IT項目管理英文版課件：02_The Project Management and Information Technology Context

1、Chapter 2:The Project Management and Information Technology ContextManaging Information Technology Projects, Sixth EditionSchwalbeNote: See the text itself for full citations.Describe the systems view of project management and how it applies to information technology projectsUnderstand organizations

2、, including the four frames, organizational structures, and organizational cultureExplain why stakeholder management and top management commitment are critical for a projects successLearning Objectives2Understand the concept of a project phase and the project life cycle and distinguish between proje

3、ct development and product developmentDiscuss the unique attributes and diverse nature of information technology projectsDescribe recent trends affecting IT project management, including globalization, outsourcing, and virtual teamsLearning Objectives (continued)3Projects must operate in a broad org

4、anizational environmentProject managers need to use systems thinking:Taking a holistic view of carrying out projects within the context of the organizationSenior managers must make sure projects continue to support current business needsProjects Cannot Be Runin Isolation4A systems approach emerged i

5、n the 1950s to describe a more analytical approach to management and problem solvingThree parts include:Systems philosophy: an overall model for thinking about things as systemsSystems analysis: problem-solving approachSystems management: address business, technological, and organizational issues be

6、fore making changes to systemsA Systems View of Project Management5Figure 2-1. Three Sphere Model for Systems Management6Understanding Organizations7Structural frame: Focuses on roles and responsibilities, coordination and control. Organization charts help define this frame.Human resources frame: Fo

7、cuses on providing harmony between needs of the organization and needs of people. Political frame: Assumes organizations are coalitions 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

8、important.What Went Wrong?8Many enterprise resource planning (ERP) projects fail due to organizational issues, not technical issues. For example, Sobeys Canadian grocery store chain abandoned its two-year, $90 million ERP system due to organizational problems.As Dalhousie University Associate Profes

9、sor Sunny Marche states, “The problem of building an integrated system that can accommodate different people is a very serious challenge. You cant divorce technology from the sociocultural issues. They have an equal role.” Sobeys ERP system shut down for five days, and employees were scrambling to s

10、tock potentially empty shelves in several stores for weeks. The system failure cost Sobeys more than $90 million and caused shareholders to take an 82-cent after-tax hit per share.*Hoare, Eva. “Software hardships,” The Herald, Halifax, Nova Scotia (2001).3 basic organization structuresFunctional: fu

11、nctional managers report to the CEOProject: program managers report to the CEOMatrix: middle ground between functional and project structures; personnel often report to two or more bosses; structure can be weak, balanced, or strong matrixOrganizational Structures9Figure 2-2. Functional, Project, and

12、 Matrix Organizational Structures10Table 2-1. Organizational Structure Influences on Projects11Organizational culture is a set of shared assumptions, values, and behaviors that characterize the functioning of an organizationMany experts believe the underlying causes of many companies problems are no

13、t the structure or staff, but the cultureOrganizational Culture12Member identity*Group emphasis*People focusUnit integration*ControlTen Characteristics of Organizational Culture13Risk tolerance*Reward criteria*Conflict tolerance*Means-ends orientationOpen-systems focus*Project work is most successfu

14、l in an organizational culture where these items are strong/high and other items are balancedProject managers must take time to identify, understand, and manage relationships with all project stakeholdersUsing the four frames of organizations can help meet stakeholder needs and expectationsSenior ex

15、ecutives/top management are very important stakeholdersStakeholder Management14The New York Times reported that the project to rebuild Ground Zero in New York City is having severe problems; imagine all of the stakeholders involved in this huge, highly emotional project A 34report describes the many

16、 challenges faced in the reconstruction of the former World Trade Center site nearly seven years after the terrorist attack of September 11, 2001The report identified the need for a steering to make final decisions on important mattersMedia Snapshot15People in top management positions are key stakeh

17、olders in projects A very important factor in helping project managers successfully lead projects is the level of commitment and support they receive from top managementWithout top management commitment, many projects will failSome projects have a senior manager called a champion who acts as a key p

18、roponent for a projectThe Importance of Top Management Commitment16Providing adequate resourcesApproving unique project needs in a timely mannerGetting cooperation from other parts of the organizationMentoring and coaching on leadership issuesHow Top Management Can Help Project Managers17IT governan

19、ce addresses the authority and control for key IT activities in organizations, including IT infrastructure, IT use, and project managementA lack of IT governance can be dangerous, as evidenced by three well-publicized IT project failures in Australia (Sydney Waters customer relationship management s

