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ISM 5316
Project and Change Management
Fall 2000
Week 1: Introduction
Course Structure and Resources
Course
Web site
– http://ruby.fgcu.edu/courses/cbeise
Schwalbe
text (note Appendices)
Project Management Institute (PMI) BOK
– http://www.pmi.org
Software
Engineering Institute (SEI)
– http://www.sei.cmu.edu
Selected
WebCT
Readings on reserve on-line
Week 1-2: Learning Objectives
You should be able to:
Explain the need for Project Management (PM)
Explain the relationship between PM and
organizational change
Compare traditional management to PM structures
Define “project” and explain how projects differ
from on-going organizational operations
List and define PM tasks and activities
List skills needed by a Project Manager
You should be able to:
List and define the project management
knowledge areas
Describe a generic project life cycle and its phases
Distinguish between project organization
structures
List and describe project management processes
Summarize the software development (SD)
process
Discuss challenges in adapting PM to SD
Traditional Organizational Focus
Mass
production
Efficiency
Functional organization
– specialization to concentrate skills
Hierarchical
control
Inflexible
– hard to change
Organizational Change
Increased
competition
Sophisticated, customized products
Faster time-to-market
Globalization
More frequent adapting to change
More flexibility needed
Quality focus
Traditional Organization Structures
Hierarchical
reporting relationships
Hierarchical communication, coordination
Specialization => efficiency, not flexibility
Pyramid model
Pyramid Model
Top Mgt
Flattening
Middle Mgt
Operations mgt
workers
Customers
workers
Organization
Structure
Top Mgt
Upside Down
Project Teams
Diversity
of knowledge needed
Cross-functional
Self-directed
Often ad-hoc or temporary
Often distributed (geographically)
Start and end dates
Traditional Management Skills
Organizing
Leading
Staffing
Controlling
Planning
Project Management
Body of Knowledge
Organizations as Systems
A project
takes place within the context of
an organization
Organizations are viewed from multiple
perspectives:
– structure
– culture (people and symbols)
– politics
All
must be considered in managing
projects
What is a Project?
Performed
by people
Constrained by limited resources
Planned, executed, and controlled
Temporary, with a defined start and end
The objective is a unique product or service
– progressively elaborated
Has
stakeholders with multiple needs
Project Management Knowledge Areas
Scope:
– work included and excluded
Communication:
– storing, retrieving,
disseminating project
information
Cost:
– budgeting, resource
planning
– planning, coordination,
change control
Time:
– activities, sequencing,
estimation, scheduling
Integration:
Risk Management:
– identifying and responding
Quality:
– satisfying stated needs and
objectives
Procurement Management
– acquiring external resources
• Human Resource
Management
PM Terms and Definitions
Program
– multiple related projects managed and coordinated as a
group for increased benefit
Application area:
– technology or industry
Deliverable:
– tangible, verifiable work product
Fast-tracking:
– overlapping project phases
Milestone:
– interim checkpoint in project life cycle
Project Life Cycle
Defines
start and end of project
Divided into phases for control
Each phase has defined work product(s)
Project Life Cycle definitions
–
–
–
–
feasibility study (may be separate)
what work done in each phase
who should be involved
cyclical risk, staffing, cost
Generic Project Life Cycle
Feasibility
– Concept
– Development
Acquisition
– Implementation
– Close-out
Systems Development Life Cycle
SDLC
Business
Planning
System Analysis
System Design
System Development
System Implementation
Evaluation and Maintenance
Variations on SDLC
Waterfall
model
– linear steps, deliverables after each step
Spiral
model
– iterative, deliverables after each iteration
Incremental
model
– progressive development
– each increment adds enhancements
(Prototyping:
method used in each model)
Project Life Cycle
Generic
Systems
Development (SDLC)
Concept
Feasibility
Definition
Feasibility
Definition
Development
Specify product
requirements
Design product
Analysis
Design
Prototyping
Implementation
Build product
Turnover (put into
operation)
Coding
Testing
Installation
Operation
Close-out
Customer
acceptance
Document
lessons learned
