IT项目管理讨论题和running case答案.docx
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IT项目管理讨论题和running case答案.docx
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IT项目管理讨论题和runningcase答案
CHAPTER1
IntroductiontoProjectManagement
DISCUSSIONQUESTIONS
1.Whyisthereaneworrenewedinterestinthefieldofprojectmanagement?
Moreandmoreprojectsarebeingdonebyavarietyoforganizations.Theprojectsaremorecomplexandofteninvolvetheuseofnewtechnologies.Organizationsarestrugglingtofindbetterwaystomanagetheirprojects.
2.Whatisaproject,andwhatareitsmainattributes?
Howisaprojectdifferentfromwhatmostpeopledointheirday-to-dayjobs?
Whatisthetripleconstraint?
Aprojectis“atemporaryendeavorundertakentocreateauniqueproduct,service,orresult”(PMBOKGuide,2008,p.5).Inadditiontobeingtemporaryandunique,otherattributesofprojectsarethattheyaredevelopedusingprogressiveelaboration,requireresourcesfromvariousareas,shouldhaveaprimarycustomerorsponsor,andinvolveuncertainty.Projectsaredifferentfromday-to-dayactivitiesprimarilybecausetheyhavefocusedgoalsanddefinitebeginningandendingdates.Thetripleconstraintismanagingscope,time,andcostgoals.
3.Whatisprojectmanagement?
Brieflydescribetheprojectmanagementframework,providingexamplesofstakeholders,knowledgeareas,toolsandtechniques,andprojectsuccessfactors.
Projectmanagementis“theapplicationofknowledge,skills,tools,andtechniquestoprojectactivitiesinordertomeetprojectrequirements”(PMBOKGuide,2008,p.9).Theprojectmanagementframeworkgraphicallyshowstheprocessofbeginningwithstakeholders’needsandexpectations,applyingthenineprojectmanagementknowledgeareasandvarioustoolsandtechniquestoleadtoprojectsuccessandthenenterprisesuccess.Forexample,ifaprojectweretoimplementanERPsystemforalargecompany,thestakeholderswouldincludemanagersandusersfrommanydifferentdepartments(finance,manufacturing,humanresources,IT,etc.),allnineknowledgeareaswouldbeimportant,numeroustoolsandtechniqueswouldbeapplied(seeTable1-1),andprojectsuccessmightbebasedonimplementkeyfunctionsbyacertaintimeforacertaincostorhavingthenewsystempayforitselfwithinacertaintimeperiod.
4.Whatisaprogram?
Whatisaprojectportfolio?
Discusstherelationshipbetweenprojects,programs,andportfoliomanagementandthecontributionstheyeachmaketoenterprisesuccess.
Aprogramis“agroupofprojectsmanagedinacoordinatedwaytoobtainbenefitsandcontrolnotavailablefrommanagingthemindividually”(PMBOKGuide,2008,p.9)Projectportfoliomanagementfocusesonmanagingprojectsasisasaportfolioofinvestmentsthatcontributetotheentireenterprise’ssuccess.Projectsarepartofprogramswhicharepartofportfolios.
5.Whatistheroleoftheprojectmanager?
Whataresuggestedskillsforallprojectmanagersandforinformationtechnologyprojectmanagers?
Whyisleadershipsoimportantforprojectmanagers?
Howisthejobmarketforinformationtechnologyprojectmanagers?
Theprojectmanagerisultimatelyresponsibleforprojectsuccess.Manysuggestedskillsarelistedinthischapter,includingstrongleadershipskills,organizationalskills,technicalskills,andmanysoftskills.ITprojectmanagersrequirethesameskillsasgeneralprojectmanagers,buttheyshouldalsoknowsomethingaboutthetechnologyusedfortheprojectandthetypesofpeoplewhoworkoninformationtechnologyprojects.Leadingbyexampleisthemostimportanttraitofeffectiveprojectmanagers.Thejobmarketforinformationtechnologyprojectmanagerscontinuestoremainstrong,especiallyforthosewithstrongbusinessandleadershipskills.
6.Brieflydescribesomekeyeventsinthehistoryofprojectmanagement.WhatroledoestheProjectManagementInstituteandotherprofessionalsocietiesplayinhelpingtheprofession
SomepeoplesaythatbuildingtheEgyptianpyramidsortheGreatWallofChinawereprojects,butmodernprojectmanagementbeganwiththeManhattanProjectordevelopmentoftheatomicbomb.Thatprojecttookaboutthreeyearsandcostalmost$2billionin1946andhadaseparateprojectmanagerandtechnicalmanager.Ganttchartswerefirstusedin1917,andnetworkdiagramswereusedin1958.PMIisthemainprofessionalsocietyforprojectmanagers,andtheyrunthePMPcertificationprogram.
7.Whatfunctioncanyouperformwithprojectmanagementsoftware?
Whataresomepopularnamesoflow-end,midrange,andhigh-endprojectmanagementtools?
Projectmanagementsoftwarecanassistindevelopingschedules,communicatinginformation,trackingprogress,etc.PopulartoolsincludeMilestonesSimplicity,Project2007,andtheMicrosoftEnterpriseProjectManagementsolution,tonameafew.