20、ystem, the Royal Melbourne Institute of Technologys academic management system, and One.Tels billing system)Best Practice18If the organization has a negative attitude toward IT, it will be difficult for an IT project to succeedHaving a Chief Information Officer (CIO) at a high level in the organizat

21、ion helps IT projectsAssigning non-IT people to IT projects also encourages more commitmentNeed for Organizational Commitment to Information Technology (IT)19Standards and guidelines help project managers be more effectiveSenior management can encourage:The use of standard forms and software for pro

22、ject managementThe development and use of guidelines for writing project plans or providing status informationThe creation of a project management office or center of excellenceNeed for Organizational Standards20A project life cycle is a collection of project phases that defines:What work will be pe

23、rformed in each phaseWhat deliverables will be produced and whenWho is involved in each phase How management will control and approve work produced in each phaseA deliverable is a product or service produced or provided as part of a projectProject Phases and the Project Life Cycle21In early phases o

24、f a project life cycle:Resource needs are usually lowestThe level of uncertainty (risk) is highestProject stakeholders have the greatest opportunity to influence the projectIn middle phases of a project life cycle:The certainty of completing a project improvesMore resources are neededThe final phase

25、 of a project life cycle focuses on:Ensuring that project requirements were metThe sponsor approves completion of the projectMore on Project Phases22Figure 2-3. Phases of the Traditional Project Life Cycle23Products also have life cyclesThe Systems Development Life Cycle (SDLC) is a framework for de

26、scribing the phases involved in developing and maintaining information systemsSystems development projects can follow Predictive life cycle: the scope of the project can be clearly articulated and the schedule and cost can be predictedAdaptive Software Development (ASD) life cycle: requirements cann

27、ot be clearly expressed, projects are mission driven and component based, using time-based cycles to meet target datesProduct Life Cycles24Waterfall model: has well-defined, linear stages of systems development and supportSpiral model: shows that software is developed using an iterative or spiral ap

28、proach rather than a linear approachIncremental build model: provides for progressive development of operational softwarePrototyping model: used for developing prototypes to clarify user requirementsRapid Application Development (RAD) model: used to produce systems quickly without sacrificing qualit

29、yPredictive Life Cycle Models25Agile software development has become popular to describe new approaches that focus on close collaboration between programming teams and business expertsVisit for informationSee the companion Web site for Suggested ReadingsAgile Software Development26A project should s

30、uccessfully pass through each of the project phases in order to continue on to the nextManagement reviews, also called phase exits or kill points, should occur after each phase to evaluate the projects progress, likely success, and continued compatibility with organizational goalsThe Importance of P

31、roject Phases and Management Reviews27What Went Right?28The real improvement that I saw was in our ability toin the words of Thomas Edisonknow when to stop beating a dead horse.Edisons key to success was that he failed fairly often; but as he said, he could recognize a dead horse before it started t

32、o smell.In information technology we ride dead horsesfailing projectsa 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. Thats where the major impact came on the success rate.”*Many organizations, like Huntingto

33、n Bancshares, Inc., use an executive steering committee to help keep projects on track.*Cabanis, Jeannette, A Major Impact: The Standish Groups Jim Johnson On Project Management and IT Project Success, PM Network, PMI, Sep.1998, p. 7IT projects can be very diverse in terms of size, complexity, produ

34、cts produced, application area, and resource requirementsIT project team members often have diverse backgrounds and skill setsIT projects use diverse technologies that change rapidly; even within one technology area, people must be highly specializedThe Context of IT Projects29Globalization: lower t

35、rade and political barriers and the digital revolution have made it possible to interact almost instantaneously with billions of other people across the planetOutsourcing: outsourcing is when an organization acquires goods and/or sources from an outside source; offshoring is sometimes used to descri

36、be outsourcing from another countryVirtual teams: a virtual team is a group of individuals who work across time and space using communication technologiesRecent Trends Affecting IT Project Management30IssuesCommunicationsTrustCommon work practicesToolsSuggestionsEmploy greater project disciplineThin

37、k global but act localKeep project momentum goingUse newer tools and technologyImportant Issues and Suggestions Related to Globalization31Organizations remain competitive by using outsourcing to their advantage, such as finding ways to reduce costsTheir next challenge is to make strategic IT investm

38、ents with outsourcing by improving their enterprise architecture to ensure that IT infrastructure and business processes are integrated and standardized (see Suggested Readings)Project managers should become more familiar with negotiating contracts and other outsourcing issuesOutsourcing32Increasing competiveness and responsiveness by having a team of workers available 24/7Lowering costs because many virtual workers d