During the last three decades, substantial research has been conducted with top management support as a single dimensional construct. The significance of top management support as a critical success … Expand. View 3 excerpts, cites background.
Putting project management to work-best practices for achieving excellence. Harold Kerzner's landmark Project Management has long been the reference of choice for outstanding coverage of the basic … Expand. Project Management: A Managerial Approach.
Projects in Contemporary Organization. Strategic Management and Project Selection. The Project Manager. Project Organization. Project Planning. Conflict and Negotiation. What Is Project Management? Systems and Organizations. But with this new capability to manage projects across the organization, I am very confident that we will have continued success in years to come.
In the past, project management primarily focused on providing schedule and resource data to top management in just a few industries, such as the military and construction industries. New technologies have become a significant factor in many businesses, and the use of interdisciplinary and global work teams has radically changed the work environment. Verbal communications, often ranked at the top of the list, moved down to number four. These top skills are: o the ability to work in a team structure o the ability to make decisions and solve problems o the ability to plan, organize and prioritize work.
These average salaries do not include bonuses. Exceling at project management definitely affects the bottom line. Projects, therefore, account for about one fourth of the U.
The project manager is held partly responsible for the team's success or failure. Project management is also a vital skill for personal success. Managing a family budget, planning a wedding, remodeling a house, completing a college degree, and many other personal projects can benefit from good project management. As the title of the study suggests, the projects were in a state of chaos. Examples of these projects included creating a new database for a state department of motor vehicles, developing a new system for car rental and hotel reservations, and implementing a client-server architecture for the banking industry.
Their study reported that the overall success rate of IT projects was only The surveyors defined success as meeting project goals on time and on budget. The study also found that more than 31 percent of IT projects were canceled before completion, costing U.
The authors of this study were adamant about the need for better project management in the IT industry.
They also found that only 2. Managers are recognizing that to be successful, they need to be conversant with and use modern project management techniques. People from all types of disciplines— science, liberal arts, education, business, etc.
Individuals are realizing that to remain competitive, they must develop skills to effectively manage the professional and personal projects they undertake. They also realize that many of the concepts of project management, especially interpersonal skills, will help them as they work with people on a day-to-day basis.
This chapter introduces projects and project management, describes the differences between project, program, and portfolio management, discusses the role of the project, program, and portfolio manager, and provides important background information on these growing professions. To discuss project management, it is important to understand the concept of a project. Projects are different from operations in that they end when their objectives have been reached or the project has been terminated.
Examples of Projects Projects can be large or small and involve one person or thousands of people. Their Web site lists winners since , and videos summarize the award-winning projects since Was project management used on these projects?
Were the concepts of project management even understood? Can we connect modern and ancient project management? You can find this and other videos on the companion Web site for this text at www.
Project Attributes As you can see, projects come in all shapes and sizes. Every project should have a well-defined objective. A project has a definite beginning and a definite end. For a home house, like each person, is unique. Projects are often their new home. For example, there are many decisions that must be made in planning and building a new house. Resources include people, hardware, approve before more detailed plans are developed.
Most projects have many interested are needed to build a home. Because every project is unique, it is sometimes difficult The project sponsor usually provides the direction and funding for the project. External factors also cause uncertainty, such as a supplier going out of business or a project team member needing unplanned time off.
Uncertainty is one of the main reasons project management is so challenging, because uncertainty invokes risk.
Unlike the characters in the comic in Figure , you cannot try to trick people into thinking you are psychic when it comes to managing projects. You can, however, develop skills to help manage uncertainty and other challenges you will face.
Figure Psychic slightly modified cartoon from www. Project managers work with the project sponsors, the project team, and the other people involved in a project to define, communicate, and meet project goals. Project Constraints Every project is constrained in different ways. Some project managers focus on scope, time, and cost constraints.
These limitations are sometimes referred to in project management as the triple constraint. To create a successful project, project managers must consider scope, time, and cost and balance these three often-competing goals. What unique product, service, or result does the customer or sponsor expect from the project? What resources are needed? Other people focus on the quadruple constraint, which adds quality as a fourth constraint.
What do we need to do to satisfy the customer? Figure shows these six constraints. The triple constraint goals—scope, time, and cost—often have a specific target at the beginning of the project.
They might need to increase the budget to meet scope and time goals or decrease the scope to meet time and budget goals. The other three constraints—quality, risk, and resources—affect the ability to meet scope, time, and cost goals. Projects by definition involve uncertainty and resources, and the customer defines quality.
No one can predict with one hundred percent accuracy what risks might occur on a project. Resources people working on the house might produce different results, and material resources may vary as well.
Customers cannot define their quality expectations in detail for a project on day one. These three constraints often affect each other as well as the scope, time, and cost goals of a project. Typical project constraints For example, the couple may have picked out a certain type of flooring for most of their home early in the design process, but that supplier may have run out of stock, forcing them to choose a different flooring to meet the schedule goal.
