The chapter discusses the project management context, describing the systems view of projects and how they are influenced by organizational structures, cultures, and stakeholders. It emphasizes that projects must be managed within the broader organizational environment and stresses the importance of project phases and management reviews to ensure projects continue to support business needs and have the greatest chance of success.
The Business of IT - My Kingdom for an ArchitecturePaul Wohlleben
The above article was published in the June 2004 edition of FEDTECH Magazine. It addresses my observations on the enterprise architecture component of the Bush administration's IT management agenda. The article is one in the series I write entitled "The Business of IT."
Download additional slides, videos, and resources at https://www.christiansonjs.com/
Signup for The Free-Range Technologist, a monthly newsletter filled with creative commons resources, useful apps, and lifehacks: https://mailchi.mp/f8f0219bc305/jscott
Cover the basics of PM Organizational Structures (functional, projectized, and matrix).
The Business of IT - My Kingdom for an ArchitecturePaul Wohlleben
The above article was published in the June 2004 edition of FEDTECH Magazine. It addresses my observations on the enterprise architecture component of the Bush administration's IT management agenda. The article is one in the series I write entitled "The Business of IT."
Download additional slides, videos, and resources at https://www.christiansonjs.com/
Signup for The Free-Range Technologist, a monthly newsletter filled with creative commons resources, useful apps, and lifehacks: https://mailchi.mp/f8f0219bc305/jscott
Cover the basics of PM Organizational Structures (functional, projectized, and matrix).
Interaction Room - Creating Space for Developments (Software Projects)adesso Turkey
The Interaction Room serves several purposes:
1) The focus on mission-critical aspects
2) Identification and elimination of risks associated with intuitive visualization methods at an early stage
3) Improving teamwork and the establishment of joint project responsibility between the IT and specialist departments.
The Interaction Room makes the relationships between processes, data and the application environment transparent and creates the basis for efficient decision-making processes. It is a method which steers the interest of those involved in the project’s progress and contributes to ensuring that all participants continuously work on the vision of the software that is being developed. The Interaction Room is not a theoretical concept but has proven itself in the business environment, as can be seen in successful projects in which the Interaction Room has already been used effectively.
This is the 2nd presentation as part of PM Awareness Sessions I\'ve made for my company\'s (ITEC) staff to increase their awareness of PM best practices.
UNDERSTANDING THE CHARACTERISTICS, BENEFITS AND CHALLENGES OF AGILE IT PROJEC...ijseajournal
The objectives of this study was to bring out the understanding of the concept of agile IT project management; what it is and what it is not. It was also aimed at comparing the pros and cons of both agile and traditional methods of IT project management in a typical industry setting; the challenges of going purely agile, and so on. It is purely a review of literature of peer reviewed papers sourced mainly from Google Scholar. It was revealed that agile outweigh the traditional methods in terms of benefits, but its implementation poses a lot of challenges due to a number of issues, paramount among them being organizational culture and empowerment of the project team. This has resulted in a number of industries sticking to the traditional methods despite the overwhelming benefits of agile. In another school of thought, the combination of the two paradigms is the way forward.
Interaction Room - Creating Space for Developments (Software Projects)adesso Turkey
The Interaction Room serves several purposes:
1) The focus on mission-critical aspects
2) Identification and elimination of risks associated with intuitive visualization methods at an early stage
3) Improving teamwork and the establishment of joint project responsibility between the IT and specialist departments.
The Interaction Room makes the relationships between processes, data and the application environment transparent and creates the basis for efficient decision-making processes. It is a method which steers the interest of those involved in the project’s progress and contributes to ensuring that all participants continuously work on the vision of the software that is being developed. The Interaction Room is not a theoretical concept but has proven itself in the business environment, as can be seen in successful projects in which the Interaction Room has already been used effectively.
This is the 2nd presentation as part of PM Awareness Sessions I\'ve made for my company\'s (ITEC) staff to increase their awareness of PM best practices.
UNDERSTANDING THE CHARACTERISTICS, BENEFITS AND CHALLENGES OF AGILE IT PROJEC...ijseajournal
The objectives of this study was to bring out the understanding of the concept of agile IT project management; what it is and what it is not. It was also aimed at comparing the pros and cons of both agile and traditional methods of IT project management in a typical industry setting; the challenges of going purely agile, and so on. It is purely a review of literature of peer reviewed papers sourced mainly from Google Scholar. It was revealed that agile outweigh the traditional methods in terms of benefits, but its implementation poses a lot of challenges due to a number of issues, paramount among them being organizational culture and empowerment of the project team. This has resulted in a number of industries sticking to the traditional methods despite the overwhelming benefits of agile. In another school of thought, the combination of the two paradigms is the way forward.
- What is project scope?
- why scope management is important?
- what are the processes of scope management?
- what is Scope Baseline?
- how to create WBS?
Project / Program / Portfolio Management and Processes GroupsAhmed Alageed
What are the differences between project, program, and portfolio management?
how the organization structure can affect projects?
what are the project management processes groups?
- What are the management processes to manage the time?
- How to develop realistic schedule?
- what is network diagram and how it's used to develop the schedule?
- what is the critical path?
