Information Technology Project Management | Chapter 1 - 6

Six Sigma Methodologies | Create a New Product

(DMADV) Define Measure Analyze Design Verify

Six Sigma Methodologies | Improve an Existing Process

(DMAIC) Define Measure Analyze Improve Control

Three Categories of IT Projects

-Impetus (Problem, Opportunity and Directive) -Time Window -General Priority

Outputs for Performing Integrated Change Control

Approved Change Requests Change Log Updates to the Project Management Plan

Baseline

Approved Project Management Plan plus approved changes.

Adaptive Software Development (ASD) / Agile Software Development

Assumes that software requirements cannot be clearly expressed early in the life cycle. Developed using a less structured, flexible approach. Developers focus on the rapid creation of working code and an evolution of the entire software system. Software is never really finished.

Standard

Best practices.

The Three-Sphere Model for Systems Management

Business, Organization, and Technology

Tools for Performing Integrated Change Control

Change Control Board Configuration Management Good Communication

Outputs for Monitoring and Controlling Project Work

Change Requests Work Performance Reports.

Political Frame

Coalitions composed of individuals and interest groups. Conflict and power are key issues.

Project Life Cycle

Collection of phases

Key issues when working on global projects. (Globalization)

Communication Trust Common Work Practices Tools

Primary Tool of Interface Management

Communication and relationships.

General Phases in Traditional Project Management

Concept, Development, Implementation, and close-out.

Project Integration Management

Coordinate all other PM knowledge areas throughout the product life cycle and ensure all elements come together at the right times.

Executing Process

Coordinate resources to carry out the various plans and create the product.

Planning Process

Create and maintain a workable scheme that addresses the organization's need.

Initiating Process

Define and authorize a project or phase.

Outputs for Directing Project Work

Deliverables - Stakeholders focus on this Work Performance Information Change Requests Updates to the Project Management Plan

Project Acquisition

Delivering the actual work. Implementation and Close-out Phases of Traditional Project Management

Project Statement of Work

Describes the product to be created

Pre-initiation Tasks

Determine triple constraint. Identify sponsor and manager. Business case. Review the process and expectations. Should the project be subdivided to smaller projects?

Six Main Processes of Project Integration Management

Developing Project Charter Developing Project Management Plan Directing Project Work Monitoring and Controlling Project Work Performing Integrated Change Control Closing the Project Note* that 1-4 and 6 are the Process Groups.

Project Management Plan

Document used to coordinate all other documents. Guide execution and control

Change Control System

Documented process that describes when and how documents may be changed.

Project Organizational Structure

Earns revenue primarily from performing projects for other groups under contract. Project Managers have most authority. Inefficient for the company as a whole.

Three Main Objectives of Integrated Change Control

Ensure changes are beneficial. Determine that a change has occurred. Manage actual changes as they occurr.

Configuration Management

Ensures that the descriptions of the project's products are correct and complete.

What helps projects succeed?

Executive support User involvement Clear business objectives Emotional maturity Optimizing scope Agile process Project management expertise Skilled resources Execution Tools and infrastructure

Tools for Closing the Project

Expert judgement

Tools for Developing Project Charter

Expert judgement Facilitation techniques - Brainstorming and meeting management.

Tools for Directing Project Work

Expert judgement Meetings Project management information systems

Tools for Developing Project Management Plan

Expert judgment.

Adaptive Software Development (ASD) / Agile Software Development Models

Extreme Programming Feature Driven Development Dynamic Systems Development Model Scrum

Agile Methods

Extreme Programming Scrum Feature-driven Development Lean Software Development

Outputs for Closing the Project

Final product. Organizational process asset updates.

Methods for Selecting Projects

Focus on organizational needs. Categorzing IT projects. Perform financial analyses. Weighted scoring model. Balanced scorecard.

Closing Process

Formal acceptance of the project/phase.

Change Control Board (CCB)

Formal group of people responsible for approving changes.

Systems Development Life Cycle (SDLC)

Framework for describing the phases of developing information systems.

Three Forms of Organizational Structure

Functional, Project, and Matrix

Trends affecting IT Project Management

Globalization Outsourcing Virtual Teams Agile Project Management.

HR Frame

Harmony between the needs of the organization and it's people

Systems Approach

Holistic and analytical approach to solving complex problems

Systems Thinking

Holistic view of carrying out projects in the context of the organization

Methodology

How things should be done.

Integrated Change Control

Identify, evaluate, and manage changes throughout the project life cycle.

Key issues of an Agile approach to IT Project Management

In terms of the triple constraint, Agile sets time and cost goals but leaves scope flexible. Doesn't make sense for all projects.

Process Groups

Initiating, Planning, Executing, Monitoring and Controlling, and Closing.

Inputs for Developing Project Management Plan

Inputs to the Project Charter and the Charter itself.

Best practices for Project Delivery

Integrated toolbox Grow project leaders Streamlined project delivery process Measure project health using metrics

Project Management Framework

Integration Scope Time Cost Quality HR Communications Risk Procurement Stakeholder

Matrix Organizational Structure

It can be strong, weak or balanced based on the control exerted by the project manager. Problems can occur if members are assigned to several projects.

Rational Unified Process (RUP) framework

Iterative software development process that focuses on team productivity.

