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1、Section 11 Change Management CONFIDENTIAL CHAPTER 5: PROJECT MANAGEMENT MODELS AND PROCESSESPROJECT MANAGEMENT REQUIRES ELEMENTS OF ART” AND “SCIENCE” Balancing conflicting demands and interests of both permanent and temporary organisations Managing people problems that result from ambiguities of th
2、e project structure Acting as the interface between the project and the permanent organisation Protecting the project team from inappropriate interference and pressures Assisting permanent management with staff appraisals and other career development matters e.g. training Achieving project objective
3、s.THE DEFINITION OF A PROJECT USUALLY HAS THREE KEY COMPONENTS: A defined effort outside the scope of normal routine work to deliver business benefits Work undertaken by a formally established project team Requires production of specified results within time, cost and quality constraints.OBJECTIVES
4、OF PROJECT MANAGEMENT ARE TO COMPLETE WORK: Within time and cost constraints To specified quality standards To meet the business needs In a reliable and auditable manner.EFFECTIVE PROJECT MANAGEMENT PROVIDES WORTHWHILE BENEFITS: Increased probability of success of Information Systems delivery Reduce
5、d risks associated with investment in Information Systems development Clearer business direction for the information Systems development process Improved ability to measure and control Information Systems development projects Greater effectiveness and productivity of staff involved at all levels of
6、the development process.PROJECT MANAGERS MUST POSSESS A KIT OF ATTRIBUTES AND SKILLSIncluding: Conceptual thinking at project level Leadership: motivation team building conflict resolution Problem identification and solving Selling: presentation negotiation influencing.PROJECT MANAGERS ARE ACCOUNTAB
7、LE FOR PROJECT TEAM PERFORMANCE Accountabilities relate to: Project scope i.e. cost, time, quality Managing relationships for successful implementation eg project sponsor, users and customers Integrity and interpretation of research Workable implementation designs.CONFLICT ON A PROJECT TEAM IS USUAL
8、LY INEVITABLE Staff assigned to projects usually have two bosses:Project manager (temporary)Line manager (permanent). This give rise to special problems for both project managers and the project team: Old management principle of only one boss is violated Work is done and achievements are made within
9、 temporary organisations Pay, promotion and career matters are determined within the permanent organisation Getting project work done is the priority of the project Using established systems and procedures to do its work is the priority of the permanent organisation. Conflict between the interests o
10、f the permanent organisation and the interests of the project team is normal and must be expected.SOURCES OF CONFLICT ARISE BECAUSE OF DIFFERENCES IN PERMANENTAND PROJECT APPROACHESCHARACTERISTICPERMANENT STRUCTUREPROJECT STRUCTUREStructureHierarchical and stableVariableStabilityYesVariesOrientation
11、FunctionalSingle goalGoals and ObjectivesLong termShorter goalSystems and ProceduresEstablished and manyNew and fewTerritoriesKnownUnknownRelationshipsClearUnclearDecision MakingKnownSubject to conflictBosses”SingleSeveraMANAGEMENT IS GETTING WORK DONE THROUGH OTHERS”There are five major activities
12、of management: Defining Objectives is work done to identify deliverables Planning is work done to establish a course of action to achieve objectives Organising is work done to relate people and work to achieve effective outcomes Controlling is work done to achieve the deliverables Evaluating is work
13、 done to review actions taken by project staff.DEFINING OBJECTIVES IDENTIFIES WHAT MUST BE ACHIEVED To clarify deliverables in terms of functionality, cost and time To clarify the clients needs To focus the team To establish responsibilities To finalise the project briefPLANNING ESTABLISHES COURSES
14、OF ACTION There are four key reasons for project planning:1. To reduce risk and uncertainty2. To improve efficiency3. To improve understanding of project objectives4. To provide a basis for subsequent control activities.THERE ARE SEVEN COMPONENTS IN THE PLANNING PROCESS1. Forecasting i.e. estimating
15、 the predicting future conditions and events2. Using and 3. Checking Policies the organisation has in relation to the project4. Programming i.e. establishing sequence and priority of action steps to be taken to achieve objectives5. Scheduling i.e. establishing time sequences for action steps6. Establishing Procedures i.e. determining how work will be carried o
