[it认证]信息系统集成项目管理课程【2】

2018/1/12,1,Chapter 2:The Project ManagementContext andProcesses,2018/1/12,2,Objectives,Understand the systems view of project management and how it applies to information technology projectsExplain the four general phases in the project life cycleDistinguish between project development and product developmentExplain the differences among functional, matrix, and project organizational structuresExplain why top management commitment to project management is critical for a projects successList important skills and attributes of a good project managerBriefly describe the five process groups of project management, the typical level of activity for each, and interactions among themSee how the project process groups relate to project management knowledge areas and how organizations can develop an information technology project management methodology,2018/1/12,3,Chapter Outline,A Systems View of Project ManagementProject Phases and the Project Life CycleProduct Life CyclesThe Importance of Project Phases and Management ReviewsUnderstanding OrganizationsOrganizational StructuresStakeholder ManagementTop Management CommitmentSuggested Skills for a Project ManagerProject Management Process Groups,2018/1/12,4,2.1 A Systems View of Project Management,2018/1/12,5,Projects Cannot Be Run In Isolation,Summarize opening caseProjects must operate in a broad organizational environmentProject managers need to take a holistic or systems view of a project and understand how it is situated within the larger organization,2018/1/12,6,A Systems View of Project Management,A systems approach emerged in the 1950s to describe a more analytical approach to management and problem solvingThree parts include:Systems philosophy: View things as systems, interacting components working within an environment to fulfill some purposeSystems analysis: Use a problem-solving approachSystems management: Address business, technological, and organizational issues before making changes to systems,2018/1/12,7,Three Sphere Model for Systems Management,2018/1/12,8,Discussion,Based on the opening case:Which sphere of the systems management model did Tom focus on? Why?How should Tom know what is important to the business and organization? Discuss two specific things he can do in the future to stay in tune with the bigger pictureDiscuss the closing case. Do you agree with the decisions made? Why or why not?,2018/1/12,9,2.2 Project Phases and the Project Life Cycle,2018/1/12,10,Project Phases and the Project Life Cycle,A project life cycle is a collection of project phasesProject phases vary by project or industry, but some general phases includeconceptdevelopmentimplementationClose-out,2018/1/12,11,Phases of the Project Life Cycle,2018/1/12,12,The typical activities in every Phases of the Project Life Cycle,2018/1/12,13,Product Life Cycles,Products also have life cyclesThe Systems Development Life Cycle (SDLC) is a framework for describing the phases involved in developing and maintaining information systemsTypical SDLC phases include planning, analysis, design, implementation, and support,2018/1/12,14,Sample SDLC Models,Waterfall model: has well-defined, linear stages of systems development and supportSpiral model: shows that software is developed using an iterative or spiral approach rather than a linear approachIncremental release model: provides for progressive development of operational softwarePrototyping model: used for developing prototypes to clarify user requirements,2018/1/12,15,Spiral Model of Software Development (Boehm, 1988),2018/1/12,16,Distinguishing Project Life Cycles and Product Life Cycles,The project life cycle applies to all projects, regardless of the products being producedProduct life cycle models vary considerably based on the nature of the productMost large IT projects are developed as a series of projectsProject management is done in all of the product life cycle phases,2018/1/12,17,Example:R&D of New Products,A-Pre-projectB-Concept and initiateC-Market Survey and R&DD-DesignEAcquire facilities to produce,if necessaryFTest and commissioningGTurn-over(handover)HManufacturingIMaintenanceJExpansion and upgradeKDisposal and divestment,Project life cycle,Product life cycle,Operation life cycle,From A to K,From B to G,From G to K,Project:B,C,D,J,K,2018/1/12,18,The Importance of Project Phases and Management Reviews,A project should successfully pass through each of the project phases in order to continue on to the nextManagement reviews (also called phase exits or kill points) should occur after each phase to evaluate the projects progress, likely success, and continued compatibility with organizational goals,2018/1/12,19,What