...CHAPTER 1 INTRODUCTION TO PROJECT MANAGEMENT LEARNING OBJECTIVES After reading this chapter, you will be able to: • Understand the growing need for better project management, especially for information technology projects • Explain what a project is, provide examples of information technology projects, list various attributes of projects, and describe the triple constraint of project management • Describe project management and discuss key elements of the project management framework, including project stakeholders, the project management knowledge areas, common tools and techniques, and project success • Discuss the relationship between project, program, and portfolio management and the contributions they each make to enterprise success • Understand the role of the project manager by describing what project managers do, what skills they need, and what the career field is like for information technology project managers • Describe the project management profession, including its history, the role of professional organizations like the Project Management Institute (PMI), the importance of certification and ethics, and the advancement of project management software 2 OPENING CASE Anne Roberts, the Director of the Project Management Office for a large retail chain, stood in front of 500 people in the large corporate auditorium to explain the company’s new strategies. She was also broadcasting to thousands of other...
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...Human resources management main role in information technology Project management Hamed Tohidi Reference Tohidi, H. (2011). Human Resources Management main role in Information Technology project management. Procedia Computer Science, 3, 925-929. Purpose The purpose of this article is to emphasize the role of human resource management in information technology projects as one of the effective factors that leads to successful projects. The author includes information about project manager responsibilities, factors that effect on the success of project management and method of research. The conducted survey has been issued to priories the human resource management three aspects which are individual factors, job-related factors and organizations factors. Those three factors have been prioritized based on questionnaire which took place on an information technology department in government agency. Key Information The project manager Due to the rapid development of information technology projects, the social and human resources management been effected negatively. Project managers are responsible to create new strategies to improve performance, prevent possible risks, and make decisions. Because of that, managers share these responsibilities with the human resource management professionals taking an account of several concerns. Those considerations are related to main strategies and project planning with human resource management principles and their timely implementation...
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...1. 1. Approximately what percentage of the wortd's gross domestic product is spent on projects? a. 10 percent b. 25 percent c. 50 percent d. 75 percent b. 25 percent 2. 2. Which ofthe following is a I'IOt a potential advantage of using good projectmanagement?a. Shorter developmenttimesb. Higher workermoralec. Lower cost of capitald. Higher profitmargins c. Lower cost of capital 3. 3. A ___ is a temporary endeavor undertaken to create a unique product, service, or result. a . program b process c. project d . portfolio c. project 4. 4. Which of the following is not an attribute of a project? a. projects are unique b. projects are developed using progressive elaboration c. projects have a primary customer or sponsor d. projects involve little uncertainty d. projects involve little uncertainty 5. 5. Which of the following is not part of the triple constraint of project management? a. meeting scope goals b. meeting time goals c. meeting corrmunications goals d. meeting cost goals c. meeting corrmunications goals 6. 6 . ___ is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. a. Project management b. Program management c. Project portfolio management d. Requirements management a. Project management 7. 7. Project portfolio management addresses ___ goals of an organization, while project management addresses ___ goa • . a. strategic, tactical b. tactical, strategic c....
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...Information Technology Project Management Week 1 DQ 1 Student: Habib Poundja Botale Question: “Which skills do you think are most important for an information technology project manager? Can a project manager learn all of these skills, or are some innate?” In one way or another, we make plans and try to carry them out. For example, going on vacation, buying car, etc. To achieve them, taking as example an holiday trip, we project ourselves forward into the future, we visualize the destination, we get information on prices of airline tickets, of hotels, we define departure and return date, we take the plane, we rent a room, we enjoy the stay, then we come back home, full of new experiences. In this example, we can deduce that to complete a project, one must * be able to define the goal to achieve * be able to cut the achievement of the objective in several activities logically inter related (Analytical skills) * be able to find ways to solve and / or perform different tasks (Solution oriented) These capabilities are, usually, innate. However, it is possible that the holiday by taking the above example, goes wrong (ticket too expensive, poorly located hotel, not enough money on oneself, late return, etc.). To prevent any these inconveniences, the next time, we will define the holiday period depending on cost of tickets, of hotels, the cost of living in the region of destination, etc. Then we will define a budget, a return period taking account of uncertainties, etc. In...
