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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

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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


Traditional project life cycle phases
Traditional Project Life Cycle Phases

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