The document discusses the nature of information technology projects including common challenges and factors for success or failure. It describes the software crisis in the 1990s when many projects failed or went over budget and explains how project management has evolved since then with improved rates of success. The document also outlines the project life cycle and systems development life cycle used for IT projects.
The document discusses the nature of information technology projects including common challenges and factors for success or failure. It describes the software crisis in the 1990s when many projects failed or went over budget and explains how project management has evolved since then with improved rates of success. The document also outlines the project life cycle and systems development life cycle used for IT projects.
The document discusses the nature of information technology projects including common challenges and factors for success or failure. It describes the software crisis in the 1990s when many projects failed or went over budget and explains how project management has evolved since then with improved rates of success. The document also outlines the project life cycle and systems development life cycle used for IT projects.
The document discusses the nature of information technology projects including common challenges and factors for success or failure. It describes the software crisis in the 1990s when many projects failed or went over budget and explains how project management has evolved since then with improved rates of success. The document also outlines the project life cycle and systems development life cycle used for IT projects.
Information Technology Projects Learning Objectives • Describe the software crisis and how the often dismal track record for information technology (IT) projects provides a motivation for changing how we view and manage IT projects. • Explain the socio-technical, project management and knowledge management approaches that support ITPM. • Define what an IT project is and describe its attributes. • Define the discipline called project management. • Describe the role and impact IT projects have on an organization. • Identify the different roles and interests of project stakeholders. • Describe the project life cycle, the systems development life cycle and their relationship. • Describe extreme project management. • Identify the Project Management Body of Knowledge (PMBOK) and its core knowledge areas. Introduction • Information Technology (IT) projects are organizational investments that require – Time – Money – Other resources such as people, technology, facilities, etc. • Organizations expect some type of value in return of this investment • IT Project Management is a relatively new discipline that combines traditional Project Management with Software Engineering/Management Information Systems to make IT projects more successful. ITPM Approach • Organizational resources are limited, so organizations must choose among competing interests to fund specific projects.
• This decision should be based on the
value a competing project will provide to an organization. Which Situation is Worse? • Successfully building and implementing a system that provides little or no value to the organization. Or… • Failing to implement an information system that could have provided value to the organization, but was poorly developed or poorly managed. The Software Crisis • The CHAOS study published in 1995 by The Standish Group found that although the U.S spent over $250 billion on IT projects, approximately… – 31% were cancelled before completion – 53% were completed but over budget, over schedule, and did not meet original specifications. • For mid-size companies, average cost overruns were 182%, while average schedule overruns were 202%! Why Do IT Projects Fail? • Larger projects have the lowest success rate and appear to be more risky than medium and smaller projects – Technology, business models and markets change so rapidly that a project that takes more than a year can be obsolete before they are completed.
• The Chaos study also provides some
insight as to the factors that influence project success. Has the Current State of IT Projects Changed Since 1995? • The Standish Group has continued to study IT projects over the years. • In general, IT Projects are showing higher success rates due to – Better project management tools & processes – Smaller projects – Improved communication among stakeholders – More skillful IT project managers
• But there is still ample opportunity for
improvement! New Top Ten Factors for IT Project Success Rank Success Factor 1 Executive Support 2 User Involvement 3 Experienced Project Manager 4 Clear Business Objectives 5 Minimized Scope 6 Standard Software Infrastructure 7 Firm Basic Requirements 8 Formal Methodology 9 Reliable Estimates 10 Other
Table 1.3 Source: Extreme Chaos. The Standish Group International, Inc. 2001. http://www.standishgroup.com/sample_research/index.php Summary of Chaos Studies from 1994 to 3rd Quarter 2004
