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Module Overview
This module provides an overview of projects, their important characteristics, and
their challenges. You are introduced to project life-cycle planning, project
management essentials, and both agile and waterfall delivery approaches.
Objectives
The objectives are:
Define a project.
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What Is a Project?
The term project is widely used in this course and within the software
implementation context generally. Therefore, you should understand the essence
of projects.
Lesson Objectives
The objectives are:
Define a project.
Project Characteristics
When you ask people what they know about projects, they typically refer to
phases, resources, goals, scope, budget, time, planning, and issues. But are these
features really important? What really makes up a project? The following section
focuses on important project characteristics.
Unique
Projects are unique activities. That is, no two projects are ever the same. But what
really makes your ERP and CRM implementations unique? If you give it some
thought, you can probably identify several elements in various areas of these
projects:
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Temporary
Projects start somewhere and end as well. In other words, they are temporary.
They have clearly defined begin and end dates, both of which are necessary.
When you take on a project, you know that it has to end. That makes it subject to
urgency as you work to deliver the agreed outcomes within the desired
timescales.
Project Definition
Definition of a Project by PMI
The Project Management Institute (PMI) is one of the world's largest professional
membership associations, with a half million members and credential holders in
more than 185 countries. It is a not-for-profit organization that advances the
project management profession through globally recognized standards and
certifications, collaborative communities, an extensive research program, and
professional development opportunities. (What Is PMI? Project Management
Institute Inc., accessed 9/1/2012, http://www.pmi.org/About-Us/About-Us-Whatis-PMI.aspx.)
A Guide to the Project Management Body of Knowledge (PMBOK Guide) is a book
which presents a set of standard terminology and guidelines for project
management. The Fourth Edition (2008) was recognized by the American National
Standards Institute (ANSI) as an American National Standard (ANSI/PMI 99-0012008) and by the Institute of Electrical and Electronics Engineers IEEE 14902011.[1] (A Guide to the Project Management Body of Knowledge, Wikipedia,
The Free Encyclopedia,
http://en.wikipedia.org/wiki/A_Guide_to_the_Project_Management_Body_of_Know
ledge, accessed 9/1/2012.)
The PMBOK Guide defines a project as a temporary endeavor undertaken to
create a unique product, service, or result.
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Uncertainty: In your projects, you are rarely sure about many things.
If you have ever had to estimate workload, duration, and costs to
produce project deliverables, you probably know how difficult this is
in the beginning of a project. Providing estimates is just one example
in which uncertainty adds pressure to project work.
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When you reduce the projects time, you must increase its cost or
reduce its scope.
When you increase the projects scope, you must increase its cost or
time.
When you reduce the projects cost, you must reduce its scope or
increase its time.
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Objectives
Find most common project challenges.
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Project Challenges
The previous lesson introduced projects and in the last lab you reflected on
project influences. In this lesson you review important project challenges.
Lesson Objectives
The objectives are:
Customers
Internal teams
Stakeholders
Goals
Constraints
Infrastructure
Uninvolved customers.
Scope creep.
Communication failures.
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Uninvolved Customers
No project team can deliver great results without customer involvement. A lack of
customer involvement introduces risk to your project. Customer stakeholders must
be involved at every stage of the project by reviewing and validating information,
building vision and the concept, reviewing deliverables. They provide feedback,
report issues, attend demonstrations, and so much more.
Customers must interact with the vendor project team at all times. Without
involvement, customer stakeholders do not receive accurate perceptions and
expectations. At the same time, you fail to understand the real need and value of
the expected delivery.
With unengaged customers, you are not informed about timely issues and pitfalls.
Furthermore, without validated results, you cannot effectively build the new
deliverables. An involved customer organization becomes a learning organization,
which enables the customer to drive the change.
The project vendor team cannot be exclusively responsible and accountable for all
project tasks and deliverables. It is neither advisable nor realistic.
However, customer commitment does not come easy. Many customers are
unaware of the importance or their participation and are uninformed on how and
when to get involved. Your challenge is to overcome this and get your customer
involved.
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Scope Creep
Scope creep refers to uncontrolled changes or continuous growth of the projects
scope. Delivering the project on time and within budget is seriously challenged if
the product, solution, or service that you need to deliver changes all the time.
Familiar with the never-ending demand for new product features? Most of your
colleagues have also experienced this, as scope creep is widespread. Scope creep
typically occurs when the scope of a project is not properly defined, documented,
and controlled. It can also be imbedded in the customers sector, culture, and
even economic situation. It might also be related to a communication deficit,
incorrect perceptions, or expectations. Without proper management, scope creep
will impact your project and must be addressed proactively.
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Project Management
The previous lessons positioned and explained projects and their challenges.
Projects differ from routine operations and cannot be managed like operations.
Real projects need real project management. This lesson defines a project,
promotes it as an organizational competence, and lists project management
disciplines and processes.
Lesson Objectives
The objectives are:
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2.
3.
4.
5.
6.
7.
8.
9.
This means that a project manager works with all these domains for the unique
project. In most operations-driven companies, separate line management is
installed for each of these different domains. For example, you find someone
managing quality management while another person is responsible for the
communication of the company. In projects, one project manager manages this
variety of different domains. This is undoubtedly a very challenging and
demanding responsibility, which requires sufficient time.
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This also makes clear that closing should be not only formalized at the end of the
project but also an important process in each phase.
Agile Models
This lesson introduces the agile principles for software development and
implementation.
Lesson Objectives
The objectives are:
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Introduce Scrum.
Agile Development
Agile development is a term that is derived from the Agile Manifesto, which was
written in 2001 by a group that includes the creators of Scrum, Extreme
Programming (XP), Dynamic Systems Development Method (DSDM), and Crystal;
a representative of feature-driven development; and several other thought leaders
in the software industry. The Agile Manifesto established a common set of
overarching values and principles for all the individual agile methodologies at the
time. It details the following four core values for enabling high-performing teams:
(Jeff Sutherland, Agile Principles and Values, http://msdn.microsoft.com/enus/library/dd997578(v=vs.100).aspx, accessed 9/2/2012.)
Customer collaboration.
Responding to change.
Microsoft Dynamics Sure Step defines agile as a project type that refers to a
method of software development based on iterative development cycles
(iterations), where requirements and solutions evolve through collaboration
between self-organizing cross-functional teams. Each agile methodology
approaches these values in a slightly different way, but all these methodologies
have specific processes and practices that foster one or more of these values.
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Scrum
Scrum is a framework for running projects that is based on agile principles and
values. It defines a set of activities that can help your team deliver more value to
your customers faster. These activities provide your customers the opportunity to
review, guide, and influence your team's work as it progresses. This approach does
not try to define everything at the start of a project. Instead, your team works in
short iterations (also known as sprints) and refines the plan as the team makes
progress. (Jeff Sutherland, Agile Principles and Values,
http://msdn.microsoft.com/en-us/library/dd997578(v=vs.100).aspx, accessed
9/2/2012.) Scrum focuses on projects where it is difficult to plan ahead.
Mechanisms of empirical process control, in which feedback loops make up the
core management technique, are used instead of traditional command- and
control-oriented management.
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Module Review
Best Practice: Projects are unique and temporary activities floating on
uncertainties. We cannot rely on traditional management techniques and
approaches optimized for routine operations instead projects must be managed by
adapted project management techniques. Both waterfall and agile methods do
provide best practices, approaches, tools and techniques optimized for driving your
projects to successes.
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