Customer
acceptance
Maintenance
Resources per Phase
Intermediate
Phases
Cost,
Staffing
Levels
Initial
Phase
Time ---------------------->
Final
Phase
Stakeholders
Project manager
– primary responsibility
Customer (users)
Performing
organization
(developers, team)
Sponsor
– financial resources
External vs. internal
Manage expectations
Resolve conflicting
objectives
Prioritize needs
Make customer
highest priority
Project Organization Structures
Functional
– traditional hierarchical management systems
– makes project management more difficult
Projectized
– derive revenues from projects
OR manage operations via projects
– systems (financial, etc.) designed for projects
– co-located team members (vs. specialization)
Matrix
– weak --> strong (functional --> projectized)
A Project Process
A Series of actions bringing about a result
Performed by people
Describe and organize work (project process)
OR
Specify and create the product (product process)
Project and product processes overlap
– Can’t define scope without understanding how product
is created or developed
Process Group Interactions
Initiating
Planning
Executing
Controlling
Closing
Process Groups
Linked
by results they produce
Output of one is input to another
Overlapping activities
Process group interactions go across project
phases
Process Groups
Initiating
Planning
Executing
Controlling
Closing
Initiating
Commits
the organization to begin the next
phase of the project
Initiation is repeated at the start of each
phase
Business needs are re-examined
Process Groups
Initiating
Planning
Executing
Controlling
Closing
Planning Processes
Amount
of planning is proportional to scope
of project
Core planning processes
–
–
–
–
–
scope definition
activity definition, sequencing, documenting
schedule development
resource planning
cost estimating and budgeting
Core Processes Interacting
Facilitating Processes: Provide Support
Facilitating (Supporting)
Processes in Planning
Quality:
relevant standards
Organizational:
– roles, responsibilities, reporting relationships
Staff Acquisition
Communication:
stakeholders, needs
Risk: identify, quantify, plan response
Procurement and solicitation planning
Process Groups
Initiating
Planning
Executing
Controlling
Closing
Executing Processes
Performing
planned activities
Quality assurance
Team development
Information communication
Solicitation and source selection
Contract administration
Process Groups
Initiating
Planning
Executing
Controlling
Closing
Controlling Processes
Measure
project performance
– Identify variances
– Adjust plan if needed
– Take preventive action
Change
control
Schedule, cost, quality control
Performance reporting
Risk response
Process Groups
Initiating
Planning
Executing
Controlling
Closing
Closing Processes
Administrative
–
–
–
–
generate, record, and disseminate information
document what was learned for future use
distribution of leftover resources
re-assignment of project team members
Contract
Close-out
– contract settlement
– resolve open items
Project Personnel Skills
Technical
Political
Problem-oriented (vs. discipline-oriented)
Goal-oriented (vs. putting in hours)
Flexibility, adaptability
High self-esteem
– can handle failure, risk, uncertainty, unexpected
– can share blame and credit
PM Characteristics
Leadership: shared commitment
Generalist, facilitator, coordinator
Communicator
Credibility: technical, administrative
Political sensitivity
Conflict: sense, confront, resolve
Can deal with stress, chaos, ambiguity
Planning and follow-through
Ethical dilemmas
Software Development (SD)
Projects
Software
Engineering
– application of PM methods to SD
Challenges:
– art or science?
– time and cost estimation
– rapid changes in technology
IT
human resources
– scarce
– costly
Object-Oriented (OO)
Software Development
Potential
benefits:
– reusability of software components
– faster development of new systems
– more flexibility in changing systems
(to adapt to organizational change)
Limitations:
– new tools and techniques
– less experience
– more hype
For Next Time:
Investigate course resources
Do week 1 and 2 readings
Write a 1-2 page narrative explaining the 5 most
common reasons for Project Failure
Write a 1-2 page narrative explaining why project
management is a critical factor in fostering change
in organizations
Send your classmates an e-mail telling them about
yourself: esp. what you could contribute to a team
project, at [email protected]
Check your e-mail daily!