2013-3-1 1
Chapter 2,
The Project Management
Context and
Processes
2013-3-1 2
Objectives
? Understand the systems view of project management
? Explain the four general phases in the project life cycle
? Explain the differences among functional,matrix,and
project organizational structures
? Explain why top management commitment to project
management is critical for a project’s success
? List important skills and attributes of a good project
manager
? Briefly describe the five process groups of project
management
? See how the project process groups relate to project
management knowledge areas
2013-3-1 3
Chapter Outline
? A Systems View of Project Management
? Project Phases and the Project Life Cycle
? Product Life Cycles
? The Importance of Project Phases and Management
Reviews
? Understanding Organizations
? Organizational Structures
? Stakeholder Management
? Top Management Commitment
? Suggested Skills for a Project Manager
? Project Management Process Groups
2013-3-1 4
2.1 A Systems View of Project
Management
2013-3-1 5
Projects Cannot Be Run In
Isolation
? Projects must operate in a broad
organizational environment
? Project managers need to take a
holistic or systems view of a project
and understand how it is situated
within the larger organization
? In the 1950s,A systems approach
applied to management and problem
solving
2013-3-1 6
A Systems View of Project
Management
? Three parts include,
? Systems philosophy,View things as
systems,interacting components working
within an environment to fulfill some
purpose
? Systems analysis,Use a problem-solving
approach
? Systems management,Address business,
technological,and organizational issues
before making changes to systems
Example:Three Gorges Project
2013-3-1 7
2.2 Project Phases and the
Project Life Cycle
2013-3-1 8
Project Phases and the Project
Life Cycle
? A project life cycle is a collection of
project phases
? Project phases vary by project or
industry,but some general phases
include
? concept
? development
? implementation
? Close-out
2013-3-1 9
Phases of the Project Life Cycle
2013-3-1 10
The typical activities in every
Phases of the Project Life Cycle
收集数据
阶段
概念
开发
执行
收尾
成本成员配置
水平
5%
20%
60%
15%
每一阶段完成
的典型活动
指定关键人员
建立,
产品最终审查
识别需求
建立范围基准线,
--组织
接收
建立,
最终产品
--沟通
结算
目标和目的
质量目标
激励团队工作
转交产品责任
可行性
资源
细化技术要求
评估
干系人
活动
建立,
风险水平
总计划
--工作包
战略
预算,现金流
--信息控制系统
可能的团队
WBS
采购货物和服务
估计资源
程序与政策
执行工作包
交付成果
识别方案
评估风险
指导 /监视 /预测 /控制
结果文档化
提交建议书
确认验证
--范围
重新分配资源
得到下一阶段的批
准
批准继续进行
--时间
项目章程
提交项目概要
--质量
--成本
解决问题
2013-3-1 11
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
? Typical SDLC phases include planning,
analysis,design,implementation，
and support
2013-3-1 12
Sample SDLC Models
? 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 release model,provides for
progressive development of operational
software
? Prototyping model,used for developing
prototypes to clarify user requirements
2013-3-1 13
Spiral Model of Software
Development (Boehm,1988)
2013-3-1 14
Distinguishing Project Life
Cycles and Product Life Cycles
? The project life cycle applies to all projects,
regardless of the products being produced
? Product life cycle models vary considerably
based on the nature of the product
? Most large IT projects are developed as a
series of projects
? Project management is done in almost all
of the product life cycle phases*
*Example:SDLC—IT Product life cycle
2013-3-1 15
Example:New Products
? A--Pre-project
? B--Concept and initiate
? C--Market Survey and R&D
? D--Design
? E—Acquire facilities to
produce,if necessary
? F—Test and commissioning
? G—Turn-over(handover)
? H—Manufacturing
? I—Maintenance
? J—Expansion and upgrade
? K—Disposal and divestment
Project life cycle
Product life cycle
Operation life cycle
From A to K
From B to G
From G to J
Project:B,C,D,J,K
2013-3-1 16
The Importance of Project Phases
and Management Reviews
? A project should successfully pass through
each of the project phases in order to
continue on to the next
? Management reviews (also called phase
exits or kill points) should occur after each
phase to evaluate the project’s progress,
likely success,and continued compatibility
with organizational goals
2013-3-1 17
What Went Right?
