1. CORE 1: PROJECT MANAGEMENT

2. Project management is a methodical, planned and ongoing process that guides all the development tasks and resources throughout a projects development. The aim is to produce a high quality system. In the project management triangle, scope refers to the variety of activities that have to be carried out to complete a task. The triangle works under the function that when one thing decreases, so does the quality and the other factors become disproportionate to the thing that decreased. PROJECT MANAGEMENT

3. Project management specific to IT is quite different to project management for other operations. For example, building a bridge using structural engineering involves a small amount of design time and a very large building or making period. With IT the design period is more ongoing. For example troubleshooting is constant in an IT operation. PROJECT MANAGEMENT

4. During this topic we will address: – Techniques for Managing Project – System Development Life Cycle During the prelim year we focused on traditional approaches to System Development, in the HSC course we will address other development approaches that can be used in isolation or combined and integrated to suit a projects needs. PROJECT MANAGEMENT

5. When developing a large IT system a specialist project manager, or team of them, is necessary. For small projects an individual can develop and implement the system. A project manager must communicate, plan, motivate, negotiate, budget and resolve conflicts. TECHNIQUES FOR MANAGING A PROJECT

6. COMMUNICATION SKILLS A good project manager should possess the following communication skills: – Active Listening Mirroring Paraphrasing Summarizing Clarifying Questions Motivational Responses – Conflict Resolutions – Negotiation Skills – Interview Techniques – Team Building TECHNIQUES FOR MANAGING A PROJECT

7. ACTIVE LISTENING Active listening involves absorbing critical information from someone by listening rather than hearing. There are many techniques for active listening: Mirroring – Mirroring involves repeating back some of the speaker’s key words. This indicates active listening. Paraphrasing – Paraphrasing is when the listener uses their own words to explain what they think the speaker just said. This is similar to mirroring except the listener responds with a summary of their own words rather than mirroring their words. TECHNIQUES FOR MANAGING A PROJECT / COMM SKILLS ACTIVE LISTENING

8. ACTIVE LISTENING CONTD… Summarising – Summarising responses are commonly used to refocus or direct the speaker to some important topic or to reach agreement so the conversation can end. Clarifying questions – The listener asks questions or makes statements that encourage the speaker to provide more detailed explanations. Open ended questions are often used here. Motivational responses – The purpose is to encourage the speaker and reinforce in their mind that you are listening and interested. E.g. “That’s a great idea.” Or “I agree with you.” TECHNIQUES FOR MANAGING A PROJECT / COMM SKILLS ACTIVE LISTENING

9. CONFLICT RESOLUTION Conflict in a team or group is inevitable. Common areas where conflict occurs include: Allocating limited resources. E.g. funds. Different goals of team members may create arguments. E.g. the graphic designer may believe the graphic user interface is important. The programmer might not. Scheduling of tasks. Especially allocating time slots. Personal differences between workers attitudes. TECHNIQUES FOR MANAGING A PROJECT / COMM SKILLS ACTIVE LISTENING CONFLICT RESOLUTION

10. CONFLICT RESOLUTION CONTD… The overriding aim of a conflict resolution is for all parties to participate, understand and then accept the final outcome. Some techniques for handling conflict resolution include: Attack the problem, not the person. Brainstorming ideas as a group. Mediation involves using a party who is neutral, and not part of the conflict, to come in and solve the problem through negotiating between the two conflicting parties. Group problem solving includes getting the groups together and sitting them down at a round table to discuss the problem sensibly. TECHNIQUES FOR MANAGING A PROJECT / COMM SKILLS ACTIVE LISTENING CONFLICT RESOLUTION

11. NEGOTIATION SKILLS In negotiations, parties communicate their needs and wishes whilst listening and understanding the other’s needs. It should be a logical argument whereby differences are reasoned. Successful negotiation prevents situations escalating into conflict. Techniques for negotiation include: Know all you can about the situation before starting negotiations. Prepare a range of reactions in advance so that when the other party disputes something, there is an alternative you can offer. Approach the other party directly and make the appointment in advance. TECHNIQUES FOR MANAGING A PROJECT / COMM SKILLS ACTIVE LISTENING CONFLICT RESOLUTION NEGOTIATION SKILLS

12. NEGOTIATION SKILLS CONTD… Start negotiations at a point higher than your expectations. Allow the other party to negotiate down to the point you are truly comfortable with. They will feel like they have successfully haggled you down some, and you will reach your desired outcome. Be assertive Trust your team members and trust that the opposition will negotiate sensibly. TECHNIQUES FOR MANAGING A PROJECT / COMM SKILLS ACTIVE LISTENING CONFLICT RESOLUTION NEGOTIATION SKILLS

13. INTERVIEW TECHNIQUES Used to: Identify problems Obtain feedback Assess staff performance This section focuses on interviews staff rather than users or participants. TECHNIQUES FOR MANAGING A PROJECT / COMM SKILLS ACTIVE LISTENING CONFLICT RESOLUTION NEGOTIATION SKILLS INTERVIEW SKILLS

