Project Management in IT Practice. Prof. Dr. Harald Wehnes

Transcription

1 Institute of Computer Science Chair of Communication Networks Prof. Dr.-Ing. P. Tran-Gia Project Management in IT Practice Prof. Dr. Harald Wehnes 2.2 Introduction to Project Management

2 Project Roadmap Project Management 2 2 2

3 Word clouds Each team explains a term of the word clouds Project Management 3 3 3

4 Historic s Construction of the Egyptian pyramids ( B.C.) e.g. Cheops Pyramid Height: 146 m; 2,3 Million ashlar Time for completion: 20 years workers / slaves Tower of Babel (600 B.C.)» Project failed - because of Babylonian Confusion (The Confusion Of Tongues) Landing of the first humans on the Moon (1969)» Apollo Programme ( )» Gradual realization of the target Imhotep» institutions and companies» employed people; 25 billions $ WM-Stadion München, 04/05 Burj-Tower Dubai, 2010 Project Management 4 4 4

5 Projects - today Projects in enterprises Development of new products Development of new services Development / Rollout of a new information system (e.g. intranet) Organisation of trade fair Processing of customer orders Reorganization of the company / of a department Building /closing an organizational unit Merging with another company Complex corporate objectives Private / honorary s Building / rebuilding a house Organizing a sport event / a party Project Management 5 5 5

6 Line organisation and s are important for the success of the enterprise Enterpriese Linienorganisation Line organisation Project organisation Bereich A Bereich B Bereich C Bereich X Projektleiter Permanent organisation Focus: daily business Every employee has his clearly defined tasks Unfit for complex problems which refers to several departments of the enterprise Temporary organisation Focus: solution of complex problems Specialists from different fields of line work together Problem solving with the perspective of the whole enterprise Project Management 6 6 6

7 Definition: Project A is a unique, temporary, multidisciplinary and organised endeavour to realise agreed deliverables within predefined requirements and constraints [IPMA] A is a temporary endeavor undertaken to create a unique product or service [PMI] Project Management 7 7 7

8 Project Attributes uniqueness complexity risks clear objectives novelty work sharing multidisciplinarity limited resources (t, /$, HR) Project Management 8 8 8

9 What is not a Project? Project criteria Uniqueness Complexity Clear objectives Constraints of time, finance, human resources and so on Novelty Risks No Routine, repetitive work Ordinary daily work that typically requires doing the same, or similar work, over and over Examples Development of a new car model: Series production of the new model: no Support service: no Optimizing the air conditioning of a car: Develop new server concept and implementation: Running of servers: no Project Management 9 9 9

10 Project Types Projects may be classified by their type: Investment s R&D s Organisational s s in special branches (IT, building industry, automotive, insurance, banks etc.) Research s and other criteria: Internal - external Regional - national - international Size: Mega big medium - small Project Management

11 Definition: Project Management Project Uniqueness Clear objectives Complexity Limited Resources Risk Management Setting of objectives Leadership Organisation Planning Controlling Project Management Project management is the application of all management functions, structures, techniques and resources for the initialisation, definition, planning, controlling and closing of s Project Management

12 Magic Triangle Results 100 % Lead Plan Control Time Budget The three core objectives (result, time, budget) interact with each other Example: A higher quality requirement has impact on deadlines and costs automatically Project Management

13 The red thread in a Planning Objectives Environment/ stakeholder Organisation Phase planning/ milestones P R O J E C T Work breakdown structure / working package Time scheduling Resources / costs Risk Management Realisation Closing Change Management Controlling Acceptance Adjourning Project Management

14 The life cycle Source: Pearson, Larson, Gray, Project Management in Practice Project Management

15 Project phases in reality 1. Enthusiasm 2. Confusion 3. Disillusionment 4. Looking for the culprit 5. Punishment for the innocent 6. Award for the bystanders Project Management

16 Milestones To make s manageable and controllable milestones (Q-Gates) are set Milestones are essential outcomes or intermediate results, which must be realized on specific dates Recommendation: phases of the are closed by milestones Example: mile stone plan : rough concept finished : fine concept finished : prototype realised : functional tests successful finished : production system accepted A Project Charta MS 1 MS 2 MS 3 MS 4 Project result Project Management

17 The Benefit of Project Management Better efficiency in delivering results management provides a roadmap that is easily followed and leads to completion. Completing s more quickly and cheaply Improved / Increased / Enhanced Customer Satisfaction Making complex s feasible Assuring quality in the results through a holistic view Project management improves the success rate of s Project Management

18 10 principles of good management 1. Clear objectives, which are all known to all stakeholders 2. High social and leadership skills of management 3. Plan first, then work! (Scope of planning must be reasonable) 4. Structured procedure 5. Pro-active working (Stakeholder management, risk management, quality management) 6. For every task a person is named and responsible 7. Secure resources from start (otherwise there will be problems with the time schedule) 8. Intensive communication management as well intern as extern of the 9. Quick action when errors or problems occur in the 10. Regular review and reflection of the approach Project Management

19 Project Programme Portfolio Strategic enterprise objectives portfolio All s and programmes of a company programme A group of s, which are managed together sub For large s, a subdivision in subs takes place Professionelles Projektmanagement in der Praxis

20 Definitions: Programme, portfolio A programme is a group of s managed in a coordinated way to obtain benefits not available from managing them individually A portfolio is a set of s and/or programmes, which are not necessarily related, brought together to provide optimum use of the organisation s resources and to achieve the organisation s strategic goals while minimising portfolio risk programme A portfolio programme B Project Management