IS5540 Project Management & Quality IS5540 Project Management & Quality AssuranceAssurance

Week 2 - Project Management & IT Context & Process Week 2 - Project Management & IT Context & Process GroupsGroups

Schwalbe: Information Technology Project Management, Schwalbe: Information Technology Project Management, Chapter 2Chapter 2

Adapted by Janet Yu, Frank LoAdapted by Janet Yu, Frank Lo

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Questions ??

Heard of organizational structures ? What are the common ones?

Is project life cycle the same as product life cycle?

Still remember what knowledge areas are ?? How many are there?

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Learning Objectives Understand organizations, including

organizational structures, and related cultural issues

Understand the concept of a project phase and the project life cycle and distinguish between project development and product development

Understand what process groups are and their relationships with knowledge areas

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Projects Cannot Be Run in Isolation

Projects must operate in a broad organizational environment

Senior managers must make sure projects continue to support current business needsProve value of IT

Story of SobeyMany enterprise resource planning (ERP) projects fail due

to organizational issues, not technical issues. For example, Sobey’s Canadian grocery store chain (1400

stores) abandoned its two-year, $90 million ERP system due to organizational problems:Different terms used in different parts of company.People only care about their daiy work.

As a result, Sobey’s ERP system shut down for five days and employees were scrambling to stock potentially empty shelves in several stores for weeks.

“You can’t divorce technology from the socio-cultural issues. They have an equal role.” Sunny Marche, Associate Prof at Dalhousie University

*Hoare, Eva. “Software hardships,” The Herald, Halifax, Nova Scotia (2001).5

Organization Structures

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Organizational StructuresThree basic organization structures

Functional: functional managers report to the CEOProject: program managers report to the CEOMatrix:

middle ground between functional and project structures;personnel often report to two or more bosses;structure can be weak, balanced, or strong matrix

Figure 2-2: Functional, Project, and Matrix Organizational Structures

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Table 2-1: Organizational Structure Influences on Projects

Project Characteristics

Organizational Structure Type

Functional Matrix Project Weak Matrix Balanced

Matrix Strong Matrix

Project manager’s authority

Little or none Limited Low to Moderate

Moderate to high

High to almost total

Percent of performing organization’s personnel assigned full-time to project work

Virtually none 0-25% 15-60% 50-95% 85-100%

Who controls the project budget

Functional manager

Functional manager

Mixed Project manager

Project manager

Project manager’s role

Part-time Part-time Full-time Full-time Full-time

Common title for project manager’s role

Project Coordinator/

Project Leader

Project Coordinator/

Project Leader

Project Manager/ Project Officer

Project Manager/ Program Manager

Project Manager/ Program Manager

Project management administrative staff

Part-time Part-time Part-time Full-time Full-time

PMBOK Guide, 2000, 19, and PMBOK Guide 2004, 28.

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Organizational CultureOrganizational culture is a set of shared

assumptions, values, and behaviors that characterize the functioning of an organization

Many experts believe the underlying causes of many companies’ problems are not the structure or staff, but the culture

Cultural Issues In PMP Code of Professional Conduct, one item is

Respecting Differences in Diverse Cultures

Question: A large, complex construction project in a foreign country requires coordination to move a piece of equipment through crowded city streets. To ensure the equipment is transported successfully, your contact in that country informs you that you will have to pay the local police a fee for coordinating traffic. What should you do?

1. Do not pay the fee because it is a bribe.2. Eliminate the work.3. Pay the fee.4. Do not pay the fee if it is not part of the project estimate.

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Culture ClashWhen you hear ‘yes’, does it really mean

‘yes’?When you hear a British say “That’s

interesting”, what does it mean?When you hear an American say “We have an

issue here”, what does it mean? Is it always OK to use hand gestures like a

thumb’s up and the OK sign?

