Information Technology Project Management, with CD-ROM 5E
This summary provides an extensive overview of the lecture material, lecture notes, and additional book chapters. Topics discussed during the lectures are marked with a (*) sign. Moreover, the final two pages include important topics to prepare for the EXAM, as indicated by Joris Hulstijn.
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TEST BANK for Information Technology Project Management. Providing Measurable Organizational Value 5th Edition by Jack Marchewka ISBN 9781118898192, ISBN-13 9781118911013 (Complete 12 Chapters)
SOLUTIONS MANUAL for Information Technology Project Management. Providing Measurable Organizational Value 5th Edition by Jack Marchewka ISBN 9781118898192, ISBN-13 9781118911013 (Complete 12 Chapters)
INF3708 exam prep - Full summary of all chapters
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Tilburg University (UVT)
Information Management
Project Management: People and Technology (PMPT)
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Project management is the application of knowledge, skills, tools, and techniques to project activities
to meet project requirements.
Topics with a (*) have been discussed during the lectures
Lecture 1 – Introduction (Chapter 1, 3, and 6) + Article Riby et al. (2016)
*A project is a temporary endeavor that aims to create a unique product, service or result.
Characteristics of a project include:
• A project is temporary
• A project has a clear start point and end point
• A project is finished when the goal has been fulfilled
• A project has a limited budget; resources are only temporarily allocated to a project
In contrast to a project, processes are ‘standing operations’ with a stable budget and stable roles.
*Software project management is concerned with activities ensuring that software is delivered on
time, within budget and in accordance with the requirements of the organization that needs the
software.
*A successful project is: on budget, on time, and meets the requirements. This is visualized in the
triple constraint triangle below.
Why many projects fail:
Generally, a project does not fail because of one single reason, but because many problems, issues,
and challenges that arise during the project. Most reasons for project failure can be grouped into four
categories: people, processes, technology, and organizational.
*Success factors for software development:
• Executive support: Executive or group of executives agrees to provide both financial and
emotional backing. The executive or executives will encourage and assist in the successful
completion of the project.
• Emotional maturity: Basic behaviors of how people work together. In any group,
organization, or company it is both the sum of their skills and the weakest link that determine
the level of emotional maturity.
• User involvement: Users are involved in the project decision-making and information-
gathering process. This also includes user feedback, requirements review, basic research,
prototyping, and other consensus-building tools.
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, • Optimization: Structured means of improving business effectiveness and optimizing a
collection of many small projects or major requirements. Optimization starts with managing
scope based on relative business value.
• Skilled resources/staff: People who understand both the business and the technology. A
skilled staff is highly proficient in the execution of the project’s requirements and deliver of the
project or product.
• Standard architecture (SAME): Standard Architectural Management Environment. The
Standish Group defines SAME as a consistent group of integrated practices, services, and
products for developing, implementing, and operating software applications.
• Agile processes: The Agile team and the product owner are skilled in the Agile process.
Agile proficiency is the difference between good Agile outcomes and bad Agile outcomes.
• Modest execution: Having a process with few moving parts, and those parts are automated
and streamlined. Modest execution also means using project management tools sparingly and
only a very few features.
• Project management expertise: The application of knowledge, skills, and techniques to
project activities in order to meet or exceed stakeholder expectations and produce value for
the organization.
• Clear business objectives: The understanding of all stakeholders and participants in the
business purpose for executing the project. Clear Business Objectives could also mean the
project is aligning to the organization’s goals and strategy.
MOV and Business case:
Measurable Organizational Value (MOV) is the development of a clear goal at the start of a project.
It provides a clear understanding of the project’s purpose and is the foundation for writing the business
case. A business case not only documents the MOV but also provides details of project alternatives.
For each alternative, the feasibility, costs, benefits, and risks are analyzed and compared so that a
recommendation can be made with confidence to choose the best alternative. If an alternative is
approved, the project manager and team are authorized to move to the next phase of the project
where detailed planning begins.
To provide real value to an organization, a project must be aligned with and support the organization’s
mission and vision statements. Alignment could either be done via a top-down approach or bottom-up
approach (visualized below).
The MOV must be measurable, provide value, be agreed upon, and be verifiable.
• Be measurable: Providing a clear definition of success for all the project’s stakeholders.
• Provide value: Value comes from delivery of the project’s product, service, or system that
achieves or meets the MOV. Time and resources should not be devoted to a project unless it
can bring value to the organization.
o Technology is an enabler and should not be part of a project’s MOV (e.g. it enables
organizations to reduce the time to send out a shipping confirmation).
• Be agreed upon: Stakeholders must agree upon a MOV that is realistic.
• Be verifiable: The MOV acts as a measure of success. Therefore, the organization should
evaluate the MOV in order to know whether it received the value it envisioned for the time,
money, and resources invested in the project.
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, Supportive project objectives for the MOV:
• Scope: The project work to be completed
• Schedule: Timeframe
• Budget: Money
• Quality: Conformance of use
The difference is that a project’s MOV becomes a measure of success, while objectives are important,
but not necessarily sufficient conditions for success. For example, a project can be completed on time,
within budget, and be defect-free but still it may not be of any use or value to the organization. On the
other hand, a project that is late and over budget can still be considered a success if the benefits of
the MOV outweigh the costs associated with the project being late or over budget.
Developing the MOV in 6 steps:
1. Identify the desired area of impact such as: customer, strategic, financial, operational, or
social.
2. Identify the desired value of the project such as: better, faster, cheaper, or do more.
3. Develop an appropriate metric such as: money, percentage, or numeric value.
4. Set a time frame for achieving the MOV (not the same as the scheduled completion of the
project).
5. Verify the MOV and get agreement from the project stakeholders to ensure it is accurate and
realistic
6. Summarize the MOV clearly and concisely
Project methodologies and processes provide a systematic way to plan, manage, and execute the
work to be completed by prescribing phases, processes, tools, and techniques to be followed. Several
project methodologies and processes are listed below.
• *Design Cycle
Design cycle steps include: analyze, design, implement, and test. Within this cycle, each step affects
the other. This enables one to learn from mistakes, re-think, and improve the project.
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