1. IS 556 Enterprise Project Management Spring 2008 Instructor – Dr. Olayele Adelakun Lecture 1

2. Project Communication Lecture 1 [33]IS 556 -- Spring 20082

3. Lecture 1 [33]IS 556 -- Spring 20083 Agenda  Introductions  Course Basics Course On Line Goals Topics Case Studies Assignments Participation  Project Basics Project Management Program Management Project Management Office (aka Portfolio Management Office) Project Portfolio Management

4. Lecture 1 [33]IS 556 -- Spring 20084 Introductions  Instructor – Olayele Adelakun History  Work  School  Research  Class Name Major Work Position Employer Interest in Enterprise Project Management

5. Lecture 1 [33]IS 556 -- Spring 20085 Course Basics – Course On Line (COL)  Use for getting Assignments (4 homework, 1 paper, 1 take home exam)  Written from the COL ASSIGNMENT SECTION  Reading from the COL DOCUMENT SECTION Lecture notes – USUALLY AVAILABLE DAY BEFORE SESSION Discussion forums (participation) Primarily for student exchange of ideas, problems etc. Emails to:  Classmates  Groups  Teacher Grades

6. Participation Scoring  For in class students Attendance is important  For online (or DL) students Participation in the corresponding discussion forum to the session before it closes or Attendance in the class  If neither is possible, submitting an article to the class on a course topic covered in missed lecture.  Scoring of the Discussion Forums takes place after the forum closes Lecture 1 [33]IS 556 -- Spring 20086

7. Lecture 1 [33]IS 556 -- Spring 20087 Course Basics -- Goals  By the end of the course the student will be able to: Determine the major resources needed for an IT project/program. Understand basics in the Theory of Constraints and the resource base theory. Apply the basics of Critical Chain Project Management. Schedule & monitor major resources to meet milestones. Understand the role of the Program Manager. Establish and monitor standards. Understand the basics of a Project Management Office. Apply the basics of IT project portfolio management.

8. Lecture 1 [33]IS 556 -- Spring 20088 Course Basics - Topics  IT Project Management (IT PM)  Project Management Book of Knowledge (PMBOK)  IT Program Management (IT PgmM)  IT Project Management Office (IT PMO)  IT Portfolio Management Office (IT PfMO)  IT Project Portfolio Management/ Portfolio Prioritization  Theory of Constraints (TOC)  Critical Path  Critical Chain Project Planning  Management of: Architecture Assets Resources Knowledge

9. Lecture 1 [33]IS 556 -- Spring 20089 Course Basics – The Case Study  Why the Case Study?  Is a picture of the IT project management landscape: Giving details on a specific IT project’s related  issues and  problems Allows reflection on the interconnections and complexities that a PM experiences  2 substantive cases: VistA (VA) and Sentinel (FBI)

10. Lecture 1 [33]IS 556 -- Spring 200810 Course Basics - Case Studies  Your Job is to: Analyze Explain Plan  Understand view of various stakeholders  Identify Problems  Recommend solutions To do above, examine a case study

11. Lecture 1 [33]IS 556 -- Spring 200811 Course Basics - Case Study Analysis Coverage 3 issue areas 1. Technology  What do we do?  Technical Risks involved 2. Project/Program management  How will we do it?  How will we staff it?  How will we coordinate with other projects? 3. Business  Will this fit a business goal?  Business risks involved

12. Lecture 1 [33]IS 556 -- Spring 200812 Course Basics - Assignments 25% Final 20% Midterm 25% Group work 10% Participation -- attendance/makeup (in class) -- discussion forum participation (DL) __________ 100% Total

13. Session Format  Housekeeping Items  Review of previous session using IClicker – in class students  Team exercise  New material lecture Lecture 1 [33]IS 556 -- Spring 200813

14. Lecture 1 [33]IS 556 -- Spring 200814 Project Basics - Project Management  What is a software project?  Temporary endeavor undertaken to create a unique product, service, or result. -Project Management Institute  Characteristics Goal directed Collaborative Planned Finite

15. Project Management Basics

16. Lecture 1 [33]IS 556 -- Spring 200816 Project Basics - Project Management What is Project Management? Application of knowledge, skills, tools, methodologies, and techniques in order to meet project requirements and meet or exceed stakeholder needs and expectations.  Why stakeholder?  Why not management, end users, clients?

