chapter-02 The project Managment and Information Technology
- 1. Chapter 2: The Project Management and Information Technology Context Information Technology Project Management, Eighth Edition Note: See the text itself for full citations.
- 2. Copyright 2016 Describe the systems view of project management and how it applies to information technology (IT) projects Understand organizations, including the four frames, organizational structures, and organizational culture Explain why stakeholder management and top management commitment are critical for a project’s success Learning Objectives 2 Information Technology Project Management, Eighth Edition
- 3. Copyright 2016 Understand the concept of a project phase and the project life cycle, and distinguish between project development and product development Discuss the unique attributes and diverse nature of IT projects Describe recent trends affecting IT project management, including globalization, outsourcing, virtual teams, and agile project management Learning Objectives Information Technology Project Management, Eighth Edition 3
- 4. Copyright 2016 Projects must operate in a broad organizational environment Project managers need to use systems thinking: ◦ taking a holistic view of carrying out projects within the context of the organization Senior managers must make sure projects continue to support current business needs Projects Cannot Be Run In Isolation Information Technology Project Management, Eighth Edition 4
- 5. Copyright 2016 A systems approach emerged in the 1950s to describe a more analytical approach to management and problem solving Three parts include: ◦ Systems philosophy: an overall model for thinking about things as systems ◦ Systems analysis: problem-solving approach ◦ Systems management: address business, technological, and organizational issues before making changes to systems A Systems View of Project Management Information Technology Project Management, Eighth Edition 5
- 6. Copyright 2016 Figure 2-1. Three Sphere Model for Systems Management Information Technology Project Management, Eighth Edition 6
- 7. Copyright 2016 Figure 2-2. Perspectives on Organizations Information Technology Project Management, Eighth Edition 7
- 8. Copyright 2016 What Went Wrong? Information Technology Project Management, Eighth Edition 8 • In a paper titled “A Study in Project Failure,” two researchers examined the success and failure of 214 IT projects over an eight-year period in several European countries. • The researchers found that only one in eight (12.5 percent) were considered successful in terms of meeting scope, time, and cost goals. • The authors said that the culture within many organizations is often to blame • Among other things, people often do not discuss important leadership, stakeholder, and risk management issues
- 9. Copyright 2016 3 basic organization structures ◦ Functional: functional managers report to the CEO ◦ Project: program managers report to the CEO ◦ Matrix: middle ground between functional and project structures; personnel often report to two or more bosses; structure can be weak, balanced, or strong matrix Organizational Structures Information Technology Project Management, Eighth Edition 9
- 10. Copyright 2016 Figure 2-3. Functional, Project, and Matrix Organizational Structures Information Technology Project Management, Eighth Edition 10
- 11. Copyright 2016 Table 2-1. Organizational Structure Influences on Projects Information Technology Project Management, Eighth Edition 11
- 12. Copyright 2016 Project managers must take time to identify, understand, and manage relationships with all project stakeholders Using the four frames of organizations can help meet stakeholder needs and expectations Senior executives/top management are very important stakeholders See Chapter 13, Project Stakeholder Management, for more information Stakeholder Management Information Technology Project Management, Eighth Edition 12
- 13. Copyright 2016 The media have often reported on mismanaged IT projects, including the disastrous launch of the website healthcare.gov in October 2013 Forbes ran an article on called “Healthcare.gov: Diagnosis: The Government Broke Every Rule of Project Management” President Obama formed the “Obama Trauma Team” of star performers from several organizations to help fix the site Media Snapshot Information Technology Project Management, Eighth Edition 13
- 14. Copyright 2016 People in top management positions are key stakeholders in projects A very important factor in helping project managers successfully lead projects is the level of commitment and support they receive from top management Without top management commitment, many projects will fail. Some projects have a senior manager called a champion who acts as a key proponent for a project. The Importance of Top Management Commitment Information Technology Project Management, Eighth Edition 14
- 15. Copyright 2016 Providing adequate resources Approving unique project needs in a timely manner Getting cooperation from other parts of the organization Mentoring and coaching on leadership issues How Top Management Can Help Project Managers Information Technology Project Management, Eighth Edition 15
