1-1 ELC 347 project management Week 2

1-2 Agenda Contracts New Schedule Assignment 1 posted in WebCT –Due in one week

1-3 Introduction: Why Project Management? Chapter 1 © 2007 Pearson Education

1-4 Introduction Examples of projects –Split the atom –Chunnel between England and France –Introduce Windows XP “Projects, rather than repetitive tasks, are now the basis for most value-added in business” -Tom Peters

1-5 What is a Project? Project Take place outside the process world Unique and separate from normal organization work Process Ongoing, day-to-day activities Use existing systems, properties, and capabilities A project is a unique venture with a beginning and an end, conducted by people to meet established goals within parameters of cost, schedule and quality.

1-6 Elements of Projects Complex, one-time processes Limited by budget, schedule, and resources Developed to resolve a clear goal or set of goals Customer-focused

1-7 General Project Characteristics (1/2) Ad-hoc endeavors with a clear life cycle Building blocks in the design and execution of organizational strategies Responsible for the newest and most improved products, services, and organizational processes Provide a philosophy and strategy for the management of change

1-8 General Project Characteristics (2/2) Entail crossing functional and organization boundaries Traditional management functions of planning, organizing, motivating, directing, and controlling apply Principal outcomes are the satisfaction of customer requirements within technical, cost, and schedule constraints Terminated upon successful completion

1-9 Process & Project Management (Table 1.1) Process 1.Repeat process or product 2.Several objectives 3.On-going 4.People are homogeneous 5.Systems in place 6.Performance, cost, & time known 7.Part of the line organization 8.Bastions of established practice 9.Supports status quo Project 1.New process or product 2.One objective 3.One shot – limited life 4.More heterogeneous 5.Systems must be created 6.Performance, cost & time less certain 7.Outside of line organization 8.Violates established practice 9.Upsets status quo

1-10 Information Technology Project “Success” Software & hardware projects fail at a 65% rate Over half of all IT projects become runaways Up to 75% of all software projects are cancelled Average cost overrun is 45%; schedule overrun is 63%; with only 67% of originally contracted features 47% of IT projects delivered but not used, 29% paid for but not delivered; 19% abandoned

1-11 Happens more often than most people think !

1-12 Why are Projects Important? 1.Shortened product life cycles 2.Narrow product launch windows 3.Increasingly complex and technical products 4.Emergence of global markets 5.Economic period marked by low inflation

Gorges Dam 18,000 workers and a $73 billion cost estimate, idea in 1920’s, to be completed in

1-14 Project Life Cycles Man Hours ConceptualizationPlanningExecutionTermination

1-15 Project Life Cycles and Their Effects ConceptualizationPlanningExecutionTermination Uncertainty Client Interest Project Stake Creativity Resources

1-16 Determinants of Project Success Success Budget Client Acceptance SchedulePerformance

1-17 Six Criteria for IT Project Success System quality Information quality Use User satisfaction Individual Impact Organizational impact

1-18 Four Dimensions of Project Success Project Completion Time Importance 1 Project Efficiency 4 Preparing for The Future 2 Impact on Customer 3 Business Success

1-19 Atkinson Model Iron triangle Information System Benefits (Organization) Benefits (Stakeholders) Cost Quality Time Maintainability Reliability Validity Quality Use Improved efficiency Improved effectiveness Increased Profits Strategic goals Organization learning Reduced Waste Stratified users Social and environmental Impact Personal Development Professional learning, Contractors’ profits Capital suppliers. content Project team, economic Impact to surrounding Community

1-20 Using Maturity Models Determines Organizational adaptation of Best Practices –Analyze and assess –Benchmark –Change – Re-Measure

Not defined or poor 1 Defined but substandard 2 Standardized 3 Industry leader or cutting edge

1-22 Spider Web Diagram

1-23 Developing Project Management Maturity Project management maturity models –Center for business practices –Kerzner’s project management maturity model –ESI International’s project framework –SEI’s capability maturity model integration

1-24 Project Management Maturity Generic Model Low Maturity Ad hoc process, no common language, little support Moderate Maturity Defined practices, training programs, organizational support High Maturity Institutionalized, seeks continuous improvement

1-25 Project Elements and Text Organization

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