The document discusses key aspects of human resource management for IT projects. It covers defining project human resource management and its processes like organizational planning, staff acquisition, and team development. It also summarizes theories of motivation from Maslow, Herzberg, McClelland, and McGregor as well as concepts for influencing workers and improving effectiveness from other researchers. Specific topics discussed include creating organizational charts, responsibility matrices, resource histograms, and the importance of staffing plans and incentives for recruitment and retention.
This document discusses key aspects of project human resource management. It covers organizing the project team with charts and matrices, acquiring staff, developing the team, and managing resources. Motivation theories, influencing workers, and improving effectiveness are also addressed. Software can assist with tasks like resource analysis, but project managers must focus on people skills like communication, motivation, and enabling team members.
This document discusses project human resource management. It covers:
1. The importance of human resource management for project success, especially IT projects, and defines project human resource management.
2. Keys to managing people, including motivation theories from Maslow, Herzberg, McClelland, and McGregor, and ways to influence workers based on research from Thamhain and Wilemon.
3. Organizational planning processes like creating organizational charts, responsibility assignment matrices, and resource histograms to assign roles and resources.
1. Human resource management is important for the success of organizations and projects. There is still a shortage of IT workers despite the economic downturn in 2001. Long work hours and stereotypes negatively impact recruiting for IT jobs.
2. Project human resource management involves processes for effectively using people on a project, including organizational planning, staff acquisition, and team development. Motivation theories by Maslow, Herzberg, and McGregor provide insights for managing people.
3. Influencing others, developing relationships, and improving effectiveness are important skills for project managers. Techniques include empathic listening, establishing rapport, applying Covey's 7 Habits, and focusing on project objectives rather than blame.
The document discusses the context of project management in information technology. It describes a systems view of project management that takes a holistic view of carrying out projects within the organizational context. It also discusses organizational structures like functional, project, and matrix structures and how they influence projects. Finally, it explains the importance of stakeholder management, top management commitment, project phases and life cycles in IT project management.
This chapter introduces project management concepts. It defines a project as a temporary endeavor to create a unique product or service. IT projects are discussed and examples are provided. Project management is defined as applying knowledge, skills, and techniques to meet project requirements. The triple constraint of scope, time, and cost that projects face is explained. An overview of the project management framework is given, including knowledge areas and tools. The chapter also covers the history and growth of the project management profession.
Chap01 introduction to project managementDhani Ahmad
This chapter introduces project management concepts. It defines a project, discusses the triple constraint of scope, time and cost, and describes the nine knowledge areas and processes of project management. It provides examples of IT projects and discusses how project management has evolved as a profession, including the growth of PMI certification and project management software tools. Overall it serves to motivate the study of IT project management and provide foundational concepts.
This document discusses the key processes involved in project management. It begins by explaining the importance of understanding stakeholders and their various needs and perspectives. It then discusses factors that help projects succeed, with executive support and user involvement being the most important. The document outlines the typical project management processes of initiation, planning, execution, control, and closure. It emphasizes the need for leadership, communication skills, and managing resources effectively. Developing an internal methodology tailored to an organization's specific needs is also recommended.
This chapter introduces project scope management. It discusses the importance of scope management for project success and outlines the key processes involved - strategic planning, scope planning, and scope definition. Strategic planning involves selecting the right projects using techniques like net present value analysis. Scope planning develops a scope statement to define what is and isn't included in a project. Scope definition then creates a work breakdown structure and dictionary to define the work in detail. The chapter emphasizes that thorough scope management is essential for managing project expectations and performance.
This document discusses key aspects of project human resource management. It covers organizing the project team with charts and matrices, acquiring staff, developing the team, and managing resources. Motivation theories, influencing workers, and improving effectiveness are also addressed. Software can assist with tasks like resource analysis, but project managers must focus on people skills like communication, motivation, and enabling team members.
This document discusses project human resource management. It covers:
1. The importance of human resource management for project success, especially IT projects, and defines project human resource management.
2. Keys to managing people, including motivation theories from Maslow, Herzberg, McClelland, and McGregor, and ways to influence workers based on research from Thamhain and Wilemon.
3. Organizational planning processes like creating organizational charts, responsibility assignment matrices, and resource histograms to assign roles and resources.
1. Human resource management is important for the success of organizations and projects. There is still a shortage of IT workers despite the economic downturn in 2001. Long work hours and stereotypes negatively impact recruiting for IT jobs.
2. Project human resource management involves processes for effectively using people on a project, including organizational planning, staff acquisition, and team development. Motivation theories by Maslow, Herzberg, and McGregor provide insights for managing people.
3. Influencing others, developing relationships, and improving effectiveness are important skills for project managers. Techniques include empathic listening, establishing rapport, applying Covey's 7 Habits, and focusing on project objectives rather than blame.
The document discusses the context of project management in information technology. It describes a systems view of project management that takes a holistic view of carrying out projects within the organizational context. It also discusses organizational structures like functional, project, and matrix structures and how they influence projects. Finally, it explains the importance of stakeholder management, top management commitment, project phases and life cycles in IT project management.
This chapter introduces project management concepts. It defines a project as a temporary endeavor to create a unique product or service. IT projects are discussed and examples are provided. Project management is defined as applying knowledge, skills, and techniques to meet project requirements. The triple constraint of scope, time, and cost that projects face is explained. An overview of the project management framework is given, including knowledge areas and tools. The chapter also covers the history and growth of the project management profession.
