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2 Information Technology Project ManagementȄProviding

Measurable Organizational Value. This book was written to help
people understand the processes, tools, techniques, and areas.

2 The idea of project management has been around for a long, long
time. In fact, it was around before the great pyramids of Egypt were
created.

2 We can build a system that is a technical success but an

organizational failure.

2 What is a successful project?

 


  
2 Gocuses on IT Project Management

2 Balances between Concept + Application

2 Has got Modern implementations done

2 Not written by a Professor for other Professors

2 It presents a scenario and tells you the story

Ñ 
 
 

2 Ñoftware
^
 
, or just  
, is the collection of computer programs and
related data that provide the instructions telling a computer what to do

2 Project
A project is a temporary endeavor undertaken to accomplish a unique purpose

A    in business and science is a collaborative enterprise, frequently involving

research or design, that is carefully planned to achieve a particular aim

2 Project Management
Project management is the application of knowledge, skills, tools, and techniques
to project activities in order to meet or exceed stakeholder needs and expectations
from a project.
   Ñ 
 

2 A software project has two main activity dimensions: engineering and

project management. The engineering dimension deals with building the
system and focuses on issues such as how to design, test, code, and so on.
The project management dimension deals with properly planning and
controlling the engineering activities to meet project goals for cost,
schedule, and quality.

2 Gor small projects an email may be fine, but for large commercial projects
you need:
2 Defined Processes, a degree of formality
2 Tested and Documented processes
2 To Ñecure the Quality of outcome
Ñ    
2 What is a Process?
Technically, a ½
 for a task comprises a sequence of steps that should be
followed to execute the task.

2 Ñ 

 
2 Processes represent collective knowledge. Using them increases your
chances of success.
A process may have some extra steps, but you will not always know
beforehand which ones are not needed, and hence you will increase your
risks by taking shortcuts.

2 Without processes, you cannot predict much about the outcome of your
project.

2 You and the organization cannot learn effectively without having defined
processes. And learning and improvement are imperative in today's
knowledge-based world

2 Processes lower your anxiety level. The checklists inevitably cover 80

percent of what needs to be done. Hence, your task reduces to working out
the remaining 20 percent.
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Every project has 3 constrains

Ñ goals: What work will be done?

goals: How long should it take to complete?
^ goals: What should it cost?

Ñcope

Time Cost
You will not accept an IT system that satisfies the triple constraint
(of scope, time, and cost), |  at the expected quality level
Time constraint may lead to because of ?

less time for analysis,

less time for planning,
less time for reviewing,
less time for checking,
less time for monitoring,
less time for control,
Ignoring some customer requirements, ǥ

Cost constraint may lead to less quality because of ?

Hiring less skilled people,

Getting less quality resources (Hardware, Networks)
Ignoring some customer requirements

Ñcope limitations may lead to less quality because of ?

Ñcope limitations may lead to Ignore some customer requirements

Or Involving your self in workarounds / shortcuts
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Quality is a key factor for projects success

We may add Quality as a 4thconstraint:

The Dconstraint The constraint Dconstraint

Ñcope

Quality

Time Cost
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