IT项目管理期末总结1_项目管理期末总结

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CHAPTER 1

What is Project Management?

Project management is “the application of knowledge, skills, tools and techniques to project activities to meet project requirements”

Program: group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually

Stakeholders are the people involved in or affected by project activities Stakeholders include: The project sponsor The project manager The project team Support staff Customers Users Suppliers Opponents to the project

Knowledge areas describe the key competencies that project managers 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 knowledge area(project integration management)affects and is affected by all of the other knowledge areas All knowledge areas are important!

What Helps Projects Succeed? 1.Executive support 2.User involvement 3.Experienced project

manager 4.Clear busine objectives 5.Minimized scope 6.Standard software

infrastructure

7.Firm basic requirements

8.Formal methodology

9.Reliable estimates 10.Other criteria, such as

small milestones, proper

planning, competent

staff, and ownership

What the Winners Do…

Recent research findings show that companies that excel in project delivery capability: Use an integrated project management toolbox(use standard/advanced PM tools, lots of templates)Grow project leaders, emphasizing busine and soft skills Develop a streamlined project delivery proce Measure project health using metrics, like customer satisfaction or return on investment

Suggested Skills for Project Managers The Project Management Body of Knowledge Application area knowledge, standards, and regulations Project environment knowledge General management knowledge and skills Soft skills or human relations skills The Role of the Project Manager

Job descriptions vary, but most include responsibilities like planning, scheduling, coordinating, and working with people to achieve project goals Remember that 97% of succeful projects were led by experienced project managers, who can often help influence succe factors

Importance of Leadership Skills

Effective project managers provide leadership by example

A leader focuses on long-term goals and big-picture objectives while inspiring people to reach those goals A manager deals with the day-to-day details of meeting specific goals Project managers often take on the role of both leader and manager

CHAPTER 2

A systems approach emerged in the 1950s to describe a more analytical approach to management and problem solving Three parts include: Systems philosophy: an overall model for thinking about things as systems Systems analysis: problem-solving approach Systems management: addre busine, technological, and organizational iues before making changes to systems

Understanding Organization: Structural frame: Focuses on roles and responsibilities, coordination and control.Organization charts help define this frame.Human resources frame: Focuses on providing harmony between i of the organization and needs of people.Political frame: Aumes organizations are coalitions composed of varied individuals and interest groups.Conflict and power are key iues.Symbolic frame: Focuses on symbols and meaoonings related to events.Culture is important

Basic organization structures: Functional: functional managers report to the CEO Project: program managers report to the CEO Matrix: middle ground between functional and project structures;personnel often report to two or more boes;structure can be weak, balanced, or strong matrix

Project life cycle:

A project life cycle is a collection of project phases that defines: What work will be performed in each phase What deliverables will be produced and when Who is involved in each phase How management will control and approve work produced in each phase A deliverable is a product or service produced or provided as part of a project

Product life cycles: Products also have life cycles The Systems Development Life Cycle(SDLC)is a framework for describing the phases involved in developing and maintaining information systems Systems development projects can follow Predictive life cycle: the scope of the project can be clearly articulated and the schedule aod cost can be predicted Adaptive Software Development(ASD)life cycle: requirements cannot be clearly expreed, projects are miion driven and component based, using time-based cycles to meet target dates

Waterfall model: has well-defined, linear stages of systems development and support Spiral model: shows that software is developed using an iterative or spiral approach rather than a linear approach Incremental build moduel: provides for progreive development of operational software Prototyping model: used for developing prototypes to clarify user requirements Rapid Application Development(RAD)model: used to produce systems quickly without sacrificing quality

How top management can help manager: Providing adequate resources Approving unique project needs in a timely manner Getting cooperation from other parts of the organization Mentoring and coaching on leadership iues CHAPTER 4

Project integration management procees: 1.Develop the project charter: working with stakeholders to create the document that formally authorizes a project—the charter 2.Develop the project management plan: coordinating all planning efforts to create a consistent, coherent document—the project management plan 3.Direct and manage project execution: carrying out the project management plan by performing the activities included in it 4.Monitor and control the project work: overseeing project work to meet the performance objectives of the project 5.Perform integrated change control: coordinating changes that affect the project’s deliverables and organizational proce aets

6.Close the project or phase: finalizing all project activities to formally close the project or phase

UP-TO-DOWN

Methods for Selecting Projects There are usually more projects than available time and resources to implement them Methods for selecting projects include: Focusing on broad organizational needs Categorizing information technology projects Performing net present value or other financial analyses Using a weighted scoring model Implementing a balanced scorecard

Net present value(NPV)analysis is a method of calculating the expected net monetary gain or lo from a project by discounting all expected future cash inflows and outflows to the present point in time Projects with a positive NPV should be considered if financial value is a key criterion The higher the NPV, the better

Return on investment(ROI)is calculated by subtracting the project costs from the benefits and then dividing by the costs ROI =(total discounted benefits-total discounted costs)/ discounted costs The higher the ROI, the better

The payback period is the amount of time it will take to recoup, in the form of net cash inflows, the total dollars invested in a project Payback occurs when the net cumulative discounted benefits equals the costs

A weighted scoring model is a tool that provides a systematic proce for selecting projects based on many criteria Identify criteria important to the project selection proce Aign weights(percentages)to each criterion so they add up to 100% Aign scores to each criterion for each project Multiply the scores by the weights and get the total weighted scores The higher the weighted score, the better

A project charter is a document that formally recognizes the existence of a project and provides direction on the project’s objectives and management

