cs5010 information technology management

Introduction ITPM Intro IT Project Management Context Project Life Cycle XPM & PMBOK Summary

CS5010 Information TechnologyManagement

Today: IntroductionThomas Jansen

January 7th

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Plans for Today1 Introduction

Overview & Formal StuffPerspective and Objectives

2 IT Project Management IntroductionIntroduction and MotivationApproaches to IT Project Management

3 IT Project Management ContextIntroductionAttributes of Projects

4 Project Life CycleIntroductionSystems Development Life Cycle

5 Extreme Project Management & Project Management Body ofKnowledge

Extreme Project ManagementProject Management Body of Knowledge

6 SummarySummary and Take Home Message

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Boring Formal Stuff

What and where

Lecture Tuesdays, 12pm–1pm hereThursdays, 12pm–1pm WGB G15

Practicals to be decided (8×)

Assessment

End of Year Written Examination 80%4× Assignments 5% each

Lecturer Thomas JansenOffice WGB, 2-12fE-Mail [email protected]

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Boring Formal StuffWhat and where



Assessment



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Assessment

End of Year Written Examination 80%

4× Assignments 5% each


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Assessment



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Course Material

Slides http://www.cs.ucc.ie/∼tj2/cs5010

Material COBIT (Control Objectives for Informationand Related Technology)

http://www.isaca.org/cobit

Book J. T. Marchewka (2010):Information Technology Project Management.Third Edition. Wiley.

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Perspective and Objectives

point of view computer science

Topics• information technology governance• information technology project management• information technology management

Objective gain ‘practical’ and theoretical knowledgein IT management

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Point of View: Computer Science

I think that it’s extraordinarily important that we incomputer science keep fun in computing. When it startedout, it was an awful lot of fun. Of course, the payingcustomers got shafted every now and then, and after awhile we began to take their complaints seriously. Webegan to feel as if we really were responsible for thesuccessful, error-free perfect use of these machines. Idon’t think we are. I think we’re responsible forstretching them, setting them off in new directions, andkeeping fun in the house. I hope the field of computerscience never loses its sense of fun.

Alan Perlis (1922–1990)

(taken from H. Abelson, G. J. Sussmann, J. Sussman (1985):Structure and Interpretation of Computer Programs. MIT Press.)

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Historical Perspective: Eras of IT

• electronic data processing era• starting in the 1960s• dominated by mainframe computers• focus on automisation of existing processes

• micro era• starting in the 1980s• introduction of personal computers• IT becoming ubiquitous in companies/organizsations• focus on organisational view

• network era• starting in the mid 1990s• introduction of the Internet• expansion of network to customers• focus on flexible business strategies

• globalization era• current• expansion to world-wide view

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Historical Perspective: Eras of IT• electronic data processing era

• starting in the 1960s• dominated by mainframe computers• focus on automisation of existing processes

• micro era• starting in the 1980s• introduction of personal computers• IT becoming ubiquitous in companies/organizsations• focus on organisational view

• network era• starting in the mid 1990s• introduction of the Internet• expansion of network to customers• focus on flexible business strategies

• globalization era• current• expansion to world-wide view

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Software Crisis?The Standish CHAOS Reports

Classify IT projects as• successful (completed within time, cost, and specification)• challenged (completed, but not within time, cost, orspecification)

• failed (not completed)

1994 16% 53% 31%1996 27% 33% 40%1998 26% 46% 28%2000 28% 49% 23%2002 34% 51% 15%2004 29% 53% 18%2006 35% 46% 19%

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Software Crisis?The Standish CHAOS ReportsClassify IT projects as

• successful (completed within time, cost, and specification)• challenged (completed, but not within time, cost, orspecification)


1994 16% 53% 31%1996 27% 33% 40%1998 26% 46% 28%2000 28% 49% 23%2002 34% 51% 15%2004 29% 53% 18%2006 35% 46% 19%

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1994 16% 53% 31%

1996 27% 33% 40%1998 26% 46% 28%2000 28% 49% 23%2002 34% 51% 15%2004 29% 53% 18%2006 35% 46% 19%

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1994 16% 53% 31%1996 27% 33% 40%