"The real improvement that I saw was in our ability
to? in the words of Thomas Edison? know when to stop
beating a dead horse.…Edison's key to success was that he
failed fairly often; but as he said,he could recognize a dead
horse before it started to smell...as a result he had 14,000
patents and was very successful…
In IT we ride dead horses? failing projects? a long
time before we give up,But what we are seeing now is that
we are able to get off them; able to reduce cost overrun and
time overrun,That's where the major impact came on the
success rate.”
Cabanis,Jeannette,"'A Major Impact',The Standish Group's Jim Johnson On Project
Management and IT Project Success," PM Network,PMI,September 1998,p,7
2013-3-1 18
2.3 Understanding Organizations
2013-3-1 19
1.Organization Structure
? 3 basic organization structures
? functional
? project
? Matrix
? Week Matrix
? Balanced Matrix
? Strong Matrix
2013-3-1 20
Functional,Project,and Matrix
Organizational Structures
program
project
2013-3-1 21
Organization Structure
Influences on Projects
M a tr ix Or ga ni z at ion Type
P r o j e c t
C har a c t e r ist ic s
F u n c tion a l We a k M a tr ix B a la n c e d
M a tr ix
Stro n g M a tr ix
Pro je c tiz e d
Pro je c t M a n a g e r ' s
A u tho r ity
L ittle o r
N o n e
L imite d L o w to
M o d e r a te
M o d e r a te
T o H ig h
H ig h to
A lmo st T o ta l
Pe r c e n t o f Pe r f o r mi ng
O r g a n iz a tion ' s
Pe r so n n e l A ssig n e d F u ll -
time to Pro je c t Wor k
V ir tua lly
N o n e
0 - 25%
15 - 60%
50 - 95%
85 - 100%
Pro je c t M a n a g e r ' s Ro le Pa r t - time Pa r t - time F u ll - time F u ll - time F u ll - time
Co mmo n T itle f o r
Pro je c t M a n a g e r ' s Ro le
Pro je c t
Co o r d ina tor /
Pro je c t L e a d e r
Pro je c t
Co o r d ina tor /
Pro je c t L e a d e r
Pro je c t
M a n a g e r /
Pro je c t O f f ic e r
Pro je c t
M a n a g e r /
Pro g r a m M a n a g e r
Pro je c t
M a n a g e r /
Pro g r a m M a n a g e r
Pro je c t M a n a g e me n t
A d min istr a tive Sta f f
Pa r t - time
Pa r t - time
Pa r t - time
F u ll - time
F u ll - time
PMBOK Guide,2000
2013-3-1 22
Advantages & Disadvantages of
functional Organization
职能型组织
优点
缺点
简单,管理专家更容易,更具有灵活性,项目人员只向一
个上级报告
更强调职能和技术而不是项目目标,建立职业项目管
理队伍的机会少,
对自己的职能有有限的工作范围,对于一定的技术资
料可以比较容易的建立数据库
没有明确的责任人,客户可能找不到专门的联络点,项
目范围从一个部门移到另一个部门,故不容易进行项
目的整体管理
项目人员有 ’ 家 ’,部门为其成员提供技术支持,成员
可以不断得到提高,
部门提供的项目问题解决方案对于整个项目而言也
许不是最好的,
沟通线短,对于部门内部的问题反应迅速
部门之间没有正式的沟通线, 职能部门之间的竞争和
冲突会妨碍信息流动,
在职能部门内部,有明确界定的职责和权利
注,一般经理并不关心项目的问题,而只关心公司的问题,他们并不热心项目的优先权,在一个多项目的环境中,职
能型组织不太可取,
2013-3-1 23
Advantages & Disadvantages of
Matrix Organization
矩阵型组织
优点
缺点
项目目标显而易见 。 责任明确 —— 项目经理负全
责 。 客户直接与项目经理沟通, 对客户反应迅速
。
组织复杂 。 比职能型和项目型组织更难理解 。 对
项目成员而言, 有一个以上的上级 。
职能部门是项目人员有 ’ 家 ’ 。 技术专家仍在职
能部门, 并积累技术诀窍
双重职责和权利, 权利平衡的不良沟通系统等会
带来混乱 。
最大限度地利用公司的资源 。 几个项目可以分享
稀缺资源 。 有项目与职能部门分担成本 。
职能部门经理不大可能把最好的饿资源给项目 。
当很多项目同时执行时, 分享稀缺资源可能会带
来部门之间的问题 。
可以得到职能经理更多的支持 。 更好的协调 。 可
以广泛征求建议, 解决问题 。
与职能型组织相比, 对问题反应更快 。 但当问题
中涉及很多成员是, 做决策可能要很长时间 。
信息流动良好, 水平 （ 项目信息 ） 横跨各职能部
门, 垂直 （ 技术信息 ） 贯穿整个组织 。
矩阵型组织运行成本较高 。 需要大量程序, 很多
经理参与决策过程, 双重报告和重复管理将会增
加成本 。
注, 矩阵型组织很有效, 是一种很好的组织结构, 但不易操作 。 好的程序和系统是其关键 。 在亚洲公司中, 培训员工理解矩阵型组织, 如何操作 …
2013-3-1 24
Advantages & Disadvantages of
project Organization
项目型组织
优点
缺点
组织简单
项目结束后, 项目成员无 ‘ 家 ’ 可归 。
项目经理有充分的权利, 对项目尽心金责, 高
度激发主动性 。
当母公司有很多项目正在进行时, 资源使用效
率不高 。 设备重复, 保持多余的资源或设备 。
熟练的成员可以派到类似的项目
面向项目的决策, 而对技术执行状况等较少考
