The Power of Three

As project managers, IT professionals must produce deliverables that satisfy three task factors. Deliverables must (1) meet certain quality standards, (2) be installed within a specified period of time, and (3) be completed within a specific budget. From the project management perspective, the principal task of IT professionals is helping users fit their aspirations for information technology-enhanced performance improvement with the realities of time and resource constraints. To keep these...

New Directions in Project Management

Chapter 30, Outsourcing as a Means of Improving Process Maturity An Approach for More Rapidly Moving up the Capability Maturity Model, 1998 by Keane, Inc. Used by permission. Library of Congress Cataloging-in-Publication Data New directions in project management edited by Paul C. Tinnirello. Includes bibliographical references and index. ISBN 0-8493-1190-X (alk. paper) 1. Project management. I. Tinnirello, Paul C.II. Best practices series (Boca Raton, Fla.) T56.8 .N492001 658.4'04--dc21...

Project Management And

A business endeavor must meet three criteria to be a project. It must have a fixed duration, require performing a sequence of tasks, and produce something once the tasks are complete. Becoming ISO certified satisfies all three criterions. Becoming certified typically takes up to one-and-a-half years a series of tasks must occur (e.g., conducting pre-audits) and deliverables (e.g., quality control policy) and a final product (e.g., ISO 9000 certification) are produced. Being classified a project...

Review Assessment And Conclusion

Given the top four mistakes that are made in maintaining a risk management system, the following questions can be arrived at, asked of the project team, and documented as to the responses to them. In addition to asking the questions, a walk-through should be performed to observe key risk management components. The major questions are as follows Have the benefits of risk management been properly communicated to business owners Has adequate time been provided for a risk assessment phase of the...

Section I Essential Concepts of Project Management

Chapter 1 Ten Ways to Improve Project Performance Chapter 2 Nine Factors for Project Success Chapter 3 Managing Project Management Chapter 4 Strategies for Heading Off IS Project Failure Chapter 5 Six Myths about Managing Software Development in the New Millennium Chapter 6 Back to Basics Getting Systems Development Right Chapter 7 Process Management Integrating Project Management and Development Chapter 8 Project Meetings A Communication and Coordination Tool Chapter 9 Managing Systems...

The Business Need Customer Drivers

Over a period of three to five years, the customer organization progressed from demanding that the IT service provider remain static in delivering services (as had been done successfully prior to the outsourcing), to demanding innovative IT solutions and approaches from the provider. The enterprise was finding that its own customers demanded innovation, speed, and predictability in their products, and this demand had to be met by the IT service provider to enable the business to respond quickly...

Six Functions Of Project Management

Building a help desk is a project that requires laying the groundwork for its successful completion. This involves performing six key, basic functions leading, defining, planning, organizing, controlling, and closing. Leading is motivating people to perform in a manner that contributes towards meeting or exceeding project goals and objectives. It is the only function that occurs throughout the life cycle of a help desk project. It requires not only doing the right things but doing them...

Defining Staff Augmentation And Outsourcing

Whether called contractors, consultants, or rent-a-body firms, the primary function of these IT service providers is to supplement existing IT staff. They are typically engaged when the IT department is unable to obtain or retain permanent staff, or when it needs specialized skills for a short period. As may be surmised from the term staff augmentation, contractors function as members of the department, taking their day-to-day direction from IT managers. Except for the fact that their paychecks...

Project Execution Responsibilities

Responsibilities for project execution or delivery are closely tied to ownership of resources. A PMO that owns resources, typically project managers or a project resource group, generally takes on much of the responsibility for delivering projects. A PMO that has responsibility for project execution will require expertise in the range of project management knowledge areas and project management processes. Many PMOs do not have this direct responsibility. Their responsibilities are more...

Work Breakdown Structure

The WBS is a top-down, hierarchical list of the deliverables and the steps to produce them. The purpose is to identify the major deliverables and the final product and list the tasks to build them. An effective WBS has a level of granularity that makes estimating and tracking of tasks meaningful, usually requiring less than two weeks of effort. The WBS is based upon the content in the SOW and the input from the people who perform the work. Once complete, the project manager does estimating,...

Selecting The Pmo Project Manager

The person chosen for the role of project manager must be someone who has strong project management experience and is comfortable with the use of effective project management tools and techniques. It is also a good idea to have the project managed by someone who does not have a vested interest in the project beyond seeing the project completed. In that regard, the more objective the person managing the project can be when issues arise, the better. As the project moves forward, being able to...

Staff Augmentation Considerations

When would an IT department use staff augmentation Although the answers vary, most staff augmentation projects fall into one of the following categories. 1. The department is unable to hire or retain sufficient staff to meet its normal workloads. The booming economy of the late 1990s created a shortage of qualified technical staff in many parts of the United States. For companies that were installing large software suites such as SAP and PeopleSoft, the situation was exacerbated by the demand...

Informal Project Management

Formal project management can be automated because it makes use of such approaches as critical path analysis. Informal project management is concerned more with intuitive judgment and relationships among personnel. Informal project management tries to answer such questions as How reliable are an employee's estimates A group of programmers is on the critical path this week how can they be motivated to finish faster Who needs formal training in which areas, and who needs coaching What is the...

Project Management Activities

The main goal of project management is to develop an acceptable information system on schedule and within the allocated budget. Projects usually involve a team of analysts, programmers, technical specialists, and user representatives who work together. Managing projects is the continuing, iterative process by which an analyst plans, controls, and executes tasks and resources, and communicates progress and results. Specifically, project management involves the following fundamental activities...

Project Management Methodologies And Life Cycles

Although managers can manage projects without a formal methodology, having one can be a big help. This section explains what project management methodologies are and why they are important, and gives a brief history of project management methodologies. It also defines life cycles, describes some common IS life cycles, and explains how life cycles relate to methodologies. Project management methodologies have been around for decades, but first started to become popular in IS in the early 1970s....