1998 26% 46% 28%2000 28% 49% 23%2002 34% 51% 15%2004 29% 53% 18%2006 35% 46% 19%

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1994 16% 53% 31%1996 27% 33% 40%1998 26% 46% 28%

2000 28% 49% 23%2002 34% 51% 15%2004 29% 53% 18%2006 35% 46% 19%

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1994 16% 53% 31%1996 27% 33% 40%1998 26% 46% 28%2000 28% 49% 23%

2002 34% 51% 15%2004 29% 53% 18%2006 35% 46% 19%

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1994 16% 53% 31%1996 27% 33% 40%1998 26% 46% 28%2000 28% 49% 23%2002 34% 51% 15%

2004 29% 53% 18%2006 35% 46% 19%

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1994 16% 53% 31%1996 27% 33% 40%1998 26% 46% 28%2000 28% 49% 23%2002 34% 51% 15%2004 29% 53% 18%

2006 35% 46% 19%

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1994 16% 53% 31%1996 27% 33% 40%1998 26% 46% 28%2000 28% 49% 23%2002 34% 51% 15%2004 29% 53% 18%2006 35% 46% 19%

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Potential Reasons for Success

Rank 1994 2006

1 user involement user involvement2 executive mgt supprt executive mgt support3 clear statement of requirements clear business objectives4 proper planing optimising scope5 realistic expectations agile process6 smaller milestones project mgt expertise7 competent staff financial mgt8 ownership skilled resources9 clear vision/objective formal methodology

10 hard-working team standard tools/infrastructure

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Rank 1994 20061 user involement user involvement

2 executive mgt supprt executive mgt support3 clear statement of requirements clear business objectives4 proper planing optimising scope5 realistic expectations agile process6 smaller milestones project mgt expertise7 competent staff financial mgt8 ownership skilled resources9 clear vision/objective formal methodology


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Rank 1994 20061 user involement user involvement2 executive mgt supprt executive mgt support

3 clear statement of requirements clear business objectives4 proper planing optimising scope5 realistic expectations agile process6 smaller milestones project mgt expertise7 competent staff financial mgt8 ownership skilled resources9 clear vision/objective formal methodology


9



Rank 1994 20061 user involement user involvement2 executive mgt supprt executive mgt support3 clear statement of requirements clear business objectives

4 proper planing optimising scope5 realistic expectations agile process6 smaller milestones project mgt expertise7 competent staff financial mgt8 ownership skilled resources9 clear vision/objective formal methodology


9



Rank 1994 20061 user involement user involvement2 executive mgt supprt executive mgt support3 clear statement of requirements clear business objectives4 proper planing optimising scope

5 realistic expectations agile process6 smaller milestones project mgt expertise7 competent staff financial mgt8 ownership skilled resources9 clear vision/objective formal methodology


9



Rank 1994 20061 user involement user involvement2 executive mgt supprt executive mgt support3 clear statement of requirements clear business objectives4 proper planing optimising scope5 realistic expectations agile process

6 smaller milestones project mgt expertise7 competent staff financial mgt8 ownership skilled resources9 clear vision/objective formal methodology


9



Rank 1994 20061 user involement user involvement2 executive mgt supprt executive mgt support3 clear statement of requirements clear business objectives4 proper planing optimising scope5 realistic expectations agile process6 smaller milestones project mgt expertise

7 competent staff financial mgt8 ownership skilled resources9 clear vision/objective formal methodology


9



Rank 1994 20061 user involement user involvement2 executive mgt supprt executive mgt support3 clear statement of requirements clear business objectives4 proper planing optimising scope5 realistic expectations agile process6 smaller milestones project mgt expertise7 competent staff financial mgt

8 ownership skilled resources9 clear vision/objective formal methodology


9



Rank 1994 20061 user involement user involvement2 executive mgt supprt executive mgt support3 clear statement of requirements clear business objectives4 proper planing optimising scope5 realistic expectations agile process6 smaller milestones project mgt expertise7 competent staff financial mgt8 ownership skilled resources

9 clear vision/objective formal methodology10 hard-working team standard tools/infrastructure

