Zusammenfassung der Ressource
Product Life Cycle / Business
Case / Role of PM / Project
Charter
- Nature of IT Project
- PMBK - Project - a temporary
endeavor undertaken to accomplish
a unique product,service, or result.
- Project Attributes
- Time Frame
Anmerkungen:
- it must have a definite beginning
and end
- Purpose (to provide value!)
Anmerkungen:
- a project’s goal must be to produce something tangible and of value to the organization.
A project must have a goal to drive the project in terms of defining the work to be done, its
schedule, and its budget, and to provide the project team with a clear direction.
- Ownership
Anmerkungen:
- provide something of value to an individual or group who
will own the project’s product after it is completed
- stakeholders
Anmerkungen:
- people or groups who have a vested interest in the project’s outcome
- Sponsor
Anmerkungen:
- Must be defined
- an executive, the end user, customer, or the client who has the ability and desire to provide
direction, funding, and other resources to the project.
- Resources
- triple constraint
Anmerkungen:
- Scope, schedule, and budget must remain in a sort of equilibrium to support a particular project goal.
- Triple Constraint
should be a consideration whenever making a decision that affects the project’s goal, scope, schedule, or budget.
- Roles
- Project Manager
Anmerkungen:
- responsible for
ensuring that all of the project management and technical development processes are in
place and are being carried out within a set of specific requirements, defined processes,
and quality standards.
- Project Sponsor
Anmerkungen:
- sponsor may be the client, customer, or organizational
manager who will act as a champion for the project and provide organizational resources
and direction when needed.
- Subject matter expert(s) (SME)
Anmerkungen:
- may be a user or client who
has specific knowledge, expertise, or insight in a specific functional area needed to support the project.
- Technical expert(s) (TE)
Anmerkungen:
- needed to provide a technical solution to
an organizational problem. Technical experts can include systems analysts, network specialists, programmers, graphic artists, trainers, and so forth.
- responsible for defining, creating, and implementing the technical
and organizational infrastructure to support the product of the IT project.
- Risk & Assumptions
- internal risks
- External risks
- Assumptionsare
Anmerkungen:
- a form of risk that we introduce into the project in terms of forecasts or predictions.
- Interdependent Tasks
- Planned Organizational Change
- Operate in Environments Larger than the Project Itself
Anmerkungen:
- It is important that the project manager and team understand the com-
pany’s culture, environment, politics, and the like. These organizational variables will influence
the selection of projects, the IT infrastructure, and the role of IT within the organization.
- PMBK - Project management - application of knowledge, skills, tools
and techniques to project activities to meet project requirements.
- PMBK - Project Manager - person assigned by the performing
organization to achieve the project objectives.
- CHAOS Study
- Tools and Infrastructure
- Execution
- Skilled Resources
- Project Management Expertise
- Agile Process
- Optimization
- Emotional Maturity
- Clear Business Objectives
- Executive Support
- User Involvement
- for Challenged and Failed (Impaired) Projects
- Improving the likelihood of success
- A Value-Driven Approach
Anmerkungen:
- Plain & Simple: IT Projects
must provide value to the organization
- Socio-technical Approach
Anmerkungen:
- IT professionals must understand the business and be actively creative in applying the technology in ways that bring value to the organization.
clients must become stakeholders in the project.This means actively seeking and encouraging their participation, involvement, and vision.
- The successful application of technology and the achievement of the project’s goal must be an equal responsibility of the developers and users.
- Project Management Approach
Anmerkungen:
- applying project management principles and tools across the entire organization, however, should be part of a methodology:
—the step-by-step activities, processes, tools, quality standards, controls, and
deliverables that are defined for the entire project.
- Resources
Anmerkungen:
- Projects must be
estimated accurately, and cost and schedules must be controlled effectively.
- Expectations
Anmerkungen:
- organizational clients expect IT professionals to deliver quality
products and services in a professional manner. Timely status updates and communication, as well as sound project management practices, are required.
- Competition
Anmerkungen:
- Internal and external competition has never been greater. An internal IT department’s services can easily be outsourced if the quality or cost of providing IT
services can be bettered outside the organization. Today, competition among consultants
is increasing as they compete for business and talent.
