0134M - Manajemen Proyek

An Overview of IT Project
Management
Week 1

Learning Objectives

Describe the dominant eras of information systems called the

electronic data processing (EDP) era, the micro era, the
network era, and the globalization era, and understand how
managing IT projects has evolved during these eras.
Understand the current state of IT project management and
how successfully managing IT projects remains a challenge
for most organizations.
Explain
the
value-driven,
socio-technical,
project
management, and knowledge management approaches that
support ITPM.
Define what a project is and describe its attributes.
Define the discipline called project management.
Describe the role and impact IT projects have on an
organization.
Identify the different roles and interests of project
stakeholders.
Describe Extreme project management.
Identify the Project Management Body of Knowledge
(PMBOK) core knowledge areas.
Copyright 2012 John Wiley & Sons, Inc.

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IT and Modern Day Project

Management

1940s
First
Electronic
Computer

1950s

1960s
EDP
Era

1970s
PC
Era

1980s

1990s

2000s

Network
Era

Copyright 2012 John Wiley & Sons, Inc.

2010s

Globalization

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Introduction
Information
Technology
(IT)
projects
are
organizational investments that require
Time
Money
And other resources such as people,
technology, facilities, etc.
Organizations expect some type of value in
return for this investment
IT Project Management is a relatively new
discipline that attempts to make IT projects
more successful andcombines traditional Project
Management
with
Software
Engineering/Management Information Systems
Copyright 2012 John Wiley & Sons, Inc.

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An ITPM Approach
Organizational resources are limited,
so organizations must choose among
competing interests to fund specific
projects
This decision should be based on the
value a competing project will
provide to an organization

Copyright 2012 John Wiley & Sons, Inc.

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Modern
Project Management
Often credited to the U.S. Navy as an
outgrowth of the Polaris Missile Project in
the 1950s.
Focuses on reducing costs and product
cycle time.
Provides an important link between an
organizations strategy and the deployment
of that strategy.
Can have a direct impact on an
organizations
bottom
line
and
competitiveness.
Copyright 2012 John Wiley & Sons, Inc.

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Which Situation is Worse?

Successfully building and implementing
a system that provides little or no value
to the organization?
Or
Failing to implement an information
system that could have provided value
to
the
organization,
but
was
underdeveloped or poorly managed?

Copyright 2012 John Wiley & Sons, Inc.

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Why Do IT Projects Fail?

Larger projects have the lowest success
rate and appear to be more risky than
medium and smaller projects
Technology, business models, and
markets change too rapidly so projects
that take more than a year can be
obsolete before they are completed
The CHAOS studies also provides some
insight as to the factors that influence
project success

Copyright 2012 John Wiley & Sons, Inc.

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The Software Crisis

The CHAOS study published in 1995 by The
Standish Group found that although the U.S
spent over $250 billion on IT projects,
approximately
31% were cancelled before completion
53% were completed but over budget, over
schedule, & did not meet original
specifications
For mid-size companies, average cost
overruns were 182%, while average
schedule overruns were 202%!
Copyright 2012 John Wiley & Sons, Inc.

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Has the Current State of IT Projects

Changed Since 1994?
The Standish Group has continued to
study IT projects over the years.
In general, IT Projects are showing
higher success rates due to

Better project management tools & processes

Smaller projects
Improved communication among stakeholders
More skillful IT project managers

But there is still ample opportunity for

improvement!
Copyright 2012 John Wiley & Sons, Inc.

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Figure 1.1 - Summary of the Chaos Studies from 1994 to 2008

Copyright 2012 John Wiley & Sons, Inc.

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Ran
k

1994

2001

2006

2008

User Involvement

Executive Support

User Involvement

User Involvement

Executive
Management Support

User Involvement

Executive
Management Support

Executive Support

Clear Statement of
Requirements

Experienced Project
Manager

Clear Business
Objectives

Clear Business
Objectives

Proper Planning

Clear Business
Objectives

Optimizing Scope

Emotional Maturity

Realistic Expectations

Minimized Scope

Agile Process

Optimizing Scope

Smaller Project
Milestones

Standard Software
Infrastructure

Project Management
Expertise

Agile Process

Competent Staff

Firm Basic
Requirements

Financial Management

Project Management
Expertise

Ownership

Formal Methodology

Skilled Resources

Skilled Resources

Clear Vision &

Objectives

Reliable Estimates

Formal Methodology

Execution

10

Hard-working, focused
team

Other

Standard Tools and

Infrastructure

Tools & Infrastructure

Table 1.1 Summary of CHAOS Study Factor Rankings for Successful Projects

apted from the Standish Group. CHAOS (West Yarmouth, MA: 1995, 2010) & http://www.infoq.com/articles/Interview-Johnson-Standi

Bina Nusantara

Copyright 2012 John Wiley & Sons, Inc.

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Criteria

Response

61.3% said it is more important to deliver a

Schedu
system when it is ready to be shipped than to
le
deliver it on time.
Scope

87.3% said that meeting the actual needs of

stakeholders is more important than building the
system to specification.

Money

79.6% said that providing the best return on

investment (ROI) is more important than
delivering a system under budget.

Quality

87.3% said that delivering high quality is more

important than delivering on time and on budget.

Staf

75.8% said that having a mentally and physically

healthy workplace is more important than
delivering on time and on budget.
Table 1.2: IT Project Success Criteria
Source: Source: http://www.drdobbs.com/architecture-and-design/202800777.

Bina Nusantara

Copyright 2012 John Wiley & Sons, Inc.

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Rank

Factors for Challenged

Projects

Factors for Failed (Impaired)

Projects

Lack of user input

Incomplete requirements

Incomplete requirements

Lack of user involvement

Changing requirements &

specifications

Lack of resources

Lack of executive support

Unrealistic expectations

Technology incompetence

Lack of executive support

Lack of resources

Changing requirements &

specifications

Unrealistic expectations

Lack of planning

Unclear objectives

Didnt need it any longer

Unrealistic time frames

Lack of IT management

10

New technology

Technology illiteracy

Table 1.3: Summary of Factor Rankings for Challenged and Failed (Impaired)
Projects
Bina Nusantara
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Source: Adapted from
the Standish
Group.
CHAOS
(West
Yarmouth, MA: 1995)
Copyright
2012 John
Wiley
& Sons,
Inc.

Tata Consultancy Services

2007 Report
Included 800 senior IT managers
from the UK, US, France, Germany,
India, Japan, & Singapore:
62% of the IT projects failed to meet
their schedules
49% experienced budget overruns
47% experienced higher-than expected
maintenance costs
41% failed to deliver the expected
business value and ROI
Copyright 2012 John Wiley & Sons, Inc.

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Bina Nusantara

Copyright 2012 John Wiley & Sons, Inc.

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Improving the
likelihood of success
A Value-Driven Approach
Plain & Simple: IT Projects must provide value to the
organization

Socio-technical Approach
Its not just about the technology or building a better
mouse trap

Project Management Approach

processes and infrastructure (Methodology)

resources
expectations
competition
efficiency and effectiveness

Knowledge Management Approach

lessons learned, best practices & shared knowledge
Copyright 2012 John Wiley & Sons, Inc.

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The PMBOK Guides Definitions for

Project and Project Management

A project is a temporary endeavor

undertaken to create a unique product,
service, or result.
Project management is the application of
knowledge, skills, tools and techniques to project
activities to meet project requirements.
A project manager is the person assigned by
the performing organization to achieve the project
objectives.
Copyright 2012 John Wiley & Sons, Inc.

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The Context of Project Management

Project Attributes

Time Frame
Purpose (to provide value!)
Ownership
Resources (the triple constraint)
Roles
Project Manager
Project Sponsor
SME (domain & technical)
Risk & Assumptions
Interdependent Tasks

progressive elaboration steps & increments

Planned Organizational Change

Operate in Environments Larger than the Project Itself
Copyright 2012 John Wiley & Sons, Inc.

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The Triple
Constraint

Copyright 2012 John Wiley & Sons, Inc.

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Extreme Project Management

(XPM)
A new approach & philosophy to project management
that is becoming increasingly popular
Characterizes many of todays projects that exemplify
speed, uncertainty, changing requirements, and high
risks
Traditional project management often takes an orderly
approach while, XPM embraces the fact that projects are
often chaotic and unpredictable
XPM focuses on flexibility, adaptability, and innovation
Traditional and new approaches together can provide us
with a better understanding of how to improve the
likelihood of project success
Copyright 2012 John Wiley & Sons, Inc.

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The Project Management Body of

Knowledge (PMBOK)
The Guide to the Project Management Body of Knowledge
(PMBOK Guide) documents 9 project management
knowledge areas
The PMBOK Guide is published and maintained by the
Project Management Institute (PMI)
http://www.pmi.org
PMI provides a certification in project management called
the Project Management Professional (PMP) that many
people today believe will be as relevant as a CPA
certification
PMP certification requires that you pass a PMP
certification
exam
to
demonstrate
a
level
of
understanding about project management, as well as
satisfy education & experience requirements and agree to
a professional code of conduct
Copyright 2012 John Wiley & Sons, Inc.

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Project Management
Body of Knowledge Areas

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Copyright 2012 John Wiley & Sons, Inc.

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Copyright 2012 John Wiley & Sons, Inc.

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