Information Technology
Project Management
Developing the Project Charter
and Baseline Project Plan
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Contact:
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Phone : 0815 8500 7800
Email : barokah.widodo@gmail.com
Bbm
: 24278CE4
Yahoomsgr : barokahw
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: barokahw
My Background…
Education
• 2001- 2003, Master of Business Administration
College of Business, University of Illinois at UrbanaChampaign, IL, USA
• 1993-1998, BS in Computer Science
Faculty of Computer Science, Universitas Indonesia,
Jakarta, Indonesia
My Background…
Professional Experience
• have over 15 years of continuous and progressive experience in
the area of Business Development, System Integration, IT
Management and Software/Information Engineering, with
responsible positions as an IT Manager, Project Manager, Sr.
Business Analyst and Design, Technical Architect, and Developer.
And now .. a lecturer at MM UGM and Fasilkom UI .. An Advisor for
Indonesian National ICT Council
• Expertise in project management, applications development &
maintenance, full life cycle development, Data Modeling (Logical
and Physical Design of distributed Databases), writing and
debugging complex stored procedures/triggers, SQL Server
Database Creation, Backup and Recovery, Performance Issues,
Handling errors, Troubleshooting network and database problems.
Teaching Philosophy:
Graduate education includes the discussion, dissection and
critique of different ideas and concepts. It is a two-way
interaction of an active, dynamic process of dialogue among
students and lecturers. For this to be successful and promote
interactive learning, two things are required. First, it is
expected that all parties will come to class being fully
prepared for all readings, case presentations, or other special
assignments. Second, this active learning environment
requires a willingness among all to engage in classroom
discussion. Therefore, all students will be expected to share
your valuable comments with me and the rest of the class.
Professional Conduct:
All students are expected to conduct themselves
professionally. This means that behavior that would not
be tolerated in a business meeting will not be tolerated
in this classroom.
All students start the semester with a 100% for the
professional conduct grade. Points will be deducted for
such behavior as repeated tardiness, walking out in the
middle of class (emergency situations exempt), eating
in class, irrelevant talking in class, any disruptive
behavior
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Professional Conduct:
Using laptops or PDAs in class to legitimately take notes or
work on class activities and projects is allowed, but all
other use of laptops or PDAs in class is prohibited:
(example: to check e-mail and news, talk/chat to friends,
instant message, play on-line games, facebooking, etc).
The use of hand-held and hands-free cellular telephones is
prohibited. Please turn off any cellular telephones before
entering the classroom. If you answer a cellular telephone
during class, you will be asked to leave and not return
during that class period and your professional conduct
grade will be lowered significantly.
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An IT Project Methodology
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Advantages of Using Formal
Project 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 (less stress)
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Objectives
• Describe the five project management processes and
how they support each phase of the project life cycle.
• Define the project management knowledge area
called project integration management and describe
its role in project plan development, project plan
execution, and overall change control.
• Develop a project charter and describe its
relationship to the project plan.
• Identify the steps in the project planning framework
introduced in this chapter and describe how this
framework links the project’s measurable
organizational value (MOV) to the project’s scope,
schedule, and budget.
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Information Systems Planning Process
Information Systems Planning Process
What’s the goal and value of the IS projects to the organization?
It requires important transition
from a strategic mindset to a
more tactical one
How should we do it?
The project charter + detailed project plan = the project’s tactical plan
Project Management Processes
Project vs. Product Management processes
Project Management
Processes and ITPM Phases
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Project Management Process
Project Management Process Groups:
– Initiating
– Planning
– Executing
– Controlling
A business case recommendation
– Closing
Contract and administrative closure
Project Charter and Plan
the product-oriented processes
measurement progress of the
project’s goal
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Project Integration Management
The Key to Overall Project
Success: Good Project
Integration Management
• Project managers must coordinate all of the
other knowledge areas throughout a project’s
life cycle
• Many new project managers have trouble
looking at the “big picture” and want to focus on
too many details
• Project integration management is not the same
thing as software integration
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Project Integration Management
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Project Integration Management
Processes
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Develop the project charter: working with
stakeholders to create the document that formally
authorizes a project—the charter
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Develop the preliminary project scope
statement: working with stakeholders, especially
users of the project’s products, services, or results, to
develop the high-level scope requirements and create a
preliminary project scope statement
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Develop the project management plan:
coordinating all planning efforts to create a consistent,
coherent document—the project management plan
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Project Integration Management
Processes
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Direct and manage project execution:
carrying out the project management plan by
performing the activities included in it
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Monitor and control the project work:
overseeing project work to meet the performance
objectives of the project
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Perform integrated change control:
coordinating changes that affect the project’s
deliverables and organizational process assets
Close the project: finalizing all project activities to
formally close the project
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Project Integration Management
Processes
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Project Integration Management
Summary
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What Went Wrong?
