IT项目管理讨论题和running case答案.docx

1、IT项目管理讨论题和running case答案CHAPTER 1 Introduction to Project Management DISCUSSION QUESTIONS1. Why is there a new or renewed interest in the field of project management?More and more projects are being done by a variety of organizations. The projects are more complex and often involve the use of new te

2、chnologies. Organizations are struggling to find better ways to manage their projects.2. What is a project, and what are its main attributes? How is a project different from what most people do in their day-to-day jobs? What is the triple constraint?A project is “a temporary endeavor undertaken to c

3、reate a unique product, service, or result” (PMBOK Guide, 2008, p. 5). In addition to being temporary and unique, other attributes of projects are that they are developed using progressive elaboration, require resources from various areas, should have a primary customer or sponsor, and involve uncer

4、tainty. Projects are different from day-to-day activities primarily because they have focused goals and definite beginning and ending dates. The triple constraint is managing scope, time, and cost goals.3. What is project management? Briefly describe the project management framework, providing examp

5、les of stakeholders, knowledge areas, tools and techniques, and project success factors.Project management is “the application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements” (PMBOK Guide, 2008, p. 9). The project management framework graphica

6、lly shows the process of beginning with stakeholders needs and expectations, applying the nine project management knowledge areas and various tools and techniques to lead to project success and then enterprise success. For example, if a project were to implement an ERP system for a large company, th

7、e stakeholders would include managers and users from many different departments (finance, manufacturing, human resources, IT, etc.), all nine knowledge areas would be important, numerous tools and techniques would be applied (see Table 1-1), and project success might be based on implement key functi

8、ons by a certain time for a certain cost or having the new system pay for itself within a certain time period.4. What is a program? What is a project portfolio? Discuss the relationship between projects, programs, and portfolio management and the contributions they each make to enterprise success.A

9、program is “a group of projects managed in a coordinated way to obtain benefits and control not available from managing them individually” (PMBOK Guide, 2008, p. 9) Project portfolio management focuses on managing projects as is as a portfolio of investments that contribute to the entire enterprises

10、 success. Projects are part of programs which are part of portfolios.5. What is the role of the project manager? What are suggested skills for all project managers and for information technology project managers? Why is leadership so important for project managers? How is the job market for informat

11、ion technology project managers?The project manager is ultimately responsible for project success. Many suggested skills are listed in this chapter, including strong leadership skills, organizational skills, technical skills, and many soft skills. IT project managers require the same skills as gener

12、al project managers, but they should also know something about the technology used for the project and the types of people who work on information technology projects. Leading by example is the most important trait of effective project managers. The job market for information technology project mana

13、gers continues to remain strong, especially for those with strong business and leadership skills.6. Briefly describe some key events in the history of project management. What role does the Project Management Institute and other professional societies play in helping the professionSome people say th

14、at building the Egyptian pyramids or the Great Wall of China were projects, but modern project management began with the Manhattan Project or development of the atomic bomb. That project took about three years and cost almost $2 billion in 1946 and had a separate project manager and technical manage

15、r. Gantt charts were first used in 1917, and network diagrams were used in 1958. PMI is the main professional society for project managers, and they run the PMP certification program. 7. What function can you perform with project management software? What are some popular names of low-end, midrange,

16、 and high-end project management tools?Project management software can assist in developing schedules, communicating information, tracking progress, etc. Popular tools include Milestones Simplicity, Project 2007, and the Microsoft Enterprise Project Management solution, to name a few.EXERCISESAnswer

17、s to all of these exercises will vary. The main purpose of these exercises is to have students begin doing some independent research to further explore the field of project management. You could have students discuss the results of these exercises in class to enhance participation, assign some for h

18、omework, or do both. CHAPTER 2The Project Management and Information Technology ContextDISCUSSION QUESTIONS1. What does it mean to take a systems view of a project? How does taking a systems view of a project apply to project management?Taking a systems view means looking at the big picture of how a

19、 particular project fits into the rest of the organization. It is important for project managers to understand the broader organizational environment to ensure their projects meet organizational needs.2. Explain the four frames of organizations. How can they help project managers understand the orga

20、nizational context for their projects?The four frames of organizations are summarized below: Structural: deal with how the organization is structures and focus on roles and responsibilities. Its important to understand these roles and responsibilities when dealing with project stakeholders, especial

21、ly in procuring resources. Human resources: focuses on meeting the needs of the organization and its people. Project managers must understand various human resources policies and procedures. Political: addresses organizational and personal politics. Many project managers fail because they do not und

22、erstand the political environment. Symbolic: focuses on symbols and meanings. Its important to understand an organizations culture, dress code, work ethic, and so on in managing projects.3. Briefly explain the differences between functional, matrix, and project organizations. Describe how each struc

23、ture affects the management of the project.Functional organizations have managers or vice presidents in specialties such as engineering, manufacturing, information technology, and so on. Their staffs have specialized skills in their respective disciplines. Project organizations have project managers

24、 instead of functional managers reporting to the CEO. Matrix organizations represent the middle ground between functional and project structures. Personnel often report to both a functional manager and one or more project managers. Project managers have the most authority in project organizational s

25、tructures followed by matrix, and then functional.4. Describe how organizational culture is related to project management. What type of culture promotes a strong project environment?Organizational culture is a set of shared assumptions, values, and behaviors that characterize the functioning of an o

26、rganization. This culture can definitely impact project management. For example, if an organization values project management and follows the guidelines for applying it, it will be much easier to practice good project management. Project work is most successful in an organizational culture where emp

27、loyees identify more with the organization, where work activities emphasize groups, and where there is strong unit integration, high risk tolerance, performance-based rewards, high conflict tolerance, an open-systems focus, and a balanced focus on people, control, and means-orientation.5. Discuss th

28、e importance of top management commitment and the development of standards for successful project management. Provide examples to illustrate the importance of these items based on your experience on any type of project.Top management commitment is the number one factor associated with the success of

29、 information technology projects, so its very important to get and maintain this support. Top management can help project managers get adequate resources, approve unique project needs, get cooperation from other parts of the organization, and provide support as a mentor and coach to project managers

30、. Examples will vary.6. What are the phases in a traditional project life cycle? How does a project life cycle differ from a product life cycle? Why does a project manager need to understand both? A traditional project life cycle is a collection of project phases concept, development, implementation

31、, and close-out. These phases do not vary by project. Product life cycles vary tremendously based on the nature of the project. For example, the Systems Development Life Cycle (SDLC) could follow the waterfall model, spiral model, incremental release model, prototyping model, or RAD model. Using the

32、 general phases of the SDLC (information systems planning, analysis, design, implementation, and support) there could be a project to develop a strategic information systems plan; another project to complete a systems analysis for a new system; another project to create a detailed database design; another to install new hardware or software; and another to provide new user training.7. What makes information technology projects different from other types of projects? How should project managers adjust to these differences?IT projects are different from other types of projects becau