it project management intro
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ro ec anagemenro ec anagemen
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knowledge areas outlined in the ProjectMana ement Institutes Pro ectManagement Body of Knowledge(PMBOK).
Understand the importance of projectmanagement for IT Projects. Understand the relationship between
strategic Management & Project.
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In t roduct i on to Pro ect Pro ect Tim e M an a em e nt
M anagem ent & Im por tance
St rat e ic
Project Cost M anagem ent
Project M anagem ent
Fram ew or k & Organizat ion al Pro ject Hum an Resou rce
Structure
The Nature of In form at ion Project Com m un icat ion s
M ana em ent
Techn o logy Pro ject s
Project M anagem ent Process
Pro ject Risk M anagem ent
groups
Pro ject Int egrat ionM anagem ent
Management Project Scop e M anagem ent
CM M
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Course OutlineCourse Outline
Overview of Pro ect 2007 Recurring task
MS office will be used in the Lab sessions.
Use of project guide
Entering Task Dependencies
Adding Lead or Lag time
Different view options Network Diagram
Critical path calculation rea ng a new pro ec e
Enter project information Cost Estimates
Assi nin resources to task Developing Work Breakdown
Structure (WBS)
Establishing a Baseline Plan
Creating Summary task
Numbering task
Resource Calendar
Enter Task Duration Export information from MS Excel
Project Summary
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,M anagem ent , Tho m son Course Techno logy,
,Pract ice, Add ission W esley.
, ,
M cGraw Hil l Osbo rn e. D vi I. l l n L w i R. Ir l n Pr
M anagem ent St rat egic Design & Im plem ent at ion,
M cGraw -Hil l Int ernat ional . Kath rin Kost er, Int ern at ion al Pro ject
M ana em ent : Sa e Pu blicat io n
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Pedagogy
Lectures, Assignments, Discussions
explain the principles.
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, ,30 %
External University Exam : 50%
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. .
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Module:Module: 11Introduction to Project ManagementIntroduction to Project Management a s ro ec
Management and Why?
ro ec anagemen
certifications & advantages
IT Project Management
Project Management
Project Vs. Operation Program and Portfolio Role of the project
anagemen
Project Management
s ory
Project Management
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Understand the rowin need for better ro ect mana ement.
Importance of project management in IT projects.
Explain what a project is, list various attributes of projects, and describe the
constraint in projects.
Describe project management and discuss key elements of the project
.
Understand the relation between project, program, and portfolio management
Describe the project management profession the role of professional
or anizations such as the Pro ect Mana ement Institute, the im ortance of
certification and ethics.
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, , ,and the use of interdisciplinary and global
work environment
trillion of its $40.7 trillion gross product onprojects of all kinds
More than 16 million people regard project
management as their profession
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Project ManagementProject Management
StatisticsStatistics , ,
and staff was projected to reach $2.4 trillion in 2008, an
In the U.S. the size of the IT workforce topped 4 million
In 2007 the total compensation for the average senior
ro ect mana er in U.S. dollars was 104 776 er ear
in the United States, $111,412 in Australia, and
$120,364 in the United Kingdom The number of people earning their Project
Management Professional (PMP) certification
continues to increase
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Project Management StatisticsProject Management Statistics
(IT)(IT)
A 1995 Standish Group study (CHAOS) found that.
scope, time, and cost goals; over 31% of IT projects
A PricewaterhouseCoopers study found that overall,
half of all ro ects fail and onl 2.5% of cor orations
consistently meet their targets for scope, time, and
cost goals for all types of project.
Source: The Standish Group, The CHAOS Report (www.standishgroup.com) (1995). Another reference is Johnson, Jim,
CHAOS: The Dollar Drain of IT Project Failures,Application Development Trends(January 1995).
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Project Management StatisticsProject Management Statistics
(IT)(IT)*.
According to the 2009 U.S. Budget, 66% ofprojects that are at risk.