• The Airbus A380 megajet project was two years behind
schedule in Oct. 2006, causing Airbus’ parent company to
face an expected loss of $6.1 billion over the next four years
• The project suffered from severe integration management
problems, or “integration disintegration... Early this year,
when pre-assembled bundles containing hundreds of miles
of cabin wiring were delivered from a German factory to the
assembly line in France, workers discovered that the
bundles, called harnesses, didn't fit properly into the plane.
Assembly slowed to a near-standstill, as workers tried to pull
the bundles apart and re-thread them through the fuselage.
Now Airbus will have to go back to the drawing board and
redesign the wiring system.”*
*Matlack, Carol. “First, Blame the Software,” BusinessWeek Online (October 5, 2006).
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Project Charters
• After deciding what project to work on, it is
important to let the rest of the organization know
• A project charter is a document that formally
recognizes the existence of a project and
provides direction on the project’s objectives
and management
• Key project stakeholders should sign a project
charter to acknowledge agreement on the need
and intent of the project; a signed charter is a
key output of project integration management
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Developing the Project Charter
The project charter and baseline project plan
provide a tactical plan for executing the IT
project.
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Project Approach
Technical Approach
Development Approach
Application Approach
Operations Approach
Change Management Approach
Purpose of the Project Charter
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Document the project MOV
Define project infrastructure
Summarize details of project plan
Define roles and responsibilities
Show explicit commitment to project
Set out project control mechanisms
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What Should be in a
Project Charter?
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Project Identification
Project Stakeholders
Project Description
Measurable Organizational Value (MOV)
Project Scope
Project Schedule
Project Budget
Quality Issues
Resources
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What Should be in a
Project Charter? – cont’d.
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Assumptions and Risks
Project Administration
Acceptance and Approval
References
Terminology
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Project Charter Template
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Project Planning Framework
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Preliminary Scope Statements
• A scope statement is a document used to
develop and confirm a common understanding of
the project scope
• It’s important for preventing scope creep
– The tendency for project scope to keep getting bigger
• It’s good practice to develop a preliminary or initial
scope statement during project initiation and a
more detailed scope statement as the project
progresses
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What the Winners Do
“The winners clearly spell out what needs to be done in a
project, by whom, when, and how. For this they use an
integrated toolbox, including PM tools, methods, and
techniques…If a scheduling template is developed and used
over and over, it becomes a repeatable action that leads to
higher productivity and lower uncertainty. Sure, using
scheduling templates is neither a breakthrough nor a feat.
But laggards exhibited almost no use of the templates.
Rather, in constructing schedules their project managers
started with a clean sheet, a clear waste of time.”*
*Milosevic, Dragan and Ozbay. “Delivering Projects: What the Winners Do.”
Proceedings of the Project Management Institute Annual Seminars & Symposium
(November 2001).
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Project Planning Framework
The main purpose of project planning is to
guide execution
• The MOV
• Define the Project’s Scope
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Initiation
Planning
Definition
Verification
Change Control
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Project Planning
Framework – cont’d.
• Subdivide the Project (WBS) into Phases to
reduce complexity and risk
• Tasks-Sequence, Resources, and Time
Estimates
– Sequence (linear vs parallel)
– Resources required (technology, facilities, and people)
– Time-to-complate estimated (more time = more costs)
• Schedule and Budget-The Baseline Plan
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A Sample of Project Baseline
Gantt Chart
An output of this framework is the detailed project plan
that will serve as a benchmark and gauge the project’s
progress
Project Management Plans
• A project management plan is a document
used to coordinate all project planning
documents and help guide a project’s execution
and control
• Plans created in the other knowledge areas are
subsidiary parts of the overall project
management plan
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Common Elements of a Project
Management Plan
• Introduction or overview of the project
• Description of how the project is organized
• Management and technical processes
used on the project
• Work to be done, schedule, and budget
information
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Sample Contents for a Software
Project Management Plan
The Kick-Off Meeting
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Officially starts the work on the project
Brings closure to the planning phase
Communicates to all what the project is about
Energizes stakeholders
Engenders positive attitudes
A sample: Kickoffmeeting.doc
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