9



Rank 1994 20061 user involement user involvement2 executive mgt supprt executive mgt support3 clear statement of requirements clear business objectives4 proper planing optimising scope5 realistic expectations agile process6 smaller milestones project mgt expertise7 competent staff financial mgt8 ownership skilled resources9 clear vision/objective formal methodology


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Potential Reasons for Failures (1994)

Rank challenged failed

1 lack of user input incomplete requirements2 incomplete requirements lack of user involvement3 changing requirements lack of resources4 lack of executive support unrealistic expectations5 techology incompetence lack of executive support6 lack of resources changing requirements7 unrealistic expectations lack of planning8 unclear objectives no longer needed9 unrealistic time frames lack of IT mgt

10 new technology technology illiteracy

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Rank challenged failed1 lack of user input incomplete requirements

2 incomplete requirements lack of user involvement3 changing requirements lack of resources4 lack of executive support unrealistic expectations5 techology incompetence lack of executive support6 lack of resources changing requirements7 unrealistic expectations lack of planning8 unclear objectives no longer needed9 unrealistic time frames lack of IT mgt


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Rank challenged failed1 lack of user input incomplete requirements2 incomplete requirements lack of user involvement

3 changing requirements lack of resources4 lack of executive support unrealistic expectations5 techology incompetence lack of executive support6 lack of resources changing requirements7 unrealistic expectations lack of planning8 unclear objectives no longer needed9 unrealistic time frames lack of IT mgt


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Rank challenged failed1 lack of user input incomplete requirements2 incomplete requirements lack of user involvement3 changing requirements lack of resources

4 lack of executive support unrealistic expectations5 techology incompetence lack of executive support6 lack of resources changing requirements7 unrealistic expectations lack of planning8 unclear objectives no longer needed9 unrealistic time frames lack of IT mgt


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Rank challenged failed1 lack of user input incomplete requirements2 incomplete requirements lack of user involvement3 changing requirements lack of resources4 lack of executive support unrealistic expectations

5 techology incompetence lack of executive support6 lack of resources changing requirements7 unrealistic expectations lack of planning8 unclear objectives no longer needed9 unrealistic time frames lack of IT mgt


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Rank challenged failed1 lack of user input incomplete requirements2 incomplete requirements lack of user involvement3 changing requirements lack of resources4 lack of executive support unrealistic expectations5 techology incompetence lack of executive support

6 lack of resources changing requirements7 unrealistic expectations lack of planning8 unclear objectives no longer needed9 unrealistic time frames lack of IT mgt


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Rank challenged failed1 lack of user input incomplete requirements2 incomplete requirements lack of user involvement3 changing requirements lack of resources4 lack of executive support unrealistic expectations5 techology incompetence lack of executive support6 lack of resources changing requirements

7 unrealistic expectations lack of planning8 unclear objectives no longer needed9 unrealistic time frames lack of IT mgt


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Rank challenged failed1 lack of user input incomplete requirements2 incomplete requirements lack of user involvement3 changing requirements lack of resources4 lack of executive support unrealistic expectations5 techology incompetence lack of executive support6 lack of resources changing requirements7 unrealistic expectations lack of planning

8 unclear objectives no longer needed9 unrealistic time frames lack of IT mgt


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Rank challenged failed1 lack of user input incomplete requirements2 incomplete requirements lack of user involvement3 changing requirements lack of resources4 lack of executive support unrealistic expectations5 techology incompetence lack of executive support6 lack of resources changing requirements7 unrealistic expectations lack of planning8 unclear objectives no longer needed

9 unrealistic time frames lack of IT mgt10 new technology technology illiteracy

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Rank challenged failed1 lack of user input incomplete requirements2 incomplete requirements lack of user involvement3 changing requirements lack of resources4 lack of executive support unrealistic expectations5 techology incompetence lack of executive support6 lack of resources changing requirements7 unrealistic expectations lack of planning8 unclear objectives no longer needed9 unrealistic time frames lack of IT mgt


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Approaches to IT Project Management

• value-driven approach• consider value of successful project• measure success by means of this value

• socio-technical approach• concentrate on tools, techniques, methodologies

• knowledge-management approach• systematically make use of experience• acquire, store, and use knowledge• utilize best practice examples