虑
所有项目队伍长期直接向项目经理汇报, 沟通
更有效, 决策速度快
2013-3-1 25
2.Recognize the Importance of
Project Stakeholders
? Recall that project stakeholders are
the people involved in or affected by
project activities
? Project managers must take time to
identify,understand,and manage
relationships with all project
stakeholders
? Meet stakeholder needs and
expectations
2013-3-1 26
2.4 Top Management
Commitment
2013-3-1 27
Need for Top Management
Commitment
? Several studies cite top management
commitment as one of the key factors
associated with project success
? Top management can help project
managers,
? secure adequate resources
? get approval for unique project needs in a
timely manner
? receive cooperation from people throughout
the organization
? and learn how to be better leaders
2013-3-1 28
What Helps Projects Succeed?
? the following items help IT projects succeed,
in order of importance*,
? Executive support
? User involvement
? Experience project manager
? Clear business objectives
? Minimized scope
? Standard software infrastructure
? Firm basic requirements
? Formal methodology
? Reliable estimates
*Standish Group’s report CHAOS 2001,A Recipe for Success
2013-3-1 29
Need for Organizational Commitment
to IT
? If the organization has a negative
attitude toward IT,it will be difficult for
an IT project to succeed
? Having a Chief Information Officer (CIO)
at a high level in the organization helps
IT projects
? Assigning non-IT people to IT projects
also encourage more commitment
2013-3-1 30
Need for Organizational
Standards
? Standards and guidelines help project
managers be more effective
? Senior management can encourage
? the use of standard forms and software
for project management
? the development and use of guidelines
for writing project plans or providing
status information
? the creation of a project management
office or center of excellence
2013-3-1 31
2.5 Suggested Skills for a
Project Manager
2013-3-1 32
? Define scope of project
? Identify stakeholders,decision-
makers,and escalation
procedures
? Develop detailed task list (work
breakdown structures)
? Estimate time requirements
? Develop initial project
management flow chart
? Identify required resources and
budget
? Evaluate project requirements
? Identify and evaluate risks
? Prepare contingency plan
? Identify interdependencies
? Identify and track critical
milestones
? Participate in project phase
review
? Secure needed resources
? Manage the change control
process
? Report project status
Fifteen Project Management
Job Functions*
*Northwest Center for Emerging Technologies,"Building a Foundation for Tomorrow,
Skills Standards for Information Technology,"Belleview,WA,1999
2013-3-1 33
Most Significant Characteristics of
Effective and Ineffective Project Managers
? Leadership by example
? Visionary
? Technically competent
? Decisive
? Good communicator
? Good motivator
? Stands up to upper
management when necessary
? Supports team members
? Encourages new ideas
? Sets bad example
? Not self-assured
? Lacks technical expertise
? Poor communicator
? Poor motivator
Effective Project Managers Ineffective Project Managers
2013-3-1 34
Skills for a Project Manager
? Organizational skills,planning,analyzing,goal-
setting,
? Communication skills,listening,persuading
? Team Building skills,empathy,motivation,
esprit de corps
? Leadership skills,vision (big
