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14. Developing Custom Processes For IT Projects

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BhuWan Khadka
BhuWan Khadka

Chapter 14 of ICT Project Management based on IOE Engineering syllabus. This chapter tell us about developing IT project management methodology, moving forward with customized management processes, code of ethics, future trends etc. Provided By Project Management Sir of KU.

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14. Developing Custom Processes for IT projects
Developing IT Project Management Methodology Some organizations spend a great deal of time and money on training efforts for general project management skills, but after the training, project managers may still not know how to adapt their project management skills to the organization’s particular needs. Because of this problem, some organizations develop their own internal IT project management methodologies. The PMBOK Guide is a standard that describes best practices for what should be done to manage a project.
Developing IT Project Management Methodology • Projects in Controlled Environments (PRINCE2): Originally developed for IT projects. PRINCE2 has eight process groups: – Starting up a project – Planning – Initiating a project – Directing a project – Controlling a stage – Managing product delivery – Managing stage boundaries – Closing a project
Developing IT Project Management Methodology • Agile methods: As described earlier, agile software development is a form of adaptive software development. All agile methods include an iterative workflow and incremental delivery of software in short iterations. Popular agile methods include extreme programming, feature- driven development, lean software development, Agile Unified Process (AUP), Crystal, and Dynamic Systems Development Method (DSDM).
Developing IT Project Management Methodology • Rational Unified Process (RUP) Framework: RUP is an iterative software development process that focuses on team productivity and delivers software best practices to all team members. • According to RUP expert Bill Cottrell, “RUP represents industry-standard management and technical methods and techniques to provide a software engineering process particularly suited to creating and maintaining component-based software system solutions.
Developing IT Project Management Methodology • Six Sigma methodologies: Many organizations have projects that use Six Sigma methodologies. The work of many project quality experts contributed to the development of today’s Six Sigma principles. Two main methodologies are used on Six Sigma projects: DMAIC (Define, Measure, Analyze, Improve, and Control) is used to improve an existing business process, and DMADV (Define, Measure, Analyze, Design, and Verify) is used to create new product or process designs to achieve predictable, defect-free performance.
Project and Process Tailoring • Project tailoring takes into consideration that project management processes are not "one size fits all", meaning there will be many times when processes need to be adjusted (added, removed, or revised) in order to ensure project success. • Tailoring in project management can happen at any time and for any process being applied to a project.
Project and Process Tailoring Four step method for process tailoring • Evaluate Existing Project Management Processes • Assess the Project Tailoring Needs • Document the Project Tailoring Process • Re-Evaluate Project Management Processes
Customized Project Management • Each project is unique, it is important to understand that an organization's project management processes will likely need to be tailored in order to ensure project success. • Project tailoring takes into consideration that project management processes are not "one size fits all", meaning there will be many times when processes need to be adjusted (added, removed, or revised) in order to ensure project success.
The Project Management Maturity Model • Project management maturity refers to the mastery of skills required to manage projects competently • Number of ways to measure • The foundation for achieving excellence in project management can best be described as the project management maturity model (PMMM), which is comprised of five levels
The project management maturity model (PMMM)
The project management maturity model (PMMM) Level 1—Common Language: the organization recognizes the importance of project management and the need for a good understanding of the basic knowledge on project management, along with the accompanying language/ terminology. Level 2—Common Processes: the organization recognizes that common processes need to be defined and developed such that successes on one project can be repeated on other projects. Also included in this level is the recognition that project management principles can be applied to and support other methodologies employed by the company
The project management maturity model (PMMM) Level 3—Singular Methodology: the organization recognizes the synergistic effect of combining all corporate methodologies into a singular methodology the center of which is project management. The synergistic effects also make process control easier with a single methodology than with multiple methodologies. Level 4—Benchmarking: contains the recognition that process improvement is necessary to maintain a competitive advantage. Benchmarking must be performed on a continuous basis. The company must decide whom to benchmark and what to benchmark. Level 5—Continuous Improvement: In this level, the organization evaluates the information obtained through benchmarking and must then decide whether or not this information will enhance the singular methodology.
The project management maturity model (PMMM)
The Project Management Institute • The Project Management Institute (PMI) is an international professional society for project managers founded in 1969 • PMI has continued to attract and retain members, reporting more than 380,000 members worldwide by 2012 • There are communities of practices in many areas, like information systems, financial services, and health care • Project management research and certification programs continue to grow • Students can join PMI at a reduced fee and earn the Certified Associate in Project Management (CAPM)
Project Management Certification • PMI provides certification as a Project Management Professional (PMP) • A PMP has documented sufficient project experience, agreed to follow a code of ethics, and passed the PMP exam • The number of people earning PMP certification is increasing • PMI offers a comprehensive certification program for practitioners with different levels of education and experience.
Project Management Certification • The certification program includes: – Certified Associate in Project Management (CAPM)® certification – PMI Agile Certified Practitioner (PMI-ACP)® certification – PMI Risk Management Professional (PMI-RMP)® certification – PMI Scheduling Professional (PMI-SP)® certification – Portfolio Management Professional (PfMP) ® certification – Program Management Professional (PgMP)® certification – Project Management Professional (PMP)® certification – PMI Professional in Business Analysis (PMI-PBA)® certification
Ethics in Project Management • Ethics is a set of principles that guides decision making based on personal values of what is considered right and wrong. • Making ethical decisions is an important part of project managers’ personal and professional lives because it generates trust and respect with other people. Project managers often face ethical dilemmas. – For example, several projects might involve different payment methods. If project managers can make more money by doing their jobs poorly, should they? No! Should a project manager who is personally opposed to the development of nuclear weapons work on a project that helps produce them? Yes! Ethics guide us in making these types of decisions.
The PMI Code of Ethics and Professional Conduct • “As practitioners in the global project management community: • 2.2.1 We make decisions and take actions based on the best interests of society, public safety, and the environment. • 2.2.2 We accept only those assignments that are consistent with our background, experience, skills, and qualifications. • 2.2.3 We fulfill the commitments that we undertake—we do what we say we will do. • 3.2.1 We inform ourselves about the norms and customs of others and avoid engaging in behaviors they might consider disrespectful.
The PMI Code of Ethics and Professional Conduct • 3.2.2 We listen to others’ points of view, seeking to understand them. • 3.2.3 We approach directly those persons with whom we have a conflict or disagreement. • 4.2.1 We demonstrate transparency in our decision-making process. • 4.2.2 We constantly reexamine our impartiality and objectivity, taking corrective action as appropriate. • 4.3.1 We proactively and fully disclose any real or potential conflicts of interest to appropriate stakeholders. • 5.2.1 We earnestly seek to understand the truth. • 5.2.2 We are truthful in our communications and in our conduct.”
Promoting Project Excellency Through Awards and Assessment • Excellent projects respect and appreciate their people. They recognize their potential and skills, as well as promote their development. They create a culture where they are enabled and motivated to apply their knowledge and abilities for the success of the project. • Dealing responsibly with people – The skills and capacities that are necessary to fulfill the project objectives are identified. People are deployed accordingly. The dialogue with people takes place systematically and transparently. Legal and moral responsibilities for people, especially work safety, are carried out consciously.
Promoting Project Excellency Through Awards and Assessment • Enablement – The knowledge and abilities of people are promoted and further developed. In the process, personal interests, career development and self-development are supported. • Empowerment – People work in an environment that allows them and motivates them to apply their skills, talents and creativity for the success of the project. They act in coordination, are involved and empowered towards taking initiative.
Project Management Trends and Future Reality • Team diversity: cognitive, cultural, and geographic has increased as projects become more complex, technically challenging, and global. Cognitive diversity refers to varying perspectives based on expertise, education, experience, age, training, and professional background. Cultural diversity clear itself through different languages as well as less obvious elements including goals, politics, budgets, and national security concerns. Geographic diversity continues to grow as projects involve multiple partners from government, industry, academia, and nonprofit organizations.
Project Management Trends and Future Reality • Virtual work attracts talent and facilitates relationships that might otherwise be unavailable. Companies like IBM, Procter and Gamble, and AT&T have partially or fully eliminated traditional offices. Project managers are still trying to understand ways to remedy challenges like isolation, performance measurement, and the blurry line between work and personal life, but virtual work is here to stay.
Project Management Trends and Future Reality • Sustainability includes principles and practices that enable mission success and long-term societal health and progress. Sustainability is a systems-thinking challenge; it tackles questions of life-cycle impact, which can extend far beyond the duration of a project. To help address this challenge, NASA held its first Green Engineering Masters Forum in 2009.
Project Management Trends and Future Reality • Innovation in products and processes is a constant in the world of complex projects, shifting demographics, public–private collaboration, and the need for more sustainable practices. Projects demand adaptive thinking to adjust to changing requirements, budgets, and resources. Technology development is also essential • Managing one project successfully is not enough. The larger challenge is managing a portfolio of programs and projects. Portfolio management will continue to increase in importance

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14. Developing Custom Processes For IT Projects

  • 2. Developing IT Project Management Methodology Some organizations spend a great deal of time and money on training efforts for general project management skills, but after the training, project managers may still not know how to adapt their project management skills to the organization’s particular needs. Because of this problem, some organizations develop their own internal IT project management methodologies. The PMBOK Guide is a standard that describes best practices for what should be done to manage a project.
  • 3. Developing IT Project Management Methodology • Projects in Controlled Environments (PRINCE2): Originally developed for IT projects. PRINCE2 has eight process groups: – Starting up a project – Planning – Initiating a project – Directing a project – Controlling a stage – Managing product delivery – Managing stage boundaries – Closing a project
  • 4. Developing IT Project Management Methodology • Agile methods: As described earlier, agile software development is a form of adaptive software development. All agile methods include an iterative workflow and incremental delivery of software in short iterations. Popular agile methods include extreme programming, feature- driven development, lean software development, Agile Unified Process (AUP), Crystal, and Dynamic Systems Development Method (DSDM).
  • 5. Developing IT Project Management Methodology • Rational Unified Process (RUP) Framework: RUP is an iterative software development process that focuses on team productivity and delivers software best practices to all team members. • According to RUP expert Bill Cottrell, “RUP represents industry-standard management and technical methods and techniques to provide a software engineering process particularly suited to creating and maintaining component-based software system solutions.
  • 6. Developing IT Project Management Methodology • Six Sigma methodologies: Many organizations have projects that use Six Sigma methodologies. The work of many project quality experts contributed to the development of today’s Six Sigma principles. Two main methodologies are used on Six Sigma projects: DMAIC (Define, Measure, Analyze, Improve, and Control) is used to improve an existing business process, and DMADV (Define, Measure, Analyze, Design, and Verify) is used to create new product or process designs to achieve predictable, defect-free performance.
  • 7. Project and Process Tailoring • Project tailoring takes into consideration that project management processes are not "one size fits all", meaning there will be many times when processes need to be adjusted (added, removed, or revised) in order to ensure project success. • Tailoring in project management can happen at any time and for any process being applied to a project.
  • 8. Project and Process Tailoring Four step method for process tailoring • Evaluate Existing Project Management Processes • Assess the Project Tailoring Needs • Document the Project Tailoring Process • Re-Evaluate Project Management Processes
  • 9. Customized Project Management • Each project is unique, it is important to understand that an organization's project management processes will likely need to be tailored in order to ensure project success. • Project tailoring takes into consideration that project management processes are not "one size fits all", meaning there will be many times when processes need to be adjusted (added, removed, or revised) in order to ensure project success.
  • 10. The Project Management Maturity Model • Project management maturity refers to the mastery of skills required to manage projects competently • Number of ways to measure • The foundation for achieving excellence in project management can best be described as the project management maturity model (PMMM), which is comprised of five levels
  • 11. The project management maturity model (PMMM)
  • 12. The project management maturity model (PMMM) Level 1—Common Language: the organization recognizes the importance of project management and the need for a good understanding of the basic knowledge on project management, along with the accompanying language/ terminology. Level 2—Common Processes: the organization recognizes that common processes need to be defined and developed such that successes on one project can be repeated on other projects. Also included in this level is the recognition that project management principles can be applied to and support other methodologies employed by the company
  • 13. The project management maturity model (PMMM) Level 3—Singular Methodology: the organization recognizes the synergistic effect of combining all corporate methodologies into a singular methodology the center of which is project management. The synergistic effects also make process control easier with a single methodology than with multiple methodologies. Level 4—Benchmarking: contains the recognition that process improvement is necessary to maintain a competitive advantage. Benchmarking must be performed on a continuous basis. The company must decide whom to benchmark and what to benchmark. Level 5—Continuous Improvement: In this level, the organization evaluates the information obtained through benchmarking and must then decide whether or not this information will enhance the singular methodology.
  • 14. The project management maturity model (PMMM)
  • 15. The Project Management Institute • The Project Management Institute (PMI) is an international professional society for project managers founded in 1969 • PMI has continued to attract and retain members, reporting more than 380,000 members worldwide by 2012 • There are communities of practices in many areas, like information systems, financial services, and health care • Project management research and certification programs continue to grow • Students can join PMI at a reduced fee and earn the Certified Associate in Project Management (CAPM)
  • 16. Project Management Certification • PMI provides certification as a Project Management Professional (PMP) • A PMP has documented sufficient project experience, agreed to follow a code of ethics, and passed the PMP exam • The number of people earning PMP certification is increasing • PMI offers a comprehensive certification program for practitioners with different levels of education and experience.
  • 17. Project Management Certification • The certification program includes: – Certified Associate in Project Management (CAPM)® certification – PMI Agile Certified Practitioner (PMI-ACP)® certification – PMI Risk Management Professional (PMI-RMP)® certification – PMI Scheduling Professional (PMI-SP)® certification – Portfolio Management Professional (PfMP) ® certification – Program Management Professional (PgMP)® certification – Project Management Professional (PMP)® certification – PMI Professional in Business Analysis (PMI-PBA)® certification
  • 18. Ethics in Project Management • Ethics is a set of principles that guides decision making based on personal values of what is considered right and wrong. • Making ethical decisions is an important part of project managers’ personal and professional lives because it generates trust and respect with other people. Project managers often face ethical dilemmas. – For example, several projects might involve different payment methods. If project managers can make more money by doing their jobs poorly, should they? No! Should a project manager who is personally opposed to the development of nuclear weapons work on a project that helps produce them? Yes! Ethics guide us in making these types of decisions.
  • 19. The PMI Code of Ethics and Professional Conduct • “As practitioners in the global project management community: • 2.2.1 We make decisions and take actions based on the best interests of society, public safety, and the environment. • 2.2.2 We accept only those assignments that are consistent with our background, experience, skills, and qualifications. • 2.2.3 We fulfill the commitments that we undertake—we do what we say we will do. • 3.2.1 We inform ourselves about the norms and customs of others and avoid engaging in behaviors they might consider disrespectful.
  • 20. The PMI Code of Ethics and Professional Conduct • 3.2.2 We listen to others’ points of view, seeking to understand them. • 3.2.3 We approach directly those persons with whom we have a conflict or disagreement. • 4.2.1 We demonstrate transparency in our decision-making process. • 4.2.2 We constantly reexamine our impartiality and objectivity, taking corrective action as appropriate. • 4.3.1 We proactively and fully disclose any real or potential conflicts of interest to appropriate stakeholders. • 5.2.1 We earnestly seek to understand the truth. • 5.2.2 We are truthful in our communications and in our conduct.”
  • 21. Promoting Project Excellency Through Awards and Assessment • Excellent projects respect and appreciate their people. They recognize their potential and skills, as well as promote their development. They create a culture where they are enabled and motivated to apply their knowledge and abilities for the success of the project. • Dealing responsibly with people – The skills and capacities that are necessary to fulfill the project objectives are identified. People are deployed accordingly. The dialogue with people takes place systematically and transparently. Legal and moral responsibilities for people, especially work safety, are carried out consciously.
  • 22. Promoting Project Excellency Through Awards and Assessment • Enablement – The knowledge and abilities of people are promoted and further developed. In the process, personal interests, career development and self-development are supported. • Empowerment – People work in an environment that allows them and motivates them to apply their skills, talents and creativity for the success of the project. They act in coordination, are involved and empowered towards taking initiative.
  • 23. Project Management Trends and Future Reality • Team diversity: cognitive, cultural, and geographic has increased as projects become more complex, technically challenging, and global. Cognitive diversity refers to varying perspectives based on expertise, education, experience, age, training, and professional background. Cultural diversity clear itself through different languages as well as less obvious elements including goals, politics, budgets, and national security concerns. Geographic diversity continues to grow as projects involve multiple partners from government, industry, academia, and nonprofit organizations.
  • 24. Project Management Trends and Future Reality • Virtual work attracts talent and facilitates relationships that might otherwise be unavailable. Companies like IBM, Procter and Gamble, and AT&T have partially or fully eliminated traditional offices. Project managers are still trying to understand ways to remedy challenges like isolation, performance measurement, and the blurry line between work and personal life, but virtual work is here to stay.
  • 25. Project Management Trends and Future Reality • Sustainability includes principles and practices that enable mission success and long-term societal health and progress. Sustainability is a systems-thinking challenge; it tackles questions of life-cycle impact, which can extend far beyond the duration of a project. To help address this challenge, NASA held its first Green Engineering Masters Forum in 2009.
  • 26. Project Management Trends and Future Reality • Innovation in products and processes is a constant in the world of complex projects, shifting demographics, public–private collaboration, and the need for more sustainable practices. Projects demand adaptive thinking to adjust to changing requirements, budgets, and resources. Technology development is also essential • Managing one project successfully is not enough. The larger challenge is managing a portfolio of programs and projects. Portfolio management will continue to increase in importance