Went Right?,The real improvement that I saw was in our ability toin the words of Thomas Edisonknow when to stop beating a dead horse.Edisons key to success was that he failed fairly often; but as he said, he could recognize a dead horse before it started to smell.as a result he had 14,000 patents and was very successfulIn IT we ride dead horsesfailing projectsa long time before we give up. But what we are seeing now is that we are able to get off them; able to reduce cost overrun and time overrun. Thats where the major impact came on the success rate.”Cabanis, Jeannette, A Major Impact: The Standish Groups Jim Johnson On Project Management and IT Project Success, PM Network, PMI, September 1998, p. 7,2018/1/12,20,2.3 Understanding Organizations,2018/1/12,21,1.Organization Structure,3 basic organization structuresfunctionalprojectMatrixWeek MatrixBalanced MatrixStrong Matrix,2018/1/12,22,Functional, Project, and Matrix Organizational Structures,2018/1/12,23,Organization Structure Influences on Projects,PMBOK Guide, 1996, p. 18,2018/1/12,24,Advantages & Disadvantages of functional Organization,2018/1/12,25,Advantages & Disadvantages of Matrix Organization,2018/1/12,26,Advantages & Disadvantages of project Organization,2018/1/12,27,2.Recognize the Importance of Project Stakeholders,Recall that project stakeholders are the people involved in or affected by project activitiesProject managers must take time to identify, understand, and manage relationships with all project stakeholdersMeet stakeholder needs and expectations,2018/1/12,28,2.4 Top Management Commitment,2018/1/12,29,Need for Top Management Commitment,Several studies cite top management commitment as one of the key factors associated with project successTop management can help project managers: secure adequate resourcesget approval for unique project needs in a timely mannerreceive cooperation from people throughout the organization and learn how to be better leaders,2018/1/12,30,What Helps Projects Succeed?,the following items help IT projects succeed, in order of importance*:Executive supportUser involvementExperience project managerClear business objectivesMinimized scopeStandard software infrastructureFirm basic requirementsFormal methodologyReliable estimates,*Standish Groups report CHAOS 2001: A Recipe for Success,2018/1/12,31,Need for Organizational Commitment to Information Technology (IT),If the organization has a negative attitude toward IT, it will be difficult for an IT project to succeedHaving a Chief Information Officer (CIO) at a high level in the organization helps IT projectsAssigning non-IT people to IT projects also encourage more commitment,2018/1/12,32,Need for Organizational Standards,Standards and guidelines help project managers be more effectiveSenior management can encouragethe use of standard forms and software for project managementthe development and use of guidelines for writing project plans or providing status informationthe creation of a project management office or center of excellence,2018/1/12,33,2.5 Suggested Skills for aProject Manager,2018/1/12,34,Skills for a Project Manager,Organizational skills: planning, goal-setting, analyzingCommunication skills: listening, persuadingTeam Building skills: empathy, motivation, esprit de corpsLeadership skills: vision (big picture) ,energetic,positive, sets example, delegatesCoping skills: flexibility, creativity, patience, persistenceTechnological skills: experience, project knowledge,2018/1/12,35,Define scope of projectIdentify stakeholders, decision-makers, and escalation proceduresDevelop detailed task list (work breakdown structures)Estimate time requirementsDevelop initial project management flow chartIdentify required resources and budget,Evaluate project requirementsIdentify and evaluate risksPrepare contingency planIdentify interdependenciesIdentify and track critical milestonesParticipate in project phase reviewSecure needed resourcesManage the change control processReport project status,Fifteen Project Management Job Functions*,*Northwest Center for Emerging Technologies, Building a Foundation for Tomorrow: Skills Standards for Information Technology,Belleview, WA, 1999,2018/1/12,36,Most Significant Characteristics of Effective and Ineffective Project Managers,Leadership by exampleVisionaryTechnically competentDecisiveGood communicatorGood motivatorStands up to upper management when necessarySupports team membersEncourages new ideas,Sets bad exampleNot self-assuredLacks technical expertisePoor communicatorPoor motivator,Effective Project Managers Ineffective Project Managers,2018/1/12,37,2.6 Project Management Process Groups,2018/1/12,38,PM Process Groups,Project management c