IT Project Management Weeks 2 and 3. Topics of Discussion Introduction Identify the Business Case...
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Transcript of IT Project Management Weeks 2 and 3. Topics of Discussion Introduction Identify the Business Case...
![Page 1: IT Project Management Weeks 2 and 3. Topics of Discussion Introduction Identify the Business Case Scope the Project Plan the Project Delivery and Outcome.](https://reader035.fdocuments.net/reader035/viewer/2022062714/56649d5e5503460f94a3e52e/html5/thumbnails/1.jpg)
IT Project Management
Weeks 2 and 3
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Topics of Discussion
• Introduction
• Identify the Business Case
• Scope the Project
• Plan the Project
• Delivery and Outcome
• Closing the Project
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Overview
This session will introduce participants to a systematic approach to managing IT projects, whether those projects are simple or complex.
Learning OutcomeAt the end of this session participants should be able to apply project management skills through a 5 phase process to manage IT projects.
Introduction
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Project Management is a process that clearly articulates a required outcome by bringing together human and other resources necessary to successfully achieve that outcome.
Project Characteristics:
•Goal Oriented
•Finite life span
•Unique once-off effort
•Cost Limit
Project Management functionalities involve:
•Planning
•Directing
•Organising
•Controlling
Definition
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Project Client/Owner(s):
Individuals instigating the project and who will sign-off on the project outcome, deliverables, and performance criteria.
Roles and Responsibilities
Project Sponsor:
The person nominated by project client/owner(s) to ensure the project achieves intended outcomes and receives appropriate support.
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Roles and Responsibilities
Influencers:
Those who have the potential to impact the success of the project but are not directly involved in the project.
Team Members:
Those directly assisting to plan and ensure activities are completed.
Note: Not all these roles will be involved in every project
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1. Identify Business case: Does the project contribute to priority business
requirements?
5-Phases of Project Management
2. Scope the project: What needs to be achieved?
3. Plan the project: What needs to be done?
Note: This approach is suitable for simple as well as complex projects.
4. Deliver the Outcome:
How are the plans to be implemented?
5. Close the project
How to finalize? What has been achieved?
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Topics
• How business projects should originate?
• Impact of Resource Limitation.
• How to construct a project management framework best suited to an organisation?
1. Business Case
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Business Planning
• The planning process should result in identification of initiatives that are required to achieve the strategic direction in which the business wants to move.
• These will generate a number of projects which are important to the future success of the business.
• The projects need to be prioritised.
1. Business Case - How business projects should originate?
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1. Business Case - How business projects should originate?
Process improvement
• A performance review of business processes in work areas may indicate the need to improve.
• An assessment of resources required compared to the return on investment needs to be made.
• If the effort is thought to be worthwhile, projects will be generated.
• The use of available resources and priorities will determine which projects are to be undertaken.
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1. Business Case - Resources
Resource Limitation
• Key factor in the success of IT projects is the availability of sufficient resources.
• Most managers have a limited budget and limited human resources.
Therefore the selection of projects which best support the strategic direction of the business is essential.
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Why do we need a framework?
Organizations have different ways to do business. However when managing projects, it is very useful to consider the following questions:
•Selecting the project
How will the project be selected?
•Identifying people involved
Who should be involved?
(Sponsor, project manager, team)
1. Business Case – Project Framework
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•Scoping the project
What needs to be achieved?
Who will sign-off?
•Agreeing the budget
What resources are required?
Who signs-off on budget?
1. Business Case – Project Framework
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•Agreeing Variations
How can the project be varied?
Who signs-off on variations?
•Signing-off Project Completion
Who will sign-off?
How will any transaction take place?
1. Business Case – Project Framework
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Topics
• Project outcome statement
• Project deliverables and associated performance criteria
• Roles and responsibilities of people involved in projects
• Factors to be considered when selecting a project team
• Importance of project sign-off
2. Project Scope
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• The outcome statement concisely and clearly expresses the reason for the project.
• They normally specify what, where and when
• The statement should specify the intent of the project, therefore it should reflect the requirements of the project client.
• It normally commences with a verb to specify what needs to be done.
Example:
Implement an online bank loan management system for all employees of the loan department by 11/05/2002.
2. Project Scope – Outcome Statement
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Project ParametersProjects often have boundaries (parameters) placed on them.
Example: The project involving the implementation of the on-line bank loan system can be limited to:• Australian operations
2. Project Scope – Parameters and Constraints
Project Constraints• Time
• Cost
• Regulations – e.g tax compliance
• Compatibility with existing system
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Project Assumptions
When scoping the projects assumptions are made which can impact the ability to achieve the project outcome.
