1. ISM 5316 Project and Change Management Fall 2000 Week 1: Introduction

2. Course Structure and Resources F Course Web site –http://ruby.fgcu.edu/courses/cbeise F Schwalbe text (note Appendices) F Project Management Institute (PMI) BOK –http://www.pmi.org F Software Engineering Institute (SEI) –http://www.sei.cmu.edu F Selected Readings on reserve on-line F WebCT

3. Week 1-2: Learning Objectives You should be able to: F Explain the need for Project Management (PM) F Explain the relationship between PM and organizational change F Compare traditional management to PM structures F Define “project” and explain how projects differ from on-going organizational operations F List and define PM tasks and activities F List skills needed by a Project Manager

4. You should be able to: F List and define the project management knowledge areas F Describe a generic project life cycle and its phases F Distinguish between project organization structures F List and describe project management processes F Summarize the software development (SD) process F Discuss challenges in adapting PM to SD

5. Traditional Organizational Focus F Mass production F Efficiency F Functional organization –specialization to concentrate skills F Hierarchical control F Inflexible –hard to change

6. Organizational Change F Increased competition F Sophisticated, customized products F Faster time-to-market F Globalization F More frequent adapting to change F More flexibility needed F Quality focus

7. Traditional Organization Structures F Hierarchical reporting relationships F Hierarchical communication, coordination F Specialization => efficiency, not flexibility F Pyramid model

8. workers Operations mgt Middle Mgt Top Mgt workers Top Mgt Flattening Pyramid Model Upside Down Organization Structure Customers

9. Project Teams F Diversity of knowledge needed F Cross-functional F Self-directed F Often ad-hoc or temporary F Often distributed (geographically) F Start and end dates

10. Traditional Management Skills Leading Staffing Controlling Organizing Planning

11. Project Management Body of Knowledge

12. Organizations as Systems F A project takes place within the context of an organization F Organizations are viewed from multiple perspectives: –structure –culture (people and symbols) –politics F All must be considered in managing projects

13. What is a Project? F Performed by people F Constrained by limited resources F Planned, executed, and controlled F Temporary, with a defined start and end F The objective is a unique product or service –progressively elaborated F Has stakeholders with multiple needs

14. Project Management Knowledge Areas F Scope: –work included and excluded F Time: –activities, sequencing, estimation, scheduling F Cost: –budgeting, resource planning F Quality: –satisfying stated needs and objectives F Integration: –planning, coordination, change control F Communication: –storing, retrieving, disseminating project information F Risk Management: – identifying and responding F Procurement Management –acquiring external resources Human Resource Management

15. PM Terms and Definitions F Program –multiple related projects managed and coordinated as a group for increased benefit F Application area: –technology or industry F Deliverable: –tangible, verifiable work product F Fast-tracking: –overlapping project phases F Milestone: –interim checkpoint in project life cycle

16. Project Life Cycle F Defines start and end of project F Divided into phases for control F Each phase has defined work product(s) F Project Life Cycle definitions –feasibility study (may be separate) –what work done in each phase –who should be involved –cyclical risk, staffing, cost

17. Generic Project Life Cycle F Feasibility –Concept –Development F Acquisition –Implementation –Close-out

18. Systems Development Life Cycle SDLC F Business Planning F System Analysis F System Design F System Development F System Implementation F Evaluation and Maintenance

19. Variations on SDLC F Waterfall model –linear steps, deliverables after each step F Spiral model –iterative, deliverables after each iteration F Incremental model –progressive development –each increment adds enhancements F (Prototyping: method used in each model)

21. Resources per Phase Initial Phase Intermediate Phases Final Phase Cost, Staffing Levels Time ---------------------->

22. Stakeholders F Project manager –primary responsibility F Customer (users) F Performing organization (developers, team) F Sponsor –financial resources F External vs. internal F Manage expectations F Resolve conflicting objectives F Prioritize needs F Make customer highest priority

23. Project Organization Structures F Functional –traditional hierarchical management systems –makes project management more difficult F Projectized –derive revenues from projects OR manage operations via projects –systems (financial, etc.) designed for projects –co-located team members (vs. specialization) F Matrix –weak --> strong (functional --> projectized)

24. A Project Process F A Series of actions bringing about a result F Performed by people F Describe and organize work (project process) OR F Specify and create the product (product process) F Project and product processes overlap –Can’t define scope without understanding how product is created or developed

25. Process Group Interactions Initiating Executing Planning Controlling Closing

26. Process Groups F Linked by results they produce F Output of one is input to another F Overlapping activities F Process group interactions go across project phases

27. Process Groups Initiating Executing Planning Controlling Closing

28. Initiating F Commits the organization to begin the next phase of the project F Initiation is repeated at the start of each phase F Business needs are re-examined

29. Process Groups Initiating Executing Planning Controlling Closing

30. Planning Processes F Amount of planning is proportional to scope of project F Core planning processes –scope definition –activity definition, sequencing, documenting –schedule development –resource planning –cost estimating and budgeting

31. Facilitating Processes: Provide Support Core Processes Interacting

32. Facilitating (Supporting) Processes in Planning F Quality: relevant standards F Organizational: –roles, responsibilities, reporting relationships F Staff Acquisition F Communication: stakeholders, needs F Risk: identify, quantify, plan response F Procurement and solicitation planning

33. Process Groups Initiating Executing Planning Controlling Closing

34. Executing Processes F Performing planned activities F Quality assurance F Team development F Information communication F Solicitation and source selection F Contract administration

35. Process Groups Initiating Executing Planning Controlling Closing

36. Controlling Processes F Measure project performance –Identify variances –Adjust plan if needed –Take preventive action F Change control F Schedule, cost, quality control F Performance reporting F Risk response

37. Process Groups Initiating Executing Planning Controlling Closing

38. Closing Processes F Administrative –generate, record, and disseminate information –document what was learned for future use –distribution of leftover resources –re-assignment of project team members F Contract Close-out –contract settlement –resolve open items

39. Project Personnel Skills F Technical F Political F Problem-oriented (vs. discipline-oriented) F Goal-oriented (vs. putting in hours) F Flexibility, adaptability F High self-esteem –can handle failure, risk, uncertainty, unexpected –can share blame and credit

40. PM Characteristics F Leadership: shared commitment F Generalist, facilitator, coordinator F Communicator F Credibility: technical, administrative F Political sensitivity F Conflict: sense, confront, resolve F Can deal with stress, chaos, ambiguity F Planning and follow-through F Ethical dilemmas

41. Software Development (SD) Projects F Software Engineering –application of PM methods to SD F Challenges: –art or science? –time and cost estimation –rapid changes in technology F IT human resources –scarce –costly

42. Object-Oriented (OO) Software Development F Potential benefits: –reusability of software components –faster development of new systems –more flexibility in changing systems (to adapt to organizational change) F Limitations: –new tools and techniques –less experience –more hype

43. For Next Time: F Investigate course resources F Do week 1 and 2 readings F Write a 1-2 page narrative explaining the 5 most common reasons for Project Failure F Write a 1-2 page narrative explaining why project management is a critical factor in fostering change in organizations F Send your classmates an e-mail telling them about yourself: esp. what you could contribute to a team project, at crn80039@eagle.fgcu.edu F Check your e-mail daily!