IT Project

Management
(ITPM)

June 27, 2020

Lionel Pilorget
Agenda

• What is an IT Project?
• Key elements of ITPM
• Plan, organize and manage risks (Exercise)
• Industrializing IT projects
• From Project to Product
• The hybrid approach

2
Ceci n´est pas un projet

Ceci n´est pas un projet.

See: https://www.khanacademy.org/humanities/art-1010/dada-and-surrealism/surrrealism/v/magritte-the-
treachery-of-images-ceci-n-est-pas-une-pipe-1929
3
Project Components

Start

Objective(s)

Deliverables
Project phase Milestone
Quality
gate
End

4
Definition of an IT Project

A project is a temporary endeavor undertaken to

create a unique product, service, or result.
Source: Project Management Body of Knowledge

An IT project is a temporary endeavor undertaken

to create a unique product, service, or result by
introducing, extending, upgrading or
decommissioning IT Systems

5
No risk no fun

T
PROJEC

6
Don´t experiment: use the ITPM

7
3 Key elements of a PM method

Project Project Support

Organization Phases Processes

8
Project Organisation

§ Project Commitment
§ Project Definition
§ Project Management § Project Approval
§ Quality Management Steering Committee § Project Authority
§ Relationship
Sponsor, Member STC § Project Review
Management § Appraisals
§ Status Reporting

Project Quality Project Manager Project Mgt

Office Office
Project Manager
(optional) (optional)
Deputy Project Manager

Sub-Project 1 Sub-Project 2 Sub-Project 3 Sub-Project 4

§ Project Management
Sub-Project Manager Sub-Project Manager Sub-Project Manager Sub-Project
§ CoordinationManager
§ Project Task Execution
• Project Member • Project Member • Project Member • Project Member
• Project Member • Project Member • Project Member • Project Member
• Project Member • Project Member • Project Member • Project Member
• Project Member • Project Member • Project Member • Project Member
• Project Member • Project Member • Project Member • Project Member
• Project Member • Project Member • Project Member • Project Member

9
Example: RACI for Projects

W: writer / R: Reviewer / A: Approval / I: Informed project specific

Trainer (K-user, Business Analyst or specific)

Expert (technical or Business)
STC (Steering Committee)

Project Manager (+ PMO)

System Owner (Technical)

Business Stakeholders
Project Quality Office

Training Manager (HR)

Sub-project Manager

Head IT Development
Finance - Controlling

Head IT Production
Board of Directors
Portfolio Manager

Business Analyst

Test coordinator

IT Development
Process Owner

Test Manager
Key User
Sponsor

Head IT
Phase Deliverable
PM-Template_Project mandate.doc R I A W I I
PM-Template_Business Case.xls A R A A W I R
Phase 1: Initiate
PM-Template_Feasibility study.doc R (A) A W R W R A R R R
PM-Template_Project Charter.doc R A A W R R R R
PM-Template_Request for Proposal.doc A A R R W W R A R R
PM-Template_Business specifications A R W R A R R R
Phase 2: Define PM-Template_Technical specifications and
operation (A) R R A W A W
PM-Template_QA Strategy A R R W R I R
PM-Checklist_Phase-Build W W
PM-Template_Training delivery A R W R W
PM-Template_Training material A R W W R R R W
Phase 3: Build
PM-Template_Working Instruction A R W W A R R
PM-Template_System documentation and
operation manual I I R W A
PM-Template_Cutover scenario A R W W R R R W A
Phase 4: Implement
PM-Template_Acceptance Protocol.doc R R R W A R
PM-Template_Final report.docx A A W R R A A A
Phase 5: Post-Implement
PM-Template_Final presentation.pptx A W R R

10
Project Phases according to Hermes

Source: hermes.admin.ch
11
Example based on Hermes

Source: https://www.clinicalmicrobiologyandinfection.com/article/S1198-743X(17)30212-4/fulltext
12
Project Phases according to Prince2

Initiation Subsequent Final Delivery

Pre-project Delivery stage(s)
stage stage

Directing Directing a Project

SU

SB SB CP
Managing
IP Controlling a stage Controlling
a stage

Delivering Managing
Managing Product Delivery
Product Delivery

Key Based on OGC PRINCE2 material. Reproduced under licence from OGC.
SU = Starting up a Project
IP = Initiating a Project
SB = Managing a Stage Boundary
CP = Closing a Project

Source: Prince2
13
Proposed Project Phases

Milestones 1 2 3 4 5

Phases Initiate Define Build Implement Post-Impl.