Chap01 introduction to project managementDhani Ahmad
This chapter introduces project management concepts. It defines a project, discusses the triple constraint of scope, time and cost, and describes the nine knowledge areas and processes of project management. It provides examples of IT projects and discusses how project management has evolved as a profession, including the growth of PMI certification and project management software tools. Overall it serves to motivate the study of IT project management and provide foundational concepts.
This document discusses the key processes involved in project management. It begins by explaining the importance of understanding stakeholders and their various needs and perspectives. It then discusses factors that help projects succeed, with executive support and user involvement being the most important. The document outlines the typical project management processes of initiation, planning, execution, control, and closure. It emphasizes the need for leadership, communication skills, and managing resources effectively. Developing an internal methodology tailored to an organization's specific needs is also recommended.
This chapter introduces project scope management. It discusses the importance of scope management for project success and outlines the key processes involved - strategic planning, scope planning, and scope definition. Strategic planning involves selecting the right projects using techniques like net present value analysis. Scope planning develops a scope statement to define what is and isn't included in a project. Scope definition then creates a work breakdown structure and dictionary to define the work in detail. The chapter emphasizes that thorough scope management is essential for managing project expectations and performance.
Unit 403: MIS Workshop 1: IBBM CBS MBA August 2014swebhaman
This document provides an overview of a university course on managing information systems. It introduces the facilitator and outlines the course content and schedule. The facilitator has extensive experience in information systems and project management. The course will cover topics such as managing IS to seize opportunities, using a systems approach, and the relationship between information systems and strategy. It will involve workshops, reading assignments, and an exam. The goal is to help students understand the importance of information management in business and how to effectively participate in related decisions.
This document introduces the key concepts of project management. It discusses how project management has grown in importance with changes in technology and work environments. It defines what a project and program are, outlines the triple constraint of scope, time and cost, and describes the roles of project and program managers. It also summarizes nine knowledge areas, common tools and techniques, and factors that contribute to project success.
The document discusses project management. It defines a project, describes key elements of project management including the triple constraint of scope, time and cost. It discusses the growing project management profession and increasing use of project management practices. It also provides examples of project management tools and techniques like Gantt charts and network diagrams.
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/
This document discusses leadership in technology. It begins by defining a technological leader as someone who fosters innovation, understands the technology life cycle, initiates commercialization of advances, and links business and technology strategies. It then discusses why studying leadership theories can help analyze behaviors and results. Early leadership concepts focused on traits but were unsuccessful, so research shifted to behaviors. Studies at the University of Michigan identified two styles: job-centered and employee-centered. The Managerial Grid further examined styles based on concerns for tasks and people.
Sameer Mitter | Introduction to Information technology Project ManagementSameer Mitter
Sameer Mitter is specialists in many fields like Web Development, Banking, MS Project Server, Enterprise level management, IT, Data Warehouse, Business Intelligence, Web, Digital technology, Enterprise Project Management, Risk Management, Programmers Management, etc.
The document discusses various aspects of software project management including processes, organization structures, project selection methods, factors that contribute to project success, and portfolio management. It provides an overview of the Project Management Institute (PMI) framework, including the five process groups and knowledge areas, and how they relate to the project life cycle. Metrics for identifying successful projects include executive support, user involvement, clear objectives, and reliable estimates.
This chapter discusses project integration management, which involves coordinating all aspects of a project throughout its life cycle. It describes developing a project plan that integrates all project documents, executing the project plan, and managing changes through an integrated change control process. The key is pulling all project elements together to achieve overall success. Good project integration involves coordinating planning, execution, and changes across the entire project and all knowledge areas.
This document discusses improving knowledge worker productivity in the 21st century. It notes that knowledge workers spend significant time on email and Microsoft Office but much corporate information remains unstructured. There is a large gap in productivity between the best and worst knowledge workers. The document provides tips for IT leaders to increase productivity, such as treating knowledge workers as assets, providing workspaces that facilitate collaboration, automating routine tasks, and engaging knowledge workers in projects.
Week4 Project Human Resources and Procurement Management.docxwendolynhalbert
Week4
Project Human Resources and Procurement Management
1
.
Supporting Activity: High Performing Teams
Write
a 200- to 300-word short-answer response to the following: three assignments,
• Since the success of a project rests largely on the performance of the team, what are some techniques a project manager can employ to foster a group of individuals in becoming a cohesive and high-performing team?
2
.
Supporting Activity: Outsourcing
•Under what circumstances is it ethically or not in the best interest of project morals to consider outsourcing parts of a project? Provide examples illustrating both and discuss why.
3.
Conceptualizing and Initializing the IT Project
•
Describe the five phases of the IT project methodology.
Write a 100- to 200-word short-answer response to the following:
five assignments
4
.
Conceptualizing and Initializing the IT Project
Why is it important to have deliverables for each phase of the IT project methodology?
5.
Conceptualizing and Initializing the IT Project
How can the experiences of and lessons learned by past project team members be incorporated into a project methodology?
6.
Conceptualizing and Initializing the IT Project
What are the advantages of developing a detailed project plan after a project has been approved for funding?
7.