* Michael Krigsman, December 22, 2009 (www.zdnet.com)
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Re ort
Year SuccessfulProjects
ChallengedProjects
FailedProjects
1995 16% 53% 31%2006 35% 46% 19%
2009 32% 44% 24%
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undertaken to produce a unique product or
A project is a temporary endeavor
purpose.
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..
definitive start dates and definitive end,
repetitive.
Ongoing Continuous cycle
Repetitive Expected inputs and outputs
Characteristics of Projects Temporary Definitive beginning and end
n que ew un er a ng, un am ar groun
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The VP of marketing approaches you
and requests that you change the visitorto include a username with at least six
.or operation
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satisfied/exceeded
Completed within allocated budget
ccep ance y e cus omer
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Has a unique purpose
Is temporary
Is developed using progressive elaboration
Specifications of the project are initially broad and then refined and more detailed as the
project progresses
,
Should have a primary customer or sponsor
Involves uncertainty
, ,
factors
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skills, knowledge, tools and techniques to
stakeholders for a project* The ur ose of ro ect mana ement is rediction and
prevention, NOT recognition and reaction
*PMI,A Guide to the Project Management Body of Knowledge (PMBOK Guide)
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Discipline of organizing
and managing resourcesin such a way that these
resources deliver all the
wor requ re o
complete a project within
, ,
cost constraints.
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,
applied to lead IT project teams and control, , ,
and quality of deliverables.
Source: Pro ect Mana ement: The Mana erial Process Clifford F. Gra and Erik W. Larson
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new feature to an internal software
a lication for the finance de artmentA college campus upgrades its technology
infrastructure to rovide wireless Internet
access across the whole campusA cross-functional task force in a company
decides what Voice-over-Internet-Protocol
(VoIP) system to purchase and how it wille mp emen e
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Misconception About ProjectMisconception About Project
ManagementManagement
Project management
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--
Shorter Time Higher Cost Reduced Quali ty or Narrowed
ScopeReduced Cost More Time Reduced Quali ty or Narrowed
Scope
Higher Quali ty or
Increased Scope
More Time Higher Cost
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Triple Constraint: Setting PrioritiesTriple Constraint: Setting Priorities
Cost
Quali ty/ Scope
Time XBui ld i ng m ust be com pleted b y
Octob er 31 o f th is year toaccom m odate corp orate mo ve.
Costs for the ro ect m ust no tost
exceed $22.5 mi l l ion.
Qual i ty/ Scope XMust pr ovide work space for 120 cal l
center staff .
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Programs and ProgramPrograms and Program
ManagementManagement
coordinated way to obtain benefits and control not
available from mana in them individuall(PMBOK Guide, Fourth Edition, 2008,).
Examples of common programs in the IT field
include infrastructure, applications development,and user support
Program management is the centralized
coordinated management of a group of projects to
achieve the programs strategic objectives and
benefits.
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Programs and ProgramPrograms and Program
ManagementManagement
requires more resources. ,
also include non-project actions.
Ensuring strategic alignment through the
Reducing the complexity of large projects, by
clearl breakin down into smaller eas -to-control projects.
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Program Management LifeProgram Management Life
CycleCycle
Fig: Program Management Cycle
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Project PortfolioProject Portfolio
ManagementManagement
project portfolio.
goals.
,
manage projects
and ro rams as a ortfolio of investments that contribute to the entire
enterprises success.
Portfolio mana ers hel their or anizations make wise investment
decisions by helping to select and analyze projects from a strategic
perspective
The whole process of managing and directing the project portfolio iscalled governance.
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Project Portfolio ManagementProject Portfolio Management
ProcessProcess
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Project Management comparison withProject Management comparison with
Portfolio ManagementPortfolio Management
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Advantages of Using FormalAdvantages of Using Formal
Project ManagementProject Management , y , u
resources. . Shorter development times. Lower costs.