- Efficiency and effectiveness
Anmerkungen:
- efficiency
as doing the thing right and
effectiveness
as doing the right thing.
- Knowledge Management Approach
Anmerkungen:
- Knowledge management
is a systematic process for acquiring, creating, synthesizing, sharing,
and using information, insights, and experiences to transform ideas into business value.
- Knowledge management
Anmerkungen:
- is a systematic process for acquiring, creating, synthesizing, sharing,
and using information, insights, and experiences to transform ideas into business value.
- Lessons learned
Anmerkungen:
- Lessons learned
that document both reasons
for success and failure can be valuable assets if maintained and used properly.
- best practices
Anmerkungen:
- simply, doing things in the most efficient and effective manner.
- PMBK
Anlagen:
- The Guide to the Project Management Body of Knowledge (PMBOK®
Guide) documents 9 project management knowledge areas
Anlagen:
- Project Charter
- an agreement and as acommunication tool for all of the project stakeholders
- documents the project’s MOV and describes the infrastructure
needed to support the project
- summarizesmany of the details found in the project plan
- Conceptualising & Initializing IT Project
- Information
Technology Project
Methodology (ITPM)
- A strategic-level plan for managing and controlling the project
- Game plan for implementing project and product lifecycles
- Recommends phases, processes, tools, and techniques for supporting an IT project
- Must be flexible and include “best practices” learned from experiences over time.
- Can be Traditional (e.g., Waterfall) Agile (e.g., XPM, SCRUM)
- The Project Life Cycle and IT Development
- Project Life Cycle
- Collection of logical stages or phases that maps the life of a project
from its beginning to define, build, and deliver the product
- Each phase should provide one or more deliverables
- Deliverable
- Tangible and verifiable product of work
- Project plan, design
specifications, delivered system
- Project Phases
- Phase Exits, Stage Gates, Kill Points
- These are the phase-end review of key deliverables
- Allows the organization to evaluate project performance
and take immediate action to correct errors or problems
- Fast Tracking
- Starting the next phase of a project before
approval is obtained for the current phase
- Can be used to reduce the project schedule
- Can be risky and should only be
done when the risk is acceptable
- Project Life Cycle
- Define Project Goal
- The project goal should be focused on providing business value to the organization
- Provides a clear focus and drives the other phases of the project
- answer the question: How will we know if
this project is successful given the time,
money, and resources invested?
- Plan Project
- Defines the agreed upon scope, schedule, and budget
- Used as a tool to gauge the project’s performance throughout the life cycle.
- Execute Project Plan
- Manage the project scope, schedule, budget, and people to ensure the project achieves its goal
- Progress must be documented and compared to the baseline plan
- Project performance must be communicated to all of the stakeholders
- Close Project
- Ensures that all of the work is completed as planned
- Final project report and presentation to the client
- Evaluate Project
- Lessons learned to determine those things to do the same and those things to change
- Evaluate team member performance
- May be audited by an outside third party
- IT Project Methodology
- Phase 1: Conceptualize and Initialize
- Business Case should be developed here
- Definition of Business Case: an analysis of the
organizational value, feasibility, costs, benefits,
and risks of the project plan.
- Attributes of a Good Business Case
- Details all possible
impacts, costs, and
benefits
- Clearly compares
alternatives
- Objectively
includes all
pertinent
information
- Systematic in terms of
summarizing findings
- Process to develop a Business Case
- 2. Define Measurable
Organizational Value (MOV)
- goal of the project
Anmerkungen:
- core team’s objective should
be to define the problem or opportunity and then identify several alternatives that will provide
direct and measurable value to the organization
- IT projects must align with and support the organization’s goals, mission, and objectives.
Any recommended alternative by the core team must have a clearly defined purposeand must map to the goals and strategy of the organization.
- Be measurable
Anmerkungen:
- Measurement provides focus for the project team in terms of its actions.
- MOV provides a basis for making decisions
that affect the project through its remaining phases.
