IT项目管理及项目架构课件

Part1项目管理框架IT项目管理ElectronicandInformationEngineeringFacultyLeiPENG2013.02教学结构：第一部分：第1-3章，项目管理框架第二部分：第4-12章，IT项目中的管理知识领域第三部分：附录A和B，MSProject2007、对项目管理师考试和相关资格认证的建议Managing

InformationTechnologyProjects,SixthEditionSchwalbeNote:Seethetextitselfforfullcitations.Discusstherelationshipbetweenproject,program,andportfoliomanagementandthecontributionstheyeachmaketoenterprisesuccessUnderstandtheroleoftheprojectmanagerbydescribingwhatprojectmanagersdo,whatskillstheyneed,andwhatthecareerfieldislikeforinformationtechnologyprojectmanagersDescribetheprojectmanagementprofession,includingitshistory,theroleofprofessionalorganizationsliketheProjectManagementInstitute(PMI),theimportanceofcertificationandethics,andtheadvancementofprojectmanagementsoftware5KeyItems项目、IT项目、项目特征、项目发起人（Sponsor）、三维约束（Tripleconstraint）、四维约束项目管理、利益相关者（Stakeholder）、项目管理9大知识领域（4大核心、4个辅助）、常用项目管理工具和技术、项目成功标准项目群（Program）、项目群经理、项目组合管理(ProjectPortfoliomanagement)、最佳实践（BestPractice）学习网站MCIO.com案例分析ManyorganizationstodayhaveaneworrenewedinterestinprojectmanagementComputerhardware,software,networks,andtheuseofinterdisciplinaryandglobalworkteamshaveradicallychangedtheworkenvironmentTheworldasawholespendsnearly$10trillionofits$40.7trilliongrossproductonprojectsofallkindsMorethan16millionpeopleregardprojectmanagementastheirprofession10Totalglobalspendingontechnologygoods,services,andstaffwasprojectedtoreach$2.4trillionin2008,an8percentincreasefrom2007IntheU.S.thesizeoftheITworkforcetopped4millionworkersforthefirsttimein2008In2007thetotalcompensationfortheaverageseniorprojectmanagerinU.S.dollarswas$104,776peryearintheUnitedStates,$111,412inAustralia,and$120,364intheUnitedKingdomThenumberofpeopleearningtheirProjectManagementProfessional(PMP)certificationcontinuestoincrease11Bettercontroloffinancial,physical,andhumanresourcesImprovedcustomerrelationsShorterdevelopmenttimesLowercostsHigherqualityandincreasedreliabilityHigherprofitmarginsImprovedproductivityBetterinternalcoordinationHigherworkermorale13Aprojectis“atemporaryendeavorundertakentocreateauniqueproduct,service,orresult”(PMBOK®Guide,FourthEdition,2008,p.5)OperationsisworkdonetosustainthebusinessProjectsendwhentheirobjectiveshavebeenreachedortheprojecthasbeenterminatedProjectscanbelargeorsmallandtakeashortorlongtimetocomplete14AtechnicianreplacestenlaptopsforasmalldepartmentAsmallsoftwaredevelopmentteamaddsanewfeaturetoaninternalsoftwareapplicationforthefinancedepartmentAcollegecampusupgradesitstechnologyinfrastructuretoprovidewirelessInternetaccessacrossthewholecampusAcross-functionaltaskforceinacompanydecideswhatVoice-over-Internet-Protocol(VoIP)systemtopurchaseandhowitwillbeimplemented15In2006,BaselineMagazinepublished“WhereI.T.Matters:How10TechnologiesTransformed10Industries”asaretorttoNicholasCarr’sideas(authorof“ITDoesn’tMatter”)VoIPhastransformedthetelecommunicationsindustryandbroadbandInternetaccessGlobalPositioningSystems(GPS)haschangedthefarmingindustryDigitalsupplychainhaschangedtheentertainmentindustry’sdistributionsystem17Aproject:HasauniquepurposeIstemporaryIsdevelopedusingprogressiveelaborationRequiresresources,oftenfromvariousareasShouldhaveaprimarycustomerorsponsorTheprojectsponsorusuallyprovidesthedirectionandfundingfortheprojectInvolvesuncertainty18Projectmanagersworkwithprojectsponsors,theprojectteam,andotherpeopleinvolvedinaprojecttomeetprojectgoalsProgram:groupofrelatedprojectsmanagedinacoordinatedwaytoobtainbenefitsandcontrolnotavailablefrommanagingthemindividually(PMBOK®Guide,FourthEdition,2008,p.9)Programmanagersoverseeprograms;oftenactasbossesforprojectmanagers19Projectmanagementis