§ Core Team § Validated § Informed users § Trained users § Performant users

Key specifications
§ Project infrastructure § System construction § Productive § Operating environment
Deliverables § Concepts
§ Staffing procedure § Test environment environment § Handover & Closure
§ Project plan § Cutover
§ Pilot or Sandpit
environment

Documentary § Project Mandate § Request for Proposal § Checklist Phase Build § Cutover scenario § Final report
§ Business
Deliverables § Business Case
§ Training delivery § Acceptance protocol § Final presentation
specifications
§ Technical § Training material
§ Feasibility Study
specifications and
§ Working instruction
§ Project Charter operation
§ Quality Assurance § System
Strategy documentation and
operation manual

Quality Gate Approval Confirm Readiness Go / No Go Closing

14
Adjust the phases to the project complexity

Quantitative Qualitative Tools

- less than 50 mandays - in one business area only - Project controlling

Small - less than 1 month - little complex - Low coordination
- less than 50 TCHF - no many participants

- more than 50 mandays - cross-functional - Project Method

Medium - less than 6 months - complex - Risk Management
- between 50 and 250 TCHF - strategic

- more than 50 mandays - very cross-functional - Project Method

Big - more than 6 months - highly complex - Risk Management
- more than 250 TCHF - very strategic - Program Management

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What is a Support Process?

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Proposed Support Processes

C P
C o a
o s r
m t t
m
n
u
e
n
r
i

Planning

c R Risk
s
a e
t p
i o
o r
n t

17
Deliverables for Support Processes

Milestones 1 2 3 4 5

Phases Initiate Define Build Implement Post-Impl.

Cost controlling § Cost Planning & Tracking

Project Planning § Overall Plan § Detailed Plan

Risks & Chances § Risk Matrix

Procurement
§ Selection § Contracting § Monitoring § Monitoring § Evaluation
& Contracts

Communication § Kickoff § Project Presentation § Meeting Minutes § STC Presentations

Status Report § Status Report

18
Project Management Toolbox

Milestones 1 2 3 4 5

Phases Initiate Define Build Implement Post-Impl.

§ Request for Proposal
§ Project Mandate § Checklist “Build” § Cutover Scenario § Final Report
§ Business Specifications
§ Business Case § Training Delivery § Acceptance Protocol § Final Presentation
§ Technical
§ Feasibility Study specifications and § Training Material
operation
§ Project Charter § Working instruction
§ Quality Assurance
§ System documentation
Strategy and operation manual

§ Cost Planning & Tracking

§ Overall Plan § Detailed Plan

§ Risk Matrix

§ Kickoff § Project Presentation § Meeting Minutes § STC Presentations

§ Status Report

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A Project grows always with the team together

Milestones 1 2 3 4 5

Initiate Define Build Implement Post-Impl.

20
The ultimate challenge…

Projects and all tasks are always driven by …

Quality
and Scope

Costs Time

… and it is the ultimate challenge to keep that in balance !

21
Manage an IT Project

• Project duration
• Budget estimation
• Project Organigram
• Risk Matrix

Project 3 Project 4

Project 2 Project 5

Project 1 Project 6

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Project 1

Helpdesk Outsourcing
The company has different locations over 4 continents and wants to
harmonize the helpdesk processes.
The IT Management asks you to investigate possibilities to reduce IT
costs, especially by analyzing an outsourcing model in India. This should
apply to IT Helpdesk and 1st Level Support.

Data Entry Web Developement IT Support Network Support Help

outsourcing outsourcing outsourcing outsourcing Desk otsourcing
Outsource your data Outsource IT Support for your Outsource Outsource your help
entry work, or hire troubleshooting Business or for your troubleshooting desk to our technical
entry agents. customer. Build your agents.
team.
Learn More Learn More Learn More Learn More Learn More

