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0134M - Manajemen Proyek

An Overview of IT Project

ManagementWeek 1

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Learning Objective Describe the dominant eras of information systems called the

electronic data processing (EDP) era, the micro era, thenetwork era, and the globalization era, and understand howmanaging IT pro ects has e!ol!ed during these eras"

#nderstand the current state of IT pro ect management andhow successfully managing IT pro ects remains a challengefor most organizations"

E$plain the !alue%dri!en, socio%technical, pro ectmanagement, and knowledge management approaches thatsupport ITP&"

De'ne what a pro ect is and describe its attributes" De'ne the discipline called pro ect management" Describe the role and impact IT pro ects ha!e on an

organization" Identify the di erent roles and interests of pro ect

stakeholders" Describe E$treme pro ect management" Identify the Pro ect &anagement ody of *nowledge

(P& +* ) core knowledge areas"Copyright 2012 John Wiley & Sons, Inc. 1-3

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-./0s -.10s -.20s -.30s -.40s -..0s 5000s 50-0s

6irstElectronic

7omputer

EDPEra

P7Era

8etworkEra

9lobalization

an o ern ay ro ect&anagement

Copyright 2012 John Wiley & Sons, Inc. 1-4

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Introduction

Information Technology (IT) pro ects areorganizational in!estments that re:uire Time &oney

;nd other resources such as people,technology, facilities, etc" +rganizations e$pect some type of !alue in

return for this in!estment IT Pro ect &anagement is a relati!ely new

discipline that attempts to make IT pro ectsmore successful andcombines traditional Pro ect&anagement with

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;n ITP& ;pproach

+rganizational resources are limited,so organizations must choose amongcompeting interests to fund speci'c

pro ects This decision should be based on the!alue a competing pro ect willpro!ide to an organization

Copyright 2012 John Wiley & Sons, Inc. 1-

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o ernPro ect &anagement

+ften credited to the #"s bottom line andcompetiti!eness"

Copyright 2012 John Wiley & Sons, Inc. 1-!

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?hich

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?hy Do IT Pro ects 6ail@

Barger pro ects ha!e the lowest successrate and appear to be more risky thanmedium and smaller pro ects Technology, business models, and

markets change too rapidly so pro ectsthat take more than a year can beobsolete before they are completed

The 7C;+< studies also pro!ides some

insight as to the factors that in uencepro ect success

Copyright 2012 John Wiley & Sons, Inc. 1-#

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The

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Cas the 7urrent

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6igure -"- %

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$in% 's%nt%r%Copyright 2012 John Wiley & Sons, Inc.

1-13

!ank 1""4 #001 #00$ #00%

1 #ser In!ol!ement E$ecuti!e

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$in% 's%nt%r% Copyright 2012 John Wiley & Sons, Inc. 1-14

Table -"5L IT Pro ect

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$in% 's%nt%r%

!ank 2actor for * a((enge.Project2actor for 2ai(e. Im+aire.

Project

1 Back of user input Incomplete re:uirements

# Incomplete re:uirements Back of user in!ol!ement

3 7hanging re:uirements Hspeci'cations Back of resources

4 Back of e$ecuti!e support #nrealistic e$pectations

& Technology incompetence Back of e$ecuti!e support

$ Back of resources 7hanging re:uirements Hspeci'cations

' #nrealistic e$pectations Back of planning

% #nclear ob ecti!es Didn>t need it any longer

" #nrealistic time frames Back of IT management

10 8ew technology Technology illiteracy

Table -"FL

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Tata 7onsultancy

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$in% 's%nt%r% Copyright 2012 John Wiley & Sons, Inc. 1-1!

!

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mpro! ng elikelihood of success

; Kalue%Dri!en ;pproach Plain H

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T e PM6O78 9/i.e: ;e

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The 7onte$t of Pro ect &anagement O Pro ect ;ttributes

Time 6rame Purpose (to pro!ide !alue ) +wnership

Jesources (the triple constraint) Joles Pro ect &anager Pro ect

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T e Tr p e7onstraint


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E$treme Pro ect &anagement( P&)

; new approach H philosophy to pro ect managementthat is becoming increasingly popular

7haracterizes many of today>s pro ects that e$emplifyspeed, uncertainty, changing re:uirements, and highrisks

Traditional pro ect management often takes an orderlyapproach while, P& embraces the fact that pro ects areoften chaotic and unpredictable

P& focuses on e$ibility, adaptability, and inno!ation Traditional and new approaches together can pro!ide us

with a better understanding of how to impro!e thelikelihood of pro ect success


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The Pro ect &anagement ody of*nowledge (P& +* ) The 9uide to the Pro ect &anagement ody of *nowledge

(P& +* 9uide) documents . pro ect managementknowledge areas

The P& +* 9uide is published and maintained by thePro ect &anagement Institute (P&I) httpL==www"pmi"org

P&I pro!ides a certi'cation in pro ect management calledthe Pro ect &anagement Professional (P&P) that manypeople today belie!e will be as rele!ant as a 7P;certi'cation

P&P certi'cation re:uires that you pass a P&Pcerti'cation e$am to demonstrate a le!el ofunderstanding about pro ect management, as well assatisfy education H e$perience re:uirements and agree toa professional code of conduct

http://www.pmi.org/http://www.pmi.org/

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$in% 's%nt%r% Copyright 2012 John Wiley & Sons, Inc. 1-24

Pro ect &anagementody of *nowledge ;reas

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7opyright 50-5 Mohn ?iley H

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