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Information Technology Project
Management, Seventh Edition
Note: See the text itself for full citations.
Copyright 2014
 Describe the systems view of project management
and how it applies to information technology (IT)
projects
 Understand organizations, including the four frames,
organizational structures, and organizational culture
 Explain why stakeholder management and top
management commitment are critical for a project’s
success
2
Information Technology Project
Management, Seventh Edition
Copyright 2014
 Understand the concept of a project phase and
the project life cycle, and distinguish between
project development and product development
 Discuss the unique attributes and diverse nature
of IT projects
 Describe recent trends affecting IT project
management, including globalization, outsourcing,
virtual teams, and agile project management
Information Technology Project
Management, Seventh Edition 3
Copyright 2014
 Projects must operate in a broad organizational
environment
 Project managers need to use systems thinking:
◦ taking a holistic view of carrying out projects within the
context of the organization
 Senior managers must make sure projects
continue to support current business needs
Information Technology Project
Management, Seventh Edition 4
Copyright 2014
 A systems approach emerged in the 1950s to
describe a more analytical approach to
management and problem solving
 Three parts include:
◦ Systems philosophy: an overall model for thinking about
things as systems
◦ Systems analysis: problem-solving approach
◦ Systems management: address business, technological,
and organizational issues before making changes to
systems
Information Technology Project
Management, Seventh Edition 5
Copyright 2014
Information Technology Project
Management, Seventh Edition 6
Copyright 2014
Information Technology Project
Management, Seventh Edition 7
Copyright 2014
Information Technology Project
Management, Seventh Edition 8
• In a paper titled “A Study in Project Failure,” two
researchers examined the success and failure of 214 IT
projects over an eight-year period in several European
countries.
• The researchers found that only one in eight (12.5 percent)
were considered successful in terms of meeting scope,
time, and cost goals.
• The authors said that the culture within many organizations
is often to blame
• Among other things, people often do not discuss important
leadership, stakeholder, and risk management issues
Copyright 2014
 3 basic organization structures
◦ Functional: functional managers report to the
CEO
◦ Project: program managers report to the CEO
◦ Matrix: middle ground between functional and
project structures; personnel often report to
two or more bosses; structure can be weak,
balanced, or strong matrix
Information Technology Project
Management, Seventh Edition 9
Copyright 2014
Information Technology Project
Management, Seventh Edition 10
Copyright 2014
Information Technology Project
Management, Seventh Edition 11
Copyright 2014
 Organizational culture is a set of shared
assumptions, values, and behaviors that
characterize the functioning of an organization
 Many experts believe the underlying causes of
many companies’ problems are not the structure
or staff, but the culture
Information Technology Project
Management, Seventh Edition 12
Copyright 2014
 Member identity*
 Group emphasis*
 People focus
 Unit integration*
 Control
Information Technology Project
Management, Seventh Edition 13
 Risk tolerance*
 Reward criteria*
 Conflict tolerance*
 Means-ends
orientation
 Open-systems focus*
*Project work is most successful in an organizational
culture where these items are strong/high and other
items are balanced.
Copyright 2014
 Project managers must take time to identify,
understand, and manage relationships with all
project stakeholders
 Using the four frames of organizations can help
meet stakeholder needs and expectations
 Senior executives/top management are very
important stakeholders
 See Chapter 13, Project Stakeholder
Management, for more information
Information Technology Project
Management, Seventh Edition 14
Copyright 2014
 The media have often reported on mismanaged IT
projects. A classic example and popular case
study is the baggage handling system at Denver
International Airport (DIA).
 The system was supposed to reduce flight delays,
shorten waiting times at luggage carousels, and
save money, but instead it caused huge problems.
 One important reason for this famous project
disaster was the failure to recognize the project’s
complexity.
Information Technology Project
Management, Seventh Edition 15
Copyright 2014
 People in top management positions are key
stakeholders in projects
 A very important factor in helping project managers
successfully lead projects is the level of commitment
and support they receive from top management
 Without top management commitment, many projects
will fail.