• project-management approach

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Definitionsfollowing Project Management Body of Knowledge (PMBOK)

Projecttemporary endeavour undertaken to accomplish a unique product,service, or result

Project Managementapplication of knowledge, skills, tools, and techniques to projectactivities to meet project requirements, including

• identifying requirements• establishing clear and achievable objectives• balancing competing demands for quality, scope, time, andcost

• adapting specifications, plans, and approaches to differentconcerns and expectations

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Project Managementapplication of knowledge, skills, tools, and techniques to projectactivities to meet project requirements,

including• identifying requirements• establishing clear and achievable objectives• balancing competing demands for quality, scope, time, andcost


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Project Managementapplication of knowledge, skills, tools, and techniques to projectactivities to meet project requirements, including

• identifying requirements• establishing clear and achievable objectives• balancing competing demands for quality, scope, time, andcost


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Attributes of Projects

• time frame (variants: estimated length,fixed end date)

• purpose• ownership• resources (time, money, people,technology)

• roles (manager/leader, sponsor, subjectmatter expert, technical expert)

• risks and assumptions (internal andexternal risks, in particular assumptions)

• interdependent tasks• organisational change• environment

The Triple Constraint

scope

schedule

budget

project goal &expectations

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Attributes of Projects• time frame (variants: estimated length,fixed end date)






scope

schedule

budget


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• purpose

• ownership• resources (time, money, people,technology)





scope

schedule

budget


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• purpose• ownership

• resources (time, money, people,technology)





scope

schedule

budget


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scope

schedule

budget


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• interdependent tasks

• organisational change• environment


scope

schedule

budget


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• interdependent tasks• organisational change

• environment


scope

schedule

budget


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scope

schedule

budget


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Generic Project Life Cycle

start finish

Defineprojectgoal

Planproject

Executeprojectplan

Closeproject

Evaluateproject

effortandresources

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Generic PLC: 1st Step

Define Project Goal

• concentrate on value to be provided• provide means of measuring success (depending on investedresources)

• consider changing demands in cose and staff• consider uncertainties and risks• consider possible changes of goals

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Define Project Goal• concentrate on value to be provided

• provide means of measuring success (depending on investedresources)


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Define Project Goal• concentrate on value to be provided• provide means of measuring success (depending on investedresources)


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• consider changing demands in cose and staff

• consider uncertainties and risks• consider possible changes of goals

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• consider changing demands in cose and staff• consider uncertainties and risks

• consider possible changes of goals

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Generic PLC: 2nd Step

Plan Project

• define phases and for each phase deliverables, tasks, resources,time for completion (baseline plan)

• answer questions concerning what, why, how, how long, howmuch will it cost, what can go wrong, how did we estimate,what is a success

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Generic PLC: 2nd Step

Plan Project• define phases and for each phase deliverables, tasks, resources,time for completion (baseline plan)

• answer questions concerning what, why, how, how long, howmuch will it cost, what can go wrong, how did we estimate,what is a success

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Generic PLC: 3rd Step to 5th Step

3rd Step Execute Project Plan

• execute plan• monitor progress• compare with baseline plan• communicate changes

4th Step Close Project• formal closing agreement• final project report/presentation

5th Step Evaluate Project• evaluate delivered value• document experiences ( best practice)

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3rd Step Execute Project Plan• execute plan

• monitor progress• compare with baseline plan• communicate changes



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3rd Step Execute Project Plan• execute plan• monitor progress

• compare with baseline plan• communicate changes



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3rd Step Execute Project Plan• execute plan• monitor progress• compare with baseline plan

• communicate changes4th Step Close Project

• formal closing agreement• final project report/presentation


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3rd Step Execute Project Plan• execute plan• monitor progress• compare with baseline plan• communicate changes



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4th Step Close Project

• formal closing agreement• final project report/presentation


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4th Step Close Project• formal closing agreement

• final project report/presentation5th Step Evaluate Project

• evaluate delivered value• document experiences ( best practice)

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5th Step Evaluate Project

• evaluate delivered value• document experiences ( best practice)

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5th Step Evaluate Project• evaluate delivered value

• document experiences ( best practice)