Technology Sphere

Least difficult to identify and resolve

Phase Exits or Kill Points

Management reviews. Important for keeping projects on track and determining if they should be continued, redirected or terminated.

Inputs for Directing Project Work

Managing and performing the work described in the Project Management Plan Approved Change Request Enterprise environmental factors Organizational process assets

Monitoring and Controlling Process

Measure and monitor progress.

Robbins and Judge's 10 Characteristics of Organizational Culture

Member Identify Group Emphasis People Focus Unit Integration Control Risk Tolerance Reward Criteria Conflict Tolerance Means-ends Orientation Open Systems Focus

How to define project success?

Met triple constraint goals. Satisfied the customer/sponsor. Met its main objective.

PRojects IN Controlled Environments (PRINCE2)

Methodology by the UK Office of Government Commerce (OCG)

Systems Philosophy

Model of thinking about things as a system. Understand how projects relate to the whole organization.

Criteria When Focusing on Organizational Need

Need, Funding, and Will.

Three Financial Analysis for Project Selection

Net Present Value Return on Investment Payback Analysis

Artifact

Object in Scrum created by people. Product Backlog Sprint Backlog Burndown Chart

Structural Frame

Organizational Chart

Functional Organizational Structure

Organizational Chart.

Sections of the Project Management Plan

Overview Description of how the project is organized The management and technical processes used Description of the work to be performed Schedule Budget

Project Management Methdologies

PMBOK Guide PRojects IN Controlled Environments (PRINCE2) Agile methods Rational Unified Process (RUP) framework Six Sigma Methodologies

Systems Approach Techniques

Philosophy, Analysis, and Management

Project Feasibility

Planning. Concept and Development Phases of Traditional Project Management.

Organizational Process Assets

Plans, policies, guidelines, information systems, etc.

Systems Analysis

Problem-solving appraoch that requires defining the scope of the system, dividing it into components, and then identifying and evaluating its problems, opportunities, constraints, and needs.

Three roles of Scrum

Product Owner ScrumMaster Team

Output for Developing Project Charter

Project Charter itself

Interface Management

Project Integration Management Identify and manage the points of interaction between various elements.

Inputs for Closing the Project

Project Management Plan Accepted Deliverables Organizational Process Assets

Inputs for Monitoring and Controlling Project Work

Project Management Plan Schedule and Cost Forecasts Validated Changes Work Performance Information Enterprise Environmental Factors Organizational Process Assets

Inputs for Performing Integrated Change Control

Project Management Plan Work Performance Information Change Requests Enterprise Environmental Factors Organizational Process Assets

Outputs for Developing Project Management Plan

Project Management Plan itself

Inputs for Developing Project Charter

Project Statement of Work Business Case Agreements Enterprise Environmental Factors Organizational Process Assets

Key Points of Process Groups

Projects can have different combinations of phases. Projects and phases need to include all five process groups. Process groups could be applied to each major phase or iteration of a project or the entire project.

Primary Function of the Change Control Board (CCB)

Provide guidelines for change requests Evaluate change requests Manage the implementation of approved changes

Enterprise Environmental Factors

Relevant government or industry standards.

Project Constraints

Scope - What work will be done as part of the project? Time - How long should it take to complete the project? Cost Goals - What should it cost to complete the project? Quality - Key factor in projects as in customer or sponsor satisfaction.

Predictive Life Cycle

Scope of the project can be articulated clearly and the schedule and cost can be predicted accurately.

Champion

Senior manager. Acts as a key advocate for a project. Sponsor can be the champion, but often another manager can more successfully take on this role.

Organizational Culture

Set of shared assumptions, values, and behaviors. Includes elements from all Four Frames of Organizations.

Four Scrum Ceremonies

Sprint planning session Daily Scrum Sprint Reviews Sprint Retrospectives

PMBOK's Phases in Project Management

Starting the project Organizing and preparing Carrying out the project work Finishing the project.

Four Frames of Organizations

Structural, HR, Political, and Symbolic

Symbolic Frame

Symbols and meanings related to events. Not what happened but what it means.

Project Management

Application of knowledge, skills, tools, and techniques to project activities to meet requirements. Project managers must strive not only to meet Quadruple Constraint, they must facilitate the process to meet the needs and expectations of people involved in project activities.

Why federal technology projects succeed?

Adequate funding Staff expertise Engagement from all stakeholders

Top management commitment is important because

Adequate resources. Approval for unique project needs in a timely manner. Cooperation from people in other parts of the organization. Mentor and coach them on leadership issues.

Systems Management

Addresses the business, technological, and organizational issues associated with creating, maintaining, and modifying a system.

Attributes of a Project

Unique purpose - Well-defined objective. Temporary - Definite beginning and end Developed using progressive elaboration - Defined broadly in the beginning, specific details become clearer as time passes. Developed in increments. Requires resources Have a primary customer or sponsor - Someone must take the primary role of sponsorship. Uncertainty

Three IT project portfolio categories

Venture - Help transform the business. Growth - Help the company increase its revenues. Core - Must be accomplished to run the business. Non-discretionary.

Predictive Life Cycle Models

Waterfall Spiral Incremental Build Prototyping Rapid Application Development