 Some projects have a senior manager called a
champion who acts as a key proponent for a project.
Information Technology Project
Management, Seventh Edition 16
Copyright 2014
 Providing adequate resources
 Approving unique project needs in a timely
manner
 Getting cooperation from other parts of the
organization
 Mentoring and coaching on leadership issues
Information Technology Project
Management, Seventh Edition 17
Copyright 2014
 IT governance addresses the authority and
control for key IT activities in organizations,
including IT infrastructure, IT use, and project
management
 A lack of IT governance can be dangerous, as
evidenced by three well-publicized IT project
failures in Australia (Sydney Water’s customer
relationship management system, the Royal
Melbourne Institute of Technology’s academic
management system, and One.Tel’s billing
system)
Information Technology Project
Management, Seventh Edition 18
Copyright 2014
 If the organization has a negative attitude toward
IT, it will be difficult for an IT project to succeed
 Having a Chief Information Officer (CIO) at a high
level in the organization helps IT projects
 Assigning non-IT people to IT projects also
encourage more commitment
Information Technology Project
Management, Seventh Edition 19
Copyright 2014
 Standards and guidelines help project managers
be more effective
 Senior management can encourage
◦ the use of standard forms and software for project
management
◦ the development and use of guidelines for writing project
plans or providing status information
◦ the creation of a project management office or center of
excellence
Information Technology Project
Management, Seventh Edition 20
Copyright 2014
 A project life cycle is a collection of project
phases that defines
◦ what work will be performed in each phase
◦ what deliverables will be produced and when
◦ who is involved in each phase, and
◦ how management will control and approve work
produced in each phase
 A deliverable is a product or service produced or
provided as part of a project
Information Technology Project
Management, Seventh Edition 21
Copyright 2014
 In early phases of a project life cycle
◦ resource needs are usually lowest
◦ the level of uncertainty (risk) is highest
◦ project stakeholders have the greatest opportunity to
influence the project
 In middle phases of a project life cycle
◦ the certainty of completing a project improves
◦ more resources are needed
 The final phase of a project life cycle focuses on
◦ ensuring that project requirements were met
◦ the sponsor approves completion of the project
Information Technology Project
Management, Seventh Edition 22
Copyright 2014
Information Technology Project
Management, Seventh Edition 23
Copyright 2014
 Products also have life cycles
 The Systems Development Life Cycle (SDLC) is
a framework for describing the phases involved in
developing and maintaining information systems
 Systems development projects can follow
◦ Predictive life cycle: the scope of the project can be
clearly articulated and the schedule and cost can be
predicted
◦ Adaptive Software Development (ASD) life cycle:
requirements cannot be clearly expressed, projects are
mission driven and component based, using time-based
cycles to meet target dates
Information Technology Project
Management, Seventh Edition 24
Copyright 2014
 Waterfall model: has well-defined, linear stages of
systems development and support
 Spiral model: shows that software is developed
using an iterative or spiral approach rather than a
linear approach
 Incremental build model: provides for progressive
development of operational software
 Prototyping model: used for developing prototypes
to clarify user requirements
 Rapid Application Development (RAD) model:
used to produce systems quickly without
sacrificing quality
Information Technology Project
Management, Seventh Edition 25
Copyright 2014
Information Technology Project
Management, Seventh Edition 26
Copyright 2014
 Agile software development has become popular
to describe new approaches that focus on close
collaboration between programming teams and
business experts
 See the last section of this chapter and Chapter 3
for more information on agile
Information Technology Project
Management, Seventh Edition 27
Copyright 2014
 A project should successfully pass through each of
the project phases in order to continue on to the
next
 Management reviews, also called phase exits or
kill points, should occur after each phase to
evaluate the project’s progress, likely success,
and continued compatibility with organizational
goals
Information Technology Project
Management, Seventh Edition 28
Copyright 2014
Information Technology Project
Management, Seventh Edition 29
"The real improvement that I saw was in our ability to in the words
of Thomas Edison know when to stop beating a dead
horse.…Edison's key to success was that he failed fairly often; but as
he said, he could recognize a dead horse before it started to
smell...In information technology we ride dead horses failing
projects a long time before we give up. But what we are seeing
now is that we are able to get off them; able to reduce cost overrun
and time overrun. That's where the major impact came on the
success rate.”*
Many organizations, like Huntington Bancshares, Inc., use an
executive steering committee to help keep projects on track.
