ITOBORE OSHOBE105335

The purpose of this report is to identify skills set which help formulate and execute best practices in IT Project Management. These best practices are the culmination of individual survey results,

Personal experiences, academic lectures and literature review.

Project Management is a set of tools, processes, and competencies utilized by people in order to enhance an organization's services and practices

Project Management is a set of tools, processes, and competencies utilized by people in order to enhance an organization's services and practices

Project selection/reselection: mechanism to approve or deny proposed projects.

Project selection/reselection: mechanism to approve or deny proposed projects.

Risk management: It deals with reducing the chance of undesirable outcome.it encourages to use process that identifies and eliminates the risks from the project.

Project selection/reselection: mechanism to approve or deny proposed projects.

Risk management: It deals with reducing the chance of undesirable outcome.it encourages to use process that identifies and eliminates the risks from the project.

Commissioning: It should begin before project development/completion as knowledge is gained as a result.

Planning and scheduling: planning the schedule of the project includes timeline, scope and completion

Planning and scheduling: planning the schedule of the project includes timeline, scope and completion

Stakeholder management: deals with communication with stakeholder regarding project goals and outcomes.

Planning and scheduling: planning the schedule of the project includes timeline, scope and completion

Stakeholder management: deals with communication with stakeholder regarding project goals and outcomes.

Procurement and controlling: procurement of materials/services is a process that cuts across all organizational boundaries.

Project controls: split into 3 Scheduling: It is TIME decision, deciding

when and where work will be performed.

Project controls: split into 3 Scheduling: It is TIME decision, deciding

when and where work will be performed. Estimating: act of combining result of post

project reviews, metrics, consultation, informed assessment to arrive at time and resource requirements for an activity.

Project controls: split into 3 Scheduling: It is TIME decision, deciding

when and where work will be performed. Estimating: act of combining result of post

project reviews, metrics, consultation, informed assessment to arrive at time and resource requirements for an activity.

Budgeting: consists of financial statement prepared and approved prior to the defined period, for purpose of attaining given objective for that period.

The best practices can be are 3 main areas Organizational practices Team practices Individual practices

Knowledge management: existing knowledge/experience can help to reduce risks while project development

Continuous improvement: No project result is 100% accurately achieved. Improvement is required in those areas of project where result is uncertain.

Scalability of practices: practices implemented should be scalable that means, they should be able to cope with increase in size of the project by not modifying/alter the desired result.

Cross functional teams: It is a group of people with different functional expertise working toward a common goal.

Edification: means educating stakeholders so that their goals and expectations can be established.

Focus: it is important to define pre objectives

Focus: it is important to define pre objectives

Team members: Time has to be spent to identify individual’s strength and capabilities

Focus: it is important to define pre objectives

Team members: Time has to be spent to identify individual’s strength and capabilities

Team processes & front end planning: planning and defining project goals from the beginning of the process gives a fairly accurate estimate of project completion.

Team life: Team should be willing to work together and be innovative in common interest of the project.

Team life: Team should be willing to work together and be innovative in common interest of the project.

Good communications: communication among team members and stakeholder can prove to be efficient in project planning.

Team life: Team should be willing to work together and be innovative in common interest of the project.

Good communications: communication among team members and stakeholder can prove to be efficient in project planning.

Risk regeneration and documentation: keeping records of risks encountered while project development and documentation of all the data can be used for future reference while planning other similar projects.

Are based on personal processes Which are defined as intrinsic behaviors and

thought methodology of an individual. It requires Individuals to expand their

cognitive abilities and psychological thought processes. to stay competitive and maintain an edge, individuals must increase their scope of understanding around social, anthropological, and psychological issues.

Questions ?

PINAR SAHIN105550

Adequacy of company-wide education on the concepts of risk management.

Maturity of an organization’s processes for assigning ownership of risks.

Adequacy with which a visible risk registers is maintained.

Adequacy of an up-to-date risk management plan.

Adequacy of documentation of organizational responsibilities on the project.

The existence of an effective benefits delivery and management process that involves the mutual Cooperation of project management and line management functions.

Portfolio and program management practices that matches the corporate strategy and business objectives.

