“What obstacles do project managers face to successful completion of an Information Technology project?”
IT Consultant
Calling it an Information Technology project is one of the biggest obstacles because it focuses people on the solution before the problem or opportunity has been fully explored. Projects should be about delivering change which, when implemented, provides organisational benefits. So rather than, say, a 'Customer Relationship Management System' project, how about an
'Improved Responsiveness to Customers' project!
MüTō Observation:
In essence ALL projects have some greater purpose. I.T. tends to be a part of it, but NOT all of it. Even in an e-Company!
Sunday, November 23, 2008
Sunday, November 16, 2008
On The Life-Cycle
“What obstacles do project managers face to successful completion of an Information Technology project?”
Manager of Operations Date Center; Communication Company
The projects that success does not have, in its great majority had not had in its phase of elaboration the development and correct preparation. Before any beginning, all the factors must be considered:
- Time
- Cost
- Resources
In the computer science industry, generally it has two types of boardings comumente used in the management of projects. The boardings of “the traditional” type identify a sequência of steps to be completed. These boardings contrast with the known boarding as agile development of software, where the project is seen as a set of small tasks, instead of a complete process. The objective of this boarding is to reduce to the possible minimum overhead. This boarding is sufficient controversa, especially in very complex projects. Exactly thus, it has conquered adepts in increasing numbers.
In the last few decades, they had in general emerged a series of boardings in the industry. Amongst these boardings if it detaches the boarding of the PMBOK, that if has become a standard of fact in diverse industries
In the traditional boarding, we distinguish five groups from processes in the development of a
project:
Initiation
Planning
Execution
Monitoramento and Controle
Closing
Nor all the projects go to follow all these periods of training, since projects can be locked up before its conclusion. Perhaps some projects do not have planning or monitoramento. Some projects will pass for periods of training 2, 3 and 4 multiple times.
The project or enterprise above aims at the satisfaction of a necessity or chance, defined in the text as initial phase in which many involved areas and/or people exist. In general always it exists more than a solution or alternatives to take care of to the same necessities. The used technique to define the final solution passes for the development of extreme alternatives. The first one of low cost that takes care of the minimum necessities to be functional. Second it tries to take care of most of the requirements of the diverse involved areas in the target that results in a project with bigger and very little competitive cost. From both the alternatives are developed an intermediate solution between the same ones, that it takes care of to a good part of the requirements with a competitive cost.
Some sectors use variations of these periods of training. For example, in the civil construction, the projects typically progress of periods of training as Daily pay-planning for Conceptual Design, schematical Design, Design of development, construction of drawings (or contract documents), and administration of construction. Although the names differ from industry for industry, the real periods of training typically follow the common steps to the resolution of problems (they problem solving): to define the problem, to balance options, to choose a way, implementation and evaluation.
The management of projects tries to acquire control on three 0 variable:
time
cost
target
Some literatures define as four 0 variable, being quality the fourth 0 variable, however the quality is one of the main components of the target. These 0 variable can be given by external or internal customers. (S) the value (you are) of the remaining 0 variable is/is in charge of the manager of the project, ideally based in solids estimate techniques. The final results must be waked up in a negotiation process enter the management of the project and the customer. Generally, the values in time terms, cost, quality and target are defined by contract.
To keep the control on the project of the beginning to the end, a manager of projects uses several techniques, amongst which if they detach:
Planning of project
Analysis of aggregate value
Management of project risks
Cronograma
Improvement of process
MüTō Observation:
There is no doubt that the life-cycle decided for a project is tantamount to its success.
What we find is that Project Managers must have specific skills, that pre-date an understanding of process. The basic capability to Communicate, the ability to Motivate others, and the ability to hold project members accountable.
These skills are fundamental to project success. Without them...any process will fail. Guaranteed.
Manager of Operations Date Center; Communication Company
The projects that success does not have, in its great majority had not had in its phase of elaboration the development and correct preparation. Before any beginning, all the factors must be considered:
- Time
- Cost
- Resources
In the computer science industry, generally it has two types of boardings comumente used in the management of projects. The boardings of “the traditional” type identify a sequência of steps to be completed. These boardings contrast with the known boarding as agile development of software, where the project is seen as a set of small tasks, instead of a complete process. The objective of this boarding is to reduce to the possible minimum overhead. This boarding is sufficient controversa, especially in very complex projects. Exactly thus, it has conquered adepts in increasing numbers.
In the last few decades, they had in general emerged a series of boardings in the industry. Amongst these boardings if it detaches the boarding of the PMBOK, that if has become a standard of fact in diverse industries
In the traditional boarding, we distinguish five groups from processes in the development of a
project:
Initiation
Planning
Execution
Monitoramento and Controle
Closing
Nor all the projects go to follow all these periods of training, since projects can be locked up before its conclusion. Perhaps some projects do not have planning or monitoramento. Some projects will pass for periods of training 2, 3 and 4 multiple times.