- Provide value to the organization
Anmerkungen:
- Resources and time should not be devoted to a
project unless they provide some kind of value to the organization
- Be agreed on
Anmerkungen:
- A clear and agreed on MOV sets expectations for the project stakeholders.
- important that all project stakeholders understand and agree to the project’s MOV
- It is not easy to get everyone to agree to the project’s goal so early; but it will
be well worth the time and effort in the later stages of the project (Billows 1996).
- Be verifiable
Anmerkungen:
- At the end of the project, the MOV must be verified to determine if the
project was a success.
- Process
- 1. Identify the Desired Area of Impact
- Strategic
Anmerkungen:
- – e.g. increase
market share Customer
Financial Operational
Social
- Customer
- Financial
- Operational
- Social
- 2. Identify the Desired Value of the IT Project
- key words
Anmerkungen:
- better, faster, and cheaper—focus on quality, effectiveness, and efficiency, while doing more of something focuses on growth.
- Once the desired area of impact is identified,
the next step involves determining the desired value the IT project will bring to the organization.
- Better
- Faster
- Cheaper
- do more
- 3. Develop an Appropriate Metric
Anmerkungen:
- Metrics:
•Money ($, £, ¥ )
•Percentage (%)
•Numeric Values
- 4. Set a time frame for achieving the MOV
- 5. Verify and get agreement from the project stakeholders
- 6. Summarize the MOV in a clear,
concise statement or table
Anlagen:
- 1 Select the Core Team
- The core team for developing the business case
mostlikely will be different from the project team
Anmerkungen:
- include managers, business specialists, and users who
understand the requirements to be met, as well as IT
specialists who understand the opportunities,limitations,
and risks associated with IT.
- advantages
- Credibility
Anmerkungen:
- made up of individuals from various organizational areas or departments
- access to critical expertise and information that may not be readily
accessible to others outside that particular area.
- team can provide different points of view and provide a check for important items that an individual may overlook.
- Alignment with organizational goals
Anmerkungen:
- Higher level managers can help connect the business case with the organization’s long-term strategic plan and mission.
- facilitate prioritizing, legitimizing, and assigning value of the IT project to the organization’s strategic business objectives.
- the business case should outline how the successful completion of the proposed project will help the organization achieve its overall mission, goals, and objectives.
- Access to the real costs
Anmerkungen:
- Core members with certain expertise or access to important
information can help build more realistic estimates in areas such as salaries, overhead,
accounting and reporting practices, training requirements, union rules and regulations,
and hiring practices.
- Ownership
Anmerkungen:
- A cross-functional team can spread a sense of ownership for the business
case. A project that includes other areas from the outset has a better chance of reducing
the political problems associated with territorial domains.
- Agreement
Anmerkungen:
- core team develops the business case, the critics may be more apt
to argue the results rather than the data and methods used.
Easier to come to agreement then business cases developed upon assumptions
- Bridge building
Anmerkungen:
- serve as an effective tool for handling critics of
the business case. One tactic may be to include critics on the core team or to at least
allow recognition and consideration for their positions. This may lead to fewer surprises
and attacks later on.
- 3. Identify alternatives
- identify several alternatives
before dealing directly with a
givenbusiness opportunity.
- 4. Define Feasibility
Anmerkungen:
- Each option or alternative must be analyzed
in terms of its feasibility and potential risk
- Risk
Anmerkungen:
- focuses on
what can go wrong
and what must go right
- Feasibility
Anmerkungen:
- should focus on whether a particular alternative is doable and worth doing
- technical feasibility
Anmerkungen:
- focuses on the existing technical infrastructure needed to support the IT solution.
- Familiarity with functional area – less than a reality generates more risk
Familiarity with technology – less
familiarity generates more risk
Project size – large projects have more
risk Compatibility – the harder it is to
integrate the system with the company’s existing technology and other systems,
the higher the riskAvailability of maintenance and support –
non-availability or intermittent availability increases the risk Transition from an old to a new system –
non-availability of limited availability of an automatic seamless transition
through technology increases the risk
- operational feasibility
Anmerkungen:
- If we build it, will it be easy to use?
