Question 8

Can recent college graduates expect to be project managers right away? What is a typical career path for a project manager?  Using the Internet, research the average salary of a PM in South Florida.  Is this for an experienced project manager?  Which sites (URL) did you use to find average salaries?

Unfortunately, all the newly graduates are not pace in the work field right after graduation as project managers. Furthermore, he/she has to learn and develop more knowledge and skills.

Indeed, for some projects is critical the project manager’s experience; mind while on other tasks can be delegated. Even so, the project manager carriers all the responsibilities.

The integration of project managers to the work force usually takes different level. Some entry-level positions are offered but not limited to:  project coordinator, assistant project manager, junior project manager, project analyst, work manager, project lead, and project manager.

Over time, a new graduate could develop experience and skill need it to carry all the responsibilities of a project manager.

According to the simple hired website (www.simplehired.com), salary paid for IT Project Managers range between $68,000 to $72,000 in South Florida. 

Question 7

Many information technology project managers come from senior technical positions. What can you do to help them transition into a project management role?

 Project managers need to use systems thinking and taking a holistic view of carrying out projects within the context of the organization. Ten Most Important Skills and Competencies for Project Managers which are essential are leadership, listening, integrity, ethical behavior, consistent, strong at building trust, verbal communication, strong at building teams, conflict resolution, conflict management, critical thinking, problem solving and balance priorities.

Standards and guidelines help project managers be more effective. The use of standard forms and software for project management. In addition, the development and use of guidelines for writing project plans or providing status information as well as the creation of a project management office or center of excellence can be very helpful to the project manager as well as the team and the success of the project. 

Project managers need to consider several factors due to the unique context of information technology projects. Project management knowledge areas are key to develop a successful plan of action by understanding: project scope, project time management, project cost, project quality, human resources, good communication skills with sponsor and team, risk management, procurement of goods and services, project stakeholder and project integration management.

Project Management Framework

Additional techniques, which help as tools for a successful project manager; for example, will be the implementation of project management software, scope change request, lessons-learned reports on the case of integration. Scope management simple tools like scope statements, work breakdown structures and requirements analyses. Time deadlines can be simply managed by utilizing Gantt chants. Communications is a usually a problem which must be handled well by implementing kick-off meeting and generating progress reports.

It’s important to keep in mind the job descriptions vary, but most include responsibilities like planning, scheduling, coordinating, and working with people to achieve project goals. Remember that 97% of successful projects was led by experienced project managers, who can often help influence success factors.

Question 6

Either from your own experience or by searching the Internet, describe a well-planned and executed project.  Describe a disastrous project.  What were some of the main differences between these projects?

A well-planned and executed project is a project that satisfies its goal. It involves a strategic planning process in which the scope, time and cost provides the result expected to complete the project. 

The project manager also uses the SWOT analysis method to understand the risks and resources needed in order to avoid surprises and achieve the project objective. 

A disastrous project is a project that the goals are defined, but there is no well-plan method in order to achieve the project goals. This type of project is always unsuccessful because of lack of management to know the right resources needed to complete the project.

The major differences between a well-planned project and a disastrous projects are:

1. In a well-planned project the project objective is accomplished.

2. The project manager has a better understanding of the resources needed to achieve the project objective.

3. The disastrous project finally becomes a great loss since the project aim is not achieved. 

Question 5

Process Groups - How much time and money is typically spent on projects in each of the process groups. Assume you have one year and $100,000 to spend.  Justify your answer.

 

Project management is an integrative endeavor; decisions and actions taken in one knowledge area at a certain time usually affect other knowledge areas. 

Managing these interactions often require making trade-offs among the project’s scope, time and cost known as the triple constraints of project management as well other trade-offs between risk and human resources. 

Consequently, you can view project management as a number of related processes. A process is a series of actions directed toward a particular result. Project management process groups progress from initiating activities to planning activities, executing activities,  monitoring and controlling activities, and closing activities.  

Typically, project management processes can spend an average between: 2% initiating processes, 22% planning processes, 82% executing processes, 5% monitoring and controlling processes, and 3% closing processes. 

These guidelines were done by Andy Crowe and published in his book, Alpha Project Managers: What the Top 2% Know That Everyone Else Does Not. He collected data from 860 project managers in various companies and industries in the United States. He found that the best -“the alpha”- project managers spent more time on every process group than their counterparts except executing, as shown in Figure 1. 

This breakdown suggests that the most time should be spent on executing, followed by planning. Spending a fair amount on planning should lead to less time spent on execution. Notice that the alpha project managers spent almost twice as much time on planning (21% versus 11%) as other project managers.

Figure 1 (Source: Andy Crowe)
Percentage of time spent on each process group

To illustrate the “Project Management Process Group”; below is then computed by applying the calculations per percentage of actions for a yearly project with a budget of $100,000.

Question 4

Some of the adaptive approaches to developing systems (like agile) are becoming more popular. Are they better or more appropriate than prescriptive approaches in most cases? Why or why not?

Many IT projects involve researching, analyzing, and then purchasing and installing new hardware and software with little or no actual software development required. However, some projects involve minor modifications to enhance existing software or to integrate one application to another. Other projects involve a major amount of software development. Many argue that developing software requires project managers to modify traditional management methods, depending on a particular product’s life cycle. 

A system development life cycle (SDLC) is a framework for describing the phase of developing information systems. Some popular models of an SDLC include the waterfall model, the spiral model, the incremental build model, the prototyping model, and the Rapid Application Development (RAD) model. 

These life cycle models are examples of a predictice life cycle, meaning that the scope of the project can be articulated clearly and the schedule and cost can be predicted accurately. The project team spends a large portion of the project attempting to clarify the requirements of the entire system and the and then producing a design. One issue with this system style is that users are often unable to see tangible results in terms of working software for an extended period.

Below are brief descriptions of the most used predictive SDLS models: 

The “waterfall life cycle” model has well-defined, linear systems analysis, design, construction, testing and support. This model assumes that requirements will remain stable after they are defined. Used when risk must be tightly controlled and restricted after requirements are defined. Works well with large-scale projects where complexity and cost are so high that the more rigid steps. Fig.1

The “spiral life cycle” model was developed based on refinement of the waterfall model as applied to large government software projects. It recognizes the fact that most software is developed using an iterative or a spiral approach rather than a linear style. The project team is open to changes and revisions later in the project life cycle, and return to requirements phase to more clarification and design. This approach is suitable for projects in which changes can be incorporated with reasonable cost increases or with acceptable time delays. Fig.1

Figure 1 (Waterfall and Spiral Model Life Cycle)

Additional predictive models are:

The “incremental build life cycle” mode provides for progressive development of operational software, with each release providing added capabilities; used by Microsoft.

The “prototyping life cycle” model is used for developing software prototypes to clarify user requirements for operational software. Heavy user interface interaction needed for development. Physical design specification simultaneously. Able to throw away or keep prototypes, depending on the project. Often used as an example for mobile applications.

The “RAD life cycle” model uses an approach in which developers work with an evolving prototype Heavy user involvement needed. Developers use additional tool aids for rapid prototyping and code generation.

In contrast to the predictive models, adaptive software development (ASD) life cycle model assumes that software development follows an adaptive approach because the requirement cannot be clearly expressed early in the life cycle. This model is also used to provide more freedom than the prescriptive approach, giving development more free-form to create components that provide functionality for specified by the business group. The projects are mission driven and component based, using time-based cycles to meet target dates. Requirements are developed using an iterative approach, and development is a risk driven and change tolerant to address and incorporate risks rather than mitigate them.

More recently, the term agile software development has become popular to describe new approaches that focus on close collaboration between programming teams and business experts. 

Depending on the need of the project, the chart below illustrates the pros and cons of the most popular model used by project managers, Agile vs. Waterfall: 

Question 3

Briefly describe the strategic planning process; including the SWOT analysis.  Which method do you think businesses use most when identifying IT project?  Why?

The strategic planning process is a method commenced by a business or a company to develop a strategy and implement it for the accomplishment of its complete long-term goals; The SWOT analysis is an organized plan method used to calculate the chances, strengths, flaws, weakness, and risks involved in a project.

Businesses use the SWOT analysis method most when identifying IT project because a SWOT analysis provides a clear understanding of the risks, and opportunities that assist the company to know the project strengths and weakness of going forward. 

Question 2

Describe the triple constraint.  What are the three components and what is the relationship between them.

Every project is unique, however, is often archive understanding the scope of work, time need and cost involved. Scope of work of a project is what is expected to do. It refers to all the objects to meet. 

Why should be built? Once, the requirements are determined, then the time frame need to set. Time is very important to keep on track, for a project manager should set schedule for every step necessary to finish the project.

Cost is the amount of money needed to complete a project. These three constraints interrelate really close.

To illustrate, the less time a project counts with usually drive to invest more money in it.

On the other hand, the more complex is the project, usually more time is need it.

In addition, less money is available to invest in a project, less scope of work have to be met.

All the project managers have to be aware of this three base constraints; scope, time and cost, in order to deliver a completed quality project.

Question 1

Define globalization, outsourcing, and virtual teams and describe how these trends are changing IT project management.

Today’s technology has transformed our lives. Indeed, it had created a world without boundaries. Where people can interact with others, regardless location and time, using different social media and gadgets. 

This worldwide business alliance interaction its called Globalization. This easy and convenient communication has been contributed to the growth of many companies around the globe.

In the technology field, various IT projects have been completed with the collaboration of people of other all over the world. For, outsourcing and virtual team concepts arise to better understand the globalization business relationship.

Outsourcing occurred when an institution requires services from any person, supply or company from outside sources. Furthermore, because the increase of outsourcing, virtual team best describes the group of people that work together to accomplish a task or project.

Currently, IT Project Managers have to face with the challenges and opportunities created by the globalization.

Some of the advantages of outsourcing and virtual team managements are: lower cost of services, flexible hours for workers, lower company expenses, increase competitiveness and responsiveness.

However, there are many factors that can affect the success of a project for example, lack of trust, process style, culture differences, technology communication dependency, and conflict management to name some.

IT Project Managers must stay aware of these and other trends and implement ways to use human resources and virtual teams worldwide to accomplish effectively projects facing globalization.