Information Systems Project Management
 
 On-site Training Only
 Length: 3 days 
 Number of Participants: Up to 20
 Materials: Notebooks and handouts provided

IT Project Teams understand the meaning of time uncertainty. Too often completion dates are imposed on software developers without understanding development time risk. Often objectives are unclear at project start. Getting customers and corporate managers to clearly state what they want can be a Herculean effort. If you develop software, or contribute to the development and management of software teams, this is the seminar for you.

Who Should Attend

  • IT/IS Directors
  • IT/IS Managers
  • Software Business Unit Managers
  • Systems Analysts
  • Programmers
  • Engineers and System Integrators
  • Software Application Developers
  • Web Site/Internet Developers
  • Software Marketing Managers
  • Network Installers
  • Help Desk Managers

You Will Discover

Why software projects tend to run into the unexpected, not unlike the X Files, and why corporate managers or customers have expectations that are different than what is delivered. When project scope continually changes, or was not nailed down at project start, you will discover why both money and time slip through your fingers. Is this your environment? Well then, it’s time to give your team the Project Management Training they need to effectively plan and communicate software projects to managers and customers. This seminar will show participants how to properly plan, schedule, and control IT development projects. It will show you how to make people's overloads visible. With people that have truly blocked time for work on projects, the schedules and deliverables will be realistic. If you are tired of being caught between customers and management with unrealistic schedules, this seminar for you.

Seminar Outline:

1. Project Start, Getting Input Data:

  • The IT Project Managers Role
    • Getting Management and Customers to Develop Clear Objectives
    • Communication Bridges and Cross Functional Teams
    • Focus Meetings with Customers (Both Internal and External)
    • Building or using an Existing Team
    • Methods to Clarify Objectives Prior to Software Development
  • Developing a Work Breakdown Structure (WBS)
    • Dividing the Project into Sub projects
    • Phase or Stage Development Models
  • WBS Examples for Different Projects
    • Templates that will assist in WBS development
    • Estimating Task Time
    • Optimistic, Pessimistic, and Most Probable Estimates for Software
    • Using Statistical Estimating Techniques for Development Projects
    • Understanding On Time Probability Concepts
    • When to End a WBS

2. Group Workshop

  • Discuss Time-Uncertain Tasks in Software Development
  • From Past Experience, Identify Areas that Cause Delays
  • Group Recommendations for Building a WBS

3. The Tools and Techniques Used to Plan and Schedule IT Projects

  • A review of Project Management Concepts
  • GANTT Charts
  • PERT (Program Evaluation Review Technique)
    • A Development Tool, When Time is Uncertain
    • How Computers Solve Projects: Understanding Computer Algorithms.
    • Calculating a Projects Development Time Risk
  • CPM (Critical Path Method)
    • When Project Time is Easily Predictable
    • Precedence Diagram Method
    • Analyzing a Project, A Responsive Exercise
    • Building a Project Time Network, A Responsive Exercise
  • Compressing a Project Schedule (Crashing) to Meet a Market Need
    • Developing the Project Cost Time Characteristic
    • Using the Crashing Technique to Build Predictable IT Projects

4. Modern Project Development Tools and Techniques

  • The Combined Gantt Time Network System
  • Building a Software Project from Ground Zero
  • Multi Project Work Loads: Avoiding People Overloads
  • Team Planning, Linking & Layering Project Phases
  • Monte Carlo Project Time Risk Assessment
    •
  • Setting Priorities for Cross Functional People Teams
  • A Mechanized Gantt Responsive Exercise for an IT Project
    • Project Start and the WBS
    • The Project Plan, A Visible Critical Path Network in Linear Time
    • Work In Process, The Unexpected Happens
    • Corrective Action, Getting Back on Schedule
    • Project Budgets and Financial Projections
    • Project Completion Time Risk Assessment
    • Multi Project People Work Loads and Avoiding Overloads

5. Control of Projects, Financial Monitoring & Status Reports

  • Managing Multiple Small Projects

  • Earned Value Status Reporting

    • Trending a Project
    • Budgeted Cost of Work Scheduled (BCWS)
    • Budget Cost of Work Performed (BCWP)
    • Actual Cost of Work Performed (ACWP)
    • Four Case Studies, A Responsive Exercise
      •
    • The Purpose of Status Reports
  • Controlling Customer Generated Scope Changes
  • The need for Change of Scope Forms
  • Approvals for Change
  • Post Project Audits
    • Learning from Previous Projects, Avoiding Corporate Amnesia
    • Templates for Future Projects and Rapid Customer Response

6. Summary and Conclusions

 

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