1. 303KM, Introduction to Project Management1 Chapter 1: Introduction to Project Management

2. 303KM, Introduction to Project Management2 Discussion Questions 1.Give three examples of activities that are projects and three examples of activities that are not projects 2.How is project management different from general management? 3.Why do you think so many information technology projects are unsuccessful?

3. 303KM, Introduction to Project Management3 Discussion Question 1 Give three examples of activities that are projects and three examples of activities that are not projects. Activities that are projects include select a school, planning a wedding, buying a new car, building a new classroom, hiring a new staff member, or developing a new software program. Activities that are not projects include getting dressed every morning (not unique), staying abreast in one's field (not temporary), maintaining an information system (not temporary), or answering customer service calls.

4. 303KM, Introduction to Project Management4 Discussion Question 2 How is project management different from general management? There is overlap between project management and general management, but each has its unique characteristics. Project management focuses on managing specific projects. Since projects are unique, temporary, and involve various resources, project managers must focus on integrating all of the various activities required to successfully complete the project. Most of the tasks performed by a general manager or operations manager are repetitive, ongoing, and done as day-to-day activities.

5. 303KM, Introduction to Project Management5 Discussion Question 3 Why do you think so many information technology projects are unsuccessful? Answers will vary, but the Standish Group's 1995 research suggests that the main reasons for information technology project failures are a lack of user input, incomplete requirements and specifications, changing requirements and specifications, lack of executive support, and technology incompetence. (p. 4 of Chaos Study)

6. 303KM, Introduction to Project Management6 Discussion Question 4 Discuss the key elements of the project management framework, including: 1.project stakeholders, 2.the project management knowledge areas, 3.common tools and techniques, and 4.project success factors.

7. 303KM, Introduction to Project Management7 Project Stakeholders 1.Stakeholders are the people involved in or affected by project activities 2.Stakeholders include (L1,S15) the project sponsor and project team support staff customers users suppliers opponents to the project

8. 303KM, Introduction to Project Management8 Figure 1-2. Project Management Framework

9. 303KM, Introduction to Project Management9 Project Management Tools and Techniques 1.Project management tools and techniques assist project managers and their teams in various aspects of project management. 2.Specific tools and techniques include: Project charters, scope statements, and WBS (scope). Gantt charts, network diagrams, critical path analyses, critical chain scheduling (time). Cost estimates and earned value management (cost). See Table 1-1 for other examples (p12 4 th ed.)

10. 303KM, Introduction to Project Management10 Project Success Factors* 1. Executive support 2. User involvement 3. Experienced project manager 4. Clear business objectives 5. Minimized scope 6. Standard software infrastructure 7. Firm basic requirements 8. Formal methodology 9. Reliable estimates 10. Other criteria, such as small milestones, proper planning, competent staff, and ownership *The Standish Group, “Extreme CHAOS” (2001).

11. 303KM, Introduction to Project Management11 Discussion Question 5 In the Chaos study, how does the Standish Group classify project success. In the Chaos study, project success is classify by time, budget, and functions (p.2 Chaos study). It is consistent with the Triple constraint stated in the text (L1, S10-13).

12. 303KM, Introduction to Project Management12 Discussion Question 6 In the Chaos study, how can the Standish Group help IT project practitioners improve project performance. Based on the Group’s observation of variables on previous I.T. projects, it used statistical data as evidence and conducted focus groups as experimental studies to test out their hypotheses of an Success Potential Chart. After confirmed the chart to be repeatable for predicting future results, the Standish group proposed the chart for IT project practitioners to forecast chance of project success, identify and rectify problems before a project is finished. (inductive reasoning process) Meanwhile, public usage of the chart also allow statistical measurement of the reliability of the Success Potential Chart.