Conceptualizing and Initializing the IT Project
Describe the conceptualize and initialize phase of the IT project methodology.
8
.
Conceptualizing and Initializing the IT Project
How can the experiences of and lessons learned by past project team members be incorporated into a project methodology?
Individual: Project Controls
The company offsite 2-day training session project is about ready to enter the execution phase. However, management has a history of being surprised with projects that finished over-budget, did not adhere to the timeline, evinced waste of resources, or did not meet expectations.
Address
your strategy for the following in a 2- to 3-page
memo
to gain their confidence in your project management abilities:
•Analyze and report unplanned changes
•Evaluate project quality
•Procedures you plan to implement for handling change control issues
•How you plan to communicate whether the project is meeting any stated performance and quality
objectives
.
Pmit project management fundamentals for it projectsbestip
This two-day instructor-led course provides 14 PDUs and covers fundamental project management concepts for IT projects. The course teaches how to identify a project's components, organize them effectively, and control the project from start to finish. Key topics include developing a project charter and scope statement, creating a work breakdown structure and schedule, and planning resources, communications, and risks. The course also reviews managing a project during execution and documents lessons learned.
This chapter introduces project management concepts. It defines a project, explains the triple constraint of scope, time and cost, and describes the growing project management framework including knowledge areas, tools, and importance of the project manager's leadership. It outlines skills needed for project managers and discusses the growth of the project management profession through certification and tools.
This document provides an introduction to project management. It defines what a project and project management are, discusses key elements like the triple constraint of scope, time and cost. It highlights the growing need for project management, especially in IT. Statistics show billions are spent annually on projects. Project management helps complete projects on time and budget with higher quality. The history and increasing professionalization of the field are also overviewed.
Chapter 1: Introduction to Project managementHaNh215763
This document provides an introduction to project management. It defines what a project and project management are, discusses key elements like the triple constraint of scope, time and cost. It highlights the growing need for project management, especially in IT. Statistics show billions are spent annually on projects. Project management helps complete projects on time and budget with higher quality. The history and increasing professionalization of the field are also overviewed.
project management information system lecture notesongomchris
This document provides an introduction to project management. It defines what a project and project management are, discusses key elements like the triple constraint of scope, time and cost. It highlights the growing need for project management, especially in IT. Statistics show billions are spent annually on projects. Project management helps complete projects on time and under budget with higher quality. The history and increasing professionalization of the field are also overviewed.
This document provides an introduction to project management. It defines what a project and project management are, discusses key elements like the triple constraint of scope, time and cost. It highlights the growing need for project management, especially in IT. Statistics show billions are spent annually on projects. Project management helps complete projects on time and budget with higher quality. The history and increasing professionalization of the field are also overviewed.
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.
11.a descriptive analysis of the challenges facing information technology man...Alexander Decker
1. This study examines the challenges faced by IT managers in their management practices. It analyzes the drivers of management practices adopted from an experiential leadership model, including rules, initiatives, integrity, immediate action, and emotions.
2. A mixed-methods approach was used, including focus group discussions and a survey of 149 IT managers and administrators. The survey examined how the managers perceived the importance of each driver in their work.
3. The findings showed that immediate action in response to emergencies was seen as the most important driver. Rules and commitment to rules was seen as the second most challenging impediment faced by IT managers in their work.
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.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Unit 403: MIS Workshop 1: IBBM CBS MBA August 2014swebhaman
This document provides an overview of a university course on managing information systems. It introduces the facilitator and outlines the course content and schedule. The facilitator has extensive experience in information systems and project management. The course will cover topics such as managing IS to seize opportunities, using a systems approach, and the relationship between information systems and strategy. It will involve workshops, reading assignments, and an exam. The goal is to help students understand the importance of information management in business and how to effectively participate in related decisions.
This document introduces the key concepts of project management. It discusses how project management has grown in importance with changes in technology and work environments. It defines what a project and program are, outlines the triple constraint of scope, time and cost, and describes the roles of project and program managers. It also summarizes nine knowledge areas, common tools and techniques, and factors that contribute to project success.
The document discusses project management. It defines a project, describes key elements of project management including the triple constraint of scope, time and cost. It discusses the growing project management profession and increasing use of project management practices. It also provides examples of project management tools and techniques like Gantt charts and network diagrams.
Describe the systems view of project management and how it applies to information technology (IT) projects
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http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
This document discusses leadership in technology. It begins by defining a technological leader as someone who fosters innovation, understands the technology life cycle, initiates commercialization of advances, and links business and technology strategies. It then discusses why studying leadership theories can help analyze behaviors and results. Early leadership concepts focused on traits but were unsuccessful, so research shifted to behaviors. Studies at the University of Michigan identified two styles: job-centered and employee-centered. The Managerial Grid further examined styles based on concerns for tasks and people.
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Sameer Mitter is specialists in many fields like Web Development, Banking, MS Project Server, Enterprise level management, IT, Data Warehouse, Business Intelligence, Web, Digital technology, Enterprise Project Management, Risk Management, Programmers Management, etc.
The document discusses various aspects of software project management including processes, organization structures, project selection methods, factors that contribute to project success, and portfolio management. It provides an overview of the Project Management Institute (PMI) framework, including the five process groups and knowledge areas, and how they relate to the project life cycle. Metrics for identifying successful projects include executive support, user involvement, clear objectives, and reliable estimates.
