The Project Management Context
and Processes
INSTRUCTOR,SHU LIU
HIT SCHOOL OF SOFTWARE
Summer 2005
All rights reserved
IT Project Management
Context and Processes 2
Outline
A Systems View of Project Management
Project Phases and the Project Life Cycle
Understanding Organizations
Suggested Skills for a Project Manager
Project Management Process Groups
IT Project Management
Context and Processes 3
A System View of Project Management
We can’t achieve anything in business
without profits…
Fujio Mitarai CEO Canon
IT Project Management
Context and Processes 4
Enterprise Management Approach
公司管理的方法
IT Project Management
Business Management 业务管理
Project Management 项目管理
Engineering 工程
Process 步骤 Methodology 方法 Tools 工具
Best Practices
最佳的策略
The highway
code
How to drive The car Advanced
driving
Context and Processes 5
A System View of Project Management
Taking a systems view means looking at the
big picture of how a particular project fits
into the rest of the organization.
It is important for project managers to
understand the broader organizational
environment to ensure their projects meet
organizational needs.
IT Project Management
Context and Processes 6
Projects Cannot Be Run In Isolation
Projects must operate in a broad organizational
environment,If project are run in isolation,it is
unlikely that those projects will ever truly serve
the needs of the organization.
Project managers need to take a holistic or systems view of
a project and understand how it is situated within the
larger organization – Systems thinking
IT Project Management
Context and Processes 7
Three Sphere Model for Systems Management
Business
Technology
Organization
IT Project Management
Senior managers
and project
managers must
identify key
business,
technological and
organizational
issues related to
each project in
order to do what is
best for the entire
organization.
Context and Processes 8
Project Life Cycle
Projects operate as part of a system and
involve uncertainty,it is good practice to
divide projects into several phases.
A project life cycle is a collection of
project phases
IT Project Management
Context and Processes 9
Project Phases and the Project Life Cycle
Project phases vary by project or industry,
but some general phases include
concept
development
implementation
Close-out
IT Project Management
Context and Processes 10
Project Life Cycle Model
IT Project Management
初期 中期 后期
Concept
phase
Development
phase
Implementation
phase
Close-out
phase
Time
Activity
Begin End
Context and Processes 11
Phases of the Project Life Cycle
Concept Phase
Managers usually briefly describe the project
Develop a very high-level or summary plan for the
project,which describes the need for the project and
basic underlying concepts.
A preliminary or very rough cost estimate is
developed
An overview of the work involved is created
Work Breakdown Structure – WBS
IT Project Management
Context and Processes 12
Phases of the Project Life Cycle
Development Phase
The project team creates a more detailed project plan
A more accurate cost estimate
A more thorough WBS
This phased approach minimizes the time and
money spent developing inappropriate projects,
A project idea must pass the concept phase before
evolving during the development phase,
IT Project Management
Context and Processes 13
Phases of the Project Life Cycle
Implementation Phase
The project team delivers the required work
Creates a definitive or very accurate cost
estimate
Provides performance reports to stakeholders
The bulk of a project team’s efforts and the
most money are usually spent during the
implementation phase of projects.
IT Project Management
Context and Processes 14
Phases of the Project Life Cycle
Close-out Phase
All of the work is completed
Customer accepts the entire project
The project team should document their
experiences on the project in a lessons-learned
report
IT Project Management
Context and Processes 15
Phases of the Project Life Cycle
IT Project Management
Context and Processes 16
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
IT Project Management
Context and Processes 17
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
…
IT Project Management
Context and Processes 18
Software Project Life Cycle
IT Project Management
Planning
Requirement
Analysis
Design
Coding
Testing
Operation &
maintain
Milestone
Milestone
Milestone
Milestone
Milestone
● Feasibility Report
● Project Plan
● Requirement
analysis Report
● System Design Report
● Source Code
● Unit Test Report
● System Integration
Test Report
● Acceptance Test
Report
Context and Processes 19
Project Life Cycles vs.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 products are developed as a
series of projects
IT Project Management
Context and Processes 20
Why Have 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
IT Project Management
Context and Processes 21
Understanding Organizations
Structural frame:
Focuses on roles and
responsibilities,
coordination and control,
Organization charts help
define this frame.