*Cabanis, Jeannette, "'A Major Impact': The Standish Group's Jim Johnson On
Project Management and IT Project Success," PM Network, PMI, Sep.1998, p. 7
Copyright 2014
 IT projects can be very diverse in terms of size,
complexity, products produced, application area,
and resource requirements
 IT project team members often have diverse
backgrounds and skill sets
 IT projects use diverse technologies that change
rapidly. Even within one technology area, people
must be highly specialized
Information Technology Project
Management, Seventh Edition 30
Copyright 2014
 Globalization
 Outsourcing: Outsourcing is when an
organization acquires goods and/or sources from
an outside source. Offshoring is sometimes
used to describe outsourcing from another
country
 Virtual teams: A virtual team is a group of
individuals who work across time and space
using communication technologies
 Agile project management
Information Technology Project
Management, Seventh Edition 31
Copyright 2014
 Issues
◦ Communications
◦ Trust
◦ Common work practices
◦ Tools
 Suggestions
◦ Employ greater project discipline
◦ Think global but act local
◦ Keep project momentum going
◦ Use newer tools and technology
Information Technology Project
Management, Seventh Edition 32
Copyright 2014
 Organizations remain competitive by using
outsourcing to their advantage, such as finding
ways to reduce costs
 Their next challenge is to make strategic IT
investments with outsourcing by improving their
enterprise architecture to ensure that IT
infrastructure and business processes are
integrated and standardized (See Suggested
Readings)
 Project managers should become more familiar with
negotiating contracts and other outsourcing issues
Information Technology Project
Management, Seventh Edition 33
Copyright 2014
 Outsourcing also has disadvantages. For example,
Apple benefits from manufacturing products in China,
but it had big problems there after its iPhone 4S launch
in January 2012 caused fighting between migrant
workers who were hired by scalpers to stand in line to
buy the phones.
 When Apple said it would not open its store in Beijing,
riots resulted and people attacked security guards. The
Beijing Apple Store has had problems before. In May
2011, four people were injured when a crowd waiting to
buy the iPad 2 turned ugly.
Information Technology Project
Management, Seventh Edition 34
Copyright 2014
 Increasing competiveness and responsiveness
by having a team of workers available 24/7
 Lowering costs because many virtual workers
do not require office space or support beyond
their home offices.
 Providing more expertise and flexibility by
having team members from across the globe
working any time of day or night
 Increasing the work/life balance for team
members by eliminating fixed office hours and
the need to travel to work.
Information Technology Project
Management, Seventh Edition 35
Copyright 2014
 Isolating team members
 Increasing the potential for communications
problems
 Reducing the ability for team members to network
and transfer information informally
 Increasing the dependence on technology to
accomplish work
 See text for a list of factors that help virtual teams
succeed, including team processes,
trust/relationships, leadership style, and team
member selection
Information Technology Project
Management, Seventh Edition 36
Copyright 2014
 Agile means being able to move quickly and easily, but
some people feel that project management, as they have
seen it used, does not allow people to work quickly or
easily.
 Early software development projects often used a
waterfall approach, as defined earlier in this chapter. As
technology and businesses became more complex, the
approach was often difficult to use because
requirements were unknown or continuously changing.
 Agile today means using a method based on iterative
and incremental development, in which requirements
and solutions evolve through collaboration.
Information Technology Project
Management, Seventh Edition 37
Copyright 2014
 Many seasoned experts in project management warn
people not to fall for the hype associated with Agile.