EXERCISES
Answerstoalloftheseexerciseswillvary.Themainpurposeoftheseexercisesistohavestudentsbegindoingsomeindependentresearchtofurtherexplorethefieldofprojectmanagement.Youcouldhavestudentsdiscusstheresultsoftheseexercisesinclasstoenhanceparticipation,assignsomeforhomework,ordoboth.
CHAPTER2
TheProjectManagementandInformationTechnologyContext
DISCUSSIONQUESTIONS
1.Whatdoesitmeantotakeasystemsviewofaproject?
Howdoestakingasystemsviewofaprojectapplytoprojectmanagement?
Takingasystemsviewmeanslookingatthebigpictureofhowaparticularprojectfitsintotherestoftheorganization.Itisimportantforprojectmanagerstounderstandthebroaderorganizationalenvironmenttoensuretheirprojectsmeetorganizationalneeds.
2.Explainthefourframesoforganizations.Howcantheyhelpprojectmanagersunderstandtheorganizationalcontextfortheirprojects?
Thefourframesoforganizationsaresummarizedbelow:
∙Structural:
dealwithhowtheorganizationisstructuresandfocusonrolesandresponsibilities.It’simportanttounderstandtheserolesandresponsibilitieswhendealingwithprojectstakeholders,especiallyinprocuringresources.
∙Humanresources:
focusesonmeetingtheneedsoftheorganizationanditspeople.Projectmanagersmustunderstandvarioushumanresourcespoliciesandprocedures.
∙Political:
addressesorganizationalandpersonalpolitics.Manyprojectmanagersfailbecausetheydonotunderstandthepoliticalenvironment.
∙Symbolic:
focusesonsymbolsandmeanings.It’simportanttounderstandanorganization’sculture,dresscode,workethic,andsooninmanagingprojects.
3.Brieflyexplainthedifferencesbetweenfunctional,matrix,andprojectorganizations.Describehoweachstructureaffectsthemanagementoftheproject.
Functionalorganizationshavemanagersorvicepresidentsinspecialtiessuchasengineering,manufacturing,informationtechnology,andsoon.Theirstaffshavespecializedskillsintheirrespectivedisciplines.ProjectorganizationshaveprojectmanagersinsteadoffunctionalmanagersreportingtotheCEO.Matrixorganizationsrepresentthemiddlegroundbetweenfunctionalandprojectstructures.Personneloftenreporttobothafunctionalmanagerandoneormoreprojectmanagers.Projectmanagershavethemostauthorityinprojectorganizationalstructuresfollowedbymatrix,andthenfunctional.
4.Describehoworganizationalcultureisrelatedtoprojectmanagement.Whattypeofculturepromotesastrongprojectenvironment?
Organizationalcultureisasetofsharedassumptions,values,andbehaviorsthatcharacterizethefunctioningofanorganization.Thisculturecandefinitelyimpactprojectmanagement.Forexample,ifanorganizationvaluesprojectmanagementandfollowstheguidelinesforapplyingit,itwillbemucheasiertopracticegoodprojectmanagement.Projectworkismostsuccessfulinanorganizationalculturewhereemployeesidentifymorewiththeorganization,whereworkactivitiesemphasizegroups,andwherethereisstrongunitintegration,highrisktolerance,performance-basedrewards,highconflicttolerance,anopen-systemsfocus,andabalancedfocusonpeople,control,andmeans-orientation.
5.Discusstheimportanceoftopmanagementcommitmentandthedevelopmentofstandardsforsuccessfulprojectmanagement.Provideexamplestoillustratetheimportanceoftheseitemsbasedonyourexperienceonanytypeofproject.
Topmanagementcommitmentisthenumberonefactorassociatedwiththesuccessofinformationtechnologyprojects,soit’sveryimportanttogetandmaintainthissupport.Topmanagementcanhelpprojectmanagersgetadequateresources,approveuniqueprojectneeds,getcooperationfromotherpartsoftheorganization,andprovidesupportasamentorandcoachtoprojectmanagers.Exampleswillvary.
6.Whatarethephasesinatraditionalprojectlifecycle?
Howdoesaprojectlifecycledifferfromaproductlifecycle?
Whydoesaprojectmanagerneedtounderstandboth?
Atraditionalprojectlifecycleisacollectionofprojectphasesconcept,development,implementation,andclose-out.Thesephasesdonotvarybyproject.Productlifecyclesvarytremendouslybasedonthenatureoftheproject.Forexample,theSystemsDevelopmentLifeCycle(SDLC)couldfollowthewaterfallmodel,spiralmodel,incrementalreleasemodel,prototypingmodel,orRADmodel.UsingthegeneralphasesoftheSDLC(informationsystemsplanning,analysis,design,implementation,andsupport)therecouldbeaprojecttodevelopastrategicinformationsystemsplan;anotherprojecttocompleteasystemsanalysisforanewsystem;anotherprojecttocreateadetaileddatabasedesign;anothertoinstallnewhardwareorsoftware;andanothertoprovidenewusertraining.
7.Whatmakesinformationtechnologyprojectsdifferentfromothertypesofprojects?
Howshouldprojectmanagersadjusttothesedifferences?
ITprojectsaredifferentfromothertypesofprojectsbecau
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