Human resources frame:
Focuses on providing
harmony(融合 ) between
needs of the organization
and needs of people,
Political frame,Assumes
organizations are coalitions
（ 联合 ） composed of
varied individuals and
interest groups,Conflict
and power are key issues.
Symbolic frame:
Focuses on symbols and
meanings related to events,
Culture is important.
IT Project Management
Context and Processes 22
Many Organizations Focus on the
Structural Frame
Most people understand what organizational
charts are
Many new managers try to change organizational
structure when other changes are needed
3 basic organization structures
functional
project
matrix
IT Project Management
Context and Processes 23
Organizational Structures
IT Project Management
Context and Processes 24
Functional Organization
组织结构 - 职能组织
IT Project Management
CEO
Functional
Manager
Functional
Manager
Functional
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Project
Coordination
Context and Processes 25
Project
Coordination
Projectized Organization
组织结构 - 项目组织
IT Project Management
CEO
Project
Manager
Project
Manager
Project
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Context and Processes 26
Project
Coordination
Strong Matrix Organization
组织结构 - 强矩阵组织
IT Project Management
CEO
Functional
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Functional
Manager
Functional
Manager
Project Mg.
Project Mg.
Project Mg.
Project
Management
Office
Context and Processes 27
Organizational Structure Influences on Projects
M a t ri x O r gan i z ati o n Ty p e
P r o je c t
C h ar ac te r i s ti c s
F unc t i ona l W e a k M a t ri x B a l a nc e d
M a t ri x
S t rong M a t ri x P roj e c t i z e d
P roj e c t M a na g e r' s
A ut hori t y
L i t t l e or
N one
L i m i t e d L o w t o
M ode ra t e
M ode ra t e
T o H i g h
H i g h t o
A l m os t T ot a l
P e rc e nt of P e rfor m i ng
O rg a ni z a t i on ' s
P e rs onne l A s s i g ne d F ul l -
t i m e t o P roj e c t W ork
V i rt ua l l y
N one
0- 25% 15- 60% 50- 95% 85- 100%
P roj e c t M a na g e r' s Rol e P a rt - t i m e P a rt - t i m e F ul l - t i m e F ul l - t i m e F ul l - t i m e
Com m on T i t l e for
P roj e c t M a na g e r' s Rol e
P roj e c t
Coordi na t or/
P roj e c t L e a de r
P roj e c t
Coordi na t or/
P roj e c t L e a de r
P roj e c t
M a na g e r/
P roj e c t O ffi c e r
P roj e c t
M a na g e r/
P rog ra m M a na g e r
P roj e c t
M a na g e r/
P rog ra m M a na g e r
P roj e c t M a na g e m e nt
A dm i ni s t ra t i v e S t a ff P a rt - t i m e P a rt - t i m e P a rt - t i m e F ul l - t i m e F ul l - t i m e
PMBOK Guide,2000,p,19
IT Project Management
See Page 36
Context and Processes 28
What Helps Projects Succeed?
According to the Standish Group’s report CHAOS 2001,A
Recipe for Success,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
IT Project Management
Context and Processes 29
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
Using the four frames of organizations can help meet
stakeholder needs and expectations
Senior executives are very important stakeholders
IT Project Management
Context and Processes 30
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
IT Project Management
Context and Processes 31
Need for Organizational Commitment to
Information Technology (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
IT Project Management
Context and Processes 32
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
IT Project Management
Context and Processes 33
Project Manager
The project manager is the only contact
point for the project.(项目经理是项目的单一联系点。 )
Project manager’s responsibilities:
Plan and organize project
Mange daily project activities
Responsible for delivering the deliverables
IT Project Management
Context and Processes 34
Project Manager
IT Project Management
Project Manager
Top Management
Client Supplier
Other
Departments
Project Team
Context and Processes 35
Suggested Skills for a Project Manager
Communication skills – listening,persuading
Organizational skills – planning,goal-setting,
analyzing
Team Building skills – motivation
Leadership skills – sets example,energetic,vision,
positive
Coping skills – flexibility,creativity,patience,
persistence
Technological skills – experience,project
knowledge
IT Project Management
Context and Processes 36
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
IT Project Management
Context and Processes 37
What makes a
good manager?