 For example, J. Leroy Ward, Executive Vice President
at ESI International, said that “Agile will be seen for
what it is … and isn’t….Project management
organizations embracing Agile software and product
development approaches will continue to grow while
being faced with the challenge of demonstrating ROI
through Agile adoption.”*
Information Technology Project
Management, Seventh Edition 38
*J. Leroy Ward, “The Top Ten Project Management Trends for 2011,” projecttimes.com
(January 24, 2011).
Copyright 2014
 In February 2001, a group of 17 people that called
itself the Agile Alliance developed and agreed on the
Manifesto for Agile Software Development, as follows:
 “We are uncovering better ways of developing
software by doing it and helping others do it. Through
this work we have come to value:
 Individuals and interactions over processes and tools
 Working software over comprehensive documentation
 Customer collaboration over contract negotiation
 Responding to change over following a plan”*
Information Technology Project
Management, Seventh Edition 39
*Agile Manifesto, www.agilemanifesto.org.
Copyright 2014
 According to the Scrum Alliance, Scrum is the
leading agile development method for completing
projects with a complex, innovative scope of work.
 The term was coined in 1986 in a Harvard
Business Review study that compared high-
performing, cross-functional teams to the scrum
formation used by rugby teams.
Information Technology Project
Management, Seventh Edition 40
Copyright 2014
Information Technology Project
Management, Seventh Edition 41
Copyright 2014
 The PMBOK® Guide describes best practices for what
should be done to manage projects.
 Agile is a methodology that describes how to manage
projects.
 The Project Management Institute (PMI) recognized the
increased interest in Agile, and introduced a new
certification in 2011 called Agile Certified Practitioner
(ACP).
 Seasoned project managers understand that they have
always had the option of customizing how they run
projects, but that project management is not easy, even
when using Agile.
Information Technology Project
Management, Seventh Edition 42
Copyright 2014
 Project managers need to take a systems approach
when working on projects
 Organizations have four different frames: structural,
human resources, political, and symbolic
 The structure and culture of an organization have
strong implications for project managers
 Projects should successfully pass through each phase
of the project life cycle
 Project managers need to consider several factors due
to the unique context of information technology
projects
 Recent trends affecting IT project management include
globalization, outsourcing, virtual teams, and Agile
Information Technology Project
Management, Seventh Edition 43

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Information Technology Project Management - part 02

  • 1. Information Technology Project Management, Seventh Edition Note: See the text itself for full citations.
  • 2. Copyright 2014  Describe the systems view of project management and how it applies to information technology (IT) projects  Understand organizations, including the four frames, organizational structures, and organizational culture  Explain why stakeholder management and top management commitment are critical for a project’s success 2 Information Technology Project Management, Seventh Edition
  • 3. Copyright 2014  Understand the concept of a project phase and the project life cycle, and distinguish between project development and product development  Discuss the unique attributes and diverse nature of IT projects  Describe recent trends affecting IT project management, including globalization, outsourcing, virtual teams, and agile project management Information Technology Project Management, Seventh Edition 3
  • 4. Copyright 2014  Projects must operate in a broad organizational environment  Project managers need to use systems thinking: ◦ taking a holistic view of carrying out projects within the context of the organization  Senior managers must make sure projects continue to support current business needs Information Technology Project Management, Seventh Edition 4
  • 5. Copyright 2014  A systems approach emerged in the 1950s to describe a more analytical approach to management and problem solving  Three parts include: ◦ Systems philosophy: an overall model for thinking about things as systems ◦ Systems analysis: problem-solving approach ◦ Systems management: address business, technological, and organizational issues before making changes to systems Information Technology Project Management, Seventh Edition 5
  • 6. Copyright 2014 Information Technology Project Management, Seventh Edition 6
  • 7. Copyright 2014 Information Technology Project Management, Seventh Edition 7
