Summary System Analysis and Design Chapter 11

Chapter 11
Principles of Project Management:
The Need for Project Management
 Categories of project success
 Successful projects – on time, within budget, on scope
 Challenged projects – failure in one area
 Failed projects – cancelled or not used




Reasons for failure
 Undefined project management practices
 Poor IT management and poor IT procedures
 Inadequate executive support for the project
 Inexperienced project managers
 Unclear business needs and project objectives
 Inadequate user involvement


The Role of the Project Manager
 Project Management
 Organizing and directing other people to achieve a planned result within a predetermined
schedule and budget
 The processes used to plan the project and then to monitor and control it.
 Project Manager
 Internally managing people and resources
 Externally conducting public relations


Project Manager Responsibilities
 Internal Responsibilities
 Developing the project schedule
 Recruiting and training team members
 Assigning work to teams and team members
 Assessing project risks
 Monitoring and controlling project deliverables and milestones
 External Responsibilities

,  Reporting the project’s status and progress
 Working directly with the client (the project’s sponsor) and other stakeholders
 Identifying resource needs and obtaining resources


Additional Project Stakeholders
 Client
 the person or group that funds the project
 Oversight Committee
 clients and key managers who review the progress and direct the project
 Users
 the person or group of people who will use the new system


Project Management and Ceremony
 Ceremony
 The level of formality of a project; the rigor of holding meetings and producing documentation
 High Ceremony
 Meetings are often held on a predefined schedule, with specific participants, agendas,
minutes, and follow-through
 Specifications are formally documented with an abundance of diagrams and documentation
and are frequently verified through formal review meetings between developers and users.
 Low Ceremony
 Meetings occur in the hallway or around the water cooler.
 Written documentation, formal specifications, and detailed models are kept to a minimum
 Developers and users usually work closely together on a daily basis to define requirements
and develop the system


Project Management Body of Knowledge (PMBOK)
PMPOK is organized into 10 knowledge areas:

1. Project Integration Management - Integrating all the other knowledge areas into one
seamless whole
2. Project Scope Management - Defining and controlling the functions that are to be included in
the system as well as the scope of the work to be done by the project team
3. Project Time Management - Creating a detailed schedule of all project tasks and then
monitoring the progress of the project against defined milestones
4. Project Cost Management - Calculating the initial cost/benefit analysis and its later updates
and monitoring expenditures as the project progresses
5. Project Quality Management - Establishing a comprehensive plan for ensuring quality, which
includes quality control activities for every phase of a project
6. Project Human Resource Management - Recruiting and hiring project team members;
training, motivating, and team building; and implementing related activities to ensure a happy,
productive team