Disampaikan Oleh: Muhammad Azani Hs

Transcription

1 Disampaikan Oleh: Muhammad Azani Hs

2 Catatan: Slide ini disadur dari Buku Teks oleh Schwalbe, Kathy. Managing Information Technology Project Seventh edition. Boston, MA: Thomson Course Technology, Silahkan lihat ke Buku Teks, untuk informasi detail dari materi yang disampaikan di slide ini. 2

3 Learning Objectives Describe the five project management (PM) process groups, the typical level of activity for each, and the interactions among them Understand how the PM process groups relate to the PM knowledge areas Discuss how organizations develop information technology PM methodologies to meet their needs 3

4 Project Management Process Groups A process is a series of actions directed toward a particular result Project management can be viewed as a number of interlinked processes The project management process groups include: Initiating processes Planning processes Executing processes Monitoring and controlling processes Closing processes 4

5 Process Groups Initiating processes Planning processes Executing processes Monitoring and controlling processes Closing processes

6 Mapping the Process Groups to the Knowledge Areas You can map the main activities of each PM process group into the nine knowledge areas using the PMBOK Guide 2013 Note that there are activities from each knowledge area under the planning and monitoring and controlling process groups 6

7 The 5 PMI Process Groups 1. Initiating 2. Planning 3. Executing 4. Controlling 5. Closing Each process is described by: Inputs Tools & Techniques Outputs

8 PMI: Process Links 8

9 PMI: Initiating Process Inputs Product Description Strategic plan Project Selection Criteria Historical Information Outputs Project Manager assigned Key stakeholders identified Business case completed Project charter

10 Initiation Process Clarify Project Objective Identify Stakeholders Obtain Information Identify Constraints And Freedoms Establish Authority Limits

11 Clarify Project Objective Establishing the true objectives of a project is a key at the very beginning and in doing Remain focussed on the objective as the project progresses particularly for longer term Keep regular contact with the client and ensure that drivers that inspired the project are not changing The objective of the project and the purpose of the deliverables should be clearly written and signed off by the client as a STATEMENT OF UNDERSTANDING to form part of the project definition document which will also include the project plan and other key information Statement of Understanding should be updated and signed off with every variation in objectives as it occurs

12 Identify Stakeholders STAKEHOLDERS INTERNAL STAKEHOLDERS Project sponsor Client Project Contact Client Technical Personnel Client Partners (sign of power and close to profit motive) EXTERNAL STAKEHOLDERS Senior Management Cross Functional Managers Project Manager Project Team Shareholders (can have his own agenda-beware) (can support or block cooperation) (will see results and influence future decision, marketing) (personal and professional) (personal and professional) (divisional targets, resources conflict,...)

13 Identify Stakeholders IDENTIFY AND FOCUS ON PROJECT SPONSOR IDENTIFY AND RANK OTHER STAKEHOLDERS IN TERM OF INFLUENCE-LOOK FOR POTENTIAL ALLIES AND THOSE WHO MIGHT DISRUPT UNDERSTAND WHAR EACH STAKEHOLDER HOPES TO GAIN AND HAVE IT CLEAR IN YOUR MIND

14 Identify Stakeholders

15 Obtained Information 1. Historical contact with the client Are they usually decent payers? Do they frequently change workscope? Are their contracts ussualy reasonable? What has generally been happening within the client company recently? 2. Required Information of availiability relevant technical expertise within client s company 3. Certain other information to be marshalled and understood before comencing the planning phase

16 PMI: Planning Process Devising and maintaining a workable scheme to accomplish the business need that the project was undertaken to address Scope Planning Scope Definition Activity Definition Activity Sequencing Activity Duration Estimating Resource Planning Cost Estimating Cost Budgeting Risk Planning Schedule Development Quality Planning Communications Planning Organization Planning Staff Acquisition Procurement Planning Project Plan Development 16

17 PMI: Executing Process Coordinating people and other resources to carry out the plan Project Plan Execution Scope Verification Quality Assurance Team Development Information Distribution Solicitation Source Selection Contract Administration 17

18 PMI: Controlling Process Ensuring that project objectives are met by monitoring and measuring progress and taking corrective measures when necessary Overall Change Control Scope Change Control Schedule Control Cost Control Quality Control Performance Reporting Risk Response Control 18

19 PMI: Closing Process Formalizing acceptance of the project or phase and bringing it to an orderly end Administrative Closure Contract Close-out 19

20 Overlap of Process Groups in a Phase (PMBOK Guide) 20

21 Mapping Process Group & Knowledge Area 21

22 Mapping Process Group & Knowledge Area 22

23 Mapping Process Group & Knowledge Area 23

24 Developing an IT Project Management Methodology Just as projects are unique, so are approaches to project management Many organizations develop their own project management methodologies, especially for IT projects A methodology describes how things should be done; a standard describes what should be done PRINCE2, Agile, RUP, and Six Sigma provide different project management methodologies 24

25 Project Pre-initiation It is good practice to lay the groundwork for a project before it officially starts Senior managers often perform several pre-initiation tasks, including the following: Determine the scope, time, and cost constraints for the project Identify the project sponsor Select the project manager Develop a business case for a project (see Table 3-2 for an example) Meet with the project manager to review the process and expectations for managing the project Determine if the project should be divided into two or more smaller projects 25

26 Project Initiation Initiating a project includes recognizing and starting a new project or project phase The main goal is to formally select and start off projects 26

27 Table 3-4. Stakeholder Register 27

28 Table 3-4. Stakeholder Management Strategy 28

29 Project Charters and Kick-off Meetings See Table 3-6 for an example of a charter Charters are normally short and include key project information and stakeholder signatures It s good practice to hold a kick-off meeting at the beginning of a project so that stakeholders can meet each other, review the goals of the project, and discuss future plans 29

30 JWD s Project Charter

31 JWD s Project Charter

32 Figure 3-2. Kick-off Meeting Agenda 32

33 Project Planning The main purpose of project planning is to guide execution Every knowledge area includes planning information Key outputs included in the JWD project include: A team contract A project scope statement A work breakdown structure (WBS) A project schedule, in the form of a Gantt chart with all dependencies and resources entered A list of prioritized risks (part of a risk register) 33

34 Project Executing Usually takes the most time and resources to perform project execution Project managers must use their leadership skills to handle the many challenges that occur during project execution Table 3-11 on p. 108 lists the executing processes and outputs; many project sponsors and customers focus on deliverables related to providing the products, services, or results desired from the project A milestone report (example on pp ) can help focus on completing major milestones 34

35 Part of Milestone Report (Table 3-12) 35

36 Project Monitoring and Controlling Involves measuring progress toward project objectives, monitoring deviation from the plan, and taking correction actions Affects all other process groups and occurs during all phases of the project life cycle Outputs include performance reports, change requests, and updates to various plans 36

37 Project Closing Involves gaining stakeholder and customer acceptance of the final products and services Even if projects are not completed, they should be closed out to learn from the past Outputs include project archives and lessons learned, part of organizational process assets Most projects also include a final report and presentation to the sponsor/senior management 37