Information Technology Project Management Fifth …

1 Information Technology ProjectManagement Fifth EditionInformation Technology ProjectManagement Fifth EditionBy Jack T. MarchewkaNorthern Illinois UniversityCopyright 2015 John Wiley & Sons, Nature of Information TechnologyProjectsThe Nature of Information TechnologyProjectsChapter 11-2 Copyright 2015 John Wiley & Sons, Objectives Understand why Information Technology (IT) projects areorganizational Understand why projects are planned organizational change andwhy they must align with an organization s business strategy. Define what a Project is and describe the attributes of a Project . Define the discipline called Project Management . Understand the relationship among Project portfolios, programs,and projects.

2 Understand how the disciplines of Information Technology andproject Management have evolved together and have led to howwe manage projects today Understand the current state of IT Project Management . Understand why some projects fail and how to improve thelikelihood of success. Understand why Information Technology (IT) projects areorganizational Understand why projects are planned organizational change andwhy they must align with an organization s business strategy. Define what a Project is and describe the attributes of a Project . Define the discipline called Project Management . Understand the relationship among Project portfolios, programs,and projects.

3 Understand how the disciplines of Information Technology andproject Management have evolved together and have led to howwe manage projects today Understand the current state of IT Project Management . Understand why some projects fail and how to improve thelikelihood of 2015 John Wiley & Sons, Information Technology (IT) projects are organizationalinvestments that require Time Money And other resources such as people, Technology , facilities,etc. Organizations expect some type of value in return for thisinvestment IT projects enable the integration of Technology in newproducts, services, or processes that can change existingrelationships between an organization and its customers andsuppliers as well as among the people within the organization.

4 Information Technology (IT) projects are organizationalinvestments that require Time Money And other resources such as people, Technology , facilities,etc. Organizations expect some type of value in return for thisinvestment IT projects enable the integration of Technology in newproducts, services, or processes that can change existingrelationships between an organization and its customers andsuppliers as well as among the people within the 2015 John Wiley & Sons, PMBOK Guide s Definitions for .. Aprojectis a temporary endeavorundertaken to create a unique product,service, or result. Aproject manageris the person assignedby the performing organization to achievethe Project objectives.

5 Aprojectis a temporary endeavorundertaken to create a unique product,service, or result. Aproject manageris the person assignedby the performing organization to achievethe Project 2015 John Wiley & Sons, Attributes Time Frame Purpose (to provide value!) Ownership Resources (the triple constraint) Roles Project Manager Project Sponsor Subject Matter Expert (SME) Technical Expert (TE) Risk & Assumptions Interdependent Tasks progressive elaboration steps & increments Planned Organizational Change Operate in Environments Larger than the Project Itself Time Frame Purpose (to provide value!) Ownership Resources (the triple constraint) Roles Project Manager Project Sponsor Subject Matter Expert (SME) Technical Expert (TE) Risk & Assumptions Interdependent Tasks progressive elaboration steps & increments Planned Organizational Change Operate in Environments Larger than the Project Itself1-6 Copyright 2015 John Wiley & Sons, is Project Management ?

6 Project Managementis the application ofknowledge, skills, tools and techniques to projectactivities to meet Project requirements. Project Portfolio a collection of diverse projectsmanaged collectively to align with the organization sstrategy and overall plan to achieve competitiveadvantage. Program a collection of projects within a projectportfolio whose activities are coordinated so that thebenefits of the program are great than the sum of thebenefits of the individual projects. Project Managementis the application ofknowledge, skills, tools and techniques to projectactivities to meet Project requirements. Project Portfolio a collection of diverse projectsmanaged collectively to align with the organization sstrategy and overall plan to achieve competitiveadvantage.

7 Program a collection of projects within a projectportfolio whose activities are coordinated so that thebenefits of the program are great than the sum of thebenefits of the individual 2015 John Wiley & Sons, Management and InformationTechnologyFirstElectronicComp uterEDPEraPCEraNetworkEraGlobalization1- 8 Copyright 2015 John Wiley & Sons, State of IT Project Management The Standish Group (the CHAOS studies) and othershave studied IT Project success and failure. In general, a successful Project is defined as one thatis completed on time, within budget, and including allof the features or requirements envisioned. The bottom line is that, on a percentage basis, failedor challenged projects greatly exceed successfulprojects.

8 The Standish Group (the CHAOS studies) and othershave studied IT Project success and failure. In general, a successful Project is defined as one thatis completed on time, within budget, and including allof the features or requirements envisioned. The bottom line is that, on a percentage basis, failedor challenged projects greatly exceed 2015 John Wiley & Sons, Many Projects Fail: Project Failure can begrouped into four categories People The stakeholders of a Project with varied roles andinterests in the Project s success or failure. Processes This includes having a set of projectmanagement and product Management processes. Technology Only three percent of IT Project failures can beattributed to technical challenges but this percentage can beincreased if obsolete, unproven, or incompatible technologiesare used.

9 Organization Organizational issues can lead to projectfailure. A lack of clear direction, improper strategy, rapidlychanging business environment and/or customer needs cancreate a moving target for the product s product or service. People The stakeholders of a Project with varied roles andinterests in the Project s success or failure. Processes This includes having a set of projectmanagement and product Management processes. Technology Only three percent of IT Project failures can beattributed to technical challenges but this percentage can beincreased if obsolete, unproven, or incompatible technologiesare used. Organization Organizational issues can lead to projectfailure.

10 A lack of clear direction, improper strategy, rapidlychanging business environment and/or customer needs cancreate a moving target for the product s product or 2015 John Wiley & Sons, Many Projects Fail: Project Failure can begrouped into four categories Examples1-11 Copyright 2015 John Wiley & Sons, the likelihood of success A Value-Driven Approach Plain & Simple: IT Projects must provide value to the organization Socio-technical Approach It s not just about the Technology or building a better mouse trap Project Management Approach processes and infrastructure (Methodology) resources expectations competition efficiency and effectiveness Knowledge Management Approach lessons learned, best practices & shared knowledge A Value-Driven Approach Plain & Simple.