文档介绍：Chapter 4
Project Management
4-2
Projects and Project Managers
Project – a [temporary] sequence of unique, complex, and connected activities having one goal or purpose and that must pleted by specific time, within budget, and according to specification.
Project manager - the person responsible for supervising a systems project from initiation to conclusion
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4-3
Project Management and Process Management
Project management – the process of scoping, planning, staffing, organizing, directing, and controlling the development of an acceptable system at a minimum cost within a specified time frame.
Process management – the activity of documenting, managing, and continually improving the process of systems development.
4-4
Measures of Project ess
The resulting information system is acceptable to the customer.
The system was delivered “on time.”
The system was delivered “within budget.”
The system development process had a minimal impact on ongoing business operations.
4-5
Causes of Project Failure
Failure to establish upper-mitment to the project
Lack anization’mitment to the methodology
Taking shortcuts through or around the methodology
Poor expectations management
Feature creep– uncontrolled addition of technical features to a system.
Scope creep – unexpected and gradual growth of requirements during an information systems project.
4-6
Causes of Project Failure (cont.)
mitment to a fixed budget and schedule
Poor estimating techniques
Overoptimism
The mythical man-month (Brooks, 1975)
Inadequate people management skills
Failure to adapt to business change
Insufficient resources
Failure to “manage to the plan”
4-7
Project petencies
Business awareness
Business partner mitment to quality
Initiative
Information gathering
Analytical thinking
Conceptual thinking
Interpersonal anizational awareness
Anticipation of impact
Resourceful use of influence
Motivating munication skills
Developing others
Monitoring and controlling
Self-confidence
Stre