Do you want to
know Bill Gates’
answer
Context and Processes 38
Project Manager vs,Project Leader
Customer satisfaction
客户满意
Deal with outside world
与外界合作
Negotiation 谈判
Communication/reporting
沟通汇报
Provide resources
提供资源
Monitors the project team
监督项目小组
Quality product
质量合格产品
Assures internal development
确保内部发展
Quality control 质量控制
Technical integrity
技术全面
Direct resource use
使用直接资源
Assigns and assists project team
分配和协助项目组
IT Project Management
Context and Processes 39
Project Manager vs,Project Leader
Approves 批准
Estimates 评估
Schedules 日程表
Project plan 项目计划
Project documents 项目文件
Conduct project reviews
项目回顾
Control scope,schedule
控制范围和日程表
Approves system test 批准
Obtain customer sign off
获得客户地认可
Coordinates implementation
协调完成
Prepares
Estimates 评估
Schedules 日程表
Project plan 项目计划
Project documents 项目文件
Conduct technical reviews
技术回顾
Supervises development
监督进展情况
Perform system test 执行系统测试
Perform acceptance test
执行接收测试
Plan implementation
完成计划
IT Project Management
Context and Processes 40
Project Management Process Groups
项目管理流程分组
Project management can be viewed as a
number of interlinked processes
The project management process groups
include
initiating processes 起步
planning processes 计划
executing processes 执行
controlling processes 控制
closing processes 收尾
IT Project Management
Context and Processes 41
Project Management Process Groups
IT Project Management
Initiating Planning
Controlling Executing
Close out
It includes creating workable plans for
the entire project,Every knowledge area
requires development of some plans
It includes actions to commit to
begin or end projects and project phases.
It involves coordinating
everyone and everything
to carry out the project
plans
It ensures the project objectives are
met,Deliverables include monitoring
and measuring progress and taking
corrective action
It involves bringing the project to an orderly end.
Context and Processes 42
Project Management Process Groups
The process groups are not discrete,one-time
events,They occur at varying levels of intensity
throughout each phase of a project,
Generally,the most time on projects should be
spent in executing processes,followed by
planning,The initiating and closing processes are
usually the shortest and require the least amount of
resources and time.
IT Project Management
Context and Processes 43
Overlap of Process Groups in a Phase
IT Project Management
Context and Processes 44
Initiation – Need Requirement; Project Feasibility
起步 - 工作要求和项目可行性
Planning – Project Plan
计划 - 项目计划
Executing – Change Request; Work Result
执行 - 改变工作要求；工作成果
Controlling – Project Plan Updates; Performance
Report
控制 - 更新项目计划；工作状况报告
Closing – Lessons Learn Study
收尾 - 学到的经验
Integration Management 综合管理
IT Project Management
Context and Processes 45
Initiation – Project Charter; Business Case
起步 - 项目宗旨；业务情况
Planning – Scope Statement,Scope Management Plan; WBS
计划 - 工作范围描述；工作范围管理计划； WBS
Executing – Formal Acceptance Documentation
执行 - 正式确认文件
Controlling – Scope Change Request; Corrective Action;
Performance Report
控制 - 要求变动工作范围；正确的行动 ; 工作状况报告
Closing – Lessons Learnt; Post-Review Meeting Minutes
收尾 - 学到的经验；工作回顾会议记录
Scope Management 工作范围管理
IT Project Management
Context and Processes 46
Initiation – Project Milestone Plan
起步 - 项目里程计划
Planning – Activity List with Time Duration; Project Schedule; Schedule
Management Plan; Network Diagram
计划 - 活动计划安排；项目日程；日程管理计划 ; 网络图
Executing – Project Schedule Report; Schedule Change Forecast;
Planned Reponses
执行 - 项目日程报告；日程变动预测；预计的反应
Controlling – Schedule Updates,Corrective action
控制 - 日程更新；正确的行动
Closing – Lessons Learnt
收尾 - 学到的经验
Time Management时间管理
IT Project Management
Context and Processes 47
Initiation – Cost Benefit Analysis; Business Case
