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1、Project ManagementForInformation Technology(IT)Professionals Presented by: Dan Fay, PMPBrenDaniel Productions Corp.Tel (902) 453-4192Email ,Setting the ToneFor the Program,Learning Objectives,Describe PM Principles & TechniquesUnderstand the global standard (PMBoK)Practice concepts in a learning env
2、ironmentIdentify what works for you and apply these concepts to your own projectsUnderstand IT specific challenges and be prepared take them on,After attending this Training Sessionyou will be able to:,MasteryCompetencySkillsKnowledgeInformation,ExperiencePractice &FeedbackApplicationStudy & Trainin
3、g,How do I Succeed?,Personal Success,Individually, write down three specific objectives for attending this training session,Setting the tone for the ProgramSetting Up For SuccessPlanningProject ControlMultiple Projects DiscussionHandoff to Operations,Program Outline,Links of Processes in Phases,PMBO
4、K page 28,Scope ManagementQuality ManagementTime ManagementCost ManagementHuman Resource ManagementContractor/Procurement ManagementCommunications ManagementIntegration ManagementRisk Management,Management Maturity,BaselineBuilding a TeamBuilding a ProjectBuilding Success,Success,Managing for Succes
5、s,IT Challenges,BC&PM Training Program Course MixDont re-invent, it probably exists (EDS Materials),Team (Techie) Project Team (Manager) Maturity cycle,What are some challenges you have encountered in your work place,Scope Management Processes,Time Management Processes,Quality Management Processes,C
6、ost Management Processes,HR Management Processes,Communications Management,Procurement Management,Integration Management,Risk Management,High Level Concept,Individually, write down what you feel are the three most important deliverables in a development life cycle.In teams discuss and justify your c
7、hoices,Key Definitions,Operations Repetitive OngoingReset objectives & continue,Performed by PeopleConstrained by limited resourcesPlanned, Executed, Controlled,Projects TemporaryBeginning & EndUniqueProduct or Service,Projects TemporaryBeginning & EndUniqueProduct or Service,Projects TemporaryBegin
8、ning & EndUniqueProduct or Service,ProjectTemporaryBeginning & EndUniqueProduct or Service,Definitions-Looking Down,InitiatingPlanningExecutingControllingClosing,ConceptDevelopmentExecutionFinish,Probability of success increases with time,Life Cycle Characteristics,The ability of stakeholders to inf
9、luence final characteristics decreases with time along the project phases,Total $ Spent,Life Cycle Characteristics,Time,Definitions,Life CycleA collection of generally sequential project phases whose name and number are determined by control needs of the organization(s) involved in the project,Phase
10、one or more tangible, verifiable work products (in effect its own project own life cycle)performance measurement to ensure deliverablesmanagement controlsequential logic designed to properly define product,Phase Discussion,What are some common phases in a technology driven project,Project Managers R
11、ole,Integrate everything & everybodyMeet project objectives within constraintsDecision maker - Conflict resolution changes, resources, trade offCommunications hubPrime negotiator with stakeholders,Project Managers Personality,FlexibleInitiative takerCommunicatorIntegratorDecision MakerProblem Solver
12、Big picture abilityMotivator,+?,IT Challenges,Attempt to micro-manage to gain controlTechnical projects mean majority of project not totally understoodMajority of mistakes are in faking it,Team Building Leadership Role,What are some challenges you have encountered in your work place,Are You Set Up F
13、or Success ?,TechnicalSkills,AdminSkills,HumanSkills,Maintaining the Balance,Trained OrBorn?,Technical Skills,High,Low,Human Skills,-,Reference: Kerzner, 1998. page 125,Technical Skills,High,Low,Human Skills,Team MemberTeam LeaderManagerDirectorExecutive,-,Maintaining the Balance,Ego drivenNarrow Fo
14、cusAchievement DrivenAchievement vs. RelationshipStrategic Planning NOTVictim Image Organizational ViewFear of Obsolescence,Technical Specialists,Five Sources of Authority,LegitimateCoerciveRewardExpertReverent,Knowing your Power Base,Your Power Base,Individually, select the two powers that you feel
15、 you are very good at using.,LegitimateCoerciveRewardExpertReverent,In your teams, share these selections, and discuss how a Project Manager could improve in each power type,Software Engineering Institute (SEI),U.S. federally funded centerSEI Mission:To provide leadership in advancing the state of t
16、he practice of software engineering to improve the quality of systems that depend on softwareProvides an assessment model (the CMM) for software qualityhttp:/www.sei.cmu.edu/,Capability Maturity Model (CMM),INITIAL,REPEATABLE,DEFINED,MANAGED,OPTIMIZING,54321,Adhoc, Individual,Basic PM, Similar,Std S
17、W Process,Quantified & Measured,Quantified Feedback,The Ideal Model,Kick Start (2 months),Phase 1 Education of All LevelsLeadership Set directionTeam Set baseline knowledgePhase II AuditQuick Assessment (Best projects/Practices)Phase III RecommendationsSet up SEPG (Software Engineering Process Group
18、)Set up as Project Plan,IT Challenges,SEI CMM where PM Fits into processFirst initiative from above,Monitoring and Control mechanismPulls conflicting technical functional areas into a consistent framework,What are some challenges you have encountered in your work place,Software Quality Maturity-Exer
19、cise,Evaluate your organizations maturity level in each of the eight process areas of the PMBoK:ScopeTimeQualityCommunicationsHR ManagementProcurementRiskCost,Why do we have a Process,Process v.s. Procedures,A Process is a high level concept that can be applied across organizations, across industry.