This chapter discusses project integration management, which involves coordinating all aspects of a project throughout its life cycle. It describes developing a project plan that integrates all project documents, executing the project plan, and managing changes through an integrated change control process. The key is pulling all project elements together to achieve overall success. Good project integration involves coordinating planning, execution, and changes across the entire project and all knowledge areas.
This document discusses improving knowledge worker productivity in the 21st century. It notes that knowledge workers spend significant time on email and Microsoft Office but much corporate information remains unstructured. There is a large gap in productivity between the best and worst knowledge workers. The document provides tips for IT leaders to increase productivity, such as treating knowledge workers as assets, providing workspaces that facilitate collaboration, automating routine tasks, and engaging knowledge workers in projects.
Week4 Project Human Resources and Procurement Management.docxwendolynhalbert
Week4
Project Human Resources and Procurement Management
1
.
Supporting Activity: High Performing Teams
Write
a 200- to 300-word short-answer response to the following: three assignments,
• Since the success of a project rests largely on the performance of the team, what are some techniques a project manager can employ to foster a group of individuals in becoming a cohesive and high-performing team?
2
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Supporting Activity: Outsourcing
•Under what circumstances is it ethically or not in the best interest of project morals to consider outsourcing parts of a project? Provide examples illustrating both and discuss why.
3.
Conceptualizing and Initializing the IT Project
•
Describe the five phases of the IT project methodology.
Write a 100- to 200-word short-answer response to the following:
five assignments
4
.
Conceptualizing and Initializing the IT Project
Why is it important to have deliverables for each phase of the IT project methodology?
5.
Conceptualizing and Initializing the IT Project
How can the experiences of and lessons learned by past project team members be incorporated into a project methodology?
6.
Conceptualizing and Initializing the IT Project
What are the advantages of developing a detailed project plan after a project has been approved for funding?
7.
Conceptualizing and Initializing the IT Project
Describe the conceptualize and initialize phase of the IT project methodology.
8
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Conceptualizing and Initializing the IT Project
How can the experiences of and lessons learned by past project team members be incorporated into a project methodology?
Individual: Project Controls
The company offsite 2-day training session project is about ready to enter the execution phase. However, management has a history of being surprised with projects that finished over-budget, did not adhere to the timeline, evinced waste of resources, or did not meet expectations.
Address
your strategy for the following in a 2- to 3-page
memo
to gain their confidence in your project management abilities:
•Analyze and report unplanned changes
•Evaluate project quality
•Procedures you plan to implement for handling change control issues
•How you plan to communicate whether the project is meeting any stated performance and quality
objectives
.
Pmit project management fundamentals for it projectsbestip
This two-day instructor-led course provides 14 PDUs and covers fundamental project management concepts for IT projects. The course teaches how to identify a project's components, organize them effectively, and control the project from start to finish. Key topics include developing a project charter and scope statement, creating a work breakdown structure and schedule, and planning resources, communications, and risks. The course also reviews managing a project during execution and documents lessons learned.
This chapter introduces project management concepts. It defines a project, explains the triple constraint of scope, time and cost, and describes the growing project management framework including knowledge areas, tools, and importance of the project manager's leadership. It outlines skills needed for project managers and discusses the growth of the project management profession through certification and tools.
This document provides an introduction to project management. It defines what a project and project management are, discusses key elements like the triple constraint of scope, time and cost. It highlights the growing need for project management, especially in IT. Statistics show billions are spent annually on projects. Project management helps complete projects on time and budget with higher quality. The history and increasing professionalization of the field are also overviewed.
Chapter 1: Introduction to Project managementHaNh215763
This document provides an introduction to project management. It defines what a project and project management are, discusses key elements like the triple constraint of scope, time and cost. It highlights the growing need for project management, especially in IT. Statistics show billions are spent annually on projects. Project management helps complete projects on time and budget with higher quality. The history and increasing professionalization of the field are also overviewed.
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This document provides an introduction to project management. It defines what a project and project management are, discusses key elements like the triple constraint of scope, time and cost. It highlights the growing need for project management, especially in IT. Statistics show billions are spent annually on projects. Project management helps complete projects on time and budget with higher quality. The history and increasing professionalization of the field are also overviewed.
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.
11.a descriptive analysis of the challenges facing information technology man...Alexander Decker
1. This study examines the challenges faced by IT managers in their management practices. It analyzes the drivers of management practices adopted from an experiential leadership model, including rules, initiatives, integrity, immediate action, and emotions.
2. A mixed-methods approach was used, including focus group discussions and a survey of 149 IT managers and administrators. The survey examined how the managers perceived the importance of each driver in their work.
3. The findings showed that immediate action in response to emergencies was seen as the most important driver. Rules and commitment to rules was seen as the second most challenging impediment faced by IT managers in their work.