17. Lecture 1 [33]IS 556 -- Spring 200817 Project Basics - Project Management Project Stakeholders  Stakeholders are the people involved in or affected by project activities.  Stakeholders include: Project sponsor Project manager Project team Support staff Customers Users Suppliers Opponents to the project

18. Project Management – Quick & Easy! Lecture 1 [33]IS 556 -- Spring 200818

19. Lecture 1 [33]IS 556 -- Spring 200819 Project Basics - Project Management Successful project management means meeting all three goals (scope, time, and cost) – and satisfying the project’s sponsor! The Triple Constraint of Project Management

20. Lecture 1 [33]IS 556 -- Spring 200820 Project Basics - Project Management The Triple Constraint  Every project is constrained in different ways by its: SCOPE goals: What will be done? TIME goals: How long will it take to do it? COST goals: How much should it cost?  It is the PM’s duty to balance these 3 often-competing goals.

21. Lecture 1 [33]IS 556 -- Spring 200821 Project Basics - Project Management Project Management Framework

22. Lecture 1 [33]IS 556 -- Spring 200822 Project Basics - Project Management 9 Project Management Knowledge Areas  Describe the key competencies that PMs must develop 4 core knowledge areas lead to specific project objectives (scope, time, cost, and quality). 4 facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management). 1 integrating knowledge area (project integration management) affects and is affected by all of the other knowledge areas. All knowledge areas are important!

23. Lecture 1 [33]IS 556 -- Spring 200823 Traditional Project Life Cycle Phases

24. Lecture 1 [33]IS 556 -- Spring 200824 Relationships Among Process Groups and Knowledge Areas PMBOK® Guide 2004, p. 69

25. Lecture 1 [33]IS 556 -- Spring 200825 Project Basics - Project Management Tools and Techniques  assist project managers and their teams in various aspects of project management.  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).

26. Lecture 1 [33]IS 556 -- Spring 200826 Project Basics - Program Management Projects and Program Managers  Project Managers work with project sponsors, project teams, and other people involved in projects to meet project goals.  Program: “A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.”*  Program managers oversee programs and often act as bosses for project managers. *PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (2004), p. 16.

27. Lecture 1 [33]IS 556 -- Spring 200827 Project Basics -- Project Management Office PMO)  An alternative/addition to program management  An organizational group responsible for coordinating the project management function throughout the organization.  Great flexibility in the PMO’s Goals Structure Roles and Responsibilities  Performs Project Portfolio Management (PPM)

28. Lecture 1 [33]IS 556 -- Spring 200828 Project Basics -- Project Management Office PMO)  A PMO is an organizational group responsible for coordinating the project management function throughout an organization.  Possible goals include: Collect, organize, and integrate project data for the entire organization. Develop and maintain templates for project documents. Develop or coordinate training in various project management topics. Develop and provide a formal career path for project managers. Provide project management consulting services. Provide a structure to house project managers while they are acting in those roles or are between projects.

29. Lecture 1 [33]IS 556 -- Spring 200829 PMO – Project Management Office To be successful the PMO helps executives meet the goals on which they are measured. The PMO - drives more projects thru completion without increasing resources, sees projects completed in drastically shorter time influences all levels of the organization is perceived as useful by all organizational levels

30. Lecture 1 [33]IS 556 -- Spring 200830 The PMO and Organization  Adopt a holistic approach  PMO c/help with strategy execution through project mix and flow  PMO s/have strong matrix relationship with project mgrs  PMO c/help project managers accelerate projects  PMO’s tool is Project Portfolio Management (PPM)

31. Lecture 1 [33]IS 556 -- Spring 200831 Project Portfolio Management Is Designed to Answer the Following:  How does a firm with multiple projects prioritize them?  How does it make sure that the important ones get done when planned?  How does a firm make sure that scarce resources are deployed well?  How can projects deliver consistent, sustainable results.  Executives are responsible for determining what mix of projects get done and their priority  But how do executives get the information they need to make their decisions?

32. Lecture 1 [33]IS 556 -- Spring 200832 Problems with Project Management A look at what is going wrong with projects: