Professional Documents
Culture Documents
Information Technology
Project Management,
Fifth Edition
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Information Technology Project Management, Fifth Edition, Copyright 2007
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Information Technology Project Management, Fifth Edition, Copyright 2007
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Information Technology Project Management, Fifth Edition, Copyright 2007
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Information Technology Project Management, Fifth Edition, Copyright 2007
versions of a design software program which made it difficult for the two
machines to communicate with each other. Top management should have
made it a priority to have all sites use the same version of the software.
*Matlack, Carol. First, Blame the Software, BusinessWeek Online (October 5, 2006).
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Threats
Very important to have managers from outside the IT dept assist in
IT Planning Process
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selection process
Many IT systems are strategic because they
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Information Technology Project Management, Fifth Edition, Copyright 2007
Best Practice
Only one in seven product concepts comes to fruition
Companies like Proctor & Gamble, Johnson and Johnson, Hewlett
Packard, and Sony are consistently successful in New Product
Development (NPD) because they use a disciplined, systematic
approach to NPD projects based on best practices
Align projects and resources with business strategies
Focus on customer needs when identifying potential projects
Assign project managers to lead the projects
following:
1. A product innovation and technology strategy for the business
2. Resource commitment and focusing on the right projects, or solid
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portfolio management
3. An effective, flexible and streamlined idea-to-launch process
4. The right climate and culture for innovation, true cross-functional
teams, and senior management commitment to NPD
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Categorizing IT Projects
One categorization is the impetus for a project i.e.,
responding to :
A problem is an undesirable situation that prevents an
when it is needed
Another is the overall priority of the project
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Information Technology Project Management, Fifth Edition, Copyright 2007
purchasing company would likely accept the offer as it presents a positive NPV
investment.
Conversely, if the owner would not sell for less than $565,000, the purchaser
would not buy the store, as the investment would present a negative NPV at that
time and would, therefore, reduce the overall value of the clothing company.
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flows
Each cash inflow/outflow is discounted back to its PV and then
or shortened
$943.39
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Note that
totals are
equal, but
NPVs are
not
because
of the time
value of
money
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Information Technology Project Management, Fifth Edition, Copyright 2007
NPV Calculations
Determine estimated costs and benefits for the life
flows range)
Calculate total discounted benefits and total discounted
costs . NPV is benefits - costs
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Return on Investment
Return on investment (ROI) is calculated by
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Payback Analysis
Another important financial consideration is
payback analysis
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 benefits
equals the net cumulative costs
Many organizations want IT projects to have a
fairly short payback period
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process, e.g.,
1. Supports key business objectives
2. Has strong internal sponsor
3. Has strong customer support
2. Assign weights (percentages) to each criterion so
they add up to 100%
3. Assign scores to each criterion for each project
4. Multiply the scores by the weights and get the total
weighted scores
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information
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matters
Help leaders make better decisions based on leading
performance indicators instead of lagging financial data
Help leaders budget time and resources more effectively
Help leaders and employees prioritize the work they do
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Defense Finance and Accounting Service, DFAS Strategic Plan, Nov 2001
(http://balancedscorecard.org/files/DFAS-strategic-plan.pdf ), p. 13.
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Project Charters
After deciding what project to work on, it is
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Information Technology Project Management, Fifth Edition, Copyright 2007
Project Charters
Input
Contract
Statement of work
Enterprise environmental factors
Organizational process assets
Outputs
Project charter (sample in Chapter 3)
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Information Technology Project Management, Fifth Edition, Copyright 2007
Common Elements of a
Project Management Plan
Introduction or overview of the project
the project
Work to be done, schedule, and budget
information
Many govt. agencies (e.g., DOD, IEEE) provide
guidelines for creating PMPs
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Stakeholder Analysis
Needed because the ultimate goal of project
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Project Execution
Project execution involves managing and
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political skills
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managing changes
Monitoring project work includes collecting, measuring, and
Media Snapshot
The 2002 Olympic Winter Games and Paralympics took five years to plan
and cost more than $1.9 billion. PMI awarded the Salt Lake Organizing
Committee (SLOC) the Project of the Year award for delivering world-class
games.
Four years before the Games began, the SLOC used a Primavera softwarebased system with a cascading color-coded WBS to integrate planning The
SLOC also used an Executive Roadmap, a one-page list of the top 100 Gameswide activities, to keep executives apprised of progress. Activities were tied to
detailed project information within each departments schedule. A 90-day
highlighter showed which managers were accountable for each integrated
activity.
When the team experienced a budget deficit three years before the games,
the separated must-have from nice-to-have items and implemented a
rigorous expense approval process.
Fraser Bullock, SLOC Chief Operating Officer and Chief, said, We knew
when we were on and off schedule and where we had to apply additional
resources. The interrelation of the functions meant they could not run in
isolationit was a smoothly running machine.*
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*Foti, Ross, The Best Winter Olympics, Period, PM Network (January 2004) 23.
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Configuration Management
Ensures that the descriptions of the projects
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Closing Projects
To close a project, you must finalize all activities
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Chapter Summary
Project integration management includes:
Developing a project charter
Developing a preliminary project scope statement
Developing a project management plan
Directing and managing project execution
Monitoring and controlling project work
Performing integrated change control
Closing the project
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