picture),energetic,positive,sets example,
delegates
? Coping skills,flexibility,creativity,patience,
persistence
? Technological skills,experience,project
knowledge
2013-3-1 35
2.6 Project Management
Process Groups
2013-3-1 36
PM Process Groups
? Project management can be viewed as
a number of interlinked processes
? The project management process
groups include
? initiating processes
? planning processes
? executing processes
? controlling processes
? closing processes
2013-3-1 37
The relations of processes
Initiating Planning
Executing Controlling
Closing
2013-3-1 38
Overlap of Process Groups in a Phase
2013-3-1 39
Relationships Among Process Groups,
Activities,and Knowledge Areas
2013-3-1 40
2013-3-1 41
Discussion
Based on the opening case,
? Which sphere of the systems management
model did Tom focus on? Why?
? How should Tom know what is important to
the business and organization?
? Discuss two specific things he can do in the
future to stay in tune with the bigger picture
? Discuss the closing case,Do you agree with
the decisions made? Why or why not?
2013-3-1 42
Three Sphere Model for Systems
Management
2013-3-1 43
Quick Quiz
1.What are the phases of the project life cycle?
2,What are the project management process groups?
3.What type of organizational structure gives the least amount
of authority to project managers?
4.Name two significant characteristics of effective project
managers?
?ANSWER1,concept,development,implementation,and close-out
?ANSWER2,initiating,planning,executing,controlling,and closing
?ANSWER3,functional
?ANSWER4,Any of the following,lead by example,are visionaries,
are technically competent,are decisive,are good communicators,are
good motivators,stand up to upper management when necessary,
support team members,and encourage new ideas
Chapter 2,
The Project Management
Context and
Processes
2013-3-1 2
Objectives
? Understand the systems view of project management
? Explain the four general phases in the project life cycle
? Explain the differences among functional,matrix,and
project organizational structures
? Explain why top management commitment to project
management is critical for a project’s success
? List important skills and attributes of a good project
manager
? Briefly describe the five process groups of project
management
? See how the project process groups relate to project
management knowledge areas
2013-3-1 3
Chapter Outline
? A Systems View of Project Management
? Project Phases and the Project Life Cycle
? Product Life Cycles
? The Importance of Project Phases and Management
Reviews
? Understanding Organizations
? Organizational Structures
? Stakeholder Management
? Top Management Commitment
? Suggested Skills for a Project Manager
? Project Management Process Groups
2013-3-1 4
2.1 A Systems View of Project
Management
2013-3-1 5
Projects Cannot Be Run In
Isolation
? Projects must operate in a broad
organizational environment
? Project managers need to take a
holistic or systems view of a project
and understand how it is situated
within the larger organization
? In the 1950s,A systems approach
applied to management and problem
solving
2013-3-1 6
A Systems View of Project
Management
? Three parts include,
? Systems philosophy,View things as
systems,interacting components working
within an environment to fulfill some
purpose
? Systems analysis,Use a problem-solving
approach
? Systems management,Address business,