“theapplicationofknowledge,skills,toolsandtechniquestoprojectactivitiestomeetprojectrequirements”(PMBOK®Guide,FourthEdition,2008,p.6)Projectmanagersstrivetomeetthetripleconstraintbybalancingprojectscope,time,andcostgoals2122StakeholdersarethepeopleinvolvedinoraffectedbyprojectactivitiesStakeholdersinclude:TheprojectsponsorTheprojectmanagerTheprojectteamSupportstaffCustomersUsersSuppliersOpponentstotheproject23ProjectmanagementtoolsandtechniquesassistprojectmanagersandtheirteamsinvariousaspectsofprojectmanagementSomespecificonesinclude:Projectcharter,scopestatement,andWBS(scope)Ganttcharts,networkdiagrams,criticalpathanalysis,criticalchainscheduling(time)Costestimatesandearnedvaluemanagement(cost)SeeTable1-1formanymore25“Supertools”arethosetoolsthathavehighuseandhighpotentialforimprovingprojectsuccess,suchas:Softwarefortaskscheduling(suchasprojectmanagementsoftware)ScopestatementsRequirementsanalysesLessons-learnedreportsToolsalreadyextensivelyusedthathavebeenfoundtoimproveprojectimportanceinclude:ProgressreportsKick-offmeetingsGanttchartsChangerequests26Thereareseveralwaystodefineprojectsuccess:Theprojectmetscope,time,andcostgoalsTheprojectsatisfiedthecustomer/sponsorTheresultsoftheprojectmetitsmainobjective,suchasmakingorsavingacertainamountofmoney,providingagoodreturnoninvestment,orsimplymakingthesponsorshappy291.Executivesupport2.Userinvolvement3.Experiencedprojectmanager4.Clearbusinessobjectives5.Minimizedscope6.Standardsoftwareinfrastructure30

