![HCI Research as Problem-Solving [CHI'16, presentation slides]](https://cdn.slidesharecdn.com/ss_thumbnails/hci-research-as-problem-solving-chi16-160512002517-thumbnail.jpg?width=560&fit=bounds)
01 introduction
- 1. IT Project ManagementIT Project Management
- 2. Course ReferenceCourse Reference This course uses the Project Management Institute (PMI) Project Management Body of Knowledge (PMBOK) third edition (2005).
- 3. Section OneSection One Project ManagementProject Management FrameworkFramework
- 4. Introduction to ProjectIntroduction to Project ManagementManagement
- 5. Project Management StatisticsProject Management Statistics • The U.S. spends $2.3 trillion on projects every year, an amount equal to one-quarter of the nation’s gross domestic product. • The world as a whole spends nearly $10 trillion of its $40.7 trillion gross product on projects of all kinds. • More than sixteen million people regard project management as their profession; on average, a project manager earns more than $82,000 per year.* *PMI, The PMI Project Management Fact Book, Second Edition, 2001
- 6. More InformationMore Information on Project Managementon Project Management • More than half a million new information technology (IT) application development projects were initiated during 2001, up from 300,000 in 2000.* • Famous business authors and consultants are stressing the importance of project management. As Tom Peters writes in his book, Reinventing Work: the Project 50, “To win today you must master the art of the project!” *The Standish Group, “CHAOS 2001: A Recipe for Success”
- 7. • IT projects have a terrible track record – A 1995 Standish Group study (CHAOS) found that only 16.2% of IT projects were successful and over 31% were canceled before completion, costing over $81 B in the U.S. alone • The need for IT projects keeps increasing – In 2000, there were 300,000 new IT projects – In 2001, over 500,000 new IT projects were started Motivation for Studying InformationMotivation for Studying Information Technology (IT) Project ManagementTechnology (IT) Project Management
- 8. CHAOS Report 2006 • 35% of software projects started in 2006 can be categorized as successful, meaning they were completed on time, on budget and met user requirements. • The 2006 study shows that only 19% of projects were canceled before completion.
- 9. Advantages of Using FormalAdvantages of Using Formal Project ManagementProject Management • Better control of financial, physical, and human resources • Improved customer relations • Shorter development times • Lower costs • Higher quality and increased reliability • Higher profit margins • Improved productivity • Better internal coordination • Higher worker morale
- 10. What Is a Project?What Is a Project? • A project is “a temporary endeavor undertaken to create a unique product, service or result” (PMBOK® Guide 2005) • Attributes of projects – temporary – unique product, service or result. – Progressive elaboration – require resources, often from various areas – should have a primary sponsor and/or customer – involves uncertainty
- 11. Projects vs. Operational workProjects vs. Operational work • Work can be categorized either projects or operations. • Although the two some time overlap. They share many of the following characteristics: – Performed by people – Constrained by limited resources. – Planned, executed and controlled.
- 12. Projects vs. Operational workProjects vs. Operational work • Operations are ongoing and repetitive. while Projects are temporary and unique. • Projects are undertaken at all level of organization. • Projects can involve one or many organizational units.
- 13. Example of projectsExample of projects • Developing new product or service. • Effecting a change in Organizational Structure. • Designing a new vehicle. • Developing a new information system. • Constructing a building. • Running a campaign for political office. • Implementing a new business procedure.
- 14. Projects and strategic PlanningProjects and strategic Planning • Projects often utilized as a means of achieving an organization’s strategic plan. • Projects are typically authorized as a result of one or more of the following strategic considerations: – A market demand . – An organizational need. – A customer request. – A technological Advance. – A legal Requirement.
- 15. What is ProjectWhat is Project Management?Management? Project management is “the application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements” (PMBOK® Guide), 2005) *The Project Management Institute (PMI) is an international professional society. Their web site is www.pmi.orgwww.pmi.org.
- 16. Project Management • Managing project Includes: – Identifying requirements. – Establishing clear and achievable objectives. – Balancing the competing demands for quality, scope, time and cost. – Adapting the specifications, plans and approach to the different concerns and expectations of the various stakeholders.
- 17. 9 Project Management9 Project Management Knowledge AreasKnowledge Areas • Knowledge areas describe the key competencies that project managers must develop – 4 core knowledge areas lead to specific project objectives (scope, time, cost, and quality) – 4 facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management) – 1 knowledge area (project integration management) affects and is affected by all of the other knowledge areas
- 19. Area of expertiseArea of expertise • The project manager should understand and use knowledge and skills from at least five areas of expertise: 1. The project management body of knowledge 2. Application area knowledge, standards, and regulations. 3. Understanding the project environment 4. General management knowledge and skills. 5. Interpersonal skills.
- 21. Application Area knowledge,Application Area knowledge, Standards and regulationsStandards and regulations • Application areas are usually defined in term of: – Functional departments and supporting disciplines. – Technical elements. – Management Specializations. – Industry Groups • Each application area generally has a set of standards and practices often codified in regulations.
- 22. standards and regulationsstandards and regulations • ISO differentiates between standards and regulation as following: – A standard: “Document established by consensus and approved by a recognized body that provides, for common and repeated use, rules, guidelines or characteristics for activities or their results, aimed at the achievement of the optimum degree of ordering a given context ”
- 23. standards and regulationsstandards and regulations – A regulation : “government-imposed requirement, which specifies product, process or service characteristics, including the applicable administrative provisions, with which compliance is mandatory ”
- 24. Project EnvironmentProject Environment • Cultural and social environment. • International and Political environment. • Physical environment.
- 25. General Management knowledgeGeneral Management knowledge and skillsand skills • Planning, organizing, staffing, executing, controlling and supporting disciplines such as: – Financial management and accounting. – Purchasing and procurement. – Contracts and commercial law. – Manufacturing and distribution. – Logistics and supply chain. – Strategic planning. – Organizational structure. – Health and Safety. – Information Technology.
- 26. Interpersonal SkillsInterpersonal Skills • Effective communication. • Influencing the organization. • Leadership. • Motivation. • Negotiation and conflict management. • Problem solving.
- 27. Programs and ProgramPrograms and Program ManagementManagement • A program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. • Program may include elements of related work outside the scope of the discrete projects in the program.
- 28. Portfolios and portfolioPortfolios and portfolio ManagementManagement • A portfolio is a collection of projects or programs and other work that grouped together to facilitate effective management of that work to meet strategic business objectives.
- 29. SubprojectsSubprojects • Projects are frequently divided into more manageable components or subprojects. • Subprojects are often contracted to an external enterprise or to an other functional unit in the performing organization.