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

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Department
Business Administration
Course
BUS 361
Professor
Jan Kietzmann
Semester
Summer

Description
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
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