Jeanette R. Newman, President, Newman Consulting, Inc., Minneapolis, Minnesota Roger S. Pressman, Ph.D., President, R.S. Pressman & Associates, Inc., Orange, Connecticut Andy Roquet, Systems Development Integration Manager, CUNA Mutual Group, Madison, Wisconsin
Tom Rose, Director, Consultant, SMS, Inc., Hanover, Massachusetts Hugh W. Ryan, Partner, Accenture, Chicago, Illinois
Roy Schmidt, Bradley University, Peoria, Illinois
Nancy Settle-Murphy, Founder, Chrysalis International, Boxborough, Massachussetts Christopher Slee, Senior Partner, Consulting and Systems Integration Unit, Computer Sciences Corp. (CSC), Waltham, Massachusetts
Malcolm Slovin, Principal, Consulting and Systems Integration Unit, Computer Sciences Corp.
(CSC), Waltham, Massachusetts
Donna B. Stoddard, Assistant Professor, Information Systems, Babson College, Babson Park, Massachusetts
Christine B. Tayntor, Director, Application Maintenance Co-Sourcing, Honeywell International, Morristown, New Jersey
Caroline Thornton, President and Founder, NADUM, Inc., Toronto, Ontario, Canada Ray Walker, Senior Consultant, Process Control Initiative, DuPont Engineering, Wilmington, Delaware
About the Editor
Paul C. Tinnirello is executive vice president and chief information officer for a leading insurance information publishing organization in the financial services industry as well as a consulting editor for Auerbach Publications. He is responsible for all enterprise computing technology, including financial software products and E-commerce development. He holds an undergraduate degree in mathematics from Kean University in Union, New Jersey, and has a Master’
s degree in computer and informational sciences from the New Jersey Institute of Technology. Tinnirello has been a graduate and undergraduate adjunct instructor at state and local colleges in New Jersey and is a member of the academic advisory board for the College of Computing Sciences at New Jersey Institute of Technology. He has written and published numerous articles on software development and support and continues to present his material at financial services conferences. Tinnirello was a founding member of the Software Management Association and regularly contributes to various computing industry related publications including management trends in the E-commerce business sector. He can be reached by e-mail at
paulct@tinnirello.com
Introduction
Project management remains one of the most crucial endeavors to the successful delivery of enterprise computing activities. The diversity of business globalization and electronic commerce combined with the unceasing pace of technical change continues to challenge the efforts for more proficient project management techniques.
Organizations that rely on the benefits of computing technology for business survival realize more than ever the critical importance of managing projects in meeting strategic goals and objectives. This ongoing recognition of project management’
s
important role was integral to the success of the original edition of Project Management and has prompted this second book to help those who are responsible for meeting the delivery of multifaceted technical projects.
To be effective in project management requires formidable effort, and in comparison to other IT related tasks, it is frequently shrouded with perceptions rather than viewed as a set of adjacent management principles. It is still surprising to find that many IT professionals often ignore basic concepts in an attempt to formalize a single approach that can handle the various facets associated with technical projects. In recognition of such perceptions, this book has been organized into six sections that cover a large spectrum of issues that traditionally exist within the project management framework.
Successful delivery of mo st IT applications requires a solid understanding of principles that are germane to the project management process. Section 1, Essentials of Project Management, provides the important background information to establish the necessary link between concepts and practice.
Experienced IT professionals have learned how to apply the basic concepts regardless of the project. At the same time, it is equally important to acknowledge differences in project scope without blind adherence to the rules. The cost of ignoring sound management principles is typically disastrous and, in many cases, occurs well into the schedule of a given project. Many professionals who fail at project management are either victims of rigid discipline or reckless experimentation. Still, there are many professionals who acknowledge the fundamental concepts but have difficulty in implementing the principles into daily practice. In this regard, incremental application of the basic guidelines can yield better results than attempting a massive change to an organization’
s development culture. I
recommend that this section of the book be read initially, and then read again after completing the other sections.