- 16. Copyright 2016 IT governance addresses the authority and control for key IT activities in organizations, including IT infrastructure, IT use, and project management A lack of IT governance can be dangerous, as evidenced by three well-publicized IT project failures in Australia (Sydney Water’s customer relationship management system, the Royal Melbourne Institute of Technology’s academic management system, and One.Tel’s billing system) Best Practice Information Technology Project Management, Eighth Edition 16
- 17. Copyright 2016 A project life cycle is a collection of project phases that defines ◦ what work will be performed in each phase ◦ what deliverables will be produced and when ◦ who is involved in each phase, and ◦ how management will control and approve work produced in each phase A deliverable is a product or service produced or provided as part of a project Project Phases and the Project Life Cycle Information Technology Project Management, Eighth Edition 17
- 18. Copyright 2016 In early phases of a project life cycle ◦ resource needs are usually lowest ◦ the level of uncertainty (risk) is highest ◦ project stakeholders have the greatest opportunity to influence the project In middle phases of a project life cycle ◦ the certainty of completing a project improves ◦ more resources are needed The final phase of a project life cycle focuses on ◦ ensuring that project requirements were met ◦ the sponsor approves completion of the project More on Project Phases Information Technology Project Management, Eighth Edition 18
- 19. Copyright 2016 Figure 2-4. Phases of the Traditional Project Life Cycle Information Technology Project Management, Eighth Edition 19
- 20. Copyright 2016 Products also have life cycles The Systems Development Life Cycle (SDLC) is a framework for describing the phases involved in developing and maintaining information systems Systems development projects can follow ◦ Predictive life cycle: the scope of the project can be clearly articulated and the schedule and cost can be predicted ◦ Adaptive Software Development (ASD) life cycle: requirements cannot be clearly expressed, projects are mission driven and component based, using time-based cycles to meet target dates Product Life Cycles Information Technology Project Management, Eighth Edition 20
- 21. Copyright 2016 Waterfall model: has well-defined, linear stages of systems development and support Spiral model: shows that software is developed using an iterative or spiral approach rather than a linear approach Incremental build model: provides for progressive development of operational software Prototyping model: used for developing prototypes to clarify user requirements Rapid Application Development (RAD) model: used to produce systems quickly without sacrificing quality Predictive Life Cycle Models Information Technology Project Management, Eighth Edition 21
- 22. Copyright 2016 Figure 2-5. Waterfall and Spiral Life Cycle Models Information Technology Project Management, Eighth Edition 22
- 23. Copyright 2016 Agile software development has become popular to describe new approaches that focus on close collaboration between programming teams and business experts See the last section of this chapter and Chapter 3 for more information on agile Agile Software Development Information Technology Project Management, Eighth Edition 23
- 24. Copyright 2016 A project should successfully pass through each of the project phases in order to continue on to the next Management reviews, also called phase exits or kill points, should occur after each phase to evaluate the project’s progress, likely success, and continued compatibility with organizational goals The Importance of Project Phases and Management Reviews Information Technology Project Management, Eighth Edition 24
- 25. Copyright 2016 What Went Right? Information Technology Project Management, Eighth Edition 25 "The real improvement that I saw was in our ability toin the words of Thomas Edisonknow when to stop beating a dead horse.…Edison's key to success was that he failed fairly often; but as he said, he could recognize a dead horse before it started to smell...In information technology we ride dead horsesfailing projectsa long time before we give up. But what we are seeing now is that we are able to get off them; able to reduce cost overrun and time overrun. That's where the major impact came on the success rate.”* Many organizations, like Huntington Bancshares, Inc., use an executive steering committee to help keep projects on track. Some projects still go on a long time before being killed, like Blizzard’s Titan game project. *Cabanis, Jeannette, "'A Major Impact': The Standish Group's Jim Johnson On Project Management and IT Project Success," PM Network, PMI, Sep.1998, p. 7
- 26. Copyright 2016 IT projects can be very diverse in terms of size, complexity, products produced, application area, and resource requirements IT project team members often have diverse backgrounds and skill sets IT projects use diverse technologies that change rapidly. Even within one technology area, people must be highly specialized The Context of IT Projects Information Technology Project Management, Eighth Edition 26
- 27. Copyright 2016 Globalization Outsourcing: Outsourcing is when an organization acquires goods and/or sources from an outside source. Offshoring is sometimes used to describe outsourcing from another country Virtual teams: A virtual team is a group of individuals who work across time and space using communication technologies Agile project management Recent Trends Affecting IT Project Management Information Technology Project Management, Eighth Edition 27