technological,and organizational issues
before making changes to systems
Example:Three Gorges Project
2013-3-1 7
2.2 Project Phases and the
Project Life Cycle
2013-3-1 8
Project Phases and the Project
Life Cycle
? A project life cycle is a collection of
project phases
? Project phases vary by project or
industry,but some general phases
include
? concept
? development
? implementation
? Close-out
2013-3-1 9
Phases of the Project Life Cycle
2013-3-1 10
The typical activities in every
Phases of the Project Life Cycle
收集数据
阶段
概念
开发
执行
收尾
成本成员配置
水平
5%
20%
60%
15%
每一阶段完成
的典型活动
指定关键人员
建立,
产品最终审查
识别需求
建立范围基准线,
--组织
接收
建立,
最终产品
--沟通
结算
目标和目的
质量目标
激励团队工作
转交产品责任
可行性
资源
细化技术要求
评估
干系人
活动
建立,
风险水平
总计划
--工作包
战略
预算,现金流
--信息控制系统
可能的团队
WBS
采购货物和服务
估计资源
程序与政策
执行工作包
交付成果
识别方案
评估风险
指导 /监视 /预测 /控制
结果文档化
提交建议书
确认验证
--范围
重新分配资源
得到下一阶段的批
准
批准继续进行
--时间
项目章程
提交项目概要
--质量
--成本
解决问题
2013-3-1 11
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
? Typical SDLC phases include planning,
analysis,design,implementation，
and support
2013-3-1 12
Sample SDLC Models
? 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 release model,provides for
progressive development of operational
software
? Prototyping model,used for developing
prototypes to clarify user requirements
2013-3-1 13
Spiral Model of Software
Development (Boehm,1988)
2013-3-1 14
Distinguishing Project Life
Cycles and Product Life Cycles
? The project life cycle applies to all projects,
regardless of the products being produced
? Product life cycle models vary considerably
based on the nature of the product
? Most large IT projects are developed as a
series of projects
? Project management is done in almost all
of the product life cycle phases*
*Example:SDLC—IT Product life cycle
2013-3-1 15
Example:New Products
? A--Pre-project
? B--Concept and initiate
? C--Market Survey and R&D
? D--Design
? E—Acquire facilities to
produce,if necessary
? F—Test and commissioning
? G—Turn-over(handover)
? H—Manufacturing
? I—Maintenance
? J—Expansion and upgrade
? K—Disposal and divestment
Project life cycle
Product life cycle
Operation life cycle
From A to K
From B to G
From G to J
Project:B,C,D,J,K
2013-3-1 16
The Importance of Project Phases
and Management Reviews
? A project should successfully pass through
each of the project phases in order to
continue on to the next
? Management reviews (also called phase
exits or kill points) should occur after each
phase to evaluate the project’s progress,
likely success,and continued compatibility
with organizational goals
2013-3-1 17
What Went Right?
"The real improvement that I saw was in our ability
to? in the words of Thomas Edison? know when to stop
beating a dead horse.…Edison's key to success was that he
failed fairly often; but as he said,he could recognize a dead
horse before it started to smell...as a result he had 14,000
patents and was very successful…
In IT we ride dead horses? failing projects? a long
time before we give up,But what we are seeing now is that
we are able to get off them; able to reduce cost overrun and
time overrun,That's where the major impact came on the
success rate.”
Cabanis,Jeannette,"'A Major Impact',The Standish Group's Jim Johnson On Project
Management and IT Project Success," PM Network,PMI,September 1998,p,7
2013-3-1 18
2.3 Understanding Organizations
2013-3-1 19
1.Organization Structure
? 3 basic organization structures
