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1、FACULTY OF SCIENCE, ENGINEERING & TECHNOLOGYKXO231 ICT Project ManagementLecture 2: Understanding ICT ProjectsContentsSCHOOL OF ENGINEERING & ICT1Projects2Portfolios, Programs and Projects3Relationship with the Organisation4Changing Organisational Values5Business Value6Project Managers Role7

2、Best PracticeProjects Temporary Unique Outcome Any organisational levelProjectA project is a temporary endeavor undertaker to create a unique product, service, or result. (PMBOK Guide, Fifth Edition, 2013)Portfolios, Programs and ProjectsOrganisational Strategic GoalsPortfolioProgramProjectProject M

3、anagement “The application of knowledge, skills, tools and techniques to project activities to meet the project requirements,” (PMBOK, 2013). Initiating Planning Executing Monitoring and Controlling ClosingProject Management Framework8Triple ConstraintTimeBudgetScopeProgram Management “A group of re

4、lated projects managed in a coordinated way to obtain benefits and control not available from managing them individually” (Schwalbe 2012:17) Leveraging interactions between projects for efficiencies and benefitsPortfolio Management “Organisations group and manage projects and programs as a portfolio

5、 of investments that contribute to the entire enterprises success,” (Schwalbe 2012:17). Resource allocation Alignment with strategic goalsProject Management Compared to Project Portfolio Management12 (PMBOK Guide, Fifth Edition, 2013) A program is “a group of related projects managed in a coordinate

6、d way to obtain benefits and control not available from managing them individually” (PMBOK Guide, Fifth Edition, 2012) A program manager provides leadership and direction for the project managers heading the projects within the program Examples of common programs in the IT field include infrastructu

7、re, applications development, and user supportProgram and Project Portfolio Management14 As part of project portfolio management, organizations group and manage projects and programs as a portfolio of investments that contribute to the entire enterprises success Portfolio managers help their organiz

8、ations make wise investment decisions by helping to select and analyze projects from a strategic perspectiveProject Portfolio Management15Relationship with the Organisation Operations, Strategy and Project Management Stakeholders: Plant operators Help desk staff Customer service representatives Call

9、 centre personnel Line managers (PMBOK 2013) Stakeholders are the people involved in or affected by project activities Stakeholders include the project sponsor the project manager the project team support staff customers users suppliers opponents to the projectProject Stakeholders17Changing Organisa

10、tional GoalsBusiness Value “The Entire Value of the business; the total sum of all tangible and intangible elements” (PMBOK 2013:15)Project Managers Role Leadership Knowledge of the Project Ability to Perform in the Role Interpersonal Skills Job descriptions vary, but most include responsibilities l

11、ike planning, scheduling, coordinating, and working with people to achieve project goals Remember that 97% of successful projects were led by experienced project managers, who can often help influence success factorsThe Role of the Project Manager21Ten Most Important Skills and Competencies for Proj

12、ect Managers221. People skills2. Leadership3. Listening4. Integrity, ethical behavior, consistent5. Strong at building trust6. Verbal communication7. Strong at building teams8. Conflict resolution, conflict management9. Critical thinking, problem solving10. Understands, balances priorities Large pro

13、jects: Leadership, relevant prior experience, planning, people skills, verbal communication, and team-building skills were most important High uncertainty projects: Risk management, expectation management, leadership, people skills, and planning skills were most important Very novel projects: Leader

14、ship, people skills, having vision and goals, self confidence, expectations management, and listening skills were most importantDifferent Skills Needed in Different Situations23 Effective project managers provide leadership by example A leader focuses on long-term goals and big-picture objectives wh

15、ile inspiring people to reach those goals A manager deals with the day-to-day details of meeting specific goals Project managers often take on the role of both leader and managerImportance of Leadership Skills24In a 2011 survey, IT executives listed the “nine hottest skills” they planned to hire for

16、 in 2012Project management was second only to programming and application development2526Skill Percentage of RespondentsProgramming and application development 60%Project management 44%Help desk/technical support 35%Networking 35%Business intelligence 23%Data center 18%Web 2.0 18%Security 17%Telecom

17、munications 9%Some people argue that building the Egyptian pyramids was a project, as was building the Great Wall of ChinaMost people consider the Manhattan Project to be the first project to use “modern” project managementThis three-year, $2 billion (in 1946 dollars) project had a separate project

18、manager and a technical managerInformatio Technology Project Management, Seventh Edition27 The Project Management Body of Knowledge Application area knowledge, standards, and regulations Project environment knowledge General management knowledge and skills Soft skills or human relations skillsSugges

19、ted Skills for Project Managers28 A best practice is “an optimal way recognized by industry to achieve a stated goal or objective”* Robert Butrick suggests that organizations need to follow basic principles of project management, including these two mentioned earlier in this chapter: Make sure your

20、projects are driven by your strategy. Be able to demonstrate how each project you undertake fits your business strategy, and screen out unwanted projects as soon as possible Engage your stakeholders. Ignoring stakeholders often leads to project failure. Be sure to engage stakeholders at all stages o

21、f a project, and encourage teamwork and commitment at all timesBest Practice29*Project Management Institute, Organizational Project Management Maturity Model(OPM3) Knowledge Foundation (2003), p. 13.Best Practices in Project Management Include operations managers as stakeholders in projects Constant

22、ly align projects with organisational goals Learn and practise interpersonal skills There are hundreds of different products to assist in performing project management Three main categories of tools: Low-end tools: Handle single or smaller projects well, cost under $200 per user Midrange tools: Hand

23、le multiple projects and users, cost $200-$1,000 per user, Project 2010 most popular High-end tools: Also called enterprise project management software, often licensed on a per-user basis, like Microsoft Enterprise Project Management solutionProject Management Software31Why do plans and projects fail? Jumping directly from project concept phase to performance phase Vague objectives Not involving all key project stakeholders Not identifying and sharing key project assumptions Poor team communication Lack of commitment by all team members to the projects succes