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Systems Development Life Cycle

Systems Development Life Cycle is instance of a Product Life Cycle

Basic Phases in a Systems Development Life Cycle

Planning Analysis Design Imple-mentation

Mainte-nance &Support

1 Planning (formal definitions of goal, resources, methods, etc.)2 Analysis (detailed ‘as is’ and requirements analysis)3 Design ( detailed architecture)4 Implementation (including documentation)5 Maintenance & Support (including monitoring)

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Planning

Analysis Design Imple-mentation



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Planning Analysis

Design Imple-mentation



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Planning Analysis Design

Imple-mentation



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1 Planning (formal definitions of goal, resources, methods, etc.)

2 Analysis (detailed ‘as is’ and requirements analysis)3 Design ( detailed architecture)4 Implementation (including documentation)5 Maintenance & Support (including monitoring)

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1 Planning (formal definitions of goal, resources, methods, etc.)2 Analysis (detailed ‘as is’ and requirements analysis)

3 Design ( detailed architecture)4 Implementation (including documentation)5 Maintenance & Support (including monitoring)

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1 Planning (formal definitions of goal, resources, methods, etc.)2 Analysis (detailed ‘as is’ and requirements analysis)3 Design ( detailed architecture)

4 Implementation (including documentation)5 Maintenance & Support (including monitoring)

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1 Planning (formal definitions of goal, resources, methods, etc.)2 Analysis (detailed ‘as is’ and requirements analysis)3 Design ( detailed architecture)4 Implementation (including documentation)

5 Maintenance & Support (including monitoring)

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Impementing the Systems Development Life Cycle

• various different implementations exist• choice depends on system, team, organization, . . .• Structured Approach to Systems Development

• Example waterfall model (widely used since electronic dataprocessing era)

• suitable for large, complex systems with stable requirements• suitable for less experienced teams• ‘late’ changes very costly

• Iterative Systems Development• Example rapid applications development (quick development of

simpler versions)• Example (rapid) prototyping (quick development of

(non-functional) prototypes)• Example spiral development (decomposition into mini-projects

centered around risks)• Example agile systems development (e. g., extreme

programming (XP; based on releases; team programming))

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Impementing the Systems Development Life Cycle• various different implementations exist

• choice depends on system, team, organization, . . .• Structured Approach to Systems Development








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Impementing the Systems Development Life Cycle• various different implementations exist• choice depends on system, team, organization, . . .

• Structured Approach to Systems Development• Example waterfall model (widely used since electronic data

processing era)• suitable for large, complex systems with stable requirements• suitable for less experienced teams• ‘late’ changes very costly






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Impementing the Systems Development Life Cycle• various different implementations exist• choice depends on system, team, organization, . . .• Structured Approach to Systems Development








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• suitable for large, complex systems with stable requirements• suitable for less experienced teams

• ‘late’ changes very costly• Iterative Systems Development

• Example rapid applications development (quick development ofsimpler versions)

• Example (rapid) prototyping (quick development of(non-functional) prototypes)

• Example spiral development (decomposition into mini-projectscentered around risks)

• Example agile systems development (e. g., extremeprogramming (XP; based on releases; team programming))

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simpler versions)

• Example (rapid) prototyping (quick development of(non-functional) prototypes)



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(non-functional) prototypes)



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centered around risks)


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programming (XP; based on releases; team programming))19


Systems Development Life Cycle Inside Project Life Cycle

start finish

Defineprojectgoal

Planproject

Executeprojectplan

Closeproject

Evaluateproject



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Extreme Project Management (XPM)

Extreme Project Management (De Carlo (2004))The art and science of facilitating and managing the flow ofthoughts, emotions, and interactions in a way that produces valuedoutcomes under turbulent and complex conditions: those thatfeature high speed, high change, high uncertainty, and high stress.