Example:
• Availability of other parties
• Appropriate hardware
2. Project Scope – Assumptions and Risks
Project Risks
Key assumptions should be noted as they have associated with them a degree of risk.
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Deliverables often :
• Identify major steps
• Provide reference points to track a project’s success.
• Some deliverables will be non-negotiable and specified as part of the project scope.
• Others will be identified when planning the project.
2. Project Scope – Deliverables
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Performance criteria should be associated with the • outcome statement and • deliverables
to allow the projects performance to be evaluated.Measures can be quantitative or qualitative
Example:Implement an online bank loan system for all employees of the loan department by
11/05/2002.
• System to be piloted and operational by 11/05/2002• Loan sanction time reduced by 50%
2. Project Scope – Performance Measurement
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When selecting a team:
• Cover the experience/expertise the project requires
• Choose people committed to the project outcome
• Consider stakeholders and influencers.
2. Project Scope – Team Selection
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Sign-off, of the project scope, by the project client will ensure:
• The outcome statement reflects the project intention.
• Project parameters and constraints are appropriate.
• Project deliverables and criteria are acceptable.
2. Project Scope – Sign-off of project Scope
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Topics
• Identify tasks using work breakdown structure
• Complete action plans
• Construct Gantt chart
• Determine project budget
• Write prevention and contingent scenarios for significant project risks
3. Planning the Project
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Work Breakdown Structure (WBS)
• It is a logical structuring of project work.
• STEP1: Identify the key activities required to achieve the outcome.
• STEP2: The identified activities are broken down into tasks and if the project is complex enough, sub tasks and beyond.
• The key activities may often identify the DELIVERABLES for the project.
3. Planning the Project – Identifying Tasks
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3. Planning the Project – WBS
Task 2.2
Outcome
Activity 1
Activity 2
Task 1.1
Task 1.2
Task 1.3
Task 2.1
Task 2.3
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3. Planning the Project – Action Plan
Activity No:__________________________
Tasks Who Cost When•Scheduling of tasks
•Estimating duration of each task
Total Cost:
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3. Planning the Project – Scheduling
1. Network DiagramsA network diagram shows the sequence and dependencies of tasks required to complete the project.
ac
b
d
f
eActivity Dependency
a None
b a
c a
d a
e d
f b,c
- event or nodes
- activity/task
- dummy activity/task
Pert Method
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3. Planning the Project – Scheduling
2. Gantt Chart
The Gantt Chart is a simple representation of the activity/tasks against time.
Often utilized when presenting project plan as they are more easily understood by an audience not involved in the intimate detail of the project.
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3. Planning the Project – Budget
Task Time Cost Dollar Cost
Total Cost
The total cost of the project can be calculated once all the action plans have been completed.
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3. Planning the Project – Risk Management
SIGNIFICANT RISKS
CONTINGENT PLANSPREVENTIVE PLANS
Actions to reduce the likelihood of the risk
Action planned in case the events occur
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3. Planning the Project – Sign-off of Plan/Budget
Sign-off of the project plan and budget by the project client/owner will ensure expectations are clear for:
• project timing
• resource consumption, and
• dollars
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Topics
• Discuss the elements required for “start-up”.
• Discuss operating procedure.
• Determine information system requirements.
4. Delivering the Outcome
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4. Delivering the Outcome – Project Start-up
The project start-up requires the following elements:
• appointing and developing the project team
• acquiring equipment and materials
• obtaining the necessary space and facilities
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4. Delivering the Outcome – Team Roles
Team Skills Team Skills Successful Team+ =
Team Roles
T ogether
E veryone
A chieves
M ore
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4. Delivering the Outcome – Information System
This is a communication process through which a project manager, team, sponsor and other key players receive information regarding the project’s progress.
• Who we need to communicate with
• The mode we will use to communicate
• When/How often we will communicate
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Topics
• Identify requirements to phase out the project
• Discuss the value of reviewing the the project management framework
5. Closing The Project
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• Managing disposition of people on the team, and no longer required materials and facilities
• obtaining final sign-off
• preparing a final report
5. Closing The Project – Phasing Out
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If the project has been scoped correctly, the results should be clear from:
• the outcome statement,
• the deliverables, and
• the list of performance criteria, including acceptable outcomes from a test team.
5. Closing The Project – Reviewing Results
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5. Closing The Project – Process Review
The various processes involved in managing the project should be assessed.
Team selection
Communications
Project Definition
Scheduling
Budgeting
Testing
Look at the strengths – repeat them
Examine the weaknesses – eliminate them