Managing projects

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  • McGraw-Hill/Irwin The McGraw-Hill Companies, All Rights Reserved

    Managing Organizational Projects

  • 18-2

    LEARNING OUTCOMES

    1. Explain the triple constraints and its importance in project management

    2. Describe the fundamentals of project management

  • 18-3

    MANAGING SOFTWARE DEVELOPMENT PROJECTS

    Analysts predict investment in IT projects worldwide through 2010 will be over $1 trillion

    70 percent will be lost due to failed projects

    The consequences of failed projects include: Damaged brand Lost goodwill Dissolution of partnerships Lost investment opportunities Low morale

  • 18-4

    The Triple Constraint

    Project management interdependent variables

  • 18-5

    The Triple Constraint

    Benjamin Franklins timeless advice - by failing to prepare, you prepare to fail - applies to software development projects

    The Hackett Group analyzed 2,000 companies and discovered: Three in 10 major IT projects fail 21 percent of the companies state that they cannot

    adjust rapidly to market changes One in four validates a business case for IT projects

    after completion

  • 18-6

    The Triple Constraint

    Common reasons why IT projects fall behind schedule or fail

  • 18-7

    PROJECT MANAGEMENT FUNDAMENTALS

    Project temporary endeavor undertaken to create a unique product, service, or result

    Project management the application of knowledge, skills, tools, and techniques to project activities to meet project requirements

  • 18-8

    PROJECT MANAGEMENT FUNDAMENTALS

    The Project Management Institute (PMI) develops procedures and concepts necessary to support the profession of project management (www.pmi.org) and has three areas of focus:1. The distinguishing characteristics of a practicing

    professional (ethics)2. The content and structure of the professions

    body of knowledge (standards)3. Recognition of professional attainment

    (accreditation)

  • 18-9

    PROJECT MANAGEMENT FUNDAMENTALS

    Project deliverable any measurable, tangible, verifiable outcome, result, or item that is produced to complete a project

    Project milestone represents key dates when a certain group of activities must be performed

    Project manager an individual who is an expert in project planning and management

    Project management office (PMO) an internal department that oversees all organizational projects

  • 18-10

    PROJECT MANAGEMENT FUNDAMENTALS

  • 18-11

    SUCCESSFUL PROJECT MANAGEMENT STRATEGIES

    Top five successful project management strategies1. Define project success criteria2. Develop a solid project plan3. Divide and conquer4. Plan for change5. Manage project risk

  • 18-12

    CHAPTER EIGHTEENOpening Case Study Questions

    1. What are the three interdependent variables shaping project management? Why are these variables important to an e-espionage software development project?

    2. Explain how the government can use the top five successful project management strategies to ensure its projects remain on-schedule and under budget

  • 18-13

    CHAPTER EIGHTEEN CASEBusiness Subject Matter Experts

    One of the best kept secrets of successful software development projects is to deploy a non-IT business subject matter expert (SME) to the project team to answer questions, solve problems, and troubleshoot

    A SME is relied on to take ownership of the project and ensure everything is executed correctly

  • 18-14

    CHAPTER EIGHTEEN CASE QUESTIONS

    1. How can having a SME on your project alleviate scope creep?

    2. How can having a SME on your project impact time constraints?

    3. How can having a SME on your project impact costs?

    4. Argue for or against the following statement: There is no need to have a SME on the project management team