challenge of demonstrating ROI
through Agile adoption.”*
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*J. Leroy Ward, “The Top Ten Project Management Trends for 2011,” projecttimes.com
(January 24, 2011).
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In February 2001, a group of 17 people that called
itself the Agile Alliance developed and agreed on the
Manifesto for Agile Software Development, as follows:
“We are uncovering better ways of developing
software by doing it and helping others do it. Through
this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan”*
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*Agile Manifesto, www.agilemanifesto.org.
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According to the Scrum Alliance, Scrum is the
leading agile development method for completing
projects with a complex, innovative scope of work.
The term was coined in 1986 in a Harvard
Business Review study that compared high-
performing, cross-functional teams to the scrum
formation used by rugby teams.
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The PMBOK® Guide describes best practices for what
should be done to manage projects.
Agile is a methodology that describes how to manage
projects.
The Project Management Institute (PMI) recognized the
increased interest in Agile, and introduced a new
certification in 2011 called Agile Certified Practitioner
(ACP).
Seasoned project managers understand that they have
always had the option of customizing how they run
projects, but that project management is not easy, even
when using Agile.
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Project managers need to take a systems approach
when working on projects
Organizations have four different frames: structural,
human resources, political, and symbolic
The structure and culture of an organization have
strong implications for project managers
Projects should successfully pass through each phase
of the project life cycle
Project managers need to consider several factors due
to the unique context of information technology
projects
Recent trends affecting IT project management include
globalization, outsourcing, virtual teams, and Agile
Information Technology Project
Management, Seventh Edition 43