  • 8. Copyright 2014 Information Technology Project Management, Seventh Edition 8 • In a paper titled “A Study in Project Failure,” two researchers examined the success and failure of 214 IT projects over an eight-year period in several European countries. • The researchers found that only one in eight (12.5 percent) were considered successful in terms of meeting scope, time, and cost goals. • The authors said that the culture within many organizations is often to blame • Among other things, people often do not discuss important leadership, stakeholder, and risk management issues
  • 9. Copyright 2014  3 basic organization structures ◦ Functional: functional managers report to the CEO ◦ Project: program managers report to the CEO ◦ Matrix: middle ground between functional and project structures; personnel often report to two or more bosses; structure can be weak, balanced, or strong matrix Information Technology Project Management, Seventh Edition 9
  • 10. Copyright 2014 Information Technology Project Management, Seventh Edition 10
  • 11. Copyright 2014 Information Technology Project Management, Seventh Edition 11
  • 12. Copyright 2014  Organizational culture is a set of shared assumptions, values, and behaviors that characterize the functioning of an organization  Many experts believe the underlying causes of many companies’ problems are not the structure or staff, but the culture Information Technology Project Management, Seventh Edition 12
  • 13. Copyright 2014  Member identity*  Group emphasis*  People focus  Unit integration*  Control Information Technology Project Management, Seventh Edition 13  Risk tolerance*  Reward criteria*  Conflict tolerance*  Means-ends orientation  Open-systems focus* *Project work is most successful in an organizational culture where these items are strong/high and other items are balanced.
  • 14. Copyright 2014  Project managers must take time to identify, understand, and manage relationships with all project stakeholders  Using the four frames of organizations can help meet stakeholder needs and expectations  Senior executives/top management are very important stakeholders  See Chapter 13, Project Stakeholder Management, for more information Information Technology Project Management, Seventh Edition 14
  • 15. Copyright 2014  The media have often reported on mismanaged IT projects. A classic example and popular case study is the baggage handling system at Denver International Airport (DIA).  The system was supposed to reduce flight delays, shorten waiting times at luggage carousels, and save money, but instead it caused huge problems.  One important reason for this famous project disaster was the failure to recognize the project’s complexity. Information Technology Project Management, Seventh Edition 15
  • 16. Copyright 2014  People in top management positions are key stakeholders in projects  A very important factor in helping project managers successfully lead projects is the level of commitment and support they receive from top management  Without top management commitment, many projects will fail.  Some projects have a senior manager called a champion who acts as a key proponent for a project. Information Technology Project Management, Seventh Edition 16
  • 17. Copyright 2014  Providing adequate resources  Approving unique project needs in a timely manner  Getting cooperation from other parts of the organization  Mentoring and coaching on leadership issues Information Technology Project Management, Seventh Edition 17
  • 18. Copyright 2014  IT governance addresses the authority and control for key IT activities in organizations, including IT infrastructure, IT use, and project management  A lack of IT governance can be dangerous, as evidenced by three well-publicized IT project failures in Australia (Sydney Water’s customer relationship management system, the Royal Melbourne Institute of Technology’s academic management system, and One.Tel’s billing system) Information Technology Project Management, Seventh Edition 18
  • 19. Copyright 2014  If the organization has a negative attitude toward IT, it will be difficult for an IT project to succeed  Having a Chief Information Officer (CIO) at a high level in the organization helps IT projects  Assigning non-IT people to IT projects also encourage more commitment Information Technology Project Management, Seventh Edition 19
  • 20. Copyright 2014  Standards and guidelines help project managers be more effective  Senior management can encourage ◦ the use of standard forms and software for project management ◦ the development and use of guidelines for writing project plans or providing status information ◦ the creation of a project management office or center of excellence Information Technology Project Management, Seventh Edition 20
  • 21. Copyright 2014  A project life cycle is a collection of project phases that defines ◦ what work will be performed in each phase ◦ what deliverables will be produced and when ◦ who is involved in each phase, and ◦ how management will control and approve work produced in each phase  A deliverable is a product or service produced or provided as part of a project Information Technology Project Management, Seventh Edition 21