The project or enterprise above aims at the satisfaction of a necessity or chance, defined in the text as initial phase in which many involved areas and/or people exist. In general always it exists more than a solution or alternatives to take care of to the same necessities. The used technique to define the final solution passes for the development of extreme alternatives. The first one of low cost that takes care of the minimum necessities to be functional. Second it tries to take care of most of the requirements of the diverse involved areas in the target that results in a project with bigger and very little competitive cost. From both the alternatives are developed an intermediate solution between the same ones, that it takes care of to a good part of the requirements with a competitive cost.
Some sectors use variations of these periods of training. For example, in the civil construction, the projects typically progress of periods of training as Daily pay-planning for Conceptual Design, schematical Design, Design of development, construction of drawings (or contract documents), and administration of construction. Although the names differ from industry for industry, the real periods of training typically follow the common steps to the resolution of problems (they problem solving): to define the problem, to balance options, to choose a way, implementation and evaluation.
The management of projects tries to acquire control on three 0 variable:
time
cost
target
Some literatures define as four 0 variable, being quality the fourth 0 variable, however the quality is one of the main components of the target. These 0 variable can be given by external or internal customers. (S) the value (you are) of the remaining 0 variable is/is in charge of the manager of the project, ideally based in solids estimate techniques. The final results must be waked up in a negotiation process enter the management of the project and the customer. Generally, the values in time terms, cost, quality and target are defined by contract.
To keep the control on the project of the beginning to the end, a manager of projects uses several techniques, amongst which if they detach:
Planning of project
Analysis of aggregate value
Management of project risks
Cronograma
Improvement of process
MüTō Observation:
There is no doubt that the life-cycle decided for a project is tantamount to its success.
What we find is that Project Managers must have specific skills, that pre-date an understanding of process. The basic capability to Communicate, the ability to Motivate others, and the ability to hold project members accountable.
These skills are fundamental to project success. Without them...any process will fail. Guaranteed.
Sunday, November 9, 2008
The Project Itself...
“What obstacles do project managers face to successful completion of an Information Technology project?”
IT executive: International commercial firm
The project itself.......
MüTō Observation:
This is funny. But not far from where most Project Managers stand. I have heard a lot along these lines whenever Project Managers say things like "This project is screwed up." or "We don't have enough money." or, "The sponsors are crazy." etc.
Its funny to them, until they realize its their responsibility to communicate, motivate, and hold the project parties accountable for their specific areas of success.
IT executive: International commercial firm
The project itself.......
MüTō Observation:
This is funny. But not far from where most Project Managers stand. I have heard a lot along these lines whenever Project Managers say things like "This project is screwed up." or "We don't have enough money." or, "The sponsors are crazy." etc.
Its funny to them, until they realize its their responsibility to communicate, motivate, and hold the project parties accountable for their specific areas of success.
Sunday, November 2, 2008
Requirements Requirements Requirements
“What obstacles do project managers face to successful completion of an Information Technology project?”
Director, Information Technology (IT)
Requirements, Requirements, Requirements,.... budget
tendancy of business to use "Hope as a management strategy"
MüTō Observation:
Project Managers throughout experience the same obstacles. Not only do we all experience the same obstacles, but they are all mitigate able, on every project, every time, and it isn’t the certification, or the process that will ensure it. (although those are EXTREMELY helpful.)
When they tell me about Requirements, and Budget, I tell them its the PM's responsibility to make certain that requirements are clearly communicated, and mutually understood by BOTH the sponsors, the beneficiaries, and the suppliers.
When they talk to me about budget, I make sure the PM's understand that the budget is THEIRS, and that the prjoect requires that they be truthful to it. The suppliers MUST be held accountable to its estimation, and its use. And the Sponsor must be available to review requirements to extend it! (albeit, if the PM's doing his job, this would already be handled.)
Director, Information Technology (IT)
Requirements, Requirements, Requirements,.... budget
tendancy of business to use "Hope as a management strategy"
MüTō Observation:
Project Managers throughout experience the same obstacles. Not only do we all experience the same obstacles, but they are all mitigate able, on every project, every time, and it isn’t the certification, or the process that will ensure it. (although those are EXTREMELY helpful.)
When they tell me about Requirements, and Budget, I tell them its the PM's responsibility to make certain that requirements are clearly communicated, and mutually understood by BOTH the sponsors, the beneficiaries, and the suppliers.
When they talk to me about budget, I make sure the PM's understand that the budget is THEIRS, and that the prjoect requires that they be truthful to it. The suppliers MUST be held accountable to its estimation, and its use. And the Sponsor must be available to review requirements to extend it! (albeit, if the PM's doing his job, this would already be handled.)
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