Higher quality and increased reliability. Higher profit margins. Improved productivity. Better internal coordination. g er wor er mora e ess s ress . Increase business
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Stakeholders
Knowled eArea
Tools &
Techniques
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Stakeholders
Persons and organizations who are actively
involved in the project or those whosen eres s may e pos ve y or nega ve yaffected by the performance or completion of
.
Stakeholders includes:Project Sponsor Suppliers
Project Manager Functional Managers
Project team Business Partners
Project Management Office Opponents of the projects
Support staff Others (public, regulators..)
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Describe the key competencies that project
.
Time Management
ManagementCommunication
Cost Management
Qualit Mana ement
Risk Management
Integration Management
rocuremen anagemen
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Assist project managers and their teams
areas.
Project charters, scope statements, and WBS(scope).
Gantt charts, network diagrams, critical path
analyses, critical chain scheduling (time).
Cost estimates and earned value management
(cost).
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-
Basic features, tasks management, charting
,
Mid-market , ,
tools MS Project (approx. 50% of market)
High-end
Very large projects, specialized needs, enterprise AMS Realtime
Primavera Project Manager
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Visit www.infogoal.com/pmc to know
software.
G l M t VG l M t V
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General Management Vs.General Management Vs.
Project ManagementProject Management Responsible for managing the status
quo
Responsible for overseeing change
Lines of authority fuzzy Authority defined by management
structure Ever-changing set of tasks
- Consistent set of tasks
Responsibility limited to their ownactivities
Predominatel concerned withfunction
Works in permanent organizational
innovation
Main task is the resolution of conflictstructures
Main task is optimization Success determined by achievement
of stated end oals.
Limited set of variables
Success determined by achievement
History of ProjectHistory of Project
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History of ProjectHistory of Project
ManagementManagement
Egyptian pyramids was a project, as
was buildin the Great Wall of China Most people consider the Manhattan
Pro ect to be the first ro ect to use
modern project management This three-year, $2 billion (in 1946 dollars)
project had a separate project managerand a technical manager
Relation Between StrategicRelation Between Strategic
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Relation Between StrategicRelation Between Strategic
Management & ProjectsManagement & Projects
Fig-a: Strategic Management cycle Fig-b: Extended Strategic ManagementCycle
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,
first time in 1994
.
meeting scope, time, and cost goals.
completion, costing over $81 billion in the U.S. alone.*
Worldwide cost of IT failure: 6.2 trillion*
According to the 2009 U.S. Budget, 66% of all Federal IT
dollars are invested in ro ects that are at risk.
* , . . . , ,
The Dollar Drain of IT Project Failures,Application Development Trends(January 1995).
IT Pro ects: Facts &IT Pro ects: Facts &
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IT Pro ects: Facts &IT Pro ects: Facts &
StatisticsStatisticsSoftware Crisis : CHAOS Report
Year SuccessfulProjects
ChallengedProjects
FailedProjects
1995 16% 53% 31%
2006 35% 46% 19%
2009 32% 44% 24%
Factors for Successful ChallengedFactors for Successful Challenged
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Factors for Successful, Challenged,Factors for Successful, Challenged,
and Impaired projectsand Impaired projectsSuccessful Pro ects Challen ed Pro ects Im aired Pro ectFactors
Factors
Factors
User Involvement Lack of User Input Incomplete Requirements
xecu ve anagemenSupport
ncomp e e equ remen s& Specifications
ac o ser nvo vemen
Clear Statement of Changing Requirements Lack of Resources
Proper Planning Lack of ExecutiveSupport
Unrealistic Expectations
Realistic Expectations TechnologyIncompetence
Lack of ExecutiveSupport
Smaller Project Lack of Resources Changing Requirements
es ones pec ca ons
Competent Staff UnrealisticExpectations
Lack of Planning
Ownership Unclear Objectives Didn't Need It Any Longer
Clear Vision & Objectives Unrealistic Time Lack of IT
IT Projects: Facts &IT Projects: Facts &
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IT Projects: Facts &IT Projects: Facts &
StatisticsStatistics
that overall, half of all projects fail and only
2.5% of cor orations consistentl meet theirtargets for scope, time, and cost goals forall types of project
*Michael Krigsman, December 22, 2009 (www.zdnet.com)
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Cause of projects failure in U.K. finance sector
,conducted by BULL, a French computer
manufacturer & system integrator are:
Failed communication among parties (57%)
Lack of lannin 39%
Poor quality control (35%)
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per the OASIG study
concerned with the social andor anizational as ects of information
technology1. Lack of attention to human and organizationalac ors
2. Poor project management
.4. Inadequate attention to business needs and goals
5. Failure to involve users appropriately
IT Projects:IT Projects: Facts & StatisticsFacts & Statistics
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IT Projects:IT Projects: Facts & StatisticsFacts & Statistics
Main cause of project failures are:
Weak business case
support
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of the iceberg
cost of the investment itself) and indirectcosts the lost o ortunit costs .