起步 - 成本收益分析；业务情况
Planning – List of Resource Requirement; Cost Estimate; Cost
Management Plan,Cost Baseline; Chart of Account
计划 - 所需资源清单；成本估算；成本管理计划；成本基线；
帐目表
Executing – Baseline Cost Execution
执行 - 成本基线的执行
Controlling – List of Cost Estimate; List of Budget Updates;
Estimate at Completion
控制 - 成本估算清单；预算更新表；完工估算
Closing – Lessons Learnt
收尾 - 学到的经验
Cost Management 成本管理
IT Project Management
Context and Processes 48
Initiation – Quality Requirement Documentation
起步 - 质量要求文件
Planning – Quality Management Plan; Quality Checklist
计划 - 质量管理计划；质量检查清单
Executing – Mechanism for Quality Improvement
执行 - 质量提高机制
Controlling – Acceptance Decision; Reduction in Rework;
Completed Checklist; Process Adjustment
控制 - 作出认可决策；减少反工；完工检查清单；流程调整
Closing – Lessons Learnt; Summary Report
收尾 - 学到的经验；总结报告
Quality Management 质量管理
IT Project Management
Context and Processes 49
Initiation – Role and Responsibility Assignment
起步 - 工作角色和职责分配
Planning – Staffing Management Plan; Organization Chart; Project
Directory
计划 - 人员管理计划；人员架构；项目指导
Executing – Performance Improvement; Input to Performance
Appraisals; Rewards and Recognition Plan
执行 - 提高工作表现；工作表现评估；奖励和认可计划
Controlling – Staffing Management Plan
控制 - 人员管理计划
Closing – Transition Plan; Lessons Learnt
收尾 - 调动计划；学到的经验
Human Resource Management人力资源管理
IT Project Management
Context and Processes 50
Initiation – Supporting Details for Communication Management Plan
起步 - 沟通管理计划的细节
Planning – Project Files; Mechanism for Obtaining Feedback from
Stakeholders; Communication Management Plan
计划 - 项目文件；获得干系人反馈机制；沟通管理计划
Executing – Project Report; Project Progress Report; Analysis of Planned
versus Actual
执行 - 项目报告；项目进展报告；分析比较计划和实际状况
Controlling – Performance Reports; Change Request
控制 - 工作表现报告；不断变化工作要求
Closing – Lessons Learnt; Project Closure Documentation
收尾 - 学到的经验；项目总结文件
Communication Management沟通管理
IT Project Management
Context and Processes 51
Initiation – Risk Assessment Matrix
起步 - 风险评估模式
Planning – Risk Management Plan; Contingency Plan; Contractual
Agreement; Risk Assessment Matrix; Probability Impact Matrix;
Sensitivity Analysis;
Decision Tree Analysis; Risk Response Plan
计划 - 风险管理计划；可能发生的风险计划；合约；风险评估模式；可能产生的影响模式；敏感性分析；决策树形图分析；风险应对计划
Executing – Project Risk Response Plan
执行 - 项目风险应对计划
Controlling – Updates to Risk Response Plan; Corrective Actions; Workaround
控制 - 更新风险应对计划；采取正确的行动；工作区
Closing – Lessons Learnt
收尾 - 学到的经验
Risk Management风险管理
IT Project Management
Context and Processes 52
Initiation – Preliminary Procurement Plan
起步 - 预计采购计划
Planning – Procurement Management Plan; Procurement Statement of
Work
计划 - 采购管理计划；采购工作描述
Executing – Procurement Documentation; Evaluation Criteria; Contract
执行 - 采购文件；评估标准；合同
Controlling – Manage Change to Contract
控制 - 合同变更管理
Closing – Formal Acceptance and Closure Documentation; Lessons Learnt
收尾 - 正式的确认和结束文件；学到的经验
Procurement Management 采购管理
IT Project Management
Context and Processes 53
Relationships Among Process Groups,
Activities,and Knowledge Areas
See Table 2.5
on page 46-47
IT Project Management
Context and Processes 54
Problems and Points to Ponder
Many people confuse with the project life
cycle and the project process groups,
What is a key distinguishing feature of the
two concepts? Explain by using your own
words.
IT Project Management
Context and Processes 55
Context and Processes 56
Reference Answer
The project life cycle consists of four phases,
concept,development,implementation,and close-
out,They are linear phases,meaning one must be
completed before going on to the next,
The project management process groups -
initiating,planning,executing,controlling,and
closing - are integrative in nature and overlap with
each other,They are done in every phase of the
project life cycle.
