Transcript ch01 - Department of Computer Engineering
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Information Technology Project Management – Fourth Edition
By Jack T. Marchewka Northern Illinois University Power Point Slides by Gerald DeHondt Grand Valley State University Copyright 2012 John Wiley & Sons, Inc.
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The Nature of Information Technology Projects
Chapter 1 Copyright 2012 John Wiley & Sons, Inc.
Learning Objectives
Describe the dominant eras of information systems called the electronic data processing (EDP) era, the micro era, the network era, and the globalization era, and understand how managing IT projects has evolved during these eras.
Understand the current state of IT project management and how successfully managing IT projects remains a challenge for most organizations.
Explain the value-driven, socio-technical, project management, and knowledge management approaches that support ITPM.
Define what a project is and describe its attributes.
Define the discipline called project management.
Describe the role and impact IT projects have on an organization.
Identify the different roles and interests of project stakeholders.
Describe Extreme project management.
Identify the Project Management Body of Knowledge (PMBOK ® ) core knowledge areas.
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IT and Modern Day Project Management
1940s First Electronic Computer 1950s EDP Era 1960s 1970s 1980s PC Era 1990s Network Era 2000s 2010s Globalization 1-4 Copyright 2012 John Wiley & Sons, Inc.
Introduction
Information Technology (IT) projects are organizational investments that require Time Money And other resources such as people, technology, facilities, etc.
Organizations expect some type of value in return for this investment IT Project Management is a relatively new discipline that attempts to make IT projects more successful andcombines traditional Project Management with Software Engineering/Management Information Systems 1-5 Copyright 2012 John Wiley & Sons, Inc.
An ITPM Approach
Organizational resources are limited, so organizations must choose among competing interests to fund specific projects This decision should be based on the value a competing project will provide to an organization 1-6 Copyright 2012 John Wiley & Sons, Inc.
Modern Project Management
Often credited to the U.S. Navy as an outgrowth of the Polaris Missile Project in the 1950’s.
Focuses on reducing costs and product cycle time.
Provides an important link between an organization’s strategy and the deployment of that strategy.
Can have a direct impact on an organization’s bottom line and competitiveness.
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Which Situation is Worse?
Successfully building and implementing a system that provides little or no value to the organization?
Or… Failing to implement an information system that could have provided value to the organization, but was underdeveloped or poorly managed?
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Why Do IT Projects Fail?
Larger projects have the lowest success rate and appear to be more risky than medium and smaller projects Technology, business models, and markets change too rapidly so projects that take more than a year can be obsolete before they are completed The CHAOS studies also provides some insight as to the factors that influence project success 1-9 Copyright 2012 John Wiley & Sons, Inc.
The Software Crisis
The CHAOS study published in 1995 by The Standish Group found that although the U.S spent over $250 billion on IT projects, approximately… 31% were cancelled before completion 53% were completed but over budget, over schedule, & did not meet original specifications For mid-size companies, average cost overruns were 182%, while average schedule overruns were 202%!
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Has the Current State of IT Projects Changed Since 1994?
The Standish Group has continued to study IT projects over the years.
In general, IT Projects are showing higher success rates due to Better project management tools & processes Smaller projects Improved communication among stakeholders More skillful IT project managers But there is still ample opportunity for improvement!
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Figure 1.1 - Summary of the Chaos Studies from 1994 to 2008 Sucessful Challenged Failed 2000 1998 1996 1994 2008 2006 2004 2002 16% 32% 35% 29% 34% 28% 26% 27% 33% 53% 44% 46% 46% 49% 53% 51% 24% 19% 23% 28% 40% 31% 18% 15% 1-12 Copyright 2012 John Wiley & Sons, Inc.
Table 1.1 Summary of CHAOS Study Factor Rankings for Successful Projects
Sources: Adapted from the Standish Group. CHAOS (West Yarmouth, MA: 1995, 2010) & http://www.infoq.com/articles/Interview-Johnson-Standish-CHAOS
Rank 1994 2001 2006 2008 1 2 3 4 5 6 7 8 9 10
User Involvement Executive Management Support Clear Statement of Requirements Proper Planning Realistic Expectations Smaller Project Milestones Competent Staff Ownership Clear Vision & Objectives Hard-working, focused team Executive Support User Involvement Experienced Project Manager Clear Business Objectives Minimized Scope Standard Software Infrastructure Firm Basic Requirements Formal Methodology Reliable Estimates Other User Involvement Executive Management Support Clear Business Objectives Optimizing Scope Agile Process Project Management Expertise Financial Management Skilled Resources Formal Methodology Standard Tools and Infrastructure User Involvement Executive Support Clear Business Objectives Emotional Maturity Optimizing Scope Agile Process Project Management Expertise Skilled Resources Execution Tools & Infrastructure 1-13 Copyright 2012 John Wiley & Sons, Inc.