- 28. Copyright 2016 Issues ◦ Communications ◦ Trust ◦ Common work practices ◦ Tools Suggestions ◦ Employ greater project discipline ◦ Think global but act local ◦ Keep project momentum going ◦ Use newer tools and technology Important Issues and Suggestions Related to Globalization Information Technology Project Management, Eighth Edition 28
- 29. Copyright 2016 Organizations remain competitive by using outsourcing to their advantage, such as finding ways to reduce costs Their next challenge is to make strategic IT investments with outsourcing by improving their enterprise architecture to ensure that IT infrastructure and business processes are integrated and standardized (See Suggested Readings) Project managers should become more familiar with negotiating contracts and other outsourcing issues Outsourcing Information Technology Project Management, Eighth Edition 29
- 30. Copyright 2016 Outsourcing also has disadvantages. For example, Apple benefits from manufacturing products in China, but it had big problems there after its iPhone 4S launch in January 2012 caused fighting between migrant workers who were hired by scalpers to stand in line to buy the phones. When Apple said it would not open its store in Beijing, riots resulted and people attacked security guards. The Beijing Apple Store has had problems before. In May 2011, four people were injured when a crowd waiting to buy the iPad 2 turned ugly. Global Issues Information Technology Project Management, Eighth Edition 30
- 31. Copyright 2016 Increasing competiveness and responsiveness by having a team of workers available 24/7 Lowering costs because many virtual workers do not require office space or support beyond their home offices. Providing more expertise and flexibility by having team members from across the globe working any time of day or night Increasing the work/life balance for team members by eliminating fixed office hours and the need to travel to work. Virtual Teams Advantages Information Technology Project Management, Eighth Edition 31
- 32. Copyright 2016 Isolating team members Increasing the potential for communications problems Reducing the ability for team members to network and transfer information informally Increasing the dependence on technology to accomplish work See text for a list of factors that help virtual teams succeed, including team processes, trust/relationships, leadership style, and team member selection Virtual Team Disadvantages Information Technology Project Management, Eighth Edition 32
- 33. Copyright 2016 Agile means being able to move quickly and easily, but some people feel that project management, as they have seen it used, does not allow people to work quickly or easily. Early software development projects often used a waterfall approach, as defined earlier in this chapter. As technology and businesses became more complex, the approach was often difficult to use because requirements were unknown or continuously changing. Agile today means using a method based on iterative and incremental development, in which requirements and solutions evolve through collaboration. See the Resources tab from www.pmtexts.com for more info Agile Project Management Information Technology Project Management, Eighth Edition 33
- 34. Copyright 2016 Many seasoned experts in project management warn people not to fall for the hype associated with Agile. For example, J. Leroy Ward, Executive Vice President at ESI International, said that “Agile will be seen for what it is … and isn’t….Project management organizations embracing Agile software and product development approaches will continue to grow while being faced with the challenge of demonstrating ROI through Agile adoption.”* Agile Makes Sense for Some Projects, But Not All Information Technology Project Management, Eighth Edition 34 *J. Leroy Ward, “The Top Ten Project Management Trends for 2011,” projecttimes.com (January 24, 2011).
- 35. Copyright 2016 In February 2001, a group of 17 people that called itself the Agile Alliance developed and agreed on the Manifesto for Agile Software Development, as follows: “We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan”* Manifesto for Agile Software Development Information Technology Project Management, Eighth Edition 35 *Agile Manifesto, www.agilemanifesto.org.
- 36. Copyright 2016 According to the Scrum Alliance, Scrum is the leading agile development method for completing projects with a complex, innovative scope of work. The term was coined in 1986 in a Harvard Business Review study that compared high- performing, cross-functional teams to the scrum formation used by rugby teams. Scrum Information Technology Project Management, Eighth Edition 36
- 37. Copyright 2016 Figure 2-6. Scrum Framework Information Technology Project Management, Eighth Edition 37
- 38. Copyright 2016 Project managers need to take a systems approach when working on projects Organizations have four different frames: structural, human resources, political, and symbolic The structure and culture of an organization have strong implications for project managers Projects should successfully pass through each phase of the project life cycle Project managers need to consider several factors due to the unique context of information technology projects Recent trends affecting IT project management include globalization, outsourcing, virtual teams, and Agile Chapter Summary Information Technology Project Management, Eighth Edition 38