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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.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
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13. The Double Diamond
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15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
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1. Topic 7- 1
ICT 327 Management of IT Projects Semester 2, 2004
Topic 7
Human Resource &
Communications Management
Schwalbe: Chapter 9, 10
2. Topic 7- 2
ICT 327 Management of IT Projects Semester 2, 2004
Learning Objectives
• Explain the importance of good human resource
management on projects, especially on
information technology projects
• Define project human resource management and
understand its processes
• Summarize key concepts for managing people by
understanding the theories of Abraham Maslow,
Frederick Herzberg, David McClelland, and
Douglas McGregor on motivation, H. J. Thamhain
and D. L. Wilemon on influencing workers, and
Stephen Covey on how people and teams can
become more effective
3. Topic 7- 3
ICT 327 Management of IT Projects Semester 2, 2004
Learning Objectives
• Discuss organizational planning and be able to
create a project organizational chart, responsibility
assignment matrix, and resource histogram
• Understand important issues involved in project
staff acquisition and explain the concepts of
resource assignments, resource loading, and
resource leveling
• Assist in team development with training, team-
building activities, and reward systems
• Describe how project management software can
assist in project human resource management
4. Topic 7- 4
ICT 327 Management of IT Projects Semester 2, 2004
The Importance of Human Resource
Management
• People determine the success and failure of
organizations and projects
• Recent statistics about IT workforce:
• The total number of U.S. IT workers was more
than 10.1 million in December 2002, up from
9.9 million in January 2002
• IT managers predict they will need to hire an
additional 1.2 million workers in the near future
• Hiring by non-IT companies outpaces hiring by
IT companies by a ratio of 12:1
5. Topic 7- 5
ICT 327 Management of IT Projects Semester 2, 2004
Digital Planet Reports
• The global high-tech industry generated more
than $2.1 trillion in 1999, $2.3 trillion in 2000, and
$2.4 trillion in 2001
• The Internet and e-commerce were notable bright
spots in the global economy
• Global e-commerce went up 79 percent from
2000 to 2001
• China, Poland, and other developing countries are
playing an increasing role in the global IT market
6. Topic 7- 6
ICT 327 Management of IT Projects Semester 2, 2004
Long Hours & Stereotypes of IT Workers Hurt
Recruiting
• Many people are struggling with how to increase
and diversify the IT labor pool. Noted problems
include:
• The fact that many IT professionals work long hours
and must constantly stay abreast of changes in the field
• Undesirable stereotypes that keep certain people away
from the career field, like women
• The need to improve benefits, redefine work hours and
incentives, and provide better human resource
management
7. Topic 7- 7
ICT 327 Management of IT Projects Semester 2, 2004
What is Project Human Resource
Management?
• Project human resource management
includes the processes required to make
the most effective use of the people
involved with a project. Processes include
• Organizational planning
• Staff acquisition
• Team development
8. Topic 7- 8
ICT 327 Management of IT Projects Semester 2, 2004
Keys to Managing People
• Psychologists and management theorists
have devoted much research and thought
to the field of managing people at work
• Important areas related to project
management include
• motivation (intrinsic and extrinsic)
• influence and power
• effectiveness
9. Topic 7- 9
ICT 327 Management of IT Projects Semester 2, 2004
Motivation
• Abraham Maslow developed a hierarchy of
needs to illustrate his theory that people’s
behaviors are guided by a sequence of
needs
• Maslow argued that humans possess
unique qualities that enable them to make
independent choices, thus giving them
control of their destiny
10. Topic 7- 10
ICT 327 Management of IT Projects Semester 2, 2004
Maslow’s Hierarchy of Needs
11. Topic 7- 11
ICT 327 Management of IT Projects Semester 2, 2004
Herzberg’s Motivational and Hygiene Factors
• Frederick Herzberg wrote several famous books
and articles about worker motivation. He
distinguished between
• motivational factors: achievement, recognition, the work
itself, responsibility, advancement, and growth, which
produce job satisfaction
• hygiene factors: cause dissatisfaction if not present, but
do not motivate workers to do more. Examples include
larger salaries, more supervision, and a more attractive
work environment
12. Topic 7- 12
ICT 327 Management of IT Projects Semester 2, 2004
McClelland’s Acquired-Needs Theory
• Specific needs are acquired or learned over time
and shaped by life experiences, including:
• Achievement (nAch): Achievers like challenging
projects with achievable goals and lots of feedback
• Affiliation (nAff): People with high nAff desire
harmonious relationships and need to feel accepted by
others, so managers should try to create a cooperative
work environment for them
• Power: (nPow): People with a need for power desire
either personal power (not good) or institutional power
(good for the organization). Provide institutional power
seekers with management opportunities
13. Topic 7- 13
ICT 327 Management of IT Projects Semester 2, 2004
McGregor’s Theory X and Theory Y
• Douglas McGregor popularized the human
relations approach to management in the 1960s
• Theory X: assumes workers dislike and avoid
work, so managers must use coercion, threats,
and various control schemes to get workers to
meet objectives
• Theory Y: assumes individuals consider work as
natural as play or rest and enjoy the satisfaction
of esteem and self-actualization needs
• Theory Z: introduced in 1981 by William Ouchi
and is based on the Japanese approach to
motivating workers, emphasizing trust, quality,