  • 22. Copyright 2014  In early phases of a project life cycle ◦ resource needs are usually lowest ◦ the level of uncertainty (risk) is highest ◦ project stakeholders have the greatest opportunity to influence the project  In middle phases of a project life cycle ◦ the certainty of completing a project improves ◦ more resources are needed  The final phase of a project life cycle focuses on ◦ ensuring that project requirements were met ◦ the sponsor approves completion of the project Information Technology Project Management, Seventh Edition 22
  • 23. Copyright 2014 Information Technology Project Management, Seventh Edition 23
  • 24. Copyright 2014  Products also have life cycles  The Systems Development Life Cycle (SDLC) is a framework for describing the phases involved in developing and maintaining information systems  Systems development projects can follow ◦ Predictive life cycle: the scope of the project can be clearly articulated and the schedule and cost can be predicted ◦ Adaptive Software Development (ASD) life cycle: requirements cannot be clearly expressed, projects are mission driven and component based, using time-based cycles to meet target dates Information Technology Project Management, Seventh Edition 24
  • 25. Copyright 2014  Waterfall model: has well-defined, linear stages of systems development and support  Spiral model: shows that software is developed using an iterative or spiral approach rather than a linear approach  Incremental build model: provides for progressive development of operational software  Prototyping model: used for developing prototypes to clarify user requirements  Rapid Application Development (RAD) model: used to produce systems quickly without sacrificing quality Information Technology Project Management, Seventh Edition 25
  • 26. Copyright 2014 Information Technology Project Management, Seventh Edition 26
  • 27. Copyright 2014  Agile software development has become popular to describe new approaches that focus on close collaboration between programming teams and business experts  See the last section of this chapter and Chapter 3 for more information on agile Information Technology Project Management, Seventh Edition 27
  • 28. Copyright 2014  A project should successfully pass through each of the project phases in order to continue on to the next  Management reviews, also called phase exits or kill points, should occur after each phase to evaluate the project’s progress, likely success, and continued compatibility with organizational goals Information Technology Project Management, Seventh Edition 28
  • 29. Copyright 2014 Information Technology Project Management, Seventh Edition 29 "The real improvement that I saw was in our ability to in the words of Thomas Edison know when to stop beating a dead horse.…Edison's key to success was that he failed fairly often; but as he said, he could recognize a dead horse before it started to smell...In information technology we ride dead horses failing projects a long time before we give up. But what we are seeing now is that we are able to get off them; able to reduce cost overrun and time overrun. That's where the major impact came on the success rate.”* Many organizations, like Huntington Bancshares, Inc., use an executive steering committee to help keep projects on track. *Cabanis, Jeannette, "'A Major Impact': The Standish Group's Jim Johnson On Project Management and IT Project Success," PM Network, PMI, Sep.1998, p. 7
  • 30. Copyright 2014  IT projects can be very diverse in terms of size, complexity, products produced, application area, and resource requirements  IT project team members often have diverse backgrounds and skill sets  IT projects use diverse technologies that change rapidly. Even within one technology area, people must be highly specialized Information Technology Project Management, Seventh Edition 30
  • 31. Copyright 2014  Globalization  Outsourcing: Outsourcing is when an organization acquires goods and/or sources from an outside source. Offshoring is sometimes used to describe outsourcing from another country  Virtual teams: A virtual team is a group of individuals who work across time and space using communication technologies  Agile project management Information Technology Project Management, Seventh Edition 31
  • 32. Copyright 2014  Issues ◦ Communications ◦ Trust ◦ Common work practices ◦ Tools  Suggestions ◦ Employ greater project discipline ◦ Think global but act local ◦ Keep project momentum going ◦ Use newer tools and technology Information Technology Project Management, Seventh Edition 32
  • 33. Copyright 2014  Organizations remain competitive by using outsourcing to their advantage, such as finding ways to reduce costs  Their next challenge is to make strategic IT investments with outsourcing by improving their enterprise architecture to ensure that IT infrastructure and business processes are integrated and standardized (See Suggested Readings)  Project managers should become more familiar with negotiating contracts and other outsourcing issues Information Technology Project Management, Seventh Edition 33