? functional
? project
? Matrix
? Week Matrix
? Balanced Matrix
? Strong Matrix
2013-3-1 20
Functional,Project,and Matrix
Organizational Structures
program
project
2013-3-1 21
Organization Structure
Influences on Projects
M a tr ix Or ga ni z at ion Type
P r o j e c t
C har a c t e r ist ic s
F u n c tion a l We a k M a tr ix B a la n c e d
M a tr ix
Stro n g M a tr ix
Pro je c tiz e d
Pro je c t M a n a g e r ' s
A u tho r ity
L ittle o r
N o n e
L imite d L o w to
M o d e r a te
M o d e r a te
T o H ig h
H ig h to
A lmo st T o ta l
Pe r c e n t o f Pe r f o r mi ng
O r g a n iz a tion ' s
Pe r so n n e l A ssig n e d F u ll -
time to Pro je c t Wor k
V ir tua lly
N o n e
0 - 25%
15 - 60%
50 - 95%
85 - 100%
Pro je c t M a n a g e r ' s Ro le Pa r t - time Pa r t - time F u ll - time F u ll - time F u ll - time
Co mmo n T itle f o r
Pro je c t M a n a g e r ' s Ro le
Pro je c t
Co o r d ina tor /
Pro je c t L e a d e r
Pro je c t
Co o r d ina tor /
Pro je c t L e a d e r
Pro je c t
M a n a g e r /
Pro je c t O f f ic e r
Pro je c t
M a n a g e r /
Pro g r a m M a n a g e r
Pro je c t
M a n a g e r /
Pro g r a m M a n a g e r
Pro je c t M a n a g e me n t
A d min istr a tive Sta f f
Pa r t - time
Pa r t - time
Pa r t - time
F u ll - time
F u ll - time
PMBOK Guide,2000
2013-3-1 22
Advantages & Disadvantages of
functional Organization
职能型组织
优点
缺点
简单,管理专家更容易,更具有灵活性,项目人员只向一
个上级报告
更强调职能和技术而不是项目目标,建立职业项目管
理队伍的机会少,
对自己的职能有有限的工作范围,对于一定的技术资
料可以比较容易的建立数据库
没有明确的责任人,客户可能找不到专门的联络点,项
目范围从一个部门移到另一个部门,故不容易进行项
目的整体管理
项目人员有 ’ 家 ’,部门为其成员提供技术支持,成员
可以不断得到提高,
部门提供的项目问题解决方案对于整个项目而言也
许不是最好的,
沟通线短,对于部门内部的问题反应迅速
部门之间没有正式的沟通线, 职能部门之间的竞争和
冲突会妨碍信息流动,
在职能部门内部,有明确界定的职责和权利
注,一般经理并不关心项目的问题,而只关心公司的问题,他们并不热心项目的优先权,在一个多项目的环境中,职
能型组织不太可取,
2013-3-1 23
Advantages & Disadvantages of
Matrix Organization
矩阵型组织
优点
缺点
项目目标显而易见 。 责任明确 —— 项目经理负全
责 。 客户直接与项目经理沟通, 对客户反应迅速
。
组织复杂 。 比职能型和项目型组织更难理解 。 对
项目成员而言, 有一个以上的上级 。
职能部门是项目人员有 ’ 家 ’ 。 技术专家仍在职
能部门, 并积累技术诀窍
双重职责和权利, 权利平衡的不良沟通系统等会
带来混乱 。
最大限度地利用公司的资源 。 几个项目可以分享
稀缺资源 。 有项目与职能部门分担成本 。
职能部门经理不大可能把最好的饿资源给项目 。
当很多项目同时执行时, 分享稀缺资源可能会带
来部门之间的问题 。
可以得到职能经理更多的支持 。 更好的协调 。 可
以广泛征求建议, 解决问题 。
与职能型组织相比, 对问题反应更快 。 但当问题
中涉及很多成员是, 做决策可能要很长时间 。
信息流动良好, 水平 （ 项目信息 ） 横跨各职能部
门, 垂直 （ 技术信息 ） 贯穿整个组织 。
矩阵型组织运行成本较高 。 需要大量程序, 很多
经理参与决策过程, 双重报告和重复管理将会增
加成本 。
注, 矩阵型组织很有效, 是一种很好的组织结构, 但不易操作 。 好的程序和系统是其关键 。 在亚洲公司中, 培训员工理解矩阵型组织, 如何操作 …
2013-3-1 24
Advantages & Disadvantages of
project Organization
项目型组织
优点
缺点
组织简单
项目结束后, 项目成员无 ‘ 家 ’ 可归 。
项目经理有充分的权利, 对项目尽心金责, 高
度激发主动性 。
当母公司有很多项目正在进行时, 资源使用效
率不高 。 设备重复, 保持多余的资源或设备 。
熟练的成员可以派到类似的项目
面向项目的决策, 而对技术执行状况等较少考
虑
所有项目队伍长期直接向项目经理汇报, 沟通
更有效, 决策速度快
2013-3-1 25
2.Recognize the Importance of
Project Stakeholders
? Recall that project stakeholders are
the people involved in or affected by
project activities
? Project managers must take time to
identify,understand,and manage
relationships with all project
stakeholders
? Meet stakeholder needs and
expectations
2013-3-1 26
2.4 Top Management
Commitment
2013-3-1 27
Need for Top Management
Commitment
? Several studies cite top management
commitment as one of the key factors
associated with project success
? Top management can help project
managers,
? secure adequate resources
? get approval for unique project needs in a
timely manner
? receive cooperation from people throughout
the organization
? and learn how to be better leaders
2013-3-1 28
What Helps Projects Succeed?