collective decision making, and cultural values
14. Thamhain and Wilemon’s Ways to Have Influence on Projects
1. Authority: the legitimate hierarchical right to issue orders
2. Assignment: the project manager's perceived ability to
influence a worker's later work assignments
3. Budget: the project manager's perceived ability to authorize
others' use of discretionary funds
4. Promotion: the ability to improve a worker's position
5. Money: the ability to increase a worker's pay and benefits
6. Penalty: the project manager's ability to cause punishment
7. Work challenge: the ability to assign work that capitalizes on
a worker's enjoyment of doing a particular task
8. Expertise: the project manager's perceived special
knowledge that others deem important
9. Friendship: the ability to establish friendly personal
relationships between the project manager and others
15. Topic 7- 15
ICT 327 Management of IT Projects Semester 2, 2004
Ways to Influence that Help and Hurt Projects
• Projects are more likely to succeed when project
managers influence with
• expertise
• work challenge
• Projects are more likely to fail when project
managers rely too heavily on
• authority
• money
• penalty
16. Topic 7- 16
ICT 327 Management of IT Projects Semester 2, 2004
Power
• Power is the potential ability to influence
behavior to get people to do things they
would not otherwise do
• Types of power include
• Coercive
• Legitimate
• Expert
• Reward
• Referent
17. Topic 7- 17
ICT 327 Management of IT Projects Semester 2, 2004
Improving Effectiveness - Covey’s 7 Habits
• Project managers can apply Covey’s 7
habits to improve effectiveness on projects
• Be proactive
• Begin with the end in mind
• Put first things first
• Think win/win
• Seek first to understand, then to be understood
• Synergize
• Sharpen the saw
18. Topic 7- 18
ICT 327 Management of IT Projects Semester 2, 2004
Empathic Listening and Rapport
• Good project managers are empathic listeners;
they listen with the intent to understand
• Before you can communicate with others, you
have to have rapport
• Mirroring is a technique to help establish rapport
• IT professionals often need to develop empathic
listening and other people skills to improve
relationships with users and other stakeholders
19. Topic 7- 19
ICT 327 Management of IT Projects Semester 2, 2004
Improving Relationships Between Users and
Developers
• Some organizations require business
people, not IT people, to take the lead in
determining and justifying investments in
new computer systems
• CIOs push their staff to recognize that the
needs of the business must drive all
technology decisions
• Some companies reshape their IT units to
look and perform like consulting firms
20. Topic 7- 20
ICT 327 Management of IT Projects Semester 2, 2004
Organizational Planning
• Organizational planning involves
identifying, documenting, and assigning
project roles, responsibilities, and
reporting relationships
• Outputs and processes include
• project organizational charts
• work definition and assignment process
• responsibility assignment matrixes
• resource histograms
21. Topic 7- 21
ICT 327 Management of IT Projects Semester 2, 2004
Sample Organizational Chart for a Large IT Project
22. Topic 7- 22
ICT 327 Management of IT Projects Semester 2, 2004
Work Definition and Assignment Process
23. Topic 7- 23
ICT 327 Management of IT Projects Semester 2, 2004
Sample Responsibility Assignment Matrix
(RAM)
24. Topic 7- 24
ICT 327 Management of IT Projects Semester 2, 2004
RAM Showing Stakeholder Roles
25. Topic 7- 25
ICT 327 Management of IT Projects Semester 2, 2004
Sample RACI Chart
R = responsibility, only one R per task
A = accountability
C = consultation
I = informed
26. Topic 7- 26
ICT 327 Management of IT Projects Semester 2, 2004
Sample Resource Histogram
27. Topic 7- 27
ICT 327 Management of IT Projects Semester 2, 2004
Staff Acquisition
• Staffing plans and good hiring procedures are
important in staff acquisition, as are incentives for
recruiting and retention
• Some companies give their employees one dollar
for every hour a new person they helped hire
works
• Some organizations allow people to work from
home as an incentive
• Research shows that people leave their jobs because they
don’t make a difference, don’t get proper recognition,
aren’t learning anything new, don’t like their coworkers,
and want to earn more money
28. Topic 7- 28
ICT 327 Management of IT Projects Semester 2, 2004
Resource Loading and Leveling
• Resource loading refers to the amount of
individual resources an existing project
schedule requires during specific time
periods
• Resource histograms show resource
loading
• Overallocation means more resources than
are available are assigned to perform work
at a given time
29. Topic 7- 29
ICT 327 Management of IT Projects Semester 2, 2004
Sample Histogram Showing an Overallocated
Individual
30. Topic 7- 30
ICT 327 Management of IT Projects Semester 2, 2004
Resource Leveling
• Resource leveling is a technique for
resolving resource conflicts by delaying
tasks
• The main purpose of resource leveling is to
create a smoother distribution of resource
usage and reduce overallocation
31. Topic 7- 31
ICT 327 Management of IT Projects Semester 2, 2004
Resource Leveling Example
32. Topic 7- 32
ICT 327 Management of IT Projects Semester 2, 2004
Team Development
• It takes teamwork to successfully complete
most projects
• Training can help people understand
themselves, each other, and how to work
better in teams
• Team building activities include
• physical challenges
• psychological preference indicator tools
33. Topic 7- 33
ICT 327 Management of IT Projects Semester 2, 2004
Meyers-Briggs Type Indicator (MBTI)
• MBTI is a popular tool for determining personality
preferences and helping teammates understand
each other
• Four dimensions include:
• Extrovert/Introvert (E/I)
• Sensation/Intuition (S/N)
• Thinking/Feeling (T/F)
• Judgment/Perception (J/P)
• NTs or rationals are attracted to technology fields
• IT people vary most from the general population
in not being extroverted or sensing
34. Topic 7- 34