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...1. 1. Approximately what percentage of the wortd's gross domestic product is spent on projects? a. 10 percent b. 25 percent c. 50 percent d. 75 percent b. 25 percent 2. 2. Which ofthe following is a I'IOt a potential advantage of using good projectmanagement?a. Shorter developmenttimesb. Higher workermoralec. Lower cost of capitald. Higher profitmargins c. Lower cost of capital 3. 3. A ___ is a temporary endeavor undertaken to create a unique product, service, or result. a . program b process c. project d . portfolio c. project 4. 4. Which of the following is not an attribute of a project? a. projects are unique b. projects are developed using progressive elaboration c. projects have a primary customer or sponsor d. projects involve little uncertainty d. projects involve little uncertainty 5. 5. Which of the following is not part of the triple constraint of project management? a. meeting scope goals b. meeting time goals c. meeting corrmunications goals d. meeting cost goals c. meeting corrmunications goals 6. 6 . ___ is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. a. Project management b. Program management c. Project portfolio management d. Requirements management a. Project management 7. 7. Project portfolio management addresses ___ goals of an organization, while project management addresses ___ goa • . a. strategic, tactical b. tactical, strategic c....
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...communication in the managing of Information technology projects Project Management III (IS3A) – Communication Assignment 2 Bradley Isaacs (197019226) Dr Pineteh August 2010 The role of effective communication in the managing of Information technology projects Project Management III (IS3A) – Communication Assignment 2 Bradley Isaacs (197019226) Dr Pineteh August 2010 ------------------------------------------------- Table of contents Abstract 3 Introduction 3 Management of conflict 5 Management of meetings 6 Dissemination of project briefs 8 Team dynamics 10 Conclusion 11 Reference list 12 Abstract Communication forms the communal aspect of managing information technology projects. The effectiveness of this facet can be the determinative factor for many project successes therefore a failure to communicate effective is often the greatest threat to the positive outcome of the project. This paper identifies and discusses aspects that play a pivotal role when communicating in an information technology project environment. Key aspects discussed include the implications for team dynamics, management of conflict and dissemination of project briefs. The management of meeting and how this can promote team dynamics in a project team. Introduction From the beginning of an information technology project, up to the completion thereof, various important roles are being played be skilled...
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...THE BRITISH COMPUTER SOCIETY Case Study of Successful Complex IT Projects AUGUST 2006 Case Study of Successful, Complex IT Projects Table of Contents Executive Summary .......................................................................................................3 Introduction....................................................................................................................5 Background to the study ............................................................................................5 The complexity of IT projects....................................................................................6 Part I: Research Methodology .....................................................................................11 Part II: Case Description..............................................................................................14 eCourier company background ................................................................................14 eCourier industry background..................................................................................16 eCourier technological issues ..................................................................................16 LogicaCMG company background..........................................................................17 LogicaCMG industry background ...........................................................................18 LogicaCMG technological issues ...............................
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...Chapter 2 Basic Skills for Project Managers Be not afraid of greatness; some are born great; some achieve greatness—others have greatness thrust upon them. William Shakespeare Twelfth Night Introduction Before now, we had discussed project management in the broad sense, that is, from the perspective that any type of project—industrial assembly line, new construction, or technology implementation— operated by the same sets of rules and processes. For the remainder of this book, we focus on the last type of project and its leader—the IT project manager. Project managers are a very special breed of people. They are in much demand and will be increasingly so as the need for effective technologists continues to soar. Good technology project managers are trained, not born. They develop skills through experience and education. They become better project managers each time they successfully deliver a project. They learn new techniques and apply them on their projects. They learn lessons—sometimes the hard way—to be better managers in the future. 13 13_26_ch02.fm Page 14 Friday, September 8, 2000 2:43 PM What Does a Project Manager Do? Briefly, technology project managers fulfill the following broad requirements: ● ● ● ● ● ● ● ● Define and review the business case and requirements by regular reviews and controls to ensure that the client receives the system that he or she wants and needs. Initiate and plan the project by establishing...