23
Project 2

Global CRM
The company wants to have a global CRM system in place to manage
local and international customers with the same platform.
The idea is to have a cloud solution in place so that customer data sets
are available all over the world as some customers become global
players.
Existing CRM solutions
are outdated and not able
to support the needs of the
growing global business.
Multiple Vendors providing on premise
CRM Solutions at various business
locations
Data management processes are not
clearly defined, data duplication and
redundancy Is a problem
Maintaining multiple CRM systems is
costly & inefficient; internal support
needed
Integration with marketing is not
possible; no clear customer profiles &
journeys are created

24
Project 3

eBilling
Saving time, paper and money…
• Send invoices electronically to our customers
• Direct delivery of e-bills from our software solutions
• No printing and shipping costs
• Better data quality: no need for subsequent credit data enquiries
• Higher delivery rate as there is no change of address and quicker
payment receipt
• Unchanged credit processes

25
Project 4

Cloud-based HR Management
Outsourcing of Payroll and Personnel Administration
• More time for core business?
• Cost effectiveness
• Need for clearly defined processes especially fro the routine tasks
• No in-house skills in HR Management?
• Need for smart Engagement and Recruitment through leveraging
social data

26
Project 5

New data center

Many HW are end of life and the current data center is not compliant
anymore as it does not fulfill the new security requirements. The idea is
to move from the in-house infrastructure to a modern cloud infrastructure.

27
Project 6

Data Management
Within the digitalization, it has been noticed that the quality of data is not
sufficient. The project should aim at identifying the major gaps, finding
sustainable procedures and addressing the new GDPR requirements
concerning data privacy.

28
Industrialize your IT Projects

Archimedes once said:

"Give me a place to stand,
and I shall move the world."

Project …

Project I

Project H

Project G

Project F
Resources
Project E

Skills Project D

Project C
Project B
Technologies Project A

ITPM

29
Leverage with simple management activities

1) Have project roles in place for the whole organisation

2) Use a top-down approach
3) Systematic use of lessons learned (learning organisations)
4) Automate where possible (for instance in the testing area or for the
deployment of releases)
5) Re-use (put templates in place)
6) Collect experience values

30
ITPM remains challenging

66%
IT projects are over budget 1 in 6
142.000 M€ IT projects have 200%
lost every year in UE due to extra cost and a 70%
IT delay
failed projects

«Up to 70% of software

development projects don’t
end as expected or fail
miserably»
33%
75% 17% IT projects are over time
of executives don’t trust IT projects go so wrong they get
in IT projects success their own organizations existence
at risk

Source: http://en.techbizdesign.com/biz/fail-software-projects/
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And you all know what may happen…

32
A new approach: the Agile Manifesto

Picture of the Agile Manifesto meeting on 2001

Source: https://agile-lounge.com/18-years-of-agile-manifesto-for-software-development/
33
SCRUM is the most popular SW agile method

Build Build Build

t t t
Tes Tes Tes

De
De
De

w
w
w

si
si
si

Revie

gn
Revie
Revie

gn
gn
Sprint 1 Sprint 2 Sprint 3

Plan
Plan
Plan

Launch Launch Launch

2 to 6 weeks

• Quick delivery -> one sees if the direction is still right

• The whole team is involved -> no hidden costs
• Requirements are always reviewed -> you get what you see
• Backlog is regularly prioritized -> possibility to adapt to new customer needs

34
3 SCRUM Roles

Product Owner: Responsible for the Product

Scrum Master: Responsible for the Process

Scrum Developer : Employees

Stakeholder Scrum Team

35
Scrum approach

36
Agile Tribes

37
Waterfall approach (V Model)

Source: http://www.codekul.com/blog/methodologies-software-testing-life-cycle
38
Agile (Product) versus Waterfall (Project)

fa l l
ter
Wa
S cr u m

E x tr e m
e Pr o g
r am m
in g
Kanban

39
Classic versus Agile

Set up
• team of 4 to 5 members
• minimum three roles. i.e. cutter, painter, and a tester/QA.
• pack of crayons, scissors and printed Easter Egg Sheets

Rules overview
The goal is to provide as many colored paper eggs as possible.
1) Each egg must have at least two different colors
2) Two separate people must complete each coloring activity
3) Each egg should be minimum 90% filled with color
4) White space doesn’t count as color
5) Cutting must be around oval edges of the egg
6) Eggs with major distractions in cutting will be disqualified

classic agile

Source: http://www.360pmo.com/traditional-vs-agile-approach-managing-work
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The Easter Egg Battle