ICT 327 Management of IT Projects Semester 2, 2004
Social Styles Profile
• People are perceived as behaving primarily in one
of four zones, based on their assertiveness and
responsiveness:
• Drivers
• Expressives
• Analyticals
• Amiables
• People on opposite corners (drivers and
amiables, analyticals and expressives) may have
difficulties getting along
35. Topic 7- 35
ICT 327 Management of IT Projects Semester 2, 2004
Social Styles
36. Topic 7- 36
ICT 327 Management of IT Projects Semester 2, 2004
Reward and Recognition Systems
• Team-based reward and recognition
systems can promote teamwork
• Focus on rewarding teams for achieving
specific goals
• Allow time for team members to mentor and
help each other to meet project goals and
develop human resources
37. Topic 7- 37
ICT 327 Management of IT Projects Semester 2, 2004
General Advice on Teams
• Focus on meeting project objectives and
producing positive results
• Fix the problem instead of blaming people
• Establish regular, effective meetings
• Nurture team members and encourage them to
help each other
• Acknowledge individual and group
accomplishments
38. Topic 7- 38
ICT 327 Management of IT Projects Semester 2, 2004
Using Software to Assist in Human Resource
Management
• Software can help in producing RAMs and
resource histograms
• Project management software includes
several features related to human resource
management such as
• viewing resource usage information
• identifying under and overallocated resources
• leveling resources
39. Topic 7- 39
ICT 327 Management of IT Projects Semester 2, 2004
Resource Usage View from Microsoft Project
40. Topic 7- 40
ICT 327 Management of IT Projects Semester 2, 2004
Resource Usage Report from Microsoft Project
41. Topic 7- 41
ICT 327 Management of IT Projects Semester 2, 2004
Project Resource Management Involves Much
More Than Using Software
• Project managers must
• Treat people with consideration and respect
• Understand what motivates them
• Communicate carefully with them
• Focus on your goal of enabling project team
members to deliver their best work
42. Topic 7- 42
ICT 327 Management of IT Projects Semester 2, 2004
Project Communications Management
Schwalbe: Chapter 10
43. Topic 7- 43
ICT 327 Management of IT Projects Semester 2, 2004
Learning Objectives
• Understand the importance of good communication
on projects and describe the major components of a
communications management plan
• Discuss the elements of project communications
planning, including information distribution,
performance reporting, and administrative closure
• Discuss various methods for project information
distribution and the advantages and disadvantages
of each
• Understand individual communication needs and
how to determine the number of communications
channels needed for a project
44. Topic 7- 44
ICT 327 Management of IT Projects Semester 2, 2004
Learning Objectives
• Understand how the main outputs of performance
reporting help stakeholders stay informed about
project resources
• Recognize how the main outputs of administrative
closure are used to formally end a project
• List various methods for improving project
communications, such as managing conflicts,
running effective meetings, using e-mail
effectively, and using templates
• Describe how software can enhance project
communications
45. Topic 7- 45
ICT 327 Management of IT Projects Semester 2, 2004
Importance of Good Communications
• The greatest threat to many projects is a
failure to communicate
• Our culture does not portray IT
professionals as being good communicators
• Research shows that IT professionals must
be able to communicate effectively to
succeed in their positions
• Strong verbal skills are a key factor in
career advancement for IT professionals
46. Topic 7- 46
ICT 327 Management of IT Projects Semester 2, 2004
Project Communications Management
Processes
• Communications planning: determining the
information and communications needs of the
stakeholders
• Information distribution: making needed
information available in a timely manner
• Performance reporting: collecting and
disseminating performance information
• Administrative closure: generating, gathering, and
disseminating information to formalize phase or
project completion
47. Topic 7- 47
ICT 327 Management of IT Projects Semester 2, 2004
Communications Planning
• Every project should include some type of
communications management plan, a
document that guides project
communications
• Creating a stakeholder analysis for project
communications also aids in
communications planning
48. Topic 7- 48
ICT 327 Management of IT Projects Semester 2, 2004
Communications Management Plan Contents
• A description of a collection and filing structure for
gathering and storing various types of information
• A distribution structure describing what
information goes to whom, when, and how
• A format for communicating key project
information
• A project schedule for producing the information
• Access methods for obtaining the information
• A method for updating the communications
management plans as the project progresses and
develops
• A stakeholder communications analysis
49. Topic 7- 49
ICT 327 Management of IT Projects Semester 2, 2004
Sample Stakeholder Analysis for Project
Communications
50. Topic 7- 50
ICT 327 Management of IT Projects Semester 2, 2004
Information Distribution
• Getting the right information to the right
people at the right time and in a useful
format is just as important as developing
the information in the first place
• Important considerations include
• using technology to enhance information
distribution
• formal and informal methods for distributing
information
51. Topic 7- 51
ICT 327 Management of IT Projects Semester 2, 2004
What Went Wrong?
A well publicized example of misuse of e-mail comes
from the 1998 Justice Department's high profile,
antitrust suit against Microsoft. E-mail emerged as a
star witness in the case. Many executives sent
messages that should never have been put in writing.
The court used e-mail as evidence, even though the
senders of the notes said the information was being
interpreted out of context.