Ease of operations – the more difficult
and complex it is, the higher the risk
Error free operations – the extent to
which the system will be able to validate user inputs and operate without
errors
- economic feasibility
Anlagen:
- schedule feasibility
Anmerkungen:
- Can we build it on time?
- Availability of resources – timeliness of
availability adds to risks
Productivity / efficiency of deployed
resources – the poorer the productivity / efficiency, higher the riskThird party dependencies on whom
contractual deadlines cannot be imposed – example: a government initiated
project to provide telecommunication infrastructure
- organisational feasibility
Anmerkungen:
- focuses mainly on how people within the organization will adapt to this planned organizational change.
- Project champions
Senior management
UsersOther stakeholdersStrategic alignment with the business? Legal hurdles, if any such as laws, union
contracts, copy rights etc.
- 5. Define Total Cost of Ownership (TCO)
Anmerkungen:
- decision to invest in an IT project must take
into account all of the costs associated with the application system
- include costs
- Direct or
up-front costs
Anmerkungen:
- Initial purchase price of all hardware, software, and telecommunications equipment, all development or installation costs, outside consultant fees, etc.
- Ongoing costs
Anmerkungen:
- Salaries, training, upgrades, supplies, maintenance, etc.
- Indirect costs
Anmerkungen:
- Initial loss of productivity, time lost by users when the system is down,
the cost of auditing equipment (i.e., finding out who has what and where), quality
assurance, and post-implementation reviews.
- TCO is really an organized list
of all possible cost impacts.
- When preparing the business case, it is
also important to document all data
sources, assumptions, and methods for
determining the various costs.
- 6. Define Total Benefits of Ownership
(TBO)
Anmerkungen:
- must include all of the direct, ongoing, and indirect benefits associated with each proposed
alternative
- Benefits can arise from
- Increasing high-value work
Anmerkungen:
- For example, a salesperson may spend less time on paper-
work and more time calling on custome
- Improving accuracy and efficiency
Anmerkungen:
- For example, reducing errors, duplication, or the
number of steps in a process
- Improving decision making
Anmerkungen:
- For example, providing timely and accurate information
- Improving customer service
Anmerkungen:
- For example, new products or services, faster or more
reliable service, convenience, and so on
- quantify intangible benefits
- link them directly to tangible benefits
that can be linked to efficiency gains
Anmerkungen:
- a corporate
telephone directory on an intranet not only improves communication, but can cut paper, printing,
and labor costs associated with creating and distributing a paper-based telephone book.
- estimate the level of service
Anmerkungen:
- one could determine how much someone is willing to pay for a particular service or compare
prices of products or services that have or do not have a particular feature.
- 7. Analyze Alternatives
- Financial models
Anmerkungen:
- focus on either profitability and/or cash flows
- cash flow models
- breakeven
Anmerkungen:
- generally easy to compute and can
provide a measure of risk.
- riskier project alternatives will have a higher breakeven
point than less risky project alternatives.
- return on invest-ment
- net present value
Anmerkungen:
- focuses on the time value of money.
- scoring
Anmerkungen:
- rovide a method for comparing alternatives or projects based on a weighted
score. Scoring models also allow for quantifying intangible benefits or for different alternatives
using multiple criteria
- payback
Anmerkungen:
- payback period is fairly straightforward to calculate and understand, it does
not consider the time value of money or cash flows beyond the payback period.
- useful for highlighting the risk of a particular investment because a riskier investment
will have a longer payback period than a less risky investment.
- 8. Propose and Support the Recommendation
- Phase 2: Develop the Project Charter and Detailed
Project Plan defined in terms of project’s:
- scope
- schedule
- budget
- quality objectives
- relevant extracts from the Business Case
- Phase 3: Execute and Control the Project
using an approach such as the SDLC
- Phase 4: Close Project
- Phase 5: Evaluate Project Success
- Post mortem by project manager
and team of entire project
- Evaluation of team members by project manager
- Outside evaluation of project, project leader,
and team members
- Evaluate project’s organizational value
- Role of project manager