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Stakeholder Management

Project managers must take time to identify, understand, and manage relationships with all project stakeholders

Senior executives/top management are very important stakeholders

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Need for Organizational Commitment to IT

If the organization has a negative attitude toward IT, it will be difficult for an IT project to succeed

Having a Chief Information Officer (CIO) at a high level in the organization helps IT projects

Assigning non-IT people to IT projects also encourages more commitment

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Need for Organizational StandardsStandards and guidelines help project

managers be more effectiveSenior management can encourage:

The use of standard forms and software for project management

The development and use of guidelines for writing project plans or providing status information

The creation of a project management office (PMO) or center of excellence

Project & Product Life Cycle

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Project Phases and the Project Life Cycle

A project life cycle is a collection of project phases that defines:What work will be performed in each phaseWhat deliverables will be produced and whenWho is involved in each phase How management will control and approve work

produced in each phaseA deliverable is a product or service produced or

provided as part of a project

Figure 2-3: Phases of the Traditional Project Life Cycle

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Project Life Cycle

Project life cycle 1. Initiate the project2. Plan the project3. Execute the project4. Close the project

The same for ALL projects However, the tasks involved in execution

differ from project to project. SDLC is the life cycle for software

development projects.19

Product Life Cycle

Product life cycle 1. Business plan (e.g. plan for a new car model)2. Idea (study the marketability)3. Product development (design and develop the product)4. Ongoing operations (keep on manufacturing the car)5. Product divestment (no more market, phase out the

product)

Some products have a very long life cycle (like Coca-cola, > 100 years); some not so long (IT system, several years)

Project Life Cycle NOT = Product Life Cycle

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Systems Development Life Cycle

The Systems Development Life Cycle (SDLC) is a framework for describing the phases involved in developing and maintaining information systems

Initial strategy

Feasibility study

Requirements analysis

Systems analysis & Specification

Systems DesignDevelopment

Testing

Implementation

Maintenance

Review

Systems Development Life Cycle

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TestingSystem testingIntegration testingUser acceptance testing (UAT, done by users)Load test

simulating multiple users accessing the system concurrently and measure the response

Stress testtesting the system's response at unusually high or

peak loads

Etc.

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Implementation

System preparation and installationTrainingData conversionChangeover plan

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The Importance of Project Phases and Management Reviews

Management reviews, also called phase exits or kill points, should occur after each phase to evaluate the project’s progress, likely success, and continued compatibility with organizational goals

Process Groups & Processes

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Project Management Process GroupsA process is a series of actions directed toward

a particular resultProject management can be viewed as a number

of interlinked processesThe project management process groups include:

Initiating processesPlanning processesExecuting processesMonitoring and controlling processesClosing processes

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Project Initiation

Initiating a project includes recognizing and starting a new project or project phase

Some organizations include items like developing a business case as part of initiation

Key outputs include:Identifying key stakeholdersCompleting a business caseCompleting a project charter and getting signatures on itAssigning the project manager

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Project Planning

The main purpose of project planning is to guide execution

Key outputs include:A project scope statementA work breakdown structure (WBS)A project schedule, with all dependencies and resources

enteredA list of prioritized risks (part of a risk register)

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Project ExecutingUsually takes the most time and resources to

perform project execution Project managers implement the plan hereKey outputs:

DeliverablesChangesPerformance information

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Project Monitoring and ControllingInvolves

measuring progress toward project objectivesmonitoring deviation from the plantaking correction actions

Affects all other process groupsDone throughout the life of a projectOutputs include

Performance reportsUpdates to various plans

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Project ClosingInvolves gaining stakeholder and customer

acceptance of the final products and services Even if projects are not completed, they should be

closed out to learn from the pastOutputs include

Project archivesLessons learned

Figure 3-1: Level of Activity and Overlap of Process Groups Over Time

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Relationships Among Process Groups and Knowledge Areas (PMBOK® Guide Fourth Edition)

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Relationships Among Process Groups and Knowledge Areas (continued)

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RevisionOrganization structure

Functional Project Matrix

Project life cycle Phases Deliverables

Project life cycle for systems development – SDLCProcessProcess groups

Initiating Planning Executing Monitoring & Control Closing