IT Project Management
and Processes
INSTRUCTOR,SHU LIU
HIT SCHOOL OF SOFTWARE
Summer 2005
All rights reserved
IT Project Management
Context and Processes 2
Outline
A Systems View of Project Management
Project Phases and the Project Life Cycle
Understanding Organizations
Suggested Skills for a Project Manager
Project Management Process Groups
IT Project Management
Context and Processes 3
A System View of Project Management
We can’t achieve anything in business
without profits…
Fujio Mitarai CEO Canon
IT Project Management
Context and Processes 4
Enterprise Management Approach
公司管理的方法
IT Project Management
Business Management 业务管理
Project Management 项目管理
Engineering 工程
Process 步骤 Methodology 方法 Tools 工具
Best Practices
最佳的策略
The highway
code
How to drive The car Advanced
driving
Context and Processes 5
A System View of Project Management
Taking a systems view means looking at the
big picture of how a particular project fits
into the rest of the organization.
It is important for project managers to
understand the broader organizational
environment to ensure their projects meet
organizational needs.
IT Project Management
Context and Processes 6
Projects Cannot Be Run In Isolation
Projects must operate in a broad organizational
environment,If project are run in isolation,it is
unlikely that those projects will ever truly serve
the needs of the organization.
Project managers need to take a holistic or systems view of
a project and understand how it is situated within the
larger organization – Systems thinking
IT Project Management
Context and Processes 7
Three Sphere Model for Systems Management
Business
Technology
Organization
IT Project Management
Senior managers
and project
managers must
identify key
business,
technological and
organizational
issues related to
each project in
order to do what is
best for the entire
organization.
Context and Processes 8
Project Life Cycle
Projects operate as part of a system and
involve uncertainty,it is good practice to
divide projects into several phases.
A project life cycle is a collection of
project phases
IT Project Management
Context and Processes 9
Project Phases and the Project Life Cycle
Project phases vary by project or industry,
but some general phases include
concept
development
implementation
Close-out
IT Project Management
Context and Processes 10
Project Life Cycle Model
IT Project Management
初期 中期 后期
Concept
phase
Development
phase
Implementation
phase
Close-out
phase
Time
Activity
Begin End
Context and Processes 11
Phases of the Project Life Cycle
Concept Phase
Managers usually briefly describe the project
Develop a very high-level or summary plan for the
project,which describes the need for the project and
basic underlying concepts.
A preliminary or very rough cost estimate is
developed
An overview of the work involved is created
Work Breakdown Structure – WBS
IT Project Management
Context and Processes 12
Phases of the Project Life Cycle
Development Phase
The project team creates a more detailed project plan
A more accurate cost estimate
A more thorough WBS
This phased approach minimizes the time and
money spent developing inappropriate projects,
A project idea must pass the concept phase before
evolving during the development phase,
IT Project Management
Context and Processes 13
Phases of the Project Life Cycle
Implementation Phase
The project team delivers the required work
Creates a definitive or very accurate cost
estimate
Provides performance reports to stakeholders
The bulk of a project team’s efforts and the
most money are usually spent during the
implementation phase of projects.
IT Project Management
Context and Processes 14
Phases of the Project Life Cycle
Close-out Phase
All of the work is completed
Customer accepts the entire project
The project team should document their
experiences on the project in a lessons-learned
report
IT Project Management
Context and Processes 15
Phases of the Project Life Cycle
IT Project Management
Context and Processes 16
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
IT Project Management
Context and Processes 17
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
…
IT Project Management
Context and Processes 18
Software Project Life Cycle
IT Project Management
Planning
Requirement
Analysis
Design
Coding
Testing
Operation &
maintain
Milestone
Milestone
Milestone
Milestone
Milestone
● Feasibility Report
● Project Plan
● Requirement
analysis Report
● System Design Report
● Source Code
● Unit Test Report
● System Integration
Test Report
● Acceptance Test
Report
Context and Processes 19
Project Life Cycles vs.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 products are developed as a
series of projects
IT Project Management
Context and Processes 20
Why Have 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
IT Project Management
Context and Processes 21
Understanding Organizations
Structural frame:
Focuses on roles and
responsibilities,
coordination and control,
Organization charts help
define this frame.