  • 34. Copyright 2014  Outsourcing also has disadvantages. For example, Apple benefits from manufacturing products in China, but it had big problems there after its iPhone 4S launch in January 2012 caused fighting between migrant workers who were hired by scalpers to stand in line to buy the phones.  When Apple said it would not open its store in Beijing, riots resulted and people attacked security guards. The Beijing Apple Store has had problems before. In May 2011, four people were injured when a crowd waiting to buy the iPad 2 turned ugly. Information Technology Project Management, Seventh Edition 34
  • 35. Copyright 2014  Increasing competiveness and responsiveness by having a team of workers available 24/7  Lowering costs because many virtual workers do not require office space or support beyond their home offices.  Providing more expertise and flexibility by having team members from across the globe working any time of day or night  Increasing the work/life balance for team members by eliminating fixed office hours and the need to travel to work. Information Technology Project Management, Seventh Edition 35
  • 36. Copyright 2014  Isolating team members  Increasing the potential for communications problems  Reducing the ability for team members to network and transfer information informally  Increasing the dependence on technology to accomplish work  See text for a list of factors that help virtual teams succeed, including team processes, trust/relationships, leadership style, and team member selection Information Technology Project Management, Seventh Edition 36
  • 37. Copyright 2014  Agile means being able to move quickly and easily, but some people feel that project management, as they have seen it used, does not allow people to work quickly or easily.  Early software development projects often used a waterfall approach, as defined earlier in this chapter. As technology and businesses became more complex, the approach was often difficult to use because requirements were unknown or continuously changing.  Agile today means using a method based on iterative and incremental development, in which requirements and solutions evolve through collaboration. Information Technology Project Management, Seventh Edition 37
  • 38. Copyright 2014  Many seasoned experts in project management warn people not to fall for the hype associated with Agile.  For example, J. Leroy Ward, Executive Vice President at ESI International, said that “Agile will be seen for what it is … and isn’t….Project management organizations embracing Agile software and product development approaches will continue to grow while being faced with the challenge of demonstrating ROI through Agile adoption.”* Information Technology Project Management, Seventh Edition 38 *J. Leroy Ward, “The Top Ten Project Management Trends for 2011,” projecttimes.com (January 24, 2011).
  • 39. Copyright 2014  In February 2001, a group of 17 people that called itself the Agile Alliance developed and agreed on the Manifesto for Agile Software Development, as follows:  “We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:  Individuals and interactions over processes and tools  Working software over comprehensive documentation  Customer collaboration over contract negotiation  Responding to change over following a plan”* Information Technology Project Management, Seventh Edition 39 *Agile Manifesto, www.agilemanifesto.org.
  • 40. Copyright 2014  According to the Scrum Alliance, Scrum is the leading agile development method for completing projects with a complex, innovative scope of work.  The term was coined in 1986 in a Harvard Business Review study that compared high- performing, cross-functional teams to the scrum formation used by rugby teams. Information Technology Project Management, Seventh Edition 40
  • 41. Copyright 2014 Information Technology Project Management, Seventh Edition 41
  • 42. Copyright 2014  The PMBOK® Guide describes best practices for what should be done to manage projects.  Agile is a methodology that describes how to manage projects.  The Project Management Institute (PMI) recognized the increased interest in Agile, and introduced a new certification in 2011 called Agile Certified Practitioner (ACP).  Seasoned project managers understand that they have always had the option of customizing how they run projects, but that project management is not easy, even when using Agile. Information Technology Project Management, Seventh Edition 42
  • 43. Copyright 2014  Project managers need to take a systems approach when working on projects  Organizations have four different frames: structural, human resources, political, and symbolic  The structure and culture of an organization have strong implications for project managers  Projects should successfully pass through each phase of the project life cycle  Project managers need to consider several factors due to the unique context of information technology projects  Recent trends affecting IT project management include globalization, outsourcing, virtual teams, and Agile Information Technology Project Management, Seventh Edition 43