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...Information Technology Manager - Human Resource Management The 21st century is the century of information technology. Information technology develops dramatically year by year. It becomes very important in every aspect of our lives, and business is not an exception. Every corporation in the world applies new technology at a certain level, which also means that there are a lot of job opportunities within this field. I want to become an information technology manager for a big global corporation in the world including IBM, Microsoft, Apple, and corporations such as these. Besides many IT tasks, I also need to perform many human resource activities in an organization. Among all of them, staffing and talent management are the two most important activities. I need to attract talents, identify staff development and provide training needs for any IT positions. It is also essential to develop work plans, time schedules, and work assignments to meet objectives. It is crucial for a manager to practice the goal of Human Resources to put the right person in the right place at the right time. Focusing on recruiting, staff development and having high quality training program are really important for the information technology department of a corporation. First, as an IT manager, I need to participate in the recruiting process for IT positions in the company. Recruiting is a process of generating a pool of qualified applicants for organizational jobs, in which, a qualified applicant...
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...What is a Project? Many people do not understand the basic characteristics of projects. You should focus on the definition of a project as a temporary endeavor undertaken to create a unique product, service, or result. Provide examples of projects to which your students can relate. The attributes of a project should be noted as well. A project: • Has a unique purpose. • Is temporary. Project • Is developed using progressive elaboration. • Requires resources (often from various areas). • Should have a primary sponsor or customer. • Involves uncertainty. Describe several projects with which you are familiar. Students like to hear about their instructor's experiences and share their own. You can also discuss the triple constraint of project management¾balancing scope, time, and cost goals. Use a visual example that will help students remember scope, time, and cost. (I describe a Far Side coffee mug I have that shows Einstein wearing thick spectacles (specs are like the project scope) and looking puzzled at an equation he wrote on a chalkboard. At the end of a complicated math proof is the conclusion that time = $.) Give examples of each constraint on various projects with which you are familiar. Some of these examples should have a stronger emphasis on scope, and others should be more focused on time and cost. The project management course itself can be used as an effective example of a project. The time and cost of the course are fairly inflexible, so the main constraint...
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...time) and the analysis tools (analytics) applied against the outcomes are appropriate, they will help the organization to determine the best course of action to achieve its goals. The role of all managers is to help develop organizational strategies that encourage and achieve those goals. Information systems (IS) is the top-level term that refers to computer systems used within organizations that help them collect, store, retrieve, and analyze data for the purpose of supporting and extending the business side of an organization; information technology (IT) is the term that refers to the technology side of IS, responsible for the hardware, software, and networks of computer systems. At one time it was commonplace to link strategy with IS. Statements about information systems were taken as true and at face value, simply because they sounded so right. What an IS department wanted, it usually got, because what was wanted often seemed strategically important to the organization. The bursting of the ―tech bubble‖ in 2001 changed the way that companies regarded their investment in information systems. The effective management and use of information systems is essential to the future growth and prosperity of any organization. Or is it? In his 2004 book, Does IT Matter? Information Technology and the Corrosion of Competitive Advantage, Nicholas Carr asked if, since the tools that once gave IT competitive advantage are now widely available to all organizations, we can truly say that IT...
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...Chapter 4: The Human Side of Project Management True/False 1. The performance of an organization or a project s influenced largely by how well its resources are organized 2. A single organizational structure is best for all organizations regardless of strategy. 3. An organization’s structure reveals the formal groupings and specializations of activities. 4. The Project Organization is based upon organizing resources to perform specialized tasks or activities in order to attain the goals of the organization. 5. The Functional Organization is based upon organizing resources to perform specialized tasks or activities in order to attain the goals of the organization. 6. Breadth, depth of knowledge and experience are advantages for projects sponsored by organizations with functional structures. 7. The Project Organizational structure supports clear authority and responsibility, improved communication and high levels of integration. 8. Disadvantages of the Project Organizational structure include project isolation, duplication of effort and projectitis. 9. Projectitis sometimes occurs when the project manager and project team develop a strong attachment to the project and to each other. 10. Unity of Command is violated when a project team member has only one direct superior. 11. The main feature of the Matrix Organizational structure is the ability to integrate areas and resources throughout an organization. 12. High potential for conflict and...