Human resources frame:
Focuses on providing
harmony(融合 ) between
needs of the organization
and needs of people,
Political frame,Assumes
organizations are coalitions
（ 联合 ） composed of
varied individuals and
interest groups,Conflict
and power are key issues.
Symbolic frame:
Focuses on symbols and
meanings related to events,
Culture is important.
IT Project Management
Context and Processes 22
Many Organizations Focus on the
Structural Frame
Most people understand what organizational
charts are
Many new managers try to change organizational
structure when other changes are needed
3 basic organization structures
functional
project
matrix
IT Project Management
Context and Processes 23
Organizational Structures
IT Project Management
Context and Processes 24
Functional Organization
组织结构 - 职能组织
IT Project Management
CEO
Functional
Manager
Functional
Manager
Functional
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Project
Coordination
Context and Processes 25
Project
Coordination
Projectized Organization
组织结构 - 项目组织
IT Project Management
CEO
Project
Manager
Project
Manager
Project
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Context and Processes 26
Project
Coordination
Strong Matrix Organization
组织结构 - 强矩阵组织
IT Project Management
CEO
Functional
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Functional
Manager
Functional
Manager
Project Mg.
Project Mg.
Project Mg.
Project
Management
Office
Context and Processes 27
Organizational Structure Influences on Projects
M a t ri x O r gan i z ati o n Ty p e
P r o je c t
C h ar ac te r i s ti c s
F unc t i ona l W e a k M a t ri x B a l a nc e d
M a t ri x
S t rong M a t ri x P roj e c t i z e d
P roj e c t M a na g e r' s
A ut hori t y
L i t t l e or
N one
L i m i t e d L o w t o
M ode ra t e
M ode ra t e
T o H i g h
H i g h t o
A l m os t T ot a l
P e rc e nt of P e rfor m i ng
O rg a ni z a t i on ' s
P e rs onne l A s s i g ne d F ul l -
t i m e t o P roj e c t W ork
V i rt ua l l y
N one
0- 25% 15- 60% 50- 95% 85- 100%
P roj e c t M a na g e r' s Rol e P a rt - t i m e P a rt - t i m e F ul l - t i m e F ul l - t i m e F ul l - t i m e
Com m on T i t l e for
P roj e c t M a na g e r' s Rol e
P roj e c t
Coordi na t or/
P roj e c t L e a de r
P roj e c t
Coordi na t or/
P roj e c t L e a de r
P roj e c t
M a na g e r/
P roj e c t O ffi c e r
P roj e c t
M a na g e r/
P rog ra m M a na g e r
P roj e c t
M a na g e r/
P rog ra m M a na g e r
P roj e c t M a na g e m e nt
A dm i ni s t ra t i v e S t a ff P a rt - t i m e P a rt - t i m e P a rt - t i m e F ul l - t i m e F ul l - t i m e
PMBOK Guide,2000,p,19
IT Project Management
See Page 36
Context and Processes 28
What Helps Projects Succeed?
According to the Standish Group’s report CHAOS 2001,A
Recipe for Success,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
IT Project Management
Context and Processes 29
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
Using the four frames of organizations can help meet
stakeholder needs and expectations
Senior executives are very important stakeholders
IT Project Management
Context and Processes 30
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
IT Project Management
Context and Processes 31
Need for Organizational Commitment to
Information Technology (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
IT Project Management
Context and Processes 32
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
IT Project Management
Context and Processes 33
Project Manager
The project manager is the only contact
point for the project.(项目经理是项目的单一联系点。 )
Project manager’s responsibilities:
Plan and organize project
Mange daily project activities
Responsible for delivering the deliverables
IT Project Management
Context and Processes 34
Project Manager
IT Project Management
Project Manager
Top Management
Client Supplier
Other
Departments
Project Team
Context and Processes 35
Suggested Skills for a Project Manager
Communication skills – listening,persuading
Organizational skills – planning,goal-setting,
analyzing
Team Building skills – motivation
Leadership skills – sets example,energetic,vision,
positive
Coping skills – flexibility,creativity,patience,
persistence
Technological skills – experience,project
knowledge
IT Project Management
Context and Processes 36
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
IT Project Management
Context and Processes 37
What makes a
good manager?