• embrace unpredictability and change of projects• emphasis flexibility and adaptability• embrace new ideas, tools, methods• encourage creativity and learning

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• embrace unpredictability and change of projects

• emphasis flexibility and adaptability• embrace new ideas, tools, methods• encourage creativity and learning

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• embrace unpredictability and change of projects• emphasis flexibility and adaptability

• embrace new ideas, tools, methods• encourage creativity and learning

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• embrace unpredictability and change of projects• emphasis flexibility and adaptability• embrace new ideas, tools, methods

• encourage creativity and learning

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• embrace unpredictability and change of projects• emphasis flexibility and adaptability• embrace new ideas, tools, methods• encourage creativity and learning

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Project Management Body of Knowledge (PMBOK)from the Project Management Institute (PMI)

main areas for understanding project management• project integration management (coordination)• project scope management• project time management• project cost management• project quality management• project human resource management• project communications management• project risk management• project procurement management (inparticular concerned withexternal resources)

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main areas for understanding project management• project integration management (coordination)

• project scope management• project time management• project cost management• project quality management• project human resource management• project communications management• project risk management• project procurement management (inparticular concerned withexternal resources)

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main areas for understanding project management• project integration management (coordination)• project scope management

• project time management• project cost management• project quality management• project human resource management• project communications management• project risk management• project procurement management (inparticular concerned withexternal resources)

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main areas for understanding project management• project integration management (coordination)• project scope management• project time management

• project cost management• project quality management• project human resource management• project communications management• project risk management• project procurement management (inparticular concerned withexternal resources)

22



main areas for understanding project management• project integration management (coordination)• project scope management• project time management• project cost management

• project quality management• project human resource management• project communications management• project risk management• project procurement management (inparticular concerned withexternal resources)

22



main areas for understanding project management• project integration management (coordination)• project scope management• project time management• project cost management• project quality management

• project human resource management• project communications management• project risk management• project procurement management (inparticular concerned withexternal resources)

22



main areas for understanding project management• project integration management (coordination)• project scope management• project time management• project cost management• project quality management• project human resource management

• project communications management• project risk management• project procurement management (inparticular concerned withexternal resources)

22



main areas for understanding project management• project integration management (coordination)• project scope management• project time management• project cost management• project quality management• project human resource management• project communications management

• project risk management• project procurement management (inparticular concerned withexternal resources)

22



main areas for understanding project management• project integration management (coordination)• project scope management• project time management• project cost management• project quality management• project human resource management• project communications management• project risk management

• project procurement management (inparticular concerned withexternal resources)

22



main areas for understanding project management• project integration management (coordination)• project scope management• project time management• project cost management• project quality management• project human resource management• project communications management• project risk management• project procurement management (inparticular concerned withexternal resources)

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Summary — Take Home MessageSummary

• eras of IT• IT project management• project life cycle• systems development life cycle

Take Home Message• IT ubiquitous• IT management complex, difficult, and necessary• IT projects can fail• IT project management complex, difficult, and necessary• basic terms in IT project management: project life cycle,systems development life cycle

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• eras of IT

• IT project management• project life cycle• systems development life cycle


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• eras of IT• IT project management

• project life cycle• systems development life cycle


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• eras of IT• IT project management• project life cycle

• systems development life cycleTake Home Message

• IT ubiquitous• IT management complex, difficult, and necessary• IT projects can fail• IT project management complex, difficult, and necessary• basic terms in IT project management: project life cycle,systems development life cycle

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Take Home Message

• IT ubiquitous• IT management complex, difficult, and necessary• IT projects can fail• IT project management complex, difficult, and necessary• basic terms in IT project management: project life cycle,systems development life cycle

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Take Home Message• IT ubiquitous

• IT management complex, difficult, and necessary• IT projects can fail• IT project management complex, difficult, and necessary• basic terms in IT project management: project life cycle,systems development life cycle

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Take Home Message• IT ubiquitous• IT management complex, difficult, and necessary

• IT projects can fail• IT project management complex, difficult, and necessary• basic terms in IT project management: project life cycle,systems development life cycle

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Take Home Message• IT ubiquitous• IT management complex, difficult, and necessary• IT projects can fail

• IT project management complex, difficult, and necessary• basic terms in IT project management: project life cycle,systems development life cycle

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Take Home Message• IT ubiquitous• IT management complex, difficult, and necessary• IT projects can fail• IT project management complex, difficult, and necessary

• basic terms in IT project management: project life cycle,systems development life cycle

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cs5010 information technology management

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