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Management
An Introduction
Overview
Background
Project Management
Definition and purpose
Elements of Project Management
Ensuring a project is successful
SIM
Projects
A General Definition
Background
Competition is increasing as companies
are able to rapidly imitate and improve on
strategic products and services
IT is increasingly playing a key role in this
activities to the extent that it is now more
common to refer to projects business
initiatives that require IT enablement
Projects with an exclusive IT content and
purpose still exist
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Background
With every project there are huge of
issues that require strict management
One such very important area is that of
Risk Management
Most projects by their nature will
consume resources and as a
consequence a failed project could have
serious consequence for an organisation
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Background
Examples of Project failures include;
Australia- WestPac CS90
USA- Oxford Health Plans Inc
Oracle database project completed Sept
1996
Company cited this failure as a possible
factor in of 3rd quarter losses of $78m and
additional 1st quarter income loss of $45m
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What is a Project?
Directed at achieving a specific objective
or set of objectives within a well defined
time boundary
One off activity
The tasks performed are out of the
scope of normal operations
May require specialist skills, resources,
and capabilities of the organisation
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Definition
Pearlson (2001, p218);
A temporary effort undertaken to create
a unique product or service.Temporary
means that every project has a definite
beginning and a definite end. Unique
means that the product or service is
different in some distinguishing way
from similar products and services
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Characteristics
Characteristics
Normal Operations
Project
Labour skills
Low
High
Training time
Low
High
Worker autonomy
Low
High
Compensation
Uncertain
Supplier ties
Longer duration
Shorter duration
Large
Small
Scheduling complexity
Lower
Higher
Quality control
Formal
May be informal
Information flows
Less important
Very important
Communication
Less important
Very important
Duration
On-going
Temporary
Product or service
Repetitive
Unique
Adapted, Pearlson (2001)
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Others;
Software metrics
On time
Number of lines of
code
On budget
Meets specifications
Function points
Delivers benefits
Hardware metrics
Availability
Uptime
Throughput etc
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Project
Management
Definition and Purpose
Why Project
Management
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Why Project
Management
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Definition
Pearlson (2001, p219);
Application of knowledge, skills, tools, and
techniques to project activities in order to meet or
exceed stakeholder needs and expectation from a
project
PM involves trade-offs;
Scope vs Time
Cost vs Quality
Expectations vs Reality
Identified requirements vs Unidentified requirements
Needs vs Wants (of different stakeholders!)
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Project
Management
Elements of Project
Management
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Task(s)
Typical Deliverable(s)
Planning
Project Proposal
Development
Approval to proceed
Termination
*Project Life Cycle typically follows a bell shaped curve, peaking between
implementation and termination
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100%
Total
Project
Costs
Planning
Development
Implementation
Termination
Time
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The 10 Elements
Specifying requirements
Structuring the project
Selecting the project team
Planning and administration
Risk and opportunity management
Project control
Visibility
Status
Corrective action
Leadership
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1. Requirements
Specification
Determine what the deliverables are
This may require;
Systems analysis and design
Determining stakeholders
Modeling the specification
Assigning accountability
Specifying and defining proposed benefits
Determining metrics
etc
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Multiple projects
Matrix structure
Single project
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4. Planning and
Administration
Break down project into manageable chunks
Sequence them so that they feed into each
other correctly
Stick to deliverables, attention to detail is
critical
Planning is an ongoing process throughout
the life of the project
Use appropriate software tools to assist you
in scheduling and managing your project eg
MS Project
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What is RISK?
There are many definitions of risk
Sample definition;
the probability of a material deviation from an
anticipated outcome
Thus;
Risk is a probability
Risk refers not just to probabilities of losses, or
of gains, but to probabilities of deviations
either downward losses or upward gains.
Risk exists only if an objective exists
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6. Project Control
Variables affecting quality of project
control;
Nature and number of entities to control- eg
changes, tasks, people etc
Control standards and project metrics
Control authority- task responsibilities
Control mechanisms- As defined in project
scope
Variance detection- deviations from set paths
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7. Visibility
Manage intra and inter project communication
Ensure that all stakeholders are kept abreast
of developments- e.g. have a newsletter for
the project
Use all available resources for communication
esp. regular meetings- Management by
Walking around (MBW), face to face,
teleconference, video conference, etc
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8. Status
Monitor all deliverables
Ensure that all milestones are
achieved
Continuously update project plan and
communicate with all stakeholders
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9. Corrective Action
Will depend on project status
Must be directed and specific
Evaluate impact of corrective action
before implementing taking into
account knock on effect on
subsequent tasks
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10. Leadership
Management quality that combine the
previous nine elements
Lack of appropriate leadership can
result in motivated people doing the
wrong thing
Strong leaders manage team
dynamics, reward systems, and other
factors to ensure project success
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Project Termination
Ensure you have an exit strategy to
deal with
Team members
Customers
End users
Subcontractors
Management
Project manager (if outsourced)
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Project Termination
Three types of termination;
Positive termination
All or most objectives met
Negative termination
Failed project
Premature termination
When it becomes unlikely that project
objectives will be met
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Project mission
Top management support
Have accurate project plans and schedules
Stakeholder consultation and involvement
Recruit the right personnel
Use appropriate technology
Monitoring and feedback
Communication
Identify risks
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Project Management
Software
Project Management
Software
Mainstream
Microsoft Project (Microsoft Corporation)
SureTrak (Primavera Systems)
Project Scheduler (Scitor Corporation)
Time Line (Time Line Solutions)
SuperProject (Computer Associates)
Turbo Project (IMSI)
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Project Management
Software
Power users;
Primavera Project Planner (Primavera
Systems)
Open Plan Professional (Welcome Software
Technology)
ProjectView (Artemis)
Schedule Publisher (Advanced Management
Solutions)
SAS or Project Management (SAS Institute)
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Project Management
Software
Client/Server Platforms;
Team Workbench and ABT Repository (ABT
Corporation)
Projectview (Artemis)
AutoPLAN II (Digital Tools Inc)
PROJECT /2 Series /X (PSDI)
XPM partners (XPM Enterprise Work Management)
Cascade (Mantix)
Primavera Scheduling Engine & Automation Server
(Primavera Systems)
Panorama (Panorama Software)
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Project Management As A
Tool
Strategy Formulation And
Implementation
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No Formal Project
Management
IS/IT Strategy
Exists
Success is LIKELY
Success is POSSIBLE
No IS/IT
Strategy
Failure is EXPECTED
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Summary
Project Management is increasingly
being used as a process for ensuring
the delivery of project in general and
IS/IT projects in particular
PM is used to address manage tasks
or group of tasks that may fall outside
the scope of normal day to day
operations. Such tasks are typically
referred to as a project
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Summary
Whilst the use of PM as a discipline may
not guarantee success, but it does
however increase the probability of
success
The role of the project manager is critical
Every project follows a typical project life
cycle and we have identified 10 elements
that combined with PM contribute greatly
towards project success
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