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...Chapter 1: Introduction to Project Management TRUE/FALSE 1. Until the 1980s, project management primarily focused on providing schedule and resource data to top management in the military, computer, and construction industries. ANS: T Until the 1980s, project management primarily focused on providing schedule and resource data to top management in the military, computer, and construction industries. Today’s project management involves much more, and people in every industry and every country manage projects. PTS: 1 DIF: Difficulty: Easy REF: p.2 OBJ: LO: 1-1 NAT: BUSPROG: Technology TOP: Introduction KEY: Bloom's: Knowledge 2. A difference between operations and projects is that operations end when their objectives have been reached, whereas projects do not. ANS: F Projects are different from operations in that they end when their objectives have been reached or the project has been terminated. PTS: 1 DIF: Difficulty: Moderate REF: p.4 OBJ: LO: 1-2 NAT: BUSPROG: Analytic TOP: What is a Project? KEY: Bloom's: Comprehension 3. Every project should have a well-defined objective. ANS: T A project has a unique purpose. Every project should have a well-defined objective. PTS: 1 DIF: Difficulty: Easy REF: p.6 OBJ: LO: 1-2 NAT: BUSPROG: Analytic TOP: What is a Project? KEY: Bloom's: Knowledge 4. Projects should be developed in increments. ANS: T A project is developed using progressive elaboration. Projects are often defined broadly...
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...McKeen School of Business, Queen’s University, Kingston, Ontario One of the most important skills all IT staff need to develop today is how to communicate effectively with business. Over and over, research has shown that if IT and business cannot speak the same language, focus on the same issues and communicate constructively, they cannot build a trusting relationship. And business is consistently more negative about IT‘s ability to communicate effectively than IT is. In fact, even while IT collaboration is improving, business‘s assessment of IT‘s communication skills is declining. While much attention has been paid to organizational alignment between IT and business (e.g., governance, structure) very little has been paid to the nature and impact of the social dimension of alignment, a big element of which involves communication. To explore the business and interpersonal competencies that IT staff will need in order to do their jobs effectively over the next five–seven years and what companies should be doing to help develop them, the authors convened a focus group of senior IT managers from a variety of different organizations. This paper documents the results of this discussion, integrating them with findings from the research and practitioner literature. It begins by characterizing the state of communication in the business–IT relationship and why ―good communication‖ is becoming increasingly important. Then, it explores what is meant by ―good communication‖ in this relationship...
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...Introduction Project Management Skill Set Assessment on a scale of 10=high, 1 = low Skills (add skills or attributes relevant to your role as applicable) self- assessment 2nd view importance (A/B/C) 1 Knowledgeable about technology 8 10 A 2 Ability to recognize what you don't know and figure out how to get it 8 10 A 3 Experienced in management generally; able to handle regular administrative responsibilities 10 10 A 4 Leadership skills 8 9 B 5 Organizational/political skills 8 10 A 6 Communication skills 7 9 B 7 Personal traits: honest/tactful 9 10 A 8 Personal traits: positive outlook 8 10 A 9 Personal traits: perception/insight 8 9 A Use this to assess your project management potential. Initially score yourself out of 10 for each skill in the self-assess column. Then validate or revise your scores in discussion with your boss or someone who knows you. Put these scores in the '2nd view' column - this is your actual assessment. At the same time confirm with the other person the importance of each skill (A, B or C, A = most important) for the job concerned. Your development priorities are therefore the lowest scores in the most important skills. A brief summary of my experience was that developing project management skills was challenging...
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