Classic Agile

Cutter Painter Quality

Cutting

Testing Coloring

Plan Execution
3 Min. 6 Min. 3 Min.
Plan Execution Retro Plan Execution Retro Plan Execution Retro

• Delivery: 3-minute planning, 6 minutes 1 Min. 2 Min. 1 Min. 1 Min. 2 Min. 1 Min. 1 Min. 2 Min. 1 Min.
execution and 3 minutes learning (which
optionally can be merged with QA)
• Organization: team members are assigned • Delivery: 1-minute planning, 2-minute
specific roles; cutters (who cut the eggs out), execution and 1-minute retrospective (learnings)
painters (who paint the eggs) and QA (who are • Organization: the roles within the team are
the only ones that can assess and correct the made obsolete — everyone within the team can
eggs). Each team member can only perform a role perform any activity
he was assigned to.

Work organized around the team Team organized around the work
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The reality remains complex

Digitalization Globalization

Innovation
Time-to-market

Business models

Investments

Business continuity Compliance

42
How to practice agility

43
Hybrid Approach: a possible phased alignment
1 2 3 4 5
Phases
Initiate Define Build Impl. Post-Impl.

classic

Requirements Training Handover

Preparation Specifications Development Testing
Cutover Support

Gate Gate Gate Go-live

Requirements & Definition
Solution

hybrid

ART ART ART ART

Mockups Sprint Delivery Handover

Preparation
Prototypes Embedded Testing + Automated Regression Testing Support
Training

Gate Gate Go-live

ART: Agile Release Train

44
Field of investigation: organizational impact

Organization /
Structure

Business processes

Culture /
Management Style

Knowledge
Management

45
A unique and amazing experience

T
PROJEC

46
Take away and must know!

• The key components of a project

• The 3 basic elements of a project management method
• The difference between “Waterfall” and “Agile”
• The SCRUM Approach
• The hybrid approach

47
Literature

• Mangiapane M, Büchler R (2015) Modernes IT-Management. Springer, Wiesbaden

• Pilorget L, Schell T (2018) IT Management. Springer, Wiesbaden

48
Backup

PM Definitions
and Templates
49
Project Phase

Phase = Bundle of project activities,

with a start and an end

50
Milestone

Milestone = each project phase ends with a milestone

which indicates that a significant stage of the project has
been reached (as the word “mile stone” means)

51
Quality Gate

Quality Gate = determines whether the project has

achieved the exit criteria, which means if the
milestone has been reached or not, and if the results
are satisfactory or not.

52
 Initiate Phase

Phases Initiate Define Build Implement Use

Milestones 1 2 3 4 5

Key J Trained Team

Deliverables : Project Environment

Documentary 1 Credit Application 1 System Technical Environment Planning

Deliverables (STEP)
1 IT Project Form
1 Project Charter 1 Validation Check

1 Project Plan (preliminary) 1 Validation Plan

1 Shaping the document landscape 1 Document Registry

1 Request for Proposal and Vendor Selection 1 Risk Items List and Risk - Mitigation

ü Objectives clearly identified and ü Willingness to generate the needed effort?

Quality Gate
achievable? ü Realistic planning?
Approval
ü Project activities developed in the right ü Risks identified?
direction?

53
 Define Phase

Phases Initiate Define Build Implement Use

Milestones 1 2 3 4 5

Key $ Accepted Business Processes

Deliverables : Sandpit and/or Development Environment

Documentary 1 System Requirements Analysis (SRA): 1 Product Evaluation and Recommendation

Deliverables - Functional Design Report (PER)
- GAP Analysis 1 Milestone 1 Review Protocol
1 System Delivery Specifications (SDS)
- Process List & Flows
- Data Model/Load
- Programs
- Interfaces
- Authorisations

Quality Gate ü Defined solution as a good answer to ü Project strategy delivery adequate to
Confirm achieve the goals of the project? achieve project goals?
ü All changes needed identified and ü Reviewed Business Case still approved?
properly assessed? ü Enough resources?
ü Specifications available?