Do you want to
know Bill Gates’
answer
Context and Processes 38
Project Manager vs,Project Leader
Customer satisfaction
客户满意
Deal with outside world
与外界合作
Negotiation 谈判
Communication/reporting
沟通汇报
Provide resources
提供资源
Monitors the project team
监督项目小组
Quality product
质量合格产品
Assures internal development
确保内部发展
Quality control 质量控制
Technical integrity
技术全面
Direct resource use
使用直接资源
Assigns and assists project team
分配和协助项目组
IT Project Management
Context and Processes 39
Project Manager vs,Project Leader
Approves 批准
Estimates 评估
Schedules 日程表
Project plan 项目计划
Project documents 项目文件
Conduct project reviews
项目回顾
Control scope,schedule
控制范围和日程表
Approves system test 批准
Obtain customer sign off
获得客户地认可
Coordinates implementation
协调完成
Prepares
Estimates 评估
Schedules 日程表
Project plan 项目计划
Project documents 项目文件
Conduct technical reviews
技术回顾
Supervises development
监督进展情况
Perform system test 执行系统测试
Perform acceptance test
执行接收测试
Plan implementation
完成计划
IT Project Management
Context and Processes 40
Project Management Process Groups
项目管理流程分组
Project management can be viewed as a
number of interlinked processes
The project management process groups
include
initiating processes 起步
planning processes 计划
executing processes 执行
controlling processes 控制
closing processes 收尾
IT Project Management
Context and Processes 41
Project Management Process Groups
IT Project Management
Initiating Planning
Controlling Executing
Close out
It includes creating workable plans for
the entire project,Every knowledge area
requires development of some plans
It includes actions to commit to
begin or end projects and project phases.
It involves coordinating
everyone and everything
to carry out the project
plans
It ensures the project objectives are
met,Deliverables include monitoring
and measuring progress and taking
corrective action
It involves bringing the project to an orderly end.
Context and Processes 42
Project Management Process Groups
The process groups are not discrete,one-time
events,They occur at varying levels of intensity
throughout each phase of a project,
Generally,the most time on projects should be
spent in executing processes,followed by
planning,The initiating and closing processes are
usually the shortest and require the least amount of
resources and time.
IT Project Management
Context and Processes 43
Overlap of Process Groups in a Phase
IT Project Management
Context and Processes 44
Initiation – Need Requirement; Project Feasibility
起步 - 工作要求和项目可行性
Planning – Project Plan
计划 - 项目计划
Executing – Change Request; Work Result
执行 - 改变工作要求；工作成果
Controlling – Project Plan Updates; Performance
Report
控制 - 更新项目计划；工作状况报告
Closing – Lessons Learn Study
收尾 - 学到的经验
Integration Management 综合管理
IT Project Management
Context and Processes 45
Initiation – Project Charter; Business Case
起步 - 项目宗旨；业务情况
Planning – Scope Statement,Scope Management Plan; WBS
计划 - 工作范围描述；工作范围管理计划； WBS
Executing – Formal Acceptance Documentation
执行 - 正式确认文件
Controlling – Scope Change Request; Corrective Action;
Performance Report
控制 - 要求变动工作范围；正确的行动 ; 工作状况报告
Closing – Lessons Learnt; Post-Review Meeting Minutes
收尾 - 学到的经验；工作回顾会议记录
Scope Management 工作范围管理
IT Project Management
Context and Processes 46
Initiation – Project Milestone Plan
起步 - 项目里程计划
Planning – Activity List with Time Duration; Project Schedule; Schedule
Management Plan; Network Diagram
计划 - 活动计划安排；项目日程；日程管理计划 ; 网络图
Executing – Project Schedule Report; Schedule Change Forecast;
Planned Reponses
执行 - 项目日程报告；日程变动预测；预计的反应
Controlling – Schedule Updates,Corrective action
控制 - 日程更新；正确的行动
Closing – Lessons Learnt
收尾 - 学到的经验
Time Management时间管理
IT Project Management
Context and Processes 47
Initiation – Cost Benefit Analysis; Business Case
起步 - 成本收益分析；业务情况