Recognition of quality initiatives has not been limited to engineering and manufacturing practices. Recently, there has been better acknowledgement of the value of quality as applied to management of software technology projects. In particular, the success of ISO 9000 and Six Sigma have been extremely useful when applied to the software development process. Section 2, Critical Factors for Project Quality, has been added to the book in order to offer additional information to ensure successful project management. Many IT professionals assume that quality is a guaranteed byproduct of proficient project management techniques. While quality is more likely the result of good project management methods, it cannot be guaranteed without special focus and attention. As such, this section of the book
should also be reread since the principles described herein can be applied across the entire scope of all project management endeavors.
One of the crucial components of project management is the ability to utilize human resources in meeting application goals. Section 3, Managing Business Relationships, offers numerous insights that can leverage the knowledge held by business experts and technical professionals. Historically, acquiring the skills needed to manage people had been less emphasized than having the skills to handle technical details. Although this may explain why IT professionals struggled with human relationships, it is no longer acceptable to remain as merely the technical agent. Clearly, the most successful project managers have mastered the art of working with diverse organizational types, including vendors, contractors, and consultants. These important skills are not easily acquired and often need years of experience to cultivate. However, the information in this section of the book can provide good insight and lessen the traditional time required to become proficient.
Continuous shortages of skilled professionals, as well as the need to focus on core competencies, has prompted many, if not all, organizations to seek expertise beyond traditional boundaries. Section 4, Effectively Managing Outsourced Projects, describes the unique challenges when using external resources to fulfill project objectives. While the promises of outsourcing have been well identified, there are many issues that still require the experience of project management. Merely outsourcing technical tasks does not guarantee successful completion, nor does it automatically ensure that the best interests of the project will be accomplished.
Unfortunately, some IT professionals abdicate their responsibilities when using external resources. This has caused numerous organizations to re- evaluate procedures when engaging in outsourcing activities. However, outsourcing will likely remain as a strong complement to internal resources needed in applications development. Understanding the appropriate risks and rewards for using outsourcing is now a mandatory part of any project management strategy.
Some projects are the function of unusual circumstances or occur less frequently than most other computing activities. These types of applications are described in Section 5, Managing Special Projects, and include various discussions on topics such as knowledge management, and return on investment strategies. Managing these unique types of projects can challenge even the most experienced and seasoned professional. Sometimes, there is a tendency to administer similar procedures as with more conventional projects and the results can be less favorable than expected. The most important aspect to remember in these situations is that project management should not be exercised with such regulation that it ignores the peculiar attributes of such one-time projects. Examining the different projects described in this section can improve those project management skills required for future projects that may have less definable characteristics.
project management should not be viewed as a solitary management activity but rather as a set of dynamic principles that can be cultivated and improved through practical experience. Ignoring the need for continuous improvement would be as detrimental as ignoring the basic principles for applying project management itself.
Section 6, Measuring and Improving project management Success, is offered as the last segment in the book. In some respects it could be considered the most significant portion. On the other hand, it is yet another facet of the intricate process that defines the overall manner of project management. Despite the obvious need for managing projects and the necessity to improve the process, many organizations continue to fail in the consistent and repeatable application of project management
principles. This may be due, in part, to the overwhelming difficulties of technical projects, partial success, or misunderstanding the evolution of the project management life cycle. Nevertheless, without a commitment to measurement, further improvements to project management efforts will stagnate and organizations will rely on ineffective techniques to manage computing activities. This section does not constitute the only recommendations for management growth, but it does focus on the specifics that apply to the development of hardware and software systems.
As in the past, to use this book effectively I recommend that the reader complete Section 1 before proceeding to other areas. Several sections may examine the same topic but from a different perspective. Some concepts can also be applied differently depending on the circumstances, so the reader is advised to evaluate the situation from various viewpoints, including those provided in the book. It is also suggested to reread several of the chapters in Section 1 in order to fully absorb the content of the underlying basic principles.