Table 1.2: IT Project Success Criteria Source: Source: http://www.drdobbs.com/architecture-and-design/202800777.
Criteria Response Schedule
61.3% said it is more important to deliver a system when it is ready to be shipped than to deliver it on time.
Scope
87.3% said that meeting the actual needs of stakeholders is more important than building the system to specification.
Money
79.6% said that providing the best return on investment (ROI) is more important than delivering a system under budget.
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Quality
87.3% said that delivering high quality is more important than delivering on time and on budget.
Staff
75.8% said that having a mentally and physically healthy workplace is more important than delivering on time and on budget.
Copyright 2012 John Wiley & Sons, Inc.
Table 1.3: Summary of Factor Rankings for Challenged and Failed (Impaired) Projects
Source: Adapted from the Standish Group. CHAOS (West Yarmouth, MA: 1995)
Rank Factors for Challenged Projects Factors for Failed (Impaired) Projects 1
Lack of user input Incomplete requirements
2 3 4 5
Incomplete requirements Changing requirements & specifications Lack of executive support Technology incompetence Lack of user involvement Lack of resources Unrealistic expectations Lack of executive support
6 7 8 9 10
Lack of resources Unrealistic expectations Unclear objectives Unrealistic time frames New technology Changing requirements & specifications Lack of planning Didn’t need it any longer Lack of IT management Technology illiteracy 1-15 Copyright 2012 John Wiley & Sons, Inc.
Tata Consultancy Services 2007 Report
Included 800 senior IT managers from the UK, US, France, Germany, India, Japan, & Singapore:
62%
of the IT projects failed to meet their schedules
49%
experienced budget overruns
47%
experienced higher-than expected maintenance costs
41%
failed to deliver the expected business value and ROI
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Figure 1.2 - When IT projects have gone wrong, what has been the reaction from the business managers and the Board of Directors?
Don't know 1% None 2% Looked for a scapegoat among IT staff 9% Sought compensation from IT vendors 13% Reluctant to fund new IT projects 19% Reduced IT budgets Tend to accept problems as the norm (i.e., a necessary evil) Continued to provide support to improve IT 1-17 21% Copyright 2012 John Wiley & Sons, Inc.
43% 69%
Improving the likelihood of success
A Value-Driven Approach Plain & Simple: IT Projects must provide value to the organization Socio-technical Approach It’s not just about the technology or building a better mouse trap Project Management Approach processes and infrastructure (Methodology) resources expectations competition efficiency and effectiveness Knowledge Management Approach lessons learned , best practices & shared knowledge 1-18 Copyright 2012 John Wiley & Sons, Inc.
The PMBOK® Guide’s Definitions for Project and Project Management
A
project
is a temporary endeavor undertaken to create a unique product, service, or result.
Project management
is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. A
project manager
is the person assigned by the performing organization to achieve the project objectives.
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The Context of Project Management Project Attributes
– Time Frame Purpose (to provide value!) Ownership Resources (the triple constraint) Roles Project Manager Project Sponsor SME (domain & technical) Risk & Assumptions Interdependent Tasks progressive elaboration – steps & increments Planned Organizational Change Operate in Environments Larger than the Project Itself 1-20 Copyright 2012 John Wiley & Sons, Inc.
The Triple Constraint
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Extreme Project Management (XPM)
A new approach & philosophy to project management that is becoming increasingly popular Characterizes many of today’s projects that exemplify speed, uncertainty, changing requirements, and high risks Traditional project management often takes an orderly approach while, XPM embraces the fact that projects are often chaotic and unpredictable XPM focuses on flexibility, adaptability, and innovation Traditional and new approaches together can provide us with a better understanding of how to improve the likelihood of project success 1-22 Copyright 2012 John Wiley & Sons, Inc.
The Project Management Body of Knowledge (PMBOK®)
The Guide to the Project Management Body of Knowledge (PMBOK® Guide) documents 9 project management knowledge areas The PMBOK® Guide is published and maintained by the Project Management Institute (PMI) http://www.pmi.org
PMI provides a certification in project management called the Project Management Professional (PMP) that many people today believe will be as relevant as a CPA certification PMP certification requires that you pass a PMP certification exam to demonstrate a level of understanding about project management, as well as satisfy education & experience requirements and agree to a professional code of conduct 1-23 Copyright 2012 John Wiley & Sons, Inc.
Project Management Body of Knowledge Areas
Figure 1.8
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