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Original estimated cost: $780,000,000
Actual estimated cost now is $6.3 billion
.
Magnetic train project to connect Berlin
185 billion dollar project cancelled due to
,been spend.
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.
Canadas second largest grocery chain,
designed enterprise system after a 5 dayshut-down that affected the com an
business operations for almost a month. The damage was nearly $49 million.
FedEx B2B project to integrate supplychain Project cancelled after two years and
damage was $15 million
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,
lose control of several billion dollars of trust accounts. All the
mone was eventuall found in the s stem but all 255 eo le-i.e. the entire trust department was fired as all depositors
withdrew their money.
In march 1997, the state of Washington killed the one of the
biggest IT project, the License Application Mitigation Project
(LAMP).
Project began in early nineties and was supposed to be online in
1995.
Initial budget was &16 million, project cost climbed to $41.8 million in
1992, $51 million in 1993 and was estimated $67.5 million in 1997.
when project was cancelled already $40 million has been spend.
Unique Features ofUnique Features of SoftwareSoftware
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qq
ProjectsProjects
management are applicable to software
ro ect mana ement. But products of software projects have
certain characteristics which make them
different. Invisibility
Complexity
Conformit Flexibility
Unique Features of ISUnique Features of IS
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qq
ProjectsProjects
operate
project employees
Integration of established system development
framework
Uni ueness: attem ted solutions ma neverhave been tried before.
Mana in ro ect sco e
Technology changes during projectdevelo ment
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Success Assessment for the ITSuccess Assessment for the IT
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ProjectsProjects,
goal there are other criteria that also
definin the success at lar e for IT ro ects An IT project can also fail by lack of growth and
evolutionary capabilities of the solution it
delivers.
An IT project can also fail by lack of business
sense.
An IT project can also fail by lack of integration
with its business environment.
An IT project can also fail by lack of consistency
between its means and its objectives.
What Went Right? ImprovedWhat Went Right? Improved
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improvements in IT projects in the past
The number of successful IT projects has more thandoubled, from 16 percent in 1994 to 35 percent in 2006
e num er o a e pro ec s ecrease rom percen
in 1994 to 19 percent in 2006 The United States spent more money on IT projects in
an on an on,respectively), but the amount of money wasted onchallenged and failed projects was down to $53 billion in
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"projects vary. First, the average cost of a project
has been more than cut in half. Better tools havebeen created to monitor and control progressand better skilled project managers withbetter management processes are being used.The fact that there are processes is significant inse .
*Standish Group, "CHAOS 2001: A Recipe for Success" (2001).
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that excel in project delivery capability:
toolbox (use standard/advanced PM tools, lotsof tem lates
Grow project leaders, emphasizing businessand soft skills
Develop a streamlined project deliveryprocess
Measure project health using metrics, likecustomer satisfaction or return on investment
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Questions ?