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Transcript of M01340000120104001Pert 01-02 (rev)
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An Overview of IT Project Management
Pert 01-02
Matakuliah : M0134 - Project ManagementTahun : 2010
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Information Technology ProjectManagement Third Edition
By Jack T. MarchewkaNorthern Illinois University
Copyright 2009 John Wiley & Sons, Inc. all rights reserved. Reproduction or translation of this work beyond that permitted in Section 117of the 1976 United States Copyright Act without the express permission of the copyright owner is unlawful. Request for furtherinformation should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies forhis/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omiss ions, or damages causedby the use of these programs or from the use of the information contained herein.
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An Overview of Information Technology Project Management
Chapter 1
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1940s 1950s 1960s 1970s 1980s 1990s 2000s 2010s
FirstElectronic
Computer
EDPEra
PCEra
NetworkEra
Globalization
IT and Modern Day Project Management
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IntroductionInformation Technology (IT) projects are organizationalinvestments that require
TimeMoney
And other resources such as people, technology,facilities, etc.
Organizations expect some type of value in return for thisinvestmentIT Project Management is a relatively new discipline that
attempts to make IT projects more successfulandcombines traditional Project Management withSoftware Engineering/Management Information Systems
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Which Situation is Worse?
Successfully building and implementing a systemthat provides little or no value to the organization?Or
Failing to implement an information system that
could have provided value to the organization, butwas underdeveloped or poorly managed?
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Why Do IT Projects Fail?
Larger projects have the lowest success rate andappear to be more risky than medium and smallerprojects
Technology, business models, and markets change toorapidly so projects that take more than a year can be
obsolete before they are completedThe CHAOS studies also provides some insight asto the factors that influence project success
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The Software Crisis
The CHAOS study published in 1995 by TheStandish Group found that although the U.S spentover $250 billion on IT projects, approximately
31% were cancelled before completion53% were completed but over budget, over schedule, &did not meet original specifications
For mid-size companies, average cost overruns were 182%,while average schedule overruns were 202%!
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Figure 1.1 - Summary of the Chaos Studies from 1994 to 2006
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Rank 1994 2001 2006
1 User Involvement Executive Support User Involvement
2 Executive ManagementSupport User InvolvementExecutive Management
Support
3 Clear Statement ofRequirements Experienced Project Manager Clear Business Objectives
4 Proper Planning Clear Business Objectives Optimizing Scope
5 Realistic Expectations Minimized Scope Agile Process
6 Smaller Project Milestones Standard SoftwareInfrastructure Project Management Expertise
7 Competent Staff Firm Basic Requirements Financial Management
8 Ownership Formal Methodology Skilled Resources
9 Clear Vision & Objectives Reliable Estimates Formal Methodology
10 Hard-working, focused team Other Standard Tools andInfrastructure
Table 1.1 Summary of CHAOS Study Factor Rankings for Successful Projects Sources: Adapted from the Standish Group. CHAOS (West Yarmouth, MA: 1995) & http://www.infoq.com/articles/Interview-Johnson-Standish-CHAOS
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IT Project
PerformanceOver the
Past 3 Years
Much Worse Worse Same Better
Much Better
Ability tomeet project
schedules0.0% 12.3% 40.4% 41.2% 6.1%
Ability tomeet project
budgets1.8% 10.5% 44.7% 37.7% 5.3%
Ability tocomplete
project scopeor systemrequirement
s
2.6% 7.0% 41.2% 41.2% 7.9%
Customersatisfaction
over the past
3 years(Customerscan be
internal e.g., HR
departmentor external
e.g., aparticular
client)
Overallsatisfaction
of thecustomer
1.8% 13.2% 34.2% 39.5% 11.4%
Perceivedvalue of the
deliveredproduct to
the customer
0.0% 9.6% 39.5% 38.6% 12.3%
Potential forfuture work
with thecustomer
0.9% 3.5% 42.1% 38.6% 14.9%
Table 1.2: Project Performance and Internal/External Customer Satisfaction. Source: Marchewka, J.T. (2008). n = 114.
