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Topic 2 Information Technology Context-1 PDF

The document discusses the context of information technology projects from past, present, and future perspectives. It notes that past projects have contributed to positive change, while present projects benefit from advances in project management. Future projects will continue to be refined through technology and greater participant competency. Present trends include the growth of PM associations and certification programs. The future of project management is discussed in terms of international projects, technology roles, enhanced PM competencies, and a shift to enterprise and portfolio views.

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Angela Beatrice
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63 views7 pages

Topic 2 Information Technology Context-1 PDF

The document discusses the context of information technology projects from past, present, and future perspectives. It notes that past projects have contributed to positive change, while present projects benefit from advances in project management. Future projects will continue to be refined through technology and greater participant competency. Present trends include the growth of PM associations and certification programs. The future of project management is discussed in terms of international projects, technology roles, enhanced PM competencies, and a shift to enterprise and portfolio views.

Uploaded by

Angela Beatrice
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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CIS 3003 : Project Management

Topic 2: Information Technology Context

A Systems View of Project Management


The project must be operating in a bigger organizational environment. The
project managers (PM) need to integrate system thinking, while the senior
managers must make sure that the projects should continue to support
business needs.

Systems thinking is a discipline for seeing wholes or incomplete. It is a


framework for seeing connections of each and every task rather than things,
for seeing patterns of exchange alternatively than static snapshots

• It involves a huge shift in idealism, perspective, and tools for managing


an enterprise

• It entails a more dynamic, non-linear language, nontraditional


approaches, and alternative, holistic ways of seeing the world
Peter Senge (1990). The Fifth Discipline: the Art & Practice of the Learning Organization. Currency
Doubleday: NY.

Credit to the owner of the diagram PM BOOK


Credit to the owner of the image PM BOOK
Project Phases and the Project Life Cycle

Five 5 Phases of Project Management

Image from
https://www.smartsheet.com/blog/demystifying-5-phases-project-management
PM Processes : Initiating

Develop the project charter


–It involves working with stakeholders to create a document that signifies
the start of the project.
– Output : Project Charter

Develop the preliminary project scope statement


– Involves further work with stakeholders, especially users of the project’s
products and services or even results, just to develop the complete scope
requirements.
– Output : Preliminary Scope Statement

Project Charter
◼ It is a document that formally recognizes the existence of the project
and explains the direction on the project’s objectives and to the
management
◼ It authorizes the project manager to use all organizational resources
to complete the tasks
◼ Alternative documents
– Letter of Agreement
– Formal Contract
– Statement of Work (SOW)
PM Processes : Defining and Planning

• Creating project management plan


• A project management plan is
– A document used to coordinate all project planning papers
and guides the project’s execution and control
– It documents planning assumptions and decisions regarding
choices
Article and image from:

https://www.smartsheet.com/blog/demystifying-5-phases-project-management

Two of the more popular methods for setting goals are S.M.A.R.T. and CLEAR:

S.M.A.R.T. Goals – it is a method that helps ensure that the goals have been
thoroughly achieved. It also provides a way to understand the implications of the
goal-setting process.

Image from https://www.smartsheet.com/blog/demystifying-5-phases-project-management

Specific – To set specific goals that answer the questions: who, what, where,
when, which, and why.
Measurable – Create criteria to measure the success of a goal.
Attainable – Identify the most vital goals and what it will take to achieve them.
Realistic – Willing and able to work toward a particular goal.
Timely – Create a timeframe to achieve the goal.
For more information about S.M.A.R.T. goals and to download free S.M.A.R.T. goal templates, read "The
Essential Guide to Writing S.M.A.R.T. Goals."

C.L.E.A.R. Goals – A new way of setting the goals to take into consideration the
new face of the environment today.

Collaborative – The goal should encourage employees to work together.


Limited – Limitation on scope and time to keep it manageable
Emotional – Goals should tap into the passion of employees and be something
they can form an emotional connection to. This can optimize the quality of work.
Appreciable – coming from a bigger goal create a smaller task.
Refinable – for some expected or unexpected situations, be flexible and clear
goals as needed.
Source: https://www.smartsheet.com/blog/demystifying-5-phases-project-management
PM Processes: Executing

• Direct and manage project execution


• PM is to execute project management plan smoothly:
– Leading the project team
– Managing stakeholders’ relationships

PIM Processes: Monitoring and Controlling

• Monitor and control project work


– Involves collecting, and disseminating performance information
– Assessing measurements and analyzing trends to determine what
process improvements can be made
– Recommend corrective and preventive actions
• Integrated change control
– Involves identifying, evaluating, and managing changes throughout the
project life cycle

PIM Processes: Closing

• Close Project
– Involves finalizing all activities and then transfer the completed or
canceled work to the appropriate people
– It includes :
• Administrative closure procedures
• Contract closure procedures
• Final products, services, or results
• Organizational process asset updates
The Context of Information Technology Projects

Past, Present, and Future

Projects in the past have left their mark on society and contributed to positive
change
Traditional project foundation are cost, schedule, and technical performance

Present projects benefit from the growth of project management theory,


concepts, procedures, and practices

Future projects will continue to be refined through technological advances and


greater competency of project participants

Present Trends
PM theory and practice continues to be refined toward the purpose of managing
change to achieve greater efficiency with less risk and uncertainty

Remarkable number of individuals are now becoming more involved in project


management and learning to embrace the techniques of PM to achieved desired
output
• Growth in PM professional associations
– PMI, APM, IPMA, JPMF
• Expansion of certification programs
– PMP, CompTIA, IPMA, CITPM, CAPM

Future of Project Management

– “Wave of the Future” (Thomas Stewart, 1995)


– Growth of international projects, with leading organizations in
international projects nurturing and growing the developing nation’s PM
capabilities
– Technology to continue to play important role for collecting and
formatting information, communication of information between
stakeholders, storing relevant information for rapid retrieval and use,
capturing info that relates to project risks and risk management
– Project managers will enhance their competence through experience
and training in the relevant areas of project management and
interpersonal skills
– New thinking from single project view to enterprise view
– Project Portfolio Management (selection and management of projects
as groups) will expand to make best use of resources
– Projects will be smaller but more complex in their management

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