20、 It tries to minimize ambiguity but must allow flexibility for different culturesFor example identify risks that can impact deliveryA Procedure is the detailed steps to adhere to the process. The procedure is specific to an organization. example complete the attached risk identification spreadsheet
21、by holding a two meeting with all team leaders of each functional area. There should be at least 20 risks identified and quantified. The completed spreadsheet must be stored on the project server.,Your Teams Base,Do you follow a documented procedureDo all the PMs follow a documented procedure/proces
22、sDo your senior managers check that you have followed the procedure,Setting UpFor Success,ProjectManager,Communications Links,N(N-1)/2,18(18-1)/2,306/2=153,Stakeholder Analysis,As a Team Identify 30 Stakeholder groupsThey impact the projectThey are impacted by the project,Your Power Base Defined,Wit
23、h your stakeholder list, identify the types of power you hold over this person/group,Cost Reduction,An Interdependent Approach,Internal Projects,CustomerProjects,Marketing,OPERATIONS,Meeting your Organizations Vision,Project Selection Criteria,Project Selection Criteria are dictated by the business
24、and technical objectives of the organizationIt ensures that and money invested yields the highest payback for the organizationThe criteria allow the management staff to know the viability of a proposed project prior to extensive planningIt is also used as an ongoing measurement of the continued viab
25、ility of a project once it startsAs organizational objectives, so should the selection criteria,#,Projects / Criteria,Risk,High(5), Medium(3) Low(1),Pay Back Period,Balance Cost vs savings equation,Cash flow timing,What Q for delivering,NPV,NPV/investment ratio,Resource availability,1,2,3,4,5,6,7,8,
26、Project Selection Criteria (Example),YES(1), Probable (3), No (5),These columns could be weightedDefinitions are required,IT Challenges,Did communications plan as an exerciseAbility to position project correctly,Keeping project team focused on organizational objectives,What are some challenges you h
27、ave encountered in your work place,Risk Management,Uncertainty + ConstraintProbabilityUnpredictabilityContingency (planning for failure),ControlBased on FactsCommitmentPlanning for Success,Risk Areas (Example),TechnologyIs this a technology we know well and have experience with?MaturityIs the techno
28、logy mature, is it consistent with company direction?ComponentsAre we introducing components that are unique, newsuppliers?ComplexityIs the project easy to understand?RequirementsAre they stable - are there other projects that could impact/derail?,Risk Areas (Example),QualityIs there potential to de
29、crease the quality metrics of our product?Functional Area Are Manufacturing, Customer Service, purchasing consistent?Team CommitmentsAre there teams that may prioritize us off their schedules?Team SkillsDo we depend on a small team? i.e. Hero Bob quits-stopped cold.Executive Support Do we have the v
30、isibility required to stay alive?,Contingency Plan Discussion,What are some things you can pad to ensure that when things go wrong, you are covered?,PM Success Factors,A constraint is a business driven definition that limits the PMs ability to trade off,Negotiating Realism,As a TeamFor each constrai
31、nt below, define 3 things you can do as a Project Manager to overcome the constraint,Time you must deliver by 30 SeptemberCost you cannot spend more than XXX on your projectQuality It must pas 100% of the test casesResources you need 15 people, there are only 10,Product Introduction Components,Remem
32、ber the Concepts,DevelopmentLife CycleThat Fits,Best Practices Learn from Experience,PIPThe StandardSets a BaselineConsistency,Project InputConstraintsLimitationRequirements,A Development Life Cycle Why?,Customer requirements are being met,Commercial requirements are being met,Product and market are
33、 still viable in the market place,Product development is on schedule,High standards of product quality and performance are being met.,To provide periodic checks that :,High Level Objective - Do We Move Forward ?,The Life Cycle Process - Elements,Hardware Development (Example),Hardware Inch Pebbles -
34、 Per Cycle,DR - Design ReviewDI - Design InspectionFA - Functional AgreementCPA - Component Placement Agreement(LAYOUT)PA - Physical Agreement(ORDER & BUILD)Verify - Verification,IT Challenges,Not a Hardware Type provided visabilityMilestones must be digital to the PM,Integral to overall project pla
