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INF 5890 IT og Ledelse Project Management – the PMI Approach
Bendik Bygstad IFI, Feb 2016
Research projects Bendik Bygstad 2016
Topic What I am trying to find out Case
Booking systems
How do airlines develop and implement their booking systems?
SAS (2001-2004)
Innovation
What makes Norwegian more competitive than their rivals?
Norwegian (2007-2013)
Computer games
Can large MMO games be developed by software engineering methods?
Funcom (2009-2012)
Health systems
What IT architecture and governance is suited for large eHealth infrastructures?
Helsedirektoratet Helse Sør-Øst (2009-2015)
FIGI: Light-weight IT
How can heavyweight and lightweight IT interact?
Helse Sørøst MediCloud
Critical realism
Which mechanisms can explain observerved phenomena within IS?
Learning outcomes
• Understand project as an organisaDonal form, and its theoreDcal foundaDon
• Appreciate project management as a set of managerial skills
• Apply the key features of the PMI approach – Plan – Organise – Follow-‐up
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What is a project?
• PMI: ”A temporary group acDvity designed to produce a unique product, service or result”.
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Line organisation Project
Why project?
• An organisaDonal form – A formal (but temporary) organisaDon – Decoupled from the main organisaDon
• Response to the problems experienced in the funcDonally divided organisaDons – Managing the most challenging tasks (NASA, OUS) – Speeding up development
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Example: DIPS at OUS (2013-‐14)
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Steering group
Project Management
Con-verting Test Infra-
structure Mainte-nance
EPJ Solution Education Best
Practice Inte-
gration
Enterprise Architect Project
Office Change Mgmnt
Project objec4ves: • Implement DIPS at Oslo University Hospital (12.000 users), with best
pracDces • Integrate DIPS with 37 other clinical systems (lab, imaging etc) • Around 700 mill NOK
What is project management? • PMI (def): “The applicaDon of
knowledge, skills and techniques to execute projects effecDvely and efficiently.”
• Basic assumpDon: If correctly planned and executed, a project will achieve its goals.
• The project manager is expected to have the skills necessary to conduct the core acDviDes
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Project management processes: • Initiating • Planning • Executing • Monitoring and
Controlling • Closing
The PMI approach
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Project Management Ins4tute • “The world's leading not-‐for-‐
profit professional membership associaDon for the project, program and poreolio management profession. Founded in 1969.”
• PMBOK: Project Management Body of Knowledge: Guidelines and standards.
• Cer4fica4ons
http://www.pmi.org/default.aspx
PMI basic elements
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Project Management Institute
Work Breakdown Structure (WBS)
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Exercise 1
• Chose a potenDal Master project • Draw a WBS for the project
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Project Plan
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Earned value
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Jones, C (2004): SoFware Project Management Prac4ces: Failure Versus Success
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Capers Jones has published 12 books on soiware project management topics and more than 200 journal arDcles. He has given seminars on soiware project management in more than 20 countries to more than 150 major corporaDons, government agencies, and military services.
Empirical basis: 250 large soiware projects at or above 10,000 funcDon points in size that were examined by the author’s company between 1995 and 2004.
Capability Maturity Model (CMM)
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Exercise 2
• Make a project plan for your project (Ganl diagram)
• Discuss follow-‐up mechanisms
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Literature • PMI: Project Management Book of Knowledge • Report: IEEE (2011). Guide— AdopDon of the Project Management InsDtute (PMI®)
Standard.
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