Goes through key ideas from chapters 1-6 of the textbook.

13 Pages
Unlock Document

Business Administration
BUS 361
Jan Kietzmann

CHAPTER 1 INTRODUCTION TO PROJECT MANAGEMENT N Project J planned undertaking of related activities to reach an objective that has a beginning and end N Project management institute (PMI) J brings together PM professionals and captures PM knowledge o Publishes PMBOK (project management body of knowledge Collection of processes and knowledge areas of best practices N Stakeholders have vested interests in a project o Project sponsor J provides executive support/resources necessary for completion o Project manager J leads and manages. Has diverse set of skills (management, leadership, technical, conflict management, customer relationship. Is responsible for initiating, planning, executing, controlling, monitoring, closing N Projects undertaken to solve business problem or take advantage of business opportunity N Feasibility: time? Financial resources? Technical resources? N Top 5 causes of project failure: o 1. Lack of attention to human and organizational factors o 2. Poor PM o 3. Poor articulation of user requirements o 4. Inadequate attention to business needs and goals o 5. Failure to involve users appropriately Why IT projects are unique N Constant change in technologies N Finding/keeping experienced IT employees N Extensive amount of user participation is required N Need to understand systems development methodologies and how they can be integrated into PM framework . methodologies may be similar to: o Systems development life cycle J structure approach to systems development o Rapid application development J expedited approach to systems development N ,}Z/@Z}o]}LZ^}L}l]L_ N Scope of project likely to change N Technology changes may change course of project itself What is project management N Application of knowledge, skills, tools, techniques to project activities in order to meet project requirements N Involves five process groups J initiating, planning, executing, controlling, closing o All five of these known as the project management life cycle Common reasons for project failure N Over budget N Not completed on time N Fails to deliver system that meets stakeholder expectations www.notesolution.com N Plan J scope, time, cost, risk management planning. Tools used: WBS J lists all activities necessary for completion of a project gantt charts J shows star and end dates for project activities network diagrams J illustrates various tasks in sequence critical path method J determines sequence of task activities that directly affect completion of a project program evaluation and review technique J uses optimistic, pessimistic, realistic time to calculate expected time for particular task CHAPTER 2 THE PROJECT MANAGEMENT LIFE CYCLE N includes necessary steps (from beginning to end) needed to complete a project N projects are divided into smaller parts called phases N end of each phase referred to as stage phase exit and marks completion of deliverables N common life cycle characteristics: o cost and staffing resemble bell curve (low at start, higher at end, drop rapidly near completion) o risk/uncertainty highest at beginning o stakeholder influence highest at beginning, lowest at end Systems Development Life Cycle N = common methodology for systems development that marks phases of information systems development. Is a type of project management life cycle. 5 typical phases: N 1. Systems Planning J L}LZZK]L]]7}}ZZZK[ZZ }K]L N 2. Systems analysis J system requirements determined, one alternative is chosen which best meets cost, labour, technical levels to which organization willing to commit N 3. Systems Design J descriptions of recommended alternative converted into logical and physical designs o Logical design = focuses on data flow/ process o Physical Design = specs of programming language N 4. Systems Implementation J systems specs turned into working system that is tested and put into use N 5. Systems maintenance J programmers make changes that users request, modify system to reflect changing business conditions Organization Structure Types N Functional J traditional hierarchical N Projectized J people from different functional backgrounds work with each other throughout }E [Zo]]K7 }ZZ}2L]]}Lo}L]Z:}L}2L]]}LoL]Z}}Z to a department N Matrix J structure which typically crosses functional design (on one axis) and some other design characteristic (on other axis) www.notesolution.com N Project management office J organizational unit created to centralize and coordinate projects within an organisation o Not all organizations have, and function varies among organizations PMBOKs Identified Influences on Projects Standards and Regulations N Standard J document approved by recognized body that provides rules, guidelines, processes and compliance is NOT mandatory (ISO 1994) N Regulation J document lays down product process, characteristics, compliance is MANDATORY (ISO 1994) Internationalization J dispersed team members, time zones, political differences Cultural differences J politics, economics, ethnic origins, demographics, religion Socio-Economic-Environmental Sustainability J oZ]L2}Z]]lL2]ZZK[Z]K accountability by organization Key General Management Skills (Desired Traits) N Leader, communicator, negotiator, problem solver, influencer, motivator Project Management Tools and Techniques Gantt Chart N Depicts duration, beginning/end of tasks N Depicts Overlaps of tasks N Depicts Slack time Network Diagram N Depicts sequences of tasks N *Major strength = ability to show how changes to completion times impact overall schedule, which is why it is used more often than Gantt N Used network diagram when tasks are well-defined, can be worked on independently of other tasks, are ordered Critical Path N =longest duration path through a network diagram, which depicts shortest time in which project can be completed N Any activity on a critical path that is delayed will delay the entire project o Activities not on the critical path have slack time Slack Time N Free slack J amount of time task can be delayed without delaying early start of subsequent tasks N Total slack J amount of time task can be delayed without delaying completion of project Program Evaluation Review Technique (PERT) N Uses optimistic, pessimistic, realistic time estimates to calculate expected time for a particular task www.notesolution.com
More Less

Related notes for BUS 361

Log In


Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.