2010 Improving the likelihood of success • Socio-technical Approach • Project Management Approach – processes and infrastructure (Methodology) – resources – expectations – competition – efficiency and effectiveness • Knowledge Management Approach – lessons learned, best practices and shared knowledge IT PROJECT SUCCESS FACTORS • User involvement - 15.9% • Executive Management Support – 13.9% • Clear Statement of Requirements – 13.0% • Proper Planning – 9.6% • Realistic Expectations – 8.2% • Smaller Project Milestones – 7.7% • Competent Staff – 7.2% • Ownership – 5.3% • Clear Vision and Objectives – 2.9% • Hardworking, Focused Staff – 2.4% PROJECT CHALLENGED FACTORS • Lack of User Input – 12.8% • Incomplete Reqments & Specs – 12.3% • Changing Requirements – 11.8% • Lack of Executive Support – 7.5% • Technology Incompetence – 7.0% • Lack of Resources – 6.4% • Unrealistic Expectations – 5.9% • Unclear Objectives – 5.3% • Unrealistic Time Frames – 4.3% • New Technology – 3.7 % PROJECT IMPAIRED FACTORS • Incomplete Reqments & Specs – 13.1% • Lack of User Involvement – 12.4% • Lack of Resources – 10.6% • Unrealistic Expectations – 9.9% • Lack of Executive Support – 9.3% • Changing Requirements – 8.7% • Lack of Planning – 8.1% • Didn’t Need It Any Longer – 7.5% • Lack of IT Management – 6.2% • Technology Illiteracy – 4.3% The Context of Project Management • Definitions: – A project is a temporary endeavor undertaken to accomplish a unique purpose. – Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed project requirements Project Management Processes • Initiating • Planning • Executing • Monitoring and Controlling • Closing Project Management Knowledge draws on 9 areas: • Integration • Scope • Time • Cost • Quality • Procurement • Human Resources • Communications • Risk Management Project Management unique focus: • shaped by goals, resources and schedule of each project • VALUE of that focus is proved by rapid, worldwide growth of PM – As a recognized and strategic organizational competence – As a subject for training and education – As a career path The Context of Project Management – Project Attributes • Time Frame • Purpose (to provide value!) • Ownership • Resources (the triple constraint) • Roles – Project Manager – Project Sponsor – SME (domain & technical) • Risk & Assumptions • Interdependent Tasks • Planned Organizational Change • Operate in Environments Larger than the Project Itself In Times of Change…. Fast becoming a new norm of the modern business world, CHANGE MANAGEMENT requires STRONG LEADERSHIP from above. June 2012 PM Network IT’S A BASIC RULE OF SURVIVAL …. ADAPT … or DIE. June 2012 PM Network 73% of project professionals said their orgs. use change management and that these practices lead to higher success rates. Source: PMs 2012 Pulse of the Profession Survey Project Management Processes • Initiating • Planning • Executing • Monitoring and Controlling • Closing The Triple Constraint
Figure 1.2 The Project Life Cycle and IT Development • Project Life Cycle (PLC) – A collection of logical stages or phases that maps the life of a project from its beginning to its end in order to define, build and deliver the product of the project – i.e., the information system
• Projects are divided into phases to increase
manageability and reduce risk – Phase exits, stage gates, or kill points are decision points at the end of each phase to evaluate performance, correct problems or cancel the project – Fast tracking is the overlapping of phases to reduce the project’s schedule • Can be risky! Generic Project Life Cycle Systems Development Life Cycle (SDLC) • Represents the sequential phases or stages an information system follows throughout its useful life • Useful for understanding the development of the project’s largest work product – the application system • Phases/Stages – Planning – Analysis – Design – Implementation – Maintenance and Support Systems Development Life Cycle (SDLC) The Relationship Between the PLC and the SDLC
• The systems development life cycle
(SDLC) becomes part of the project life cycle (PLC). – The PLC focuses on the project management phases, processes, tools and techniques for effectively managing the project. – The SDLC focuses on the software engineering phases, processes, tools and techniques for building and/or The Relationship Between the PLC & SDLC The Project Management Body of Knowledge (PMBOK®) • The Guide to the Project Management Body of Knowledge (PMBOK® Guide) documents 9 project management knowledge areas. • The PMBOK® Guide is published and maintained by the Project Management Institute (PMI). – http://www.pmi.org • PMI provides a certification in project management called the Project Management Professional (PMP) that many people today believe will be as relevant as a CPA certification. • PMP certification requires that you pass a PMP certification exam to demonstrate a level of understanding about project management, as well as satisfy education and experience requirements, and agree to a professional code of conduct. PMBOK® Knowledge Areas 1. Project Integration Management 2. Project Scope Management 3. Project Time Management 4. Project Cost Management 5. Project Quality Management 6. Project Human Resources Management 7. Project Communications Management 8. Project Risk Management 9. Project Procurement Management
1 .Define Project Cycle, Project Management, and Scope of Project. List The Various Project Management Knowledge Areas? What Are The Reasons For Failure of A Project
1 .Define Project Cycle, Project Management, and Scope of Project. List The Various Project Management Knowledge Areas? What Are The Reasons For Failure of A Project