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Rank Factors for Challenged Projects Factors for Failed (Impaired) Projects
1 Lack of user input Incomplete requirements
2 Incomplete requirements Lack of user involvement
3 Changing requirements & specifications Lack of resources
4 Lack of executive support Unrealistic expectations
5 Technology incompetence Lack of executive support
6 Lack of resources Changing requirements & specifications
7 Unrealistic expectations Lack of planning
8 Unclear objectives Didnt need it any longer
9 Unrealistic time frames Lack of IT management
10 New technology Technology illiteracy
Table 1.3: Summary of Factor Rankings for Challenged and Failed (Impaired) Projects Source: Adapted from the Standish Group. CHAOS (West Yarmouth, MA: 1995)
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Tata Consultancy Services 2007 Report
Included 800 senior IT managers from theUK, US, France, Germany, India, Japan, &Singapore:
62% of the IT projects failed to meet theirschedules49% experienced budget overruns47% experienced higher-than expected
maintenance costs41% failed to deliver the expected businessvalue and ROI
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Continued to provide support to improveIT
Tend to accept problems as the norm(i.e., a necessary evil)
Reduced IT budgets
Reluctant to fund new IT projects
Sought compensation from IT vendors
Looked for a scapegoat among IT staff
None
Don't know
69%
43%
21%
19%
13%
9%
2%
1%
Figure 1.2 - When IT projects have gone wrong, what has beenthe reaction from the business managers and the Board ofDirectors?
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Improving the likelihood of success A Value-Driven Approach
Plain & Simple: IT Projects must provide value to theorganization
Socio-technical Approach
Its not just about the technology or building a better mousetrap
Project Management Approachprocesses and infrastructure (Methodology)resourcesexpectationscompetitionefficiency and effectiveness
Knowledge Management Approachlessons learned, best practices & shared knowledge
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The PMBOK Guides Definitions for Projectand Project Management
A project is a temporary endeavor undertakento create a unique product, service, or result.Project Management is the application of knowledge,skills, tools and techniques to project activities to meetproject requirements. Managing a project includes:
Identifying requirementsEstablishing clear and achievable objectivesBalancing the competing demands for quality, scope, time, and
cost Adapting the specifications, plans, and approaches to thedifferent concerns and expectations of the various stakeholders
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The Context of Project Management Project Attributes
Time FramePurpose (to provide value!)OwnershipResources (the triple constraint)
RolesProject ManagerProject SponsorSubject Matter Expert (domain & technical)
Risk & Assumptions
Interdependent Tasks progressive elaboration steps & incrementsPlanned Organizational ChangeOperate in Environments Larger than the Project Itself
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The Triple Constraint
Figure 1.3
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The Project Life Cycle and ITDevelopment
Project Life Cycle (PLC) A collection of logical stages or phases that maps the life ofa project from its beginning to its end in order to define,build, and deliver the product of the project i.e., theinformation system
Projects are divided into phases to increasemanageability and reduce risk
Phase exits, stage gates , or kill points are decision points atthe end of each phase to evaluate performance or to correctproblems or cancel the project
Fast tracking is the overlapping of phases to reduce theprojects schedule Can be risky!
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Systems Development Life Cycle(SDLC)
Figure 1.5
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Waterfall MethodDefine
Requirements
Design
Build
Test
Maintenance
Implement
Figure 1.6
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Putting the SDLC into Practice
Structured Approach to Systems DevelopmentWaterfall MethodIterative Development
Rapid Applications Development (RAD)
PrototypingSpiral DevelopmentExtreme Programming
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Extreme Project Management (XPM) A new approach & philosophy to project management that isbecoming increasingly popularCharacterizes many of todays projects that exemplify speed,uncertainty, changing requirements, and high risksTraditional project management often takes an orderly approachwhile, XPM embraces the fact that projects are often chaotic andunpredictableXPM focuses on flexibility, adaptability, and innovationTraditional and new approaches together can provide us with abetter understanding of how to improve the likelihood of projectsuccess
f
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The Project Management Body ofKnowledge (PMBOK)
The Guide to the Project Management Body of Knowledge(PMBOK Guide) documents 9 project management knowledgeareasThe PMBOK Guide is published and maintained by the ProjectManagement Institute (PMI)
http://www.pmi.org PMI provides a certification in project management called theProject Management Professional (PMP) that many people todaybelieve will be as relevant as a CPA certificationPMP certification requires that you pass a PMP certification examto demonstrate a level of understanding about projectmanagement, as well as satisfy education & experiencerequirements and agree to a professional code of conduct
http://www.pmi.org/http://www.pmi.org/ -
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Project Management Body of Knowledge Areas
Figure 1.8
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PMBOX MATRIX(RELATIONSHIP BETWEEN
PROCESS GROUP KNOWLEDGE AREA)