IS 556 Enterprise Project Management

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IS 556 Enterprise Project Management

• Spring 2008
• Instructor Dr. Olayele Adelakun
• Lecture 1

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Project Communication
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Agenda

• Introductions
• Course Basics
• Course On Line
• Goals
• Topics
• Case Studies
• Assignments
• Participation
• Project Basics
• Project Management
• Program Management
• Project Management Office (aka Portfolio
  Management Office)
• Project Portfolio Management

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Introductions

• Instructor Olayele Adelakun
• History
• Work
• School
• Research
• Class
• Name
• Major
• Work Position
• Employer
• Interest in Enterprise Project Management

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Course Basics Course On Line (COL)

• Use for getting
• Assignments (4 homework, 1 paper, 1 take home
  exam)
• Written from the COL ASSIGNMENT SECTION
• Reading from the COL DOCUMENT SECTION
• Lecture notes USUALLY AVAILABLE DAY BEFORE
  SESSION
• Discussion forums (participation)
• Primarily for student exchange of ideas, problems
  etc.
• Emails to
• Classmates
• Groups
• Teacher
• Grades

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Participation Scoring

• For in class students
• Attendance is important
• For online (or DL) students
• Participation in the corresponding discussion
  forum to the session before it closes or
• Attendance in the class
• If neither is possible, submitting an article to
  the class on a course topic covered in missed
  lecture.
• Scoring of the Discussion Forums takes place
  after the forum closes

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Course Basics -- Goals

• By the end of the course the student will be able
  to
• Determine the major resources needed for an IT
  project/program.
• Understand basics in the Theory of Constraints
  and the resource base theory.
• Apply the basics of Critical Chain Project
  Management.
• Schedule monitor major resources to meet
  milestones.
• Understand the role of the Program Manager.
• Establish and monitor standards.
• Understand the basics of a Project Management
  Office.
• Apply the basics of IT  project portfolio
  management.

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Course Basics - Topics

• IT Project Management (IT PM)
• Project Management Book of Knowledge (PMBOK)
• IT Program Management (IT PgmM)
• IT Project Management Office (IT PMO)
• IT Portfolio Management Office (IT PfMO)
• IT Project Portfolio Management/ Portfolio
  Prioritization
• Theory of Constraints (TOC)
• Critical Path
• Critical Chain Project Planning
• Management of
• Architecture
• Assets
• Resources
• Knowledge

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Course Basics The Case Study

• Why the Case Study?
• Is a picture of the IT project management
  landscape
• Giving details on a specific IT projects related
• issues and
• problems
• Allows reflection on the interconnections and
  complexities that a PM experiences
• 2 substantive cases VistA (VA) and Sentinel
  (FBI)

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Course Basics - Case Studies

• Your Job is to
• Analyze
• Explain
• Plan
• Understand view of various stakeholders
• Identify Problems
• Recommend solutions
• To do above, examine a case study

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Course Basics - Case Study Analysis Coverage

• 3 issue areas
• Technology
• What do we do?
• Technical Risks involved
• Project/Program management
• How will we do it?
• How will we staff it?
• How will we coordinate with other projects?
• Business
• Will this fit a business goal?
• Business risks involved

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Course Basics - Assignments

• 25 Final
• 20 Midterm 
• 25 Group work
• 10 Participation  -- attendance/makeup
  (in class)       -- discussion forum
  participation (DL)
• __________
• 100 Total                   

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Session Format

• Housekeeping Items
• Review of previous session using IClicker in
  class students
• Team exercise
• New material lecture

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Project Basics - Project Management

• What is a software project?
• Temporary endeavor undertaken to create a unique
  product, service, or result.-Project Management
  Institute
• Characteristics
• Goal directed
• Collaborative
• Planned
• Finite

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Project Management

• Basics

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Project Basics - Project Management

• What is Project Management?
• Application of knowledge, skills, tools,
  methodologies, and techniques in order to meet
  project requirements and meet or exceed
  stakeholder needs and expectations.
• Why stakeholder?
• Why not management, end users, clients?

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Project Basics - Project Management

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

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Project Management Quick Easy!
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Project Basics - Project Management
The Triple Constraint of Project Management
Successful project management means meeting all
three goals (scope, time, and cost) and
satisfying the projects sponsor!
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Project Basics - Project Management

• The Triple Constraint
• Every project is constrained in different ways by
  its
• SCOPE goals What will be done?
• TIME goals How long will it take to do it?
• COST goals How much should it cost?
• It is the PMs duty to balance these 3
  often-competing goals.

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Project Basics - Project Management
Project Management Framework
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Project Basics - Project Management

• 9 Project Management Knowledge Areas
• Describe the key competencies that PMs 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 integrating knowledge area (project integration
  management) affects and is affected by all of the
  other knowledge areas.
• All knowledge areas are important!

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Traditional Project Life Cycle Phases
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Relationships Among Process Groups and Knowledge
Areas
PMBOK Guide 2004, p. 69
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Project Basics - Project Management

• Tools and Techniques
• assist project managers and their teams in
  various aspects of project management.
• Specific tools and techniques include
• Project charters, scope statements, and WBS
  (scope).
• Gantt charts, network diagrams, critical path
  analyses, critical chain scheduling (time).
• Cost estimates and earned value management (cost).

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Project Basics - Program Management

• Projects and Program Managers
• Project Managers work with project sponsors,
  project teams, and other people involved in
  projects to meet project goals.
• Program A group of related projects managed in
  a coordinated way to obtain benefits and control
  not available from managing them individually.
• Program managers oversee programs and often act
  as bosses for project managers.

PMI, A Guide to the Project Management Body of
Knowledge (PMBOK Guide) (2004), p. 16.
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Project Basics -- Project Management Office PMO)

• An alternative/addition to program management
• An organizational group responsible for
  coordinating the project management function
  throughout the organization.
• Great flexibility in the PMOs
• Goals
• Structure
• Roles and Responsibilities
• Performs Project Portfolio Management (PPM)

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Project Basics -- Project Management Office PMO)

• A PMO is an organizational group responsible for
  coordinating the project management function
  throughout an organization.
• Possible goals include
• Collect, organize, and integrate project data for
  the entire organization.
• Develop and maintain templates for project
  documents.
• Develop or coordinate training in various project
  management topics.
• Develop and provide a formal career path for
  project managers.
• Provide project management consulting services.
• Provide a structure to house project managers
  while they are acting in those roles or are
  between projects.

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PMO Project Management Office

• To be successful the PMO helps executives meet
  the goals on which they are measured. The PMO -
• drives more projects thru completion without
  increasing resources,
• sees projects completed in drastically shorter
  time
• influences all levels of the organization
• is perceived as useful by all organizational
  levels

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The PMO and Organization

• Adopt a holistic approach
• PMO c/help with strategy execution through
  project mix and flow
• PMO s/have strong matrix relationship with
  project mgrs
• PMO c/help project managers accelerate projects
• PMOs tool is Project Portfolio Management (PPM)

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Project Portfolio Management

• Is Designed to Answer the Following
• How does a firm with multiple projects prioritize
  them?
• How does it make sure that the important ones get
  done when planned?
• How does a firm make sure that scarce resources
  are deployed well?
• How can projects deliver consistent, sustainable
  results.
• Executives are responsible for determining what
  mix of projects get done and their priority
• But how do executives get the information they
  need to make their decisions?

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Problems with Project Management

• A look at what is going wrong with projects