14. INTERVIEW TECHNIQUES CONTD… Planning questions in advance is essential. A good structure pairs questions and starts with a closed question beginning with who, what, where, which or when. After this the second of the pair should be open ended, allowing the interviewee to expand on their previous answer. The idea is that the first question prepares the interviewee for their second question. Interviews should be relaxed, professional and private. The purpose of the interview should always be stated in advance. TECHNIQUES FOR MANAGING A PROJECT / COMM SKILLS ACTIVE LISTENING CONFLICT RESOLUTION NEGOTIATION SKILLS INTERVIEW SKILLS

15. INTERVIEW TECHNIQUES CONTD… The following are lists of positive and negative attributes worth considering when conducting an interview… TECHNIQUES FOR MANAGING A PROJECT / COMM SKILLS ACTIVE LISTENING CONFLICT RESOLUTION NEGOTIATION SKILLS INTERVIEW SKILLS POSITIVE ATTRIBUTESNEGATIVE ATTRIBUTES Well prepared questions Attentive & Careful listener Personal Warmth Ability to sell and enthuse Put interviewee at ease Polite & Generous Focus on topics at hand Lack of preparation (6 p’s) Time Management Talking to much Losing focus Not directing conversation Biased Remembering the last person interviewed most positively

16. TEAM BUILDING A team is two or more people with complementary skills, behaviours and personalities who are committed to achieving a common goal. TECHNIQUES FOR MANAGING A PROJECT / COMM SKILLS ACTIVE LISTENING CONFLICT RESOLUTION NEGOTIATION SKILLS INTERVIEW SKILLS TEAM BUIDLING

17. TEAM BUILDING CONTD… Groups that function as a team are more productive and the systems they develop are of higher quality. Differences between people in a team should complement each other rather than cause conflict. A team is collectively responsible; no individual is singly at fault for a part of the system. Job satisfaction (morale) is important. Groups that fail to function as teams can result in financial loss, employment loss and missed opportunities. TECHNIQUES FOR MANAGING A PROJECT / COMM SKILLS ACTIVE LISTENING CONFLICT RESOLUTION NEGOTIATION SKILLS INTERVIEW SKILLS TEAM BUIDLING

18. TEAM BUILDING CONTD… Two common ways of building teams are: Tuckman’s Team Development AND The Belbin Model TECHNIQUES FOR MANAGING A PROJECT / COMM SKILLS ACTIVE LISTENING CONFLICT RESOLUTION NEGOTIATION SKILLS INTERVIEW SKILLS TEAM BUIDLING

19. TEAM BUILDING CONTD… Tuckman’s 1965 stage of team development are: Forming – Teams get to know each other and learn their roles within the team. Storming – People are comfortable and are beginning to feel like they can disagree with each other. Norming – Team members recognise their differences and begin to establish the team and work together. Managers re-establish goals and receive feedback. Performing - The team is now operating productively. This stage requires little management because the productive manner of all the members should work in a way that the team manages themselves. TECHNIQUES FOR MANAGING A PROJECT / COMM SKILLS ACTIVE LISTENING CONFLICT RESOLUTION NEGOTIATION SKILLS INTERVIEW SKILLS TEAM BUIDLING

20. TEAM BUILDING CONTD… The Belbin Model is as follows: TECHNIQUES FOR MANAGING A PROJECT / COMM SKILLS

21. PROJECT MANAGEMENT TOOLS Project management tools are used to document and communicate: What each task is Who completes each task When the each task is to be completed How much time is available for each task How much money is available for each task Lack of planning is a major reason for project failure. TECHNIQUES FOR MANAGING A PROJECT / PROJECT MANAGEMENT TOOLS

22. PROJECT MANAGEMENT TOOLS Project managers use: Gantt charts for scheduling task – A horizontal bar chart used to schedule and track individual tasks. TECHNIQUES FOR MANAGING A PROJECT / PROJECT MANAGEMENT TOOLS

23. PROJECT MANAGEMENT TOOLS Journals and diaries for recording – tools used for recording daily progress. Also used to plan upcoming events. Funding management plans – A funding management plan aims to ensure the project is developed within budget. Communication management plans – Documentation specifying communication management. Includes mediums, methods, comm. Lines etc.. TECHNIQUES FOR MANAGING A PROJECT / PROJECT MANAGEMENT TOOLS

24. SOCIAL & ETHICAL ISSUES Social and Ethical issues should be considered when managing the development of an information system. Some issues to consider include… The work environment – ergonomics, appropriate lighting, varied work routines and WHS. Security of Data/Info during Development – mechanism for backup, authorization, encryption and virus prevention Copyright Issues – who retains copyright for the new system, software used in development or for the final solution TECHNIQUES FOR MANAGING A PROJECT / SOCIAL & ETHICAL ISSUES

25. http://www.youtube.com/watch?v=RzToNo7A-94 TECHNIQUES FOR MANAGING A PROJECT