A project management plan is a document used to coordinate all project planning documents and help guide a project’s execution and control Plans created in the other knowledge areas are subsidiary parts of the overall project management plan

A baseline is the approved project management plan plus approved changes

Integrated change control: Three main objectives are: 1.Influencing the factors that create changes to ensure that changes are beneficial 2.Determining that a change has occurred 3.Managing actual changes as they occur

Closing Projects and Phases

To close a project or phase, you must finalize all activities and transfer the completed or cancelled work to the appropriate people Main outputs include: Final product, service, or result transition Organizational proce aet updates

CHAPTER 5 Project scope management includes the procees involved in defining and controlling what is or is not included in a project Procees: 1.Collecting requirements: defining and documenting the features and functions of the products produced during the project as well as the procees used for creating them 2.Defining scope: reviewing the project charter, requirements documents, and organizational proce aets to create a scope statement 3.Creating the WBS: subdividing the major project deliverables into smaller, more manageable components 4.Verifying scope: formalizing acceptance of the project deliverables 5.Controlling scope: controlling changes to project scope throughout the life of the project

Method of collecting requirement: Interviewing Focus groups and facilitated workshops Using group creativity and decision-making techniques Questionnaires and surveys Observation Prototyping Software tools

Defining scope: Key inputs for preparing the project scope statement include the project charter, requirements documentation, and organizational proce aets such as policies and procedures related to scope statements as well as project files and leons learned from previous, similar projects As time progrees, the scope of a project should become more clear and specific

WBS: A WBS is a deliverable-oriented grouping of the work involved in a project that defines the total scope of the project WBS is a foundation document that provides the basis for planning and managing project schedules, costs, resources, and changes Decomposition is subdividing project deliverables into smaller pieces A work package is a task at the lowest level of the WBS

Approaches to development WBS: Using guidelines: some organizations, like the DOD, provide guidelines for preparing WBSs The analogy approach: review WBSs of similar projects and tailor to your project The top-down approach: start with the largest items of the project and break them down The bottom-up approach: start with the specific tasks and roll them up Mind-mapping approach: mind mapping is a technique that uses branches radiating out from a core idea to structure thoughts and ideas

The approved project scope statement and its WBS and WBS dictionary form the scope baseline, which is used to measure performance in meeting project scope goals

Scope verification: It is very difficult to create a good scope statement and WBS for a project It is even more difficult to verify project scope and minimize scope changes Scope verification involves formal acceptance of the completed project scope by the stakeholders Acceptance is often achieved by a customer inspection and then sign-off on key deliverables

How to reduce people change requirement: 1.Develop and follow a requirements management proce 2.Use techniques such as prototyping, use case modeling, and JAD to get more user involvement 3.Put requirements in writing and keep them current 4.Create a requirements management database for documenting and controlling requirements 5.Provide adequate testing and conduct testing throughout the project life cycle 6.Review changes from a systems perspective 7.Emphasize completion dates to help focus on what’s most important 8.Allocate resources specifically for handling change requests/enhancements like NWA did with ResNet

CHAPTER 6

Time management procees: Defining activities: identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables Sequencing activities: identifying and documenting the relationships between project activities Estimating activity resources: estimating how many resources a project team should use to perform project activities Estimating activity durations: estimating the number of work periods that are needed to complete individual activities Developing the schedule: analyzing activity sequences, activity resource estimates, and activity duration estimates to create the project schedule Controlling the schedule: controlling and managing changes to the project schedule

An activity list is a tabulation of activities to be included on a project schedule that includes: The activity name An activity identifier or number A brief description of the activity

Three types of Dependencies

A dependency or relationship is the sequencing of project activities or tasks Mandatory dependencies: inherent in the nature of the work being performed on a project, sometimes referred to as hard logic

Discretionary dependencies: defined by the project team;sometimes referred to as soft logic and should be used with care since they may limit later scheduling options

External dependencies: involve relationships between project and non-project activities

Network diagrams are the preferred technique for showing activity sequencing A network diagram is a schematic display of the logical relationships among, or sequencing of, project activities Two main formats are the arrow and precedence diagramming methods

Precedence Diagramming Method(PDM)Activities are represented by boxes Arrows show relationships between activities More popular than ADM method and used by project management software Better at showing different types of dependencies

Gantt chart: Gantt charts provide a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format Symbols include: Black diamonds: milestones Thick black bars: summary tasks Lighter horizontal bars: durations of tasks Arrows: dependencies between tasks SMART: Milestones should be: Specific Measurable Aignable Realistic Time-framed 1.Define milestones early in the project and include them in the Gantt chart to provide a visual guide.2.Keep milestones small and frequent.3.The set of milestones must be all-encompaing.4.Each milestone must be binary, meaning it is either complete or incomplete.5.Carefully monitor the critical path.CPM is a network diagramming technique used to predict total project duration A critical path for a project is the series of activities that determines the earliest time by which the project can be completed The critical path is the longest path through the network diagram and has the least amount of slack or float Slack or float is the amount of time an activity may be delayed without delaying a succeeding activity or the project finish date

Using Critical Path Analysis to Make Schedule Trade-offs

Free slack or free float is the amount of time an activity can be delayed without delaying the early start of any immediately following activities

Total slack or total float is the amount of time an activity may be delayed from its early start without delaying the planned project finish date

A forward pa through the network diagram determines the early start and finish dates A backward pa determines the late start and finish dates

PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates PERT uses probabilistic time estimates

Duration estimates based on using optimistic, most likely, and peimistic estimates of activity durations, or a three-point estimate