Bài giảng Business Driven Technology - Chapter 18 Managing Organizational Projects

CHAPTER 18Managing Organizational ProjectsLEARNING OUTCOMESExplain the triple constraints and its importance in project managementDescribe the fundamentals of project managementMANAGING SOFTWARE DEVELOPMENT PROJECTSAnalysts predict investment in IT projects worldwide through 2010 will be over $1 trillion70 percent will be lost due to failed projectsThe consequences of failed projects include:Damaged brandLost goodwillDissolution of partnershipsLost investment opportunitiesLow moraleThe Triple ConstraintProject management interdependent variablesThe Triple ConstraintBenjamin Franklin’s timeless advice - by failing to prepare, you prepare to fail - applies to software development projectsThe Hackett Group analyzed 2,000 companies and discovered:Three in 10 major IT projects fail21 percent of the companies state that they cannot adjust rapidly to market changesOne in four validates a business case for IT projects after completionThe Triple ConstraintCommon reasons why IT projects fall behind schedule or failPROJECT 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 MANAGEMENT FUNDAMENTALSThe Project Management Institute (PMI) develops procedures and concepts necessary to support the profession of project management (www.pmi.org) and has three areas of focus:The distinguishing characteristics of a practicing professional (ethics)The content and structure of the profession’s body of knowledge (standards)Recognition of professional attainment (accreditation)PROJECT MANAGEMENT FUNDAMENTALSProject deliverable – any measurable, tangible, verifiable outcome, result, or item that is produced to complete a projectProject milestone – represents key dates when a certain group of activities must be performedProject manager – an individual who is an expert in project planning and managementProject management office (PMO) – an internal department that oversees all organizational projectsPROJECT MANAGEMENT FUNDAMENTALSSUCCESSFUL PROJECT MANAGEMENT STRATEGIESTop five successful project management strategiesDefine project success criteriaDevelop a solid project planDivide and conquerPlan for changeManage project riskCHAPTER EIGHTEENOpening Case Study QuestionsWhat are the three interdependent variables shaping project management? Why are these variables important to an e-espionage software development project?Explain how the government can use the top five successful project management strategies to ensure its projects remain on-schedule and under budgetCHAPTER EIGHTEEN CASEBusiness Subject Matter Experts One of the best kept secrets of successful software development projects is to deploy a non-IT business subject matter expert (SME) to the project team to answer questions, solve problems, and troubleshoot A SME is relied on to take ownership of the project and ensure everything is executed correctlyCHAPTER EIGHTEEN CASE QUESTIONSHow can having a SME on your project alleviate scope creep?How can having a SME on your project impact time constraints?How can having a SME on your project impact costs?Argue for or against the following statement: “There is no need to have a SME on the project management team”