The document discusses system thinking and project management processes. It explains that projects must operate within the broader organizational environment and managers need a systems view. It also outlines the project management process groups of initiating, planning, executing, monitoring and controlling, and closing projects.
The document discusses system thinking and project management processes. It explains that projects must operate within the broader organizational environment and managers need a systems view. It also outlines the project management process groups of initiating, planning, executing, monitoring and controlling, and closing projects.
The document discusses system thinking and project management processes. It explains that projects must operate within the broader organizational environment and managers need a systems view. It also outlines the project management process groups of initiating, planning, executing, monitoring and controlling, and closing projects.
The document discusses system thinking and project management processes. It explains that projects must operate within the broader organizational environment and managers need a systems view. It also outlines the project management process groups of initiating, planning, executing, monitoring and controlling, and closing projects.
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System Thinking and Project
Management Process Projects Cannot Be Run in Isolation Projects must operate in a broad organizational environment. Project managers need to use systems thinking: Taking a holistic view of a project and understanding how it relates to the larger organization. Senior managers must make sure projects continue to support current business needs. Information Technology Project Management, Fourth Edition 2 A Systems View of Project Management The term systems approach emerged in the 1950s to describe a holistic and analytical approach to solving complex problems. Three parts include: Systems philosophy: View things as systems, which are interacting components that work within an environment to fulfill some purpose. Systems analysis: Problem-solving approach. System thinking (Five whys)
Systems management: Address business, technological, and
organizational issues before making changes to systems.
Management, Fourth Edition 6 Table 2-1. Organizational Structure Influences on Projects Project Organizational Structure Type Characteristics Functional Matrix Project Weak Matrix Balanced Strong Matrix Matrix Project manager’s Little or none Limited Low to Moderate High to authority Moderate to high almost total Percent of Virtually none 0-25% 15-60% 50-95% 85-100% performing organization’s personnel assigned full-time to project work Who controls the Functional Functional Mixed Project Project project budget manager manager manager manager Project manager’s Part-time Part-time Full-time Full-time Full-time role Common title for Project Project Project Project Project project manager’s Coordinator/ Coordinator/ Manager/ Manager/ Manager/ role Project Leader Project Project Program Program Leader Officer Manager Manager Project Part-time Part-time Part-time Full-time Full-time management administrative staff Information PMBOK Guide, 2000, 19, and PMBOK GuideTechnology 2004, 28.Project Management, Fourth Edition 7 Project Phases and the Project Life Cycle A project life cycle is a collection of project phases that defines: What work will be performed in each phase. What deliverables will be produced and when. Who is involved in each phase. How management will control and approve work produced in each phase. A deliverable is a product or service produced or provided as part of a project. Information Technology Project Management, Fourth Edition 8 More on Project Phases In the early phases of a project life cycle: Resource needs are usually lowest. The level of uncertainty (risk) is highest. Project stakeholders have the greatest opportunity to influence the project. In the middle phases of a project life cycle: The certainty of completing a project increases. More resources are needed. In the final phase of a project life cycle: The focus is on ensuring that project requirements were met. The sponsor approves completion of the project. Information Technology Project Management, Fourth Edition 9 Product Life Cycles
Products also have life cycles.
A systems development life cycle (SDLC) is a framework for describing the phases involved in developing information systems. Systems development projects can follow: Predictive life cycle: The scope of the project can be clearly articulated and the schedule and cost can be predicted. Adaptive Software Development (ASD) life cycle: Projects are mission driven and component based, and use time-based cycles to meet target dates.
Information Technology Project
Management, Fourth Edition 10 Predictive Life Cycle Models Waterfall model: Has well-defined, linear stages of systems development and support. Spiral model: Shows that software is developed using an iterative or spiral approach rather than a linear approach. Incremental build model: Provides for progressive development of operational software. Prototyping model: Used for developing prototypes to clarify user requirements. Rapid Application Development (RAD) model: Used to produce systems quickly without sacrificing quality.
