Information Technology Project Management, Sixth Edition: Citations

Information Technology
Project Management, Sixth

Edition
Note: See the text itself for full
citations.
Describe an overall framework for project

integration management as it relates to the other
PM knowledge areas and the project life cycle
Explain the strategic planning process and apply
different project selection methods
Explain the importance of creating a project
charter to formally initiate projects
Information Technology Project

Management, Sixth Edition
Copyright 2009
Describe project management plan

development, understand the content of these
plans, and review approaches for creating them
Explain project execution, its relationship to
project planning, the factors related to
successful results, and tools and techniques to
assist in project execution
Describe the process of monitoring and
controlling project work

Copyright 2009
Understand the integrated change control

process, planning for and managing changes on
information technology projects, and developing
and using a change control system
Explain the importance of developing and
following good procedures for closing projects
Describe how software can assist in project
integration management

Copyright 2009
Project
managers must coordinate all of the other

knowledge areas throughout a projects life cycle
Many new project managers have trouble looking
at the big picture and want to focus on too many
details (see opening case for a real example)
Project integration management is not the same
thing as software integration

Copyright 2009
Develop the project charter: working with

stakeholders to create the document that formally
authorizes a projectthe charter
Develop the project management plan:
coordinating all planning efforts to create a
consistent, coherent documentthe project
management plan
Direct and manage project execution: carrying
out the project management plan by performing
the activities included in it

Copyright 2009
Monitor and control the project work:

overseeing project work to meet the
performance objectives of the project
Perform integrated change control:
coordinating changes that affect the projects
deliverables and organizational process assets
Close the project or phase: finalizing all project
activities to formally close the project or phase

Copyright 2009

Copyright 2009
The
Airbus A380 megajet project was two years behind

schedule in Oct. 2006, causing Airbus parent company to
face an expected loss of $6.1 billion over the next four years
The project suffered from severe integration management
problems, or integration disintegration...Early this year,
when pre-assembled bundles containing hundreds of miles
of cabin wiring were delivered from a German factory to the
assembly line in France, workers discovered that the
bundles, called harnesses, didn't fit properly into the plane.
Assembly slowed to a near-standstill, as workers tried to
pull the bundles apart and re-thread them through the
fuselage. Now Airbus will have to go back to the drawing
board and redesign the wiring system.*
*Matlack, Carol. First, Blame the Software, BusinessWeek Online (October 5, 2006).
Copyright 2009
Strategic
planning involves determining long-term

objectives, predicting future trends, and projecting
the need for new products and services
Organizations often perform a SWOT analysis
Analyzing Strengths, Weaknesses, Opportunities, and
Threats
As
part of strategic planning, organizations:
Identify potential projects

Use realistic methods to select which projects to work on
Formalize project initiation by issuing a project charter

Copyright 2009

Copyright 2009

Copyright 2009
Only one in seven product concepts comes to fruition; why is it

that some companies like Proctor & Gamble, Johnson and
Johnson, Hewlett Packard, and Sony are consistently
successful in NPD?
Because they use a disciplined, systematic approach to NPD projects
based on best practices
Four important forces behind NPD success include the

following:
1. A product innovation and technology strategy for the business
2. Resource commitment and focusing on the right projects, or solid
portfolio management
3. An effective, flexible, and streamlined idea-to-launch process
4. The right climate and culture for innovation, true cross-functional
teams, and senior management commitment to NPD

Copyright 2009
There are usually more projects than available

time and resources to implement them
Methods for selecting projects include:
Focusing on broad organizational needs

Categorizing information technology projects
Performing net present value or other financial
analyses
Using a weighted scoring model
Implementing a balanced scorecard

Copyright 2009
It
is often difficult to provide strong justification for

many IT projects, but everyone agrees they have
a high value
It is better to measure gold roughly than to count
pennies precisely
Three important criteria for projects:
There is a need for the project
There are funds available
Theres a strong will to make the project succeed

Copyright 2009
One
categorization is whether the project

addresses:
A problem
An opportunity, or
A directive
Another
categorization is how long it will take to

do and when it is needed
Another is the overall priority of the project

Copyright 2009
Financial
considerations are often an important

consideration in selecting projects
Three primary methods for determining the projected
financial value of projects:
Net present value (NPV) analysis
Return on investment (ROI)
Payback analysis

Copyright 2009
Net
present value (NPV) analysis is a method of

calculating the expected net monetary gain or loss
from a project by discounting all expected future
cash inflows and outflows to the present point in
time
Projects with a positive NPV should be considered if
financial value is a key criterion
The higher the NPV, the better

Copyright 2009

Copyright 2009
Note: See the template called business_case_financials.xls

Copyright 2009
Determine
estimated costs and benefits for the life

of the project and the products it produces
Determine the discount rate (check with your
organization on what to use)
Calculate the NPV (see text for details)
Notes: Some organizations consider the investment
year as year 0, while others start in year 1; some
people enter costs as negative numbers, while
others do not
Check with your organization for their preferences

Copyright 2009
Return
on investment (ROI) is calculated by

subtracting the project costs from the benefits and
then dividing by the costs
ROI = (total discounted benefits - total discounted costs) /
discounted costs
The
higher the ROI, the better

Many organizations have a required rate of return
or minimum acceptable rate of return on investment
for projects
Internal rate of return (IRR) can by calculated by
finding the discount rate that makes the NPV equal
to zero

Copyright 2009
Another
important financial consideration is

payback analysis
The payback period is the amount of time it will
take to recoup, in the form of net cash inflows,
the total dollars invested in a project
Payback occurs when the net cumulative
discounted benefits equals the costs
Many organizations want IT projects to have a
fairly short payback period

Copyright 2009

Copyright 2009
A weighted scoring model is a tool that provides a

systematic process for selecting projects based on
many criteria
Identify criteria important to the project selection process
Assign weights (percentages) to each criterion so they add
up to 100%
Assign scores to each criterion for each project
Multiply the scores by the weights and get the total
weighted scores
The higher the weighted score, the better

Copyright 2009

Copyright 2009
Drs.
Robert Kaplan and David Norton developed

this approach to help select and manage projects
that align with business strategy
A balanced scorecard:
Is a methodology that converts an organizations value
drivers, such as customer service, innovation, operational
efficiency, and financial performance, to a series of defined
metrics
See
www.balancedscorecard.org for more

information

Copyright 2009

Copyright 2009
After
deciding what project to work on, it is

important to let the rest of the organization know
A project charter is a document that formally
recognizes the existence of a project and
provides direction on the projects objectives and
management
Key project stakeholders should sign a project
charter to acknowledge agreement on the need
and intent of the project; a signed charter is a key
output of project integration management

Copyright 2009

Copyright 2009

Copyright 2009
project management plan is a document used

to coordinate all project planning documents and
help guide a projects execution and control
Plans created in the other knowledge areas are
subsidiary parts of the overall project
management plan

Copyright 2009
Introduction
or overview of the project

Description of how the project is organized
Management and technical processes used on
the project
Work to be done, schedule, and budget
information

Copyright 2009

Copyright 2009
"The winners clearly spell out what needs to be done in a

project, by whom, when, and how. For this they use an
integrated toolbox, including PM tools, methods, and
techniquesIf a scheduling template is developed and used
over and over, it becomes a repeatable action that leads to
higher productivity and lower uncertainty. Sure, using
scheduling templates is neither a breakthrough nor a feat.
But laggards exhibited almost no use of the templates.
Rather, in constructing schedules their project managers
started with a clean sheet, a clear waste of time.*
*Milosevic, Dragan and And Ozbay. Delivering Projects: What the Winners Do.
Proceedings of the Project Management Institute Annual Seminars & Symposium
(November 2001).
Copyright 2009
Project
execution involves managing and

performing the work described in the project
management plan
The majority of time and money is usually spent
on execution
The application area of the project directly affects
project execution because the products of the
project are produced during execution

Copyright 2009
Project
planning and execution are intertwined

and inseparable activities
Those who will do the work should help to plan the
work
Project managers must solicit input from the team
to develop realistic plans

Copyright 2009
Project
managers must lead by example to

demonstrate the importance of creating and then
following good project plans
Organizational culture can help project execution
by:
Providing guidelines and templates
Tracking performance based on plans
Project
managers may still need to break the rules

to meet project goals, and senior managers must
support those actions

Copyright 2009
General
management skills like leadership,

communication, and political skills
Product, business, and application area skills and
knowledge
Use of specialized tools and techniques

Copyright 2009
Expert
judgment: experts can help project managers

and their teams make many decisions related to project
execution
Project management information systems: there are
hundreds of project management software products
available on the market today, and many organizations
are moving toward powerful enterprise project
management systems that are accessible via the
Internet
See the What Went Right? example of Kuala Lumpurs
Integrated Transport Information System on p. 159

Copyright 2009
Changes
are inevitable on most projects, so its

important to develop and follow a process to
monitor and control changes
Monitoring project work includes collecting,
measuring, and disseminating performance
information
A baseline is the approved project management
plan plus approved changes

Copyright 2009
The
2002 Olympic Winter Games and Paralympics took

five years to plan and cost more than $1.9 billion. PMI awarded
the Salt Lake Organizing Committee (SLOC) the Project of the
Year award for delivering world-class games.
Four years before the Games began, the SLOC used a
Primavera software-based system with a cascading color-coded
WBS to integrate planningThe SLOC also used an Executive
Roadmap, a one-page list of the top 100 Games-wide activities,
to keep executives apprised of progress. Activities were tied to
detailed project information within each departments schedule.
A 90-day highlighter showed which managers were accountable
for each integrated activity.
Fraser Bullock, SLOC Chief Operating Officer and Chief,
said, We knew when we were on and off schedule and where
we had to apply additional resources. The interrelation of the
functions meant they could not run in isolationit was a
smoothly running machine.*
*Foti, Ross, The Best Winter Olympics, Period, PM Network (January 2004) 23.
Copyright 2009
Three main objectives are:
Influencing the factors that create changes to

ensure that changes are beneficial
Determining that a change has occurred
Managing actual changes as they occur

Copyright 2009
Former
view: the project team should strive to do

exactly what was planned on time and within
budget
Problem: stakeholders rarely agreed up-front on
the project scope, and time and cost estimates
were inaccurate
Modern view: project management is a process of
constant communication and negotiation
Solution: changes are often beneficial, and the
project team should plan for them
Copyright 2009
formal, documented process that describes

when and how official project documents and work
may be changed
Describes who is authorized to make changes and
how to make them

Copyright 2009
formal group of people responsible for

approving or rejecting changes on a project
CCBs provide guidelines for preparing change
requests, evaluate change requests, and manage
the implementation of approved changes
Includes stakeholders from the entire organization

Copyright 2009
Some
CCBs only meet occasionally, so it may

take too long for changes to occur
Some organizations have policies in place for
time-sensitive changes
48-hour policy allows project team members to make
decisions; then they have 48 hours to reverse the
decision pending senior management approval
Delegate changes to the lowest level possible, but keep
everyone informed of changes

Copyright 2009
Ensures
that the descriptions of the projects

products are correct and complete
Involves identifying and controlling the functional
and physical design characteristics of products
and their support documentation
Configuration management specialists identify
and document configuration requirements, control
changes, record and report changes, and audit
the products to verify conformance to
requirements
See www.icmhq.com for more information

Copyright 2009

Copyright 2009
To
close a project or phase, you must finalize all

activities and transfer the completed or cancelled
work to the appropriate people
Main outputs include:
Final product, service, or result transition
Organizational process asset updates

Copyright 2009
Several
types of software can be used to assist in

project integration management
Documents can be created with word processing software

Presentations are created with presentation software
Tracking can be done with spreadsheets or databases
Communication software like e-mail and Web authoring
tools facilitate communications
Project management software can pull everything together
and show detailed and summarized information
Business Service Management (BSM) tools track the
execution of business process flows

Copyright 2009
Project
integration management involves

coordinating all of the other knowledge areas
throughout a projects life cycle
Main processes include:
Develop project charter

Develop project management plan
Direct and manage project execution
Monitor and control project work
Perform integrated change control
Close the project or phase

Copyright 2009

Information Technology Project Management, Sixth Edition: Citations

Uploaded by

Copyright:

Available Formats

Information Technology Project Management, Sixth Edition: Citations

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Information Technology Project Management, Sixth Edition: Citations

Uploaded by

Copyright:

Available Formats

Information Technology

Project Management, Sixth

Describe an overall framework for project

Information Technology Project

Describe project management plan

Information Technology Project

Understand the integrated change control

Information Technology Project

managers must coordinate all of the other

Information Technology Project

Develop the project charter: working with

Information Technology Project

Monitor and control the project work:

Information Technology Project

Information Technology Project

Airbus A380 megajet project was two years behind

planning involves determining long-term

part of strategic planning, organizations:

Identify potential projects

Information Technology Project

Information Technology Project

Information Technology Project

Only one in seven product concepts comes to fruition; why is it

Four important forces behind NPD success include the

Information Technology Project

There are usually more projects than available

Focusing on broad organizational needs

Information Technology Project

is often difficult to provide strong justification for

Information Technology Project

categorization is whether the project

categorization is how long it will take to

Information Technology Project

considerations are often an important

Information Technology Project

present value (NPV) analysis is a method of

Information Technology Project

Information Technology Project

Note: See the template called business_case_financials.xls

estimated costs and benefits for the life

Information Technology Project

on investment (ROI) is calculated by

higher the ROI, the better

Information Technology Project

important financial consideration is

Information Technology Project

Information Technology Project

A weighted scoring model is a tool that provides a

The higher the weighted score, the better

Information Technology Project

Information Technology Project

Robert Kaplan and David Norton developed

www.balancedscorecard.org for more

Information Technology Project

Information Technology Project

deciding what project to work on, it is

Information Technology Project

Information Technology Project

Information Technology Project