This issue may affect the cost of the project. Projects rarely finish according to the discrete scope, time, and cost goals originally planned.
These goals allow for inevitable changes due to risk, resources, and quality considerations. Experienced project managers know that you must decide which constraints are most important on each particular project. You might have to accept more risk and lower quality expectations.
If communications is most important, you must focus on that. If there are set procurement goals or constraints, that knowledge might be key to the project. The project manager should be communicating with the sponsor throughout the project to make sure the project meets his or her expectations. Copyright Schwalbe Publishing Chapter 1 — Introduction 8 How can you avoid the problems that occur when you meet scope, time, and cost goals, but lose sight of customer satisfaction?
The answer is good project management, which includes more than meeting project constraints. Figure illustrates a framework to help you understand project management. Key elements of this framework include the project stakeholders, project management process groups, knowledge areas, tools and techniques, project success, and the contribution of a portfolio of projects to the success of the entire enterprise.
Each of these elements of project management is discussed in more detail in the following sections. Project management framework Project Stakeholders Stakeholders are the people involved in or affected by project activities and include the project sponsor, project team, support staff, customers, users, suppliers, and even opponents to the project.
These stakeholders often have very different needs and expectations. For example, there are several stakeholders involved in a home construction project. They would be the people paying for the house and could be on a very tight budget, so they would expect the contractor to provide accurate estimates of the costs involved in building the house.
They would also need a realistic idea of when they could move in and what type of home they could afford given their budget constraints. The new homeowners would have to make important decisions to keep the costs of the house within their budget. Can they afford to finish the basement right away? These stakeholders would need to know exactly what work they must do and when they need to do it. They would need to know if the required materials and equipment will be at the construction site or if they are expected to provide the materials and equipment.
Their work would need to be coordinated since there are many interrelated factors involved. The employers of the homeowners might expect their employees to complete their work but allow some flexibility so they can visit the building site or take phone calls related to building the house.
The suppliers would provide the wood, the contractor, suppliers, and other stakeholders. They might suggest certain guidelines for the minimum value of the homes for providing adequate property taxes. The city may also have regulations to ensure the safety of the public in the area of the construction site. In this example, there might be a concerned with ensuring that everything meets specific codes and regulations.
She might interrupt the workers to voice her complaints or even file a formal complaint. Alternatively, the neighborhood might have association rules concerning new home design and construction.
If the homeowners did not follow these rules, they might have to halt construction due to legal issues. As you can see from this example, there are many different stakeholders on projects, and they all have different interests.
Successful project managers develop good relationships with project stakeholders to understand and meet their needs and expectations. Copyright Schwalbe Publishing Chapter 1 — Introduction 10 Project Management Process Groups and Knowledge Areas The five project management process groups include initiating, planning, executing, monitoring and controlling, and closing activities.
Chapter 3 provides more information on the process groups and how they relate to the ten project management knowledge areas. Project management knowledge areas describe the key competencies that project managers must develop. The center of Figure shows the ten knowledge areas of project management.
Without tools he is nothing, with tools he is all. Project management tools and techniques assist project managers and their teams in carrying out work in all ten knowledge areas. For example, some popular time-management tools and techniques include Gantt charts, project network diagrams, and critical path analysis.
Figure on page 12 lists some commonly used tools and techniques by knowledge area. Copyright Schwalbe Publishing Chapter 1 — Introduction 11 You will learn more about these and other tools and techniques throughout this text. A survey of project and program managers was conducted to rate several project management tools. Respondents were asked to rate tools on a scale of 1—5 low to high based on the extent of their use and the potential of the tools to help improve project success.
Project Management is a very broad subject. If you want to use this book as a starting point, you will want to start by reading the entire book. Project management is a big topic, and I would argue that it is one of the most important topics in IT. Some of the things you might need to know about project management include how to track a project, how to budget, how to hire people, and how to manage a project.
Project management software PMP is the process of tracking and managing a project from its inception to its completion. This one-of-a-kind book demonstrates the principles distinctive to managing information technology IT projects that extend well beyond standard project management requirements. No book offers more up-to-the minute insights and software tools for IT project management success, including updates that reflect the latest PMBOK Guide, 5th edition, the global standard for managing projects and earning certification.
The book weaves today's theory with successful practices for an understandable, integrated presentation that focuses on the concepts, tools, and techniques that are most effective today. You master skills in project integration, scope, time, cost, quality, human resource, communications, risk, procurement, and stakeholder management as well as all five process groups--initiating, planning, executing, monitoring and controlling, and closing.
Intriguing examples from familiar companies featured in today's news, a new Agile case, opportunities with MindView software, and a new chapter on project stakeholder management further ensure you are equipped to manage information technology projects with success.
Important Notice: Media content referenced within the product description or the product text may not be available in the ebook version. The book weaves today's theory with successful.
Many of the project management methods and techniques of the past are still being used today, even though the technology, management and environment have changed. Information Technology Project Management explores the need to employ a modern project management approach to reflect today's environment.
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