7.Firmbasicrequirements8.Formalmethodology9.Reliableestimates10.Othercriteria,suchassmallmilestones,properplanning,competentstaff,andownership*TheStandishGroup,“ExtremeCHAOS,”(2001).Recentresearchfindingsshowthatcompaniesthatexcelinprojectdeliverycapability:Useanintegratedprojectmanagementtoolbox(usestandard/advancedPMtools,lotsoftemplates)Growprojectleaders,emphasizingbusinessandsoftskillsDevelopastreamlinedprojectdeliveryprocessMeasureprojecthealthusingmetrics,likecustomersatisfactionorreturnoninvestment31Aprogramis“agroupofrelatedprojectsmanagedinacoordinatedwaytoobtainbenefitsandcontrolnotavailablefrommanagingthemindividually”(PMBOK®Guide,FourthEdition,2008,p.9)AprogrammanagerprovidesleadershipanddirectionfortheprojectmanagersheadingtheprojectswithintheprogramExamplesofcommonprogramsintheITfieldincludeinfrastructure,applicationsdevelopment,andusersupport32Aspartofprojectportfoliomanagement,organizationsgroupandmanageprojectsandprogramsasaportfolioofinvestmentsthatcontributetotheentireenterprise’ssuccessPortfoliomanagershelptheirorganizationsmakewiseinvestmentdecisionsbyhelpingtoselectandanalyzeprojectsfromastrategicperspective3334Abestpracticeis“anoptimalwayrecognizedbyindustrytoachieveastatedgoalorobjective”*RobertButricksuggeststhatorganizationsneedtofollowbasicprinciplesofprojectmanagement,includingthesetwomentionedearlierinthischapter:Makesureyourprojectsaredrivenbyyourstrategy;beabletodemonstratehoweachprojectyouundertakefitsyourbusinessstrategy,andscreenoutunwantedprojectsassoonaspossibleEngageyourstakeholders;ignoringstakeholdersoftenleadstoprojectfailure;besuretoengagestakeholdersatallstagesofaproject,andencourageteamworkandcommitmentatalltimes35*ProjectManagementInstitute,OrganizationalProjectManagementMaturityModel(OPM3)KnowledgeFoundation(2003),p.13.3637ProjectmanagersneedawidevarietyofskillsTheyshould:BecomfortablewithchangeUnderstandtheorganizationstheyworkinandwithBeabletoleadteamstoaccomplishprojectgoals38Jobdescriptionsvary,butmostincluderesponsibilitieslikeplanning,scheduling,coordinating,andworkingwithpeopletoachieveprojectgoalsRememberthat97%ofsuccessfulprojectswereledbyexperiencedprojectmanagers,whocanoftenhelpinfluencesuccessfactors39TheProjectManagementBodyofKnowledgeApplicationareaknowledge,standards,andregulationsProjectenvironmentknowledgeGeneralmanagementknowledgeandskillsSoftskillsorhumanrelationsskills40411.Peopleskills2.Leadership3.Listening4.Integrity,ethicalbehavior,consistent5.Strongatbuildingtrust6.Verbalcommunication7.Strongatbuildingteams8.Conflictresolution,conflictmanagement9.Criticalthinking,problemsolving10.Understands,balancesprioritiesLargeprojects:leadership,relevantpriorexperience,planning,peopleskills,verbalcommunication,andteam-buildingskillsweremostimportantHighuncertaintyprojects:riskmanagement,expectationmanagement,leadership,peopleskills,andplanningskillsweremostimportantVerynovelprojects:leadership,peopleskills,havingvisionandgoals,selfconfidence,expectationsmanagement,andlisteningskillsweremostimportant42EffectiveprojectmanagersprovideleadershipbyexampleAleaderfocusesonlong-termgoalsandbig-pictureobjectiveswhileinspiringpeopletoreachthosegoalsAmanagerdealswiththeday-to-daydetailsofmeetingspecificgoalsProjectmanagersoftentakeontheroleofbothleaderandmanager43Ina2006surveybyCIO.com,ITexecutivesrankedtheskillsthatwouldbethemostindemandinthenexttwotofiveyearsProject/programmanagementtoppedthelist!44

SKILL PERCENTAGEOF RESPONDENTSProject/programmanagement 60%Businessprocessmanagement 55%Businessanalysis 53%Applicationdevelopment 52%Databasemanagement 49%Security 42%Enterprisearchitect 41%Strategist/internalconsultant 40%45TheprofessionofprojectmanagementisgrowingataveryrapidpaceItishelpfultounderstandthehistoryofthefield,theroleofprofessionalsocietiesliketheProjectManagementInstitute,andthegrowthinprojectmanagementsoftware46SomepeoplearguethatbuildingtheEgyptianpyramidswasaproject,aswasbuildingtheGreatWallofChinaMostpeopleconsidertheManhattanProject

tobethefirstprojecttouse“modern”projectmanagementThisthree-year,$2billion(in1946dollars)projecthadaseparateprojectmanagerandatechnicalmanager474849TheProjectManagementInstitute(PMI)isaninternationalprofessionalsocietyforprojectmanagersfoundedin1969PMIhascontinuedtoattractandretainmembers,reporting277,221membersworldwidebyAugust31,2008Therearespecificinterestgroupsinmanyareas,likeengineering,financialservices,healthcare,IT,etc.ProjectmanagementresearchandcertificationprogramscontinuetogrowStudentscanjoinPMIatareducedfee(seefordetails)50PMIprovidescertificationasaProjectManagementProfessional(PMP)APMPhasdocumentedsufficientprojectexperience,agreedtofollowacodeofethics,andpassedthePMPexamThenumberofpeopleearningPMPcertificationisincreasingquicklyPMIandotherorganizationsofferadditionalcertificationprograms(seeAppendixB)5152Ethics,looselydefined,isasetofprinciplesthatguideourdecisionmakingbasedonpersonalvaluesofwhatis“right”and“wrong”ProjectmanagersoftenfaceethicaldilemmasInordertoearnPMPcertification,applicantsmustagreetoPMI’sCodeofEthicsandProfessionalConductSeveralquestionsonthePMPexamarerelated