35、n, not an addition,What are some challenges you have encountered in your work place,Interaction with the Team,In your TeamsDiscuss ways in which Project Managers can stay aware of the inch-pebbles within their project(without micro-management),Software,Evaluation FactorsPerformanceQualityVersatility
36、Ease of LearningEase of Use,ClassificationLevel I single project planningLevel II single project managementLevel III Multiple Projects,Why Computerize,Perform What Ifs with instant resultsConsistency in management reporting by the teamPresents a common project plan, project visionAllows instant comm
37、unications of dataShows critical path, slack, dependencies Instant switching between graph typesProvides easy visual to sophisticated dataDemonstrates measurable progress,Common Challenges,Management may not like the outputLack of use in front end planningLack of day-to-day useNo commitment to train
38、ingLack of technical supportGarbage In Garbage OutLack of insight into accumulated changesBosses are used to old systemLack of integration into company systemsViewed as replacement for face-to-face communicationsNo training in the concepts being supported,Software - A Snapshot,Scope Definition - WBS
39、Activity/Milestone Definition, EstimationBaseline project planResource Costs - BudgetingResource Allocation & LevelingCritical Path Determination/PERTDecision Support - DiagramsSlack AnalysisActuals data entryVariance AnalysisDefault/Ad hoc reportsUsing filters to steamline reportingChange controlIn
40、tegration with other software,IT Challenges,EDS super document lost controlKISS Remember the contractor types,Framework for communications plan,What are some challenges you have encountered in your work place,Software Discussion,What other software packages are used by a Project Manager,Why Project
41、Management?,Make the Most Effective use of ResourcesAchieve Project ObjectivesAddress every changing factorsWithin project characteristics,Project based organizationTwo categoriesrevenue derived from othersmanagement by projectsSupport systems project basedtraining, financialFunctional organizationo
42、ne clear superior for an employeegrouped by specialtyproject staff comes from across functions,Organizational Structures,Matrix organizationBlend of Projectized/Functional organizationsWeak matricesfunctional, PM is coordinator, expeditorStrong matricesprojectized with functional support,Organizatio
43、nal Structures,Describe Your Organization,The Balance of Matrices,Problems in a Non-Project-Driven Organizations,Projects may be few and far betweenExecutives do not delegate effectivelyVertical approvals are time consumingFunctional areas hold informationLimited acceptance of PM ProcessDependence o
44、n outside PM expertise,Interaction with Functional Units,In your TeamsIdentify - what are some common reasons for project managers and functional managers to disagree,Time in Planning is never wasted,The Project Plan,Develop a written statement as the basis for future project decisions ensures compl
45、ete project is knownAgreement between the project team and the project customer What is missingWhat is the effect/impactDynamic,Eliminates conflict common visionStandard communications toolEnsures objectives are understoodProvides basis for information gapsProvides first cut at risk/issues managemen
46、tSets schedule as baseline,The Project Plan Framework,Total Project Planning,Summary of project constraints/conditionsScope/Objectives of a projectOBSRAM Project Manager Functional supportRAM Other organizationsManagement conductProject scheduleEstimatesResource metricsSupport activitiesApproval sys
47、tem,ProjectManagementPlan,High Level Plan - MilestonesProject Management ProcessReview DeliverablesVO/Pre Pro PlanProgram ReviewsApprovalsProduct Release Authority,Start with a blank piece of paper but start.,IT Challenges,Focus was on the plans no planningLimitation of technical knowledge meant had
48、 to use the team,Basis Monitoring and Control - Baseline,What are some challenges you have encountered in your work place,Deliverable orientedOrganizes and defines total scope of projectLevels represent increased detailMay be products/servicesRelates components to each other/projectWork not in WBS i
49、s outside scope of projectUsed to confirm a common understandingHelps in getting commitment of project personnel,Work Breakdown Structure (WBS),Lowest Level is called a Work PackageMay be divided into Activities,The WBS is the basis for ,Responsibility Assignment MatrixBudget & Cost EstimatingPlanni
50、ngTotal Program BreakdownOrganizational Structure (OBS)Coordination of ObjectivesNetwork SchedulingContractual StructuringRisk AnalysisProject Performance Measures,Benefits of WBS,Prevents missing deliverablesBasis for project team commitmentEstablishes framework for project plan developmentEnsures