A suite of project, program and portfolio metrics that provides direct ‘‘line of sight” feedback on current project performance, and anticipated future success, so that project, portfolio and corporate decisions can be aligned were made.

Continuous improvement in context of learning through experience adds to success of projects.

If the business is essentially project-based then successful project performance leads directly to corporate success.

If the business is operation based then successful projects lead to indirect improvement in business performance.

Research projects open a room for improvement and thus increases revenue and sales of overall business.

Successful IT/IS projects deliver improved financial benefits.

People directly affect the success of the project but research paper has focused on what people and team do rather than quality of their human interaction. To defend, factors elaborated in the given research paper involve processes that are performed by people so it is the people who determine the success of a project without being evaluated or researched directly.

RASHMI BAKSHI105403

This research paper summarizes the success criteria for IS/IT project

IS/IT projects have high turn over rates due to complexity and rapid change of technology thus criteria for success varies from project to project.

Time, Cost and user specification have been measured as standard success criteria.

Individual criteria depends on type of project and different stakeholders

The project delivers its functionality The project is implemented to budget,

on schedule and to technical specification

The project is commercially profitable for the contractor

In the event of a cancelled project, was the cancellation made on a reasonable basis and was the project terminated efficiently.

It achieves its stated business purpose It provides satisfactory benefit to the

owner It satisfies the needs of the owner, user

and stakeholders It meets its pre-stated objectives to

produce the facility The facility is produced to specification,

within budget and on time The project satisfies the needs of the

project team and supporters

It is profitable for the sponsor/owner and contractors:

It achieves its business purpose in three ways (strategically, tactically and operationally)

It meets its defined objectives It meets quality thresholds It is produced to specification, within budget

and on time All parties (users, sponsors, project team)

are happy during the project and with the outcome of the project.

132 questionnaires was completed and returned on the success criteria. Respondents were asked to indicate the five most important criteria for success on particular project.

Meet user requirements Achieve purpose Meet time Meet budget Happy users Meet quality

The conclusion from the results indicates that project managers are focusing on the short-term criteria relating to the project 'process' and concentrating on meeting the time and budget constraints which are set by senior management as opposed to the longer-term criteria relating to the 'product' such as delivering a system with which the users are happy.

36 companies were investigated to measure success rate of IT projects in this research paper. based on the result, this paper presents definition of project success and effective practices.

1. How do organizations in Australia define IT project success?

2. Which methods are most effective and why?

These two questions were asked during the survey and analysis is being done based on it.

Cooke-Davies: distinguishes between project management success and project success

DeLone and Mclean : propose six major dimensions of system success

System quality Information quality Service quality Use User specification Net benefits

Semi structured interviews with 72 senior managers in 36 companies in 3 sectors were conducted.

Sectors were finance and insurance, mining and electricity, gas and water supply.

They offered huge IT investment.

Overall confidence Formality of success construct Measurement of success Effectiveness of measurement

The results highlighted several success criteria which are rarely considered in the literature such as sponsor satisfaction, business continuity, project team satisfaction, and steering group satisfaction.

Companies that defined success upfront and then measured results after implementation had greater confidence in IT project outcomes.

Those companies that had a formal success construct, effective measurement of success, and medium to high levels of confidence shared some important common practices.

These effective practices were: (a) an agreed definition of success, (b) consistent measurement, and (c) use of results.

Companies that achieved project success agreed on the common criteria defining success rate of IT project. These companies considered an average of four criteria such as ‘on-time’, ‘on budget’, and ‘met requirements’, ‘system implementation’ and ‘system use’.

The consistent measurement of success was a product of a formal measurement process during the project, at project closure and implementation.

Those companies with high levels of confidence in their IT projects not only agreed on a definition of success and consistently measured success: they also used the results. This included the management of the project according to the agreed definition of success, a willingness to stop projects, accountability for results, and a connection to learning.

This paper is produced to examine the importance of defining and measuring success in IT projects.

Based on the analysis made, three effective practices were identified: (1) an agreed definition of success, (2) consistent measurement, and (3) the use of results

UGOCHUKWU CHIMBO EJIKEME105394