? the following items help IT projects succeed,
in order of importance*,
? Executive support
? User involvement
? Experience project manager
? Clear business objectives
? Minimized scope
? Standard software infrastructure
? Firm basic requirements
? Formal methodology
? Reliable estimates
*Standish Group’s report CHAOS 2001,A Recipe for Success
2013-3-1 29
Need for Organizational Commitment
to IT
? If the organization has a negative
attitude toward IT,it will be difficult for
an IT project to succeed
? Having a Chief Information Officer (CIO)
at a high level in the organization helps
IT projects
? Assigning non-IT people to IT projects
also encourage more commitment
2013-3-1 30
Need for Organizational
Standards
? Standards and guidelines help project
managers be more effective
? Senior management can encourage
? the use of standard forms and software
for project management
? the development and use of guidelines
for writing project plans or providing
status information
? the creation of a project management
office or center of excellence
2013-3-1 31
2.5 Suggested Skills for a
Project Manager
2013-3-1 32
? Define scope of project
? Identify stakeholders,decision-
makers,and escalation
procedures
? Develop detailed task list (work
breakdown structures)
? Estimate time requirements
? Develop initial project
management flow chart
? Identify required resources and
budget
? Evaluate project requirements
? Identify and evaluate risks
? Prepare contingency plan
? Identify interdependencies
? Identify and track critical
milestones
? Participate in project phase
review
? Secure needed resources
? Manage the change control
process
? Report project status
Fifteen Project Management
Job Functions*
*Northwest Center for Emerging Technologies,"Building a Foundation for Tomorrow,
Skills Standards for Information Technology,"Belleview,WA,1999
2013-3-1 33
Most Significant Characteristics of
Effective and Ineffective Project Managers
? Leadership by example
? Visionary
? Technically competent
? Decisive
? Good communicator
? Good motivator
? Stands up to upper
management when necessary
? Supports team members
? Encourages new ideas
? Sets bad example
? Not self-assured
? Lacks technical expertise
? Poor communicator
? Poor motivator
Effective Project Managers Ineffective Project Managers
2013-3-1 34
Skills for a Project Manager
? Organizational skills,planning,analyzing,goal-
setting,
? Communication skills,listening,persuading
? Team Building skills,empathy,motivation,
esprit de corps
? Leadership skills,vision (big
picture),energetic,positive,sets example,
delegates
? Coping skills,flexibility,creativity,patience,
persistence
? Technological skills,experience,project
knowledge
2013-3-1 35
2.6 Project Management
Process Groups
2013-3-1 36
PM Process Groups
? Project management can be viewed as
a number of interlinked processes
? The project management process
groups include
? initiating processes
? planning processes
? executing processes
? controlling processes
? closing processes
2013-3-1 37
The relations of processes
Initiating Planning
Executing Controlling
Closing
2013-3-1 38
Overlap of Process Groups in a Phase
2013-3-1 39
Relationships Among Process Groups,
Activities,and Knowledge Areas
2013-3-1 40
2013-3-1 41
Discussion
Based on the opening case,
? Which sphere of the systems management
model did Tom focus on? Why?
? How should Tom know what is important to
the business and organization?
? Discuss two specific things he can do in the
future to stay in tune with the bigger picture
? Discuss the closing case,Do you agree with
the decisions made? Why or why not?
2013-3-1 42
Three Sphere Model for Systems
Management
2013-3-1 43
Quick Quiz
1.What are the phases of the project life cycle?
2,What are the project management process groups?
3.What type of organizational structure gives the least amount
of authority to project managers?
4.Name two significant characteristics of effective project
managers?
?ANSWER1,concept,development,implementation,and close-out
?ANSWER2,initiating,planning,executing,controlling,and closing
?ANSWER3,functional
?ANSWER4,Any of the following,lead by example,are visionaries,
are technically competent,are decisive,are good communicators,are
good motivators,stand up to upper management when necessary,
support team members,and encourage new ideas