Planning – List of Resource Requirement; Cost Estimate; Cost
Management Plan,Cost Baseline; Chart of Account
计划 - 所需资源清单；成本估算；成本管理计划；成本基线；
帐目表
Executing – Baseline Cost Execution
执行 - 成本基线的执行
Controlling – List of Cost Estimate; List of Budget Updates;
Estimate at Completion
控制 - 成本估算清单；预算更新表；完工估算
Closing – Lessons Learnt
收尾 - 学到的经验
Cost Management 成本管理
IT Project Management
Context and Processes 48
Initiation – Quality Requirement Documentation
起步 - 质量要求文件
Planning – Quality Management Plan; Quality Checklist
计划 - 质量管理计划；质量检查清单
Executing – Mechanism for Quality Improvement
执行 - 质量提高机制
Controlling – Acceptance Decision; Reduction in Rework;
Completed Checklist; Process Adjustment
控制 - 作出认可决策；减少反工；完工检查清单；流程调整
Closing – Lessons Learnt; Summary Report
收尾 - 学到的经验；总结报告
Quality Management 质量管理
IT Project Management
Context and Processes 49
Initiation – Role and Responsibility Assignment
起步 - 工作角色和职责分配
Planning – Staffing Management Plan; Organization Chart; Project
Directory
计划 - 人员管理计划；人员架构；项目指导
Executing – Performance Improvement; Input to Performance
Appraisals; Rewards and Recognition Plan
执行 - 提高工作表现；工作表现评估；奖励和认可计划
Controlling – Staffing Management Plan
控制 - 人员管理计划
Closing – Transition Plan; Lessons Learnt
收尾 - 调动计划；学到的经验
Human Resource Management人力资源管理
IT Project Management
Context and Processes 50
Initiation – Supporting Details for Communication Management Plan
起步 - 沟通管理计划的细节
Planning – Project Files; Mechanism for Obtaining Feedback from
Stakeholders; Communication Management Plan
计划 - 项目文件；获得干系人反馈机制；沟通管理计划
Executing – Project Report; Project Progress Report; Analysis of Planned
versus Actual
执行 - 项目报告；项目进展报告；分析比较计划和实际状况
Controlling – Performance Reports; Change Request
控制 - 工作表现报告；不断变化工作要求
Closing – Lessons Learnt; Project Closure Documentation
收尾 - 学到的经验；项目总结文件
Communication Management沟通管理
IT Project Management
Context and Processes 51
Initiation – Risk Assessment Matrix
起步 - 风险评估模式
Planning – Risk Management Plan; Contingency Plan; Contractual
Agreement; Risk Assessment Matrix; Probability Impact Matrix;
Sensitivity Analysis;
Decision Tree Analysis; Risk Response Plan
计划 - 风险管理计划；可能发生的风险计划；合约；风险评估模式；可能产生的影响模式；敏感性分析；决策树形图分析；风险应对计划
Executing – Project Risk Response Plan
执行 - 项目风险应对计划
Controlling – Updates to Risk Response Plan; Corrective Actions; Workaround
控制 - 更新风险应对计划；采取正确的行动；工作区
Closing – Lessons Learnt
收尾 - 学到的经验
Risk Management风险管理
IT Project Management
Context and Processes 52
Initiation – Preliminary Procurement Plan
起步 - 预计采购计划
Planning – Procurement Management Plan; Procurement Statement of
Work
计划 - 采购管理计划；采购工作描述
Executing – Procurement Documentation; Evaluation Criteria; Contract
执行 - 采购文件；评估标准；合同
Controlling – Manage Change to Contract
控制 - 合同变更管理
Closing – Formal Acceptance and Closure Documentation; Lessons Learnt
收尾 - 正式的确认和结束文件；学到的经验
Procurement Management 采购管理
IT Project Management
Context and Processes 53
Relationships Among Process Groups,
Activities,and Knowledge Areas
See Table 2.5
on page 46-47
IT Project Management
Context and Processes 54
Problems and Points to Ponder
Many people confuse with the project life
cycle and the project process groups,
What is a key distinguishing feature of the
two concepts? Explain by using your own
words.
IT Project Management
Context and Processes 55
Context and Processes 56
Reference Answer
The project life cycle consists of four phases,
concept,development,implementation,and close-
out,They are linear phases,meaning one must be
completed before going on to the next,
The project management process groups -
initiating,planning,executing,controlling,and
closing - are integrative in nature and overlap with
each other,They are done in every phase of the
project life cycle.
IT Project Management
