is 556 enterprise project management
Download
Skip this Video
Download Presentation
IS 556 Enterprise Project Management

Loading in 2 Seconds...

play fullscreen
1 / 32

IS 556 Enterprise Project Management - PowerPoint PPT Presentation


  • 91 Views
  • Uploaded on

IS 556 Enterprise Project Management. Spring 2008 Instructor – Dr. Olayele Adelakun Lecture 1. Project Communication. Agenda. Introductions Course Basics Course On Line Goals Topics Case Studies Assignments Participation Project Basics Project Management Program Management

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'IS 556 Enterprise Project Management' - ramla


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
is 556 enterprise project management

IS 556 Enterprise Project Management

Spring 2008

Instructor – Dr. Olayele Adelakun

Lecture 1

project communication
Project Communication

IS 556 -- Spring 2008

agenda
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

IS 556 -- Spring 2008

introductions
Introductions
  • Instructor – Olayele Adelakun
    • History
      • Work
      • School
      • Research
  • Class
    • Name
    • Major
    • Work Position
    • Employer
    • Interest in Enterprise Project Management

IS 556 -- Spring 2008

course basics course on line col
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

IS 556 -- Spring 2008

participation scoring
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

IS 556 -- Spring 2008

course basics goals
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.

IS 556 -- Spring 2008

course basics topics
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

IS 556 -- Spring 2008

course basics the case study
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)

IS 556 -- Spring 2008

course basics case studies
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

IS 556 -- Spring 2008

course basics case study analysis coverage
Course Basics - Case Study Analysis Coverage

3 issue areas

  • Technology
    • What do we do?
    • Technical Risks involved
  • Project/Program management
    • How will we do it?
    • How will we staff it?
    • How will we coordinate with other projects?
  • Business
    • Will this fit a business goal?
    • Business risks involved

IS 556 -- Spring 2008

course basics assignments
Course Basics - Assignments

25% Final

20% Midterm 

25% Group work

10% Participation  -- attendance/makeup (in class)       -- discussion forum participation (DL)

__________

100% Total                   

IS 556 -- Spring 2008

session format
Session Format
  • Housekeeping Items
  • Review of previous session using IClicker – in class students
  • Team exercise
  • New material lecture

IS 556 -- Spring 2008

project basics project management
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

IS 556 -- Spring 2008

project basics project management1
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?

IS 556 -- Spring 2008

project basics project management2
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

IS 556 -- Spring 2008

project basics project management3
Project Basics - Project Management

The Triple Constraint of Project Management

Successful project management means meeting all three goals (scope, time, and cost) – and satisfying the project’s sponsor!

IS 556 -- Spring 2008

project basics project management4
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.

IS 556 -- Spring 2008

project basics project management5
Project Basics - Project Management

Project Management Framework

IS 556 -- Spring 2008

project basics project management6
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!

IS 556 -- Spring 2008

relationships among process groups and knowledge areas
Relationships Among Process Groups and Knowledge Areas

PMBOK® Guide 2004, p. 69

IS 556 -- Spring 2008

project basics project management7
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).

IS 556 -- Spring 2008

project basics program management
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.

IS 556 -- Spring 2008

project basics project management office pmo
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)

IS 556 -- Spring 2008

project basics project management office pmo1
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.

IS 556 -- Spring 2008

pmo project management office
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

IS 556 -- Spring 2008

the pmo and organization
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)

IS 556 -- Spring 2008

project portfolio management
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?

IS 556 -- Spring 2008

problems with project management
Problems with Project Management

A look at what is going wrong with projects:

IS 556 -- Spring 2008

ad