54
Build Phase

Phases Initiate Define Build Implement Use

Milestones 1 2 3 4 5

Key $ Accepted System

Deliverables : Development and Consolidation Environment
Documentary 1 Technical System Design (TSD): 1 Test and Fault Report (TST):
Deliverables - Development List - Test Strategy & Scenarios
- Business Conditions - Functional Unit Test
- Data Model/Load - Integration
- Programs - Regression
- Interfaces - User Acceptance
- Authorisations
- Customisation 1 Security Plan and Test Protocol

1 Product Acquisition and Installation (PAI) 1 User Procedure Development (UPD):

Strategy, Plan and Manuals
Quality Gate ü Project on track? ü Milestones and deliverables on track?
Readiness ü System functionalities available according ü Reduced risks thanks to mitigation
to the defined requirements? measures?
ü Cost baseline?

55
 Implement Phase

Phases Initiate Define Build Implement Use

Milestones 1 2 3 4 5

Key J Trained Users

Deliverables : Production Environment

Documentary 1 Stress Test Protocol 1 Validation report

Deliverables 1 User Training Protocol 1 Problem and Change Management Procedure
1 Technical Operations Protocol 1 Audit Report
1 Cutover Plan and
Contingency Planning

Quality Gate ü Readiness of productive system ? ü Project organisation ready to take sound
Go / No Go ü Rework needed ? and quick decisions?
ü Productive rollout plan available and ü Risks and planned measures discussed
plausible ? with all persons concerned?
ü Persons feel “in charge”?

56
Use Phase

Phases Initiate Define Build Implement Use

Milestones 1 2 3 4 5

Key J Performant Users

Deliverables : Operative Environment

Documentary 1 Post Implementation Review /

Deliverables
Business Assessment Protocol / Lessons learned
1 Future Enhancements Protocol
1 Handover Checklist including Risk Assessment Protocol
1 Core Compliance Audit

Quality Gate ü Goals met? ü Delivery strategy effective and

Closure ü Budget target achieved? appropriate?
ü Good planning baseline? ü Concerned persons sufficiently involved?
ü Project organisation well trained and ü Transparent steering done?
suitable?

57
Cost Planning & Tracking

Milestones 1 2 3 4 5

Phases Initiate Define Build Implement Post-Impl.

Cost controlling § Cost Planning & Tracking

58
Project Planning

Milestones 1 2 3 4 5

Phases Initiate Define Build Implement Post-Impl.

Project Planning § Overall Plan § Detailed Plan

59
Risks & Chances

Milestones 1 2 3 4 5

Phases Initiate Define Build Implement Post-Impl.

Risks & Chances § Risk Matrix

Certain
Likely
Likelihood / Frequency

2
Possible

1
Unlikely

3
Rare

Insignificant Minor Moderate Major Extreme

Impact / Severity

60
Procurement & Contracts

Milestones 1 2 3 4 5

Phases Initiate Define Build Implement Post-Impl.

Procurement
§ Selection § Contracting § Monitoring § Monitoring § Evaluation
& Contracts

Request for
Proposal

Overall Requirements

Functional Requirements

Technical Requirements

Non-functional
Requirements

Financial Conditions

61
Communication

Milestones 1 2 3 4 5

Phases Initiate Define Build Implement Post-Impl.

Communication § Kickoff § Project Presentation § Meeting Minutes § STC Presentations

Agenda Agenda
1. Aim and Rationale 1. Status Planning
2. Delivery Strategy 2. Status Scope & Quality

3. Project Plan 3. Status Costs

4. Status Resources
4. Project Organization
5. Risk Assessment
5. Project Approach
6. Decision : Approval Milestone
6. Risk Management 7. Critical Success Factors
7. Next steps 8. Next steps

62
Status Report
Milestones 1 2 3 4 5

Phases Initiate Define Build Implement Post-Impl.

Status Report § Status Report

xxxxxxx_XXXXX xx

Project description Project Management

xx • Sponsor: xx
• PL: xx

Current Phase: xxx Overall

Cashout (TCHF) Planning (main Milestones) Scope Decision needed
Total Cashout • Start: xx.xx.201x • xx • xx
Budget: xx • MS01 (Initiate): xx.xx.201x • xx • xx
Actuals: xx • MS02 (Define): • xx
Forecast: xx • MS03 (Build): • xx
• MS04 (Implement):
Current Year • MS05 (Post-Impl.):
Budget: xx • End:
Actuals: xx
Forecast: xx

R Y G Y

Main activities
Key achievements Present key activities Main risks / Dependencies
• Xx • Xx • Xx
• Xx • Xx • Xx

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