z普华永道中国企业改造工具库11.doc

CHAPTER 5: PROJECT MANAGEMENT MODELS AND PROCESSES
PROJECT MANAGEMENT REQUIRES ELEMENTS OF "ART” AND “SCIENCE”
Balancing conflicting demands and interests of both permanent and anisations
Managing "people" problems that result from ambiguities of the project structure
Acting as the interface between the project and the anisation
Protecting the project team from inappropriate interference and pressures
Assisting permanent management with staff appraisals and other career development matters . training
Achieving project objectives.
THE DEFINITION OF A PROJECT USUALLY HAS THREE PONENTS:
A defined effort outside the scope of normal routine work to deliver business benefits
Work undertaken by a formally established project team
Requires production of specified results within time, cost and quality constraints.
OBJECTIVES OF PROJECT MANAGEMENT ARE PLETE WORK:
Within time and cost constraints
To specified quality standards
To