Bài giảng Business Driven Technology - Business plug-in B15 - Project Management

BUSINESS PLUG-IN B15Project ManagementLEARNING OUTCOMESDescribe the project stakeholders and executive sponsor’s roles in choosing strategic projectsHighlight the five components of a project charterLEARNING OUTCOMESDescribe the two primary diagrams most frequently used in project planningIdentify the three primary areas a project manager must focus on managing to ensure successPROJECT MANAGEMENT FUNDAMENTALSProject – temporary endeavor undertaken to create a unique product, service, or resultProject management – the application of knowledge, skills, tools, and techniques to project activities to meet project requirementsProject manager – an individual who is an expert in project planning and managementPROJECT MANAGEMENT FUNDAMENTALSProject management roleCHOOSING STRATEGIC PROJECTSProject stakeholders - individuals and organizations actively involved in the project or whose interests might be affected as a result of project execution or project completionExecutive sponsor - the person or group who provides the financial resources for the projectCHOOSING STRATEGIC PROJECTSThree common techniques for selecting projectsFocus on organizational goalsCategorize projectsPerform a financial analysisUNDERSTANDING PROJECT PLANNINGAfter selecting strategic projects and identifying a project manager the next critical component is the project planBuilding a project plan involves two key components:Project charterProject planProject CharterProject charter - a document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities and includes:Project scopeProject objectivesProject constraintsProjects assumptionsProject CharterSMART criteria are useful reminders on how to ensure that the project has created understandable and measurable objectivesProject PlanProject plan – a formal, approved document that manages and controls project executionA well-defined project plan should be:Easy to understand and readCommunicated to all key participantsAppropriate to the project’s size, complexity, and criticalityPrepared by the team, rather than by the individual project managerProject PlanTwo primary diagrams used in project planning include PERT and Gantt chartsPERT chart – a graphical network model that depicts a project’s tasks and the relationships between those tasks DependencyCritical pathGantt chart – a simple bar chart that depicts project tasks against a calendarProject PlanPERT Chart EXPERT – PERT Chart ExampleProject PlanMS Project – Gantt Chart ExampleMANAGING PROJECTSProject manager - an individual who is an expert in project planning and management, defines and develops the project plan, and tracks the plan to ensure the projects is completed on time and on budgetProject milestones - represent key dates when a certain group of activities must be performedMANAGING PROJECTSManaging a project includes:Identifying requirementsEstablishing clear and achievable objectives.Balancing the competing demands of quality, scope, time, and costAdapting the specifications, plans, and approach to the different concerns and expectations of the various stakeholdersMANAGING PROJECTSA project manager must focus on managing three primary areas to ensure success:Managing peopleManaging communicationsManaging changeManaging riskMANAGING PROJECTSChange management – a set of techniques that aid in evolution, composition, and policy management of the design and implementation of a systemChange management system – a collection of procedures to document a change request and define the steps necessary to consider the change based on the expected impact of the changeChange control board (CCB) – responsible for approving or rejecting all change requestsMANAGING PROJECTSCommon reasons change occursAn omission in defining initial scopeA misunderstanding of the initial scopeAn external eventOrganizational changesAvailability of better technologyShifts in planned technologyUsers needs and requestsManagement reducing fundingPreparing for Change Three important guidelines fore effectively dealing with change managementInstitute change management policesAnticipate changeSeek changeRISK MANAGEMENTProject risk – an uncertain event or condition that, if it occurs, has a positive or negative effect on a project objectiveRisk management – the process of proactive and ongoing identification, analysis, and response to risk factorsMitigating RiskActions to improve risk management capabilitiesPromote project leadership skillsLearn from previous experienceShare knowledgeCreate a project management cultureCLOSING CASE ONEStaying on Track – Toronto TransitToronto Transit Commission (TTC) serves over 1 million customers dailyTTC currently has over 50 large engineering and construction projects TTC’s 50 projects average 100 – 150 activities each, with some projects encompassing as many as 500 – 600 activitiesCLOSING CASE ONE QUESTIONSDescribe Gantt charts and explain how TTC could use one to communicate project statusDescribe PERT charts and explain how TTC could use one to communicate project statusHow could TTC use its Master Schedule to gain efficiencies in its supply chain?How could TTC use its Master Schedule to identify change management and risk management issues?CLOSING CASE TWOChange at ToyotaToyota Motor Sales undertook significant change to bring IT and the business closer The change began with the upheaval of a 400-person IS department50 percent of jobs were changed over 6 monthsCLOSING CASE TWO QUESTIONSWhat would be the impact on Toyota’s business if it failed to implement a project management solution and managed its projects using a myriad of spreadsheets and Word documents?Why would Toyota find it important to focus on implementing good project management techniques?Why are project management, change management, and risk management critical to a global company such as Toyota?Describe the ramifications to Toyota’s business if it failed to anticipate change.