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/
ASAE Technology Conference and UNTECH10 case study. Tools and techniques I use to create a healthy project environment and effective governance for the membership systems platform of the Massachusetts Medical Society.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
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Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
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In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
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Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
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Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptx
Lecture 2
1. Chapter 2:
The Project Management and
Information Technology Context
Information Technology
Project Management,
Fifth Edition
2. Learning Objectives
Describe the systems view of project
management and how it applies to information
technology 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
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Information Technology Project Management, Fifth Edition, Copyright 2007
3. Learning Objectives (continued)
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 information technology projects
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Information Technology Project Management, Fifth Edition, Copyright 2007
4. Projects Cannot Be Run in Isolation
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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Information Technology Project Management, Fifth Edition, Copyright 2007
5. A Systems View of Project
Management
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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Information Technology Project Management, Fifth Edition, Copyright 2007
6. Media Snapshot
The Press Association Ltd, the largest news agency
in the United Kingdom, hired a consulting firm to help
turn things around after management noticed its
profit margins were sliding
The consultants suggested using a holistic view and
a top-down strategy to make sure projects supported
key business goals
They also suggested releasing short-term results to
accrue benefits on an incremental basis and
reviewing projects on a regular basis to ensure
strategic alignment
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Information Technology Project Management, Fifth Edition, Copyright 2007
7. Figure 2-1: Three Sphere Model for
Systems Management
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Information Technology Project Management, Fifth Edition, Copyright 2007
8. Understanding Organizations
Structural frame: Human resources frame:
Focuses on roles and Focuses on providing
responsibilities, harmony between needs of
coordination and control. the organization and needs
Organization charts help of people.
define this frame.
Political frame: Symbolic frame: Focuses
Assumes organizations on symbols and meanings
are coalitions composed related to events. Culture
of varied individuals and is important.
interest groups. Conflict
and power are key issues.
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Information Technology Project Management, Fifth Edition, Copyright 2007
9. What Went Wrong?
Many enterprise resource planning (ERP) projects fail due to
organizational issues, not technical issues. For example, Sobey’s
Canadian grocery store chain abandoned its two-year, $90 million
ERP system due to organizational problems.
As Dalhousie University Associate Professor Sunny Marche states,
“The problem of building an integrated system that can
accommodate different people is a very serious challenge. You
can’t divorce technology from the sociocultural issues. They have
an equal role.” Sobey’s ERP system shut down for five days and
employees were scrambling to stock potentially empty shelves in
several stores for weeks. The system failure cost Sobey’s more
than $90 million and caused shareholders to take an 82-cent after-
tax hit per share.*
*Hoare, Eva. “Software hardships,” The Herald, Halifax, Nova Scotia (2001).
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Information Technology Project Management, Fifth Edition, Copyright 2007
10. Organizational Structures
Three 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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Information Technology Project Management, Fifth Edition, Copyright 2007
11. Figure 2-2: Functional, Project, and
Matrix Organizational Structures
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Information Technology Project Management, Fifth Edition, Copyright 2007
12. Table 2-1: Organizational Structure
Influences on Projects
Project Organizational Structure Type
Characteristics
Functional Matrix Project
Weak Matrix Balanced Strong
Matrix Matrix
Project manager’s Little or none Limited Low to Moderate High to
authority Moderate to high almost total
Percent of Virtually none 0-25% 15-60% 50-95% 85-100%
performing
organization’s
personnel assigned
full-time to project
work
Who controls the Functional Functional Mixed Project Project
project budget manager manager manager manager
Project manager’s Part-time Part-time Full-time Full-time Full-time
role
Common title for Project Project Project Project Project
project manager’s Coordinator/ Coordinator/ Manager/ Manager/ Manager/
role Project Leader Project Project Program Program
Leader Officer Manager Manager
Project management Part-time Part-time Part-time Full-time Full-time
administrative staff
PMBOK® Guide, 2000, 19, and PMBOK® Guide 2004, 28.
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Information Technology Project Management, Fifth Edition, Copyright 2007
13. Organizational Culture
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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Information Technology Project Management, Fifth Edition, Copyright 2007
14. Ten Characteristics of
Organizational Culture
Member identity* Risk tolerance*
Group emphasis* Reward criteria*
People focus Conflict tolerance*
Unit integration* Means-ends
Control 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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Information Technology Project Management, Fifth Edition, Copyright 2007
15. Stakeholder Management
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
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Information Technology Project Management, Fifth Edition, Copyright 2007
16. Best Practice
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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Information Technology Project Management, Fifth Edition, Copyright 2007
17. Need for Organizational Commitment to
Information Technology (IT)
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
encourages more commitment
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Information Technology Project Management, Fifth Edition, Copyright 2007
18. Need for Organizational Standards
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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Information Technology Project Management, Fifth Edition, Copyright 2007
19. Project Phases and the Project Life
Cycle
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
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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Information Technology Project Management, Fifth Edition, Copyright 2007
20. More on Project Phases
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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Information Technology Project Management, Fifth Edition, Copyright 2007
21. Figure 2-3: Phases of the Traditional
Project Life Cycle
21
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Information Technology Project Management, Fifth Edition, Copyright 2007
22. Product Life Cycles
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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Information Technology Project Management, Fifth Edition, Copyright 2007
23. Predictive Life Cycle Models
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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Information Technology Project Management, Fifth Edition, Copyright 2007
24. The Importance of Project Phases
and Management Reviews
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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Information Technology Project Management, Fifth Edition, Copyright 2007
25. What Went Right?
"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
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Information Technology Project Management, Fifth Edition, Copyright 2007
26. The Context of IT Projects
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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Information Technology Project Management, Fifth Edition, Copyright 2007
27. Chapter Summary
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
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Information Technology Project Management, Fifth Edition, Copyright 2007