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CHAPTER 18

CHAPTER 18. Managing Organizational Projects. LEARNING OUTCOMES. Explain the triple constraints and its importance in project management Describe the fundamentals of project management. MANAGING SOFTWARE DEVELOPMENT PROJECTS.

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CHAPTER 18

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  1. CHAPTER 18 Managing Organizational Projects

  2. LEARNING OUTCOMES • Explain the triple constraints and its importance in project management • Describe the fundamentals of project management

  3. MANAGING SOFTWARE DEVELOPMENT PROJECTS • Analysts predict investment in IT projects worldwide through 2010 will be over $1 trillion • 70 percent will be lost due to failed projects • The consequences of failed projects include: • Damaged brand • Lost goodwill • Dissolution of partnerships • Lost investment opportunities • Low morale

  4. The Triple Constraint • Project management interdependent variables

  5. The Triple Constraint • Benjamin Franklin’s timeless advice - by failing to prepare, you prepare to fail - applies to software development projects • The Hackett Group analyzed 2,000 companies and discovered: • Three in 10 major IT projects fail • 21 percent of the companies state that they cannot adjust rapidly to market changes • One in four validates a business case for IT projects after completion

  6. The Triple Constraint • Common reasons why IT projects fall behind schedule or fail

  7. PROJECT MANAGEMENT FUNDAMENTALS • Project – temporary endeavor undertaken to create a unique product, service, or result • Project management – the application of knowledge, skills, tools, and techniques to project activities to meet project requirements

  8. PROJECT MANAGEMENT FUNDAMENTALS • The 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)

  9. PROJECT MANAGEMENT FUNDAMENTALS • Projectdeliverable – any measurable, tangible, verifiable outcome, result, or item that is produced to complete a project • Project milestone – represents key dates when a certain group of activities must be performed • Project manager – an individual who is an expert in project planning and management • Project management office (PMO) – an internal department that oversees all organizational projects

  10. PROJECT MANAGEMENT FUNDAMENTALS

  11. SUCCESSFUL PROJECT MANAGEMENT STRATEGIES • Top five successful project management strategies • Define project success criteria • Develop a solid project plan • Divide and conquer • Plan for change • Manage project risk

  12. CHAPTER EIGHTEENOpening Case Study Questions • What 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 budget

  13. CHAPTER 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 correctly

  14. CHAPTER EIGHTEEN CASE QUESTIONS • How 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”

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