See example of misunderstanding “pedagogical
approach” on p. 358
53. Topic 7- 53
ICT 327 Management of IT Projects Semester 2, 2004
The Impact of the Number of People on Communications Channels
54. Topic 7- 54
ICT 327 Management of IT Projects Semester 2, 2004
Performance Reporting
• Performance reporting keeps stakeholders
informed about how resources are being used to
achieve project objectives
• Status reports describe where the project stands at a
specific point in time
• Progress reports describe what the project team has
accomplished during a certain period of time
• Project forecasting predicts future project status and
progress based on past information and trends
• Status review meetings often include performance
reporting
55. Topic 7- 55
ICT 327 Management of IT Projects Semester 2, 2004
Administrative Closure
• A project or phase of a project requires
closure
• Administrative closure produces
• project archives
• formal acceptance
• lessons learned
56. Topic 7- 56
ICT 327 Management of IT Projects Semester 2, 2004
Suggestions for Improving Project Communications
• Manage conflicts effectively
• Develop better communication skills
• Run effective meetings
• Use e-mail effectively
• Use templates for project communications
57. Topic 7- 57
ICT 327 Management of IT Projects Semester 2, 2004
Conflict Handling Modes, in Preference Order
• Confrontation or problem-solving: directly
face a conflict
• Compromise: use a give-and-take approach
• Smoothing: de-emphasize areas of
differences and emphasize areas of
agreement
• Forcing: the win-lose approach
• Withdrawal: retreat or withdraw from an
actual or potential disagreement
58. Topic 7- 58
ICT 327 Management of IT Projects Semester 2, 2004
Conflict Can Be Good
• Conflict often produces important results, such as
new ideas, better alternatives, and motivation to
work harder and more collaboratively
• Groupthink can develop if there are no conflicting
viewpoints
• Research by Karen Jehn suggests that task-
related conflict often improves team performance,
but emotional conflict often depresses team
performance
59. Topic 7- 59
ICT 327 Management of IT Projects Semester 2, 2004
Developing Better Communication Skills
• Companies and formal degree programs for IT
professionals often neglect the importance of
developing speaking, writing, and listening skills
• As organizations become more global, they
realize they must invest in ways to improve
communication with people from different
countries and cultures
• It takes leadership to improve communication
60. Topic 7- 60
ICT 327 Management of IT Projects Semester 2, 2004
Running Effective Meetings
• Determine if a meeting can be avoided
• Define the purpose and intended outcome of the
meeting
• Determine who should attend the meeting
• Provide an agenda to participants before the
meeting
• Prepare handouts, visual aids, and make logistical
arrangements ahead of time
• Run the meeting professionally
• Build relationships
61. Topic 7- 61
ICT 327 Management of IT Projects Semester 2, 2004
Using E-Mail Effectively
• Make sure that e-mail is an appropriate medium for
what you want to communicate
• Be sure to send the e-mail to the right people
• Use meaningful subjects
• Limit the content to one main subject, and be as clear
and concise as possible
• Limit the number and size of attachments
• Delete e-mail you don’t need, and don’t open it if you
question the source
• Make sure your virus software is up to date
• Respond to and file e-mails quickly
• Learn how to use important features
62. Topic 7- 62
ICT 327 Management of IT Projects Semester 2, 2004
Using Templates for Project Communications
• Many technical people are afraid to ask for help
• Providing examples and templates for project
communications saves time and money
• Organizations can develop their own templates,
use some provided by outside organizations, or
use samples from textbooks
• Recall that research shows that companies that
excel in project management make effective use
of templates
64. Topic 7- 64
ICT 327 Management of IT Projects Semester 2, 2004
Sample Template for a Monthly Progress
Report
65. Topic 7- 65
ICT 327 Management of IT Projects Semester 2, 2004
Sample Template for a Letter of Agreement for a Class Project
66. Topic 7- 66
ICT 327 Management of IT Projects Semester 2, 2004
Outline for a Final Project Report
67. Topic 7- 67
ICT 327 Management of IT Projects Semester 2, 2004
Final Project Documentation Items
68. Topic 7- 68
ICT 327 Management of IT Projects Semester 2, 2004
Gantt Chart Template for a Class Project
69. Topic 7- 69
ICT 327 Management of IT Projects Semester 2, 2004
Guidance for Student’s Lessons Learned Report
70. Topic 7- 70
ICT 327 Management of IT Projects Semester 2, 2004
Sample Template for a Project Web Site
71. Topic 7- 71
ICT 327 Management of IT Projects Semester 2, 2004
Developing a Communications Infrastructure
• A communications infrastructure is a set of tools,
techniques, and principles that provide a
foundation for the effective transfer of information
• Tools include e-mail, project management software,
groupware, fax machines, telephones, teleconferencing
systems, document management systems, and word
processors
• Techniques include reporting guidelines and templates,
meeting ground rules and procedures, decision-making
processes, problem-solving approaches, and conflict
resolution and negotiation techniques
• Principles include using open dialog and an agreed
upon work ethic
72. Topic 7- 72
ICT 327 Management of IT Projects Semester 2, 2004
Using Software to Assist in Project
Communications
• There are many software tools to aid in project
communications (see pages 380-381 for several
examples in the What Went Right? section)
• Today more than 37 percent of people
telecommute or work remotely at least part-time
• Project management software includes new
capabilities to enhance virtual communications
• Project 2002’s enterprise edition includes features
for portfolio management, resource management,
and collaboration