ISM 5316 Project and Change Management

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ISM 5316Project and Change Management

• Fall 2000
• Week 1 Introduction

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Course Structure and Resources

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

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Week 1-2 Learning Objectives

• You should be able to
• Explain the need for Project Management (PM)
• Explain the relationship between PM and
  organizational change
• Compare traditional management to PM structures
• Define project and explain how projects differ
  from on-going organizational operations
• List and define PM tasks and activities
• List skills needed by a Project Manager

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

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Traditional Organizational Focus

• Mass production
• Efficiency
• Functional organization
• specialization to concentrate skills
• Hierarchical control
• Inflexible
• hard to change

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Organizational Change

• Increased competition
• Sophisticated, customized products
• Faster time-to-market
• Globalization
• More frequent adapting to change
• More flexibility needed
• Quality focus

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Traditional Organization Structures

• Hierarchical reporting relationships
• Hierarchical communication, coordination
• Specialization gt efficiency, not flexibility
• Pyramid model

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Pyramid Model
Flattening
Top Mgt
Middle Mgt
Operations mgt
workers
Customers
workers
Organization Structure
Top Mgt
Upside Down
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Project Teams

• Diversity of knowledge needed
• Cross-functional
• Self-directed
• Often ad-hoc or temporary
• Often distributed (geographically)
• Start and end dates

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Traditional Management Skills
Organizing
Leading
Staffing
Controlling
Planning
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Project Management Body of Knowledge
Cost
Time
Integration Communication Coordination
People
Risk
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Organizations as Systems

• A project takes place within the context of an
  organization
• Organizations are viewed from multiple
  perspectives
• structure
• culture (people and symbols)
• politics
• All must be considered in managing projects

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What is a Project?

• Performed by people
• Constrained by limited resources
• Planned, executed, and controlled
• Temporary, with a defined start and end
• The objective is a unique product or service
• progressively elaborated
• Has stakeholders with multiple needs

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Project Management Knowledge Areas

• Scope
• work included and excluded
• Time
• activities, sequencing, estimation, scheduling
• Cost
• budgeting, resource planning
• Quality
• satisfying stated needs and objectives

• Integration
• planning, coordination, change control
• Communication
• storing, retrieving, disseminating project
  information
• Risk Management
• identifying and responding
• Procurement Management
• acquiring external resources

• Human Resource Management

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PM Terms and Definitions

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

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Project Life Cycle

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

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Generic Project Life Cycle

• Feasibility
• Concept
• Development
• Acquisition
• Implementation
• Close-out

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Systems Development Life CycleSDLC

• Business Planning
• System Analysis
• System Design
• System Development
• System Implementation
• Evaluation and Maintenance

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Variations on SDLC

• Waterfall model
• linear steps, deliverables after each step
• Spiral model
• iterative, deliverables after each iteration
• Incremental model
• progressive development
• each increment adds enhancements
• (Prototyping method used in each model)

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Resources per Phase
Intermediate Phases
Cost, Staffing Levels
Final Phase
Initial Phase
Time ----------------------gt
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Stakeholders

• Project manager
• primary responsibility
• Customer (users)
• Performing organization (developers, team)
• Sponsor
• financial resources
• External vs. internal

• Manage expectations
• Resolve conflicting objectives
• Prioritize needs
• Make customer highest priority

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Project Organization Structures

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

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A Project Process

• A Series of actions bringing about a result
• Performed by people
• Describe and organize work (project process)
• OR
• Specify and create the product (product process)
• Project and product processes overlap
• Cant define scope without understanding how
  product is created or developed

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Process Group Interactions
Initiating
Planning
Executing
Controlling
Closing
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Process Groups

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

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Process Groups
Initiating
Planning
Executing
Controlling
Closing
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Initiating

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

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Process Groups
Initiating
Planning
Executing
Controlling
Closing
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Planning Processes

• Amount of planning is proportional to scope of
  project
• Core planning processes
• scope definition
• activity definition, sequencing, documenting
• schedule development
• resource planning
• cost estimating and budgeting

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Core Processes Interacting
Facilitating Processes Provide Support
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Facilitating (Supporting)Processes in Planning

• Quality relevant standards
• Organizational
• roles, responsibilities, reporting relationships
• Staff Acquisition
• Communication stakeholders, needs
• Risk identify, quantify, plan response
• Procurement and solicitation planning

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Process Groups
Initiating
Planning
Executing
Controlling
Closing
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Executing Processes

• Performing planned activities
• Quality assurance
• Team development
• Information communication
• Solicitation and source selection
• Contract administration

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Process Groups
Initiating
Planning
Executing
Controlling
Closing
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Controlling Processes

• Measure project performance
• Identify variances
• Adjust plan if needed
• Take preventive action
• Change control
• Schedule, cost, quality control
• Performance reporting
• Risk response

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Process Groups
Initiating
Planning
Executing
Controlling
Closing
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Closing Processes

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

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Project Personnel Skills

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

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PM Characteristics

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

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Software Development (SD) Projects

• Software Engineering
• application of PM methods to SD
• Challenges
• art or science?
• time and cost estimation
• rapid changes in technology
• IT human resources
• scarce
• costly

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Object-Oriented (OO) Software Development

• Potential benefits
• reusability of software components
• faster development of new systems
• more flexibility in changing systems
• (to adapt to organizational change)
• Limitations
• new tools and techniques
• less experience
• more hype

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For Next Time

• Investigate course resources
• Do week 1 and 2 readings
• Write a 1-2 page narrative explaining the 5 most
  common reasons for Project Failure
• Write a 1-2 page narrative explaining why project
  management is a critical factor in fostering
  change in organizations
• Send your classmates an e-mail telling them about
  yourself esp. what you could contribute to a
  team project, at crn80039_at_eagle.fgcu.edu
• Check your e-mail daily!