Information Technology Project
Management, Fourth Edition 11 The Project Management Process Project Management Process Groups
A process is a series of actions directed toward
a particular result. Project management can be viewed as a number of interlinked processes. The project management process groups include: Initiating processes Planning processes Executing processes Monitoring and controlling processes Closing processes
Information Technology Project
Management, Fourth Edition 13 Figure 3-1. Level of Activity and Overlap of Process Groups Over Time
Information Technology Project
Management, Fourth Edition 14 Media Snapshot Just as information technology projects need to follow the project management process groups, so do other projects, such as the production of a movie. Processes involved in making movies might include screenwriting (initiating), producing (planning), acting and directing (executing), editing (monitoring and controlling), and releasing the movie to theaters (closing). Many people enjoy watching the extra features on a DVD that describe how these processes lead to the creation of a movie…This acted “…not as promotional filler but as a serious and meticulously detailed examination of the entire filmmaking process.”* Project managers in any field know how important it is to follow a good process. Information Technology Project Management, Fourth Edition 15 Mapping the Process Groups to the Knowledge Areas You can map the main activities of each PM process group into the nine knowledge areas by using the PMBOK® Guide 2004.
Note that there are activities from each
knowledge area under the planning process group.
All initiating activities are part of the project
integration management knowledge area. Information Technology Project Management, Fourth Edition 16 Table 3-1. Relationships Among Process Groups and Knowledge Areas
PMBOK® Guide 2004, p. 69
Information Technology Project Management, Fourth Edition 17 Table 3-1. Relationships Among Process Groups and Knowledge Areas (cont’d)
Information Technology Project
Management, Fourth Edition 18 Developing an IT Project Management Methodology Just as projects are unique, so are approaches to project management. Many organizations develop their own project management methodologies, especially for IT projects. BlueCross BlueShield of Michigan used the PMBOK® Guide 2000 to develop their IT project management methodology. Six Sigma projects and the Rational Unified Process (RUP) framework use project management methodologies. Information Technology Project Management, Fourth Edition 19 Information Technology Project Management, Fourth Edition 20 Case Study: JWD Consulting’s Project Management Intranet Site This case study provides an example of what’s involved in initiating, planning, executing, controlling, and closing an IT project. You can download templates for creating your own project management documents from the companion Web site for this text. This case study provides a big picture view of managing a project. Later chapters provide detailed information on each knowledge area. Information Technology Project Management, Fourth Edition 21 Project Initiation Initiating a project includes recognizing and starting a new project or project phase. Some organizations use a pre-initiation phase, while others include items such as developing a business case as part of the initiation. The main goal is to formally select and start off projects. Key outputs include: Assigning the project manager. Identifying key stakeholders. Completing a business case. Completing a project charter and getting signatures on it.
what documents are required to initiate a project. It’s important to identify the project need, stakeholders, and main goals.
Information Technology Project
Management, Fourth Edition 23 Project Planning The main purpose of project planning is to guide execution. Every knowledge area includes planning information
Key outputs included in the JWD project include:
A team contract. A scope statement. A work breakdown structure (WBS). A project schedule, in the form of a Gantt chart with all dependencies and resources entered. A list of prioritized risks (part of a risk register).
Management, Fourth Edition 25 Table 3-8. List of Prioritized Risks
Information Technology Project
Management, Fourth Edition 26 Project Executing
Project execution usually takes the most time and
resources. Project managers must use their leadership skills to handle the many challenges that occur during project execution. Table 3-9 on page 99 lists the executing processes and outputs. Many project sponsors and customers focus on deliverables related to providing the products, services, or results desired from the project. A milestone report (see example on page 100) can keep the focus on completing major milestones.
Information Technology Project
Management, Fourth Edition 27 Table. 3-10. Part of Milestone Report
Information Technology Project
Management, Fourth Edition 28 Project Monitoring and Controlling
Involves measuring progress toward project
objectives, monitoring deviation from the plan, and taking corrective action to match progress with the plan.
Affects all other process groups and occurs
during all phases of the project life cycle.
Outputs include performance reports,
requested changes, and updates to various plans. Information Technology Project Management, Fourth Edition 29 Project Closing Involves gaining stakeholder and customer acceptance of the final products and services. Even if projects are not completed, they should be formally closed in order to reflect on what can be learned to improve future projects. Outputs include project archives and lessons learned, which are part of organizational process assets. Most projects also include a final report and presentation to the sponsor or senior management. Information Technology Project Management, Fourth Edition 30 Chapter Summary
The five project management process groups are
initiating, planning, executing, monitoring and controlling, and closing. You can map the main activities of each process group to the nine knowledge areas. Some organizations develop their own information technology project management methodologies. The JWD Consulting case study provides an example of using the process groups and shows several important project documents.
