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Managing Projects - Coggle Diagram
Managing Projects
Reasons why IT project fail
Ambiguity of purpose
poor communication between business and IT that leads to building the wrong system
Unnecessary complexity
the source of growing complexity is ballooning scope; one system tries to do too much
Absence of and explicit choice of trade-offs
an IT project can be fast, cheap or good, but you can only pick two out of three
How to improve chances of success of IT projects?
Make sure that we define purpose clearly
The waterfall approach
gather requirements, design, code writing, test and roll out
assumes that project team can identify business users’ latent needs
lean approach while agile methodology
A project-s value in the lean approach is in the eyes of its users; it is successful only if they find it useful
The general rule of thumb is to prefer lean for projects where business users’ needs would be hard to gather
Scrum, extreme programming, pair programming or prototyping permutations of 3 principles:
Active business participation
actively involving throughout the project those who will use the new system
Short iterations
do a project in a series of iterative sprints of two to six weeks
Less code
reduce the amount of software code in a system
Curb scope
trying to cover 100 percent ground can mess up the 20 percent that matters most to your business
Non-IT managers can help identify the 20 percent by classifying each major project requirement
MoSCoW classification
Must-have requirements
Should-have requirements
Could-have requirements, but not critical
Won’t have this time, but maybe later.
Accountability without micromanagement
elements of MOW (measurable organizational value) statement for any IT project
Intended impact
Promise
Change metrics
Time to impact
Business penalties worsening because
larger projects
touch more parts of firms
baked into more products and services
Why Non-IT Managers Matter?
Good IT project management increasingly indistinguishable from
good business management
Invariably has an IT element
Any strategic move
Business model tweak
Process improvement
managing technical risks
can prevent their business failure
Under-delivering intended business benefits
IT project managers ill-equipped to tackle this
the right system faster and
cheaper
Risk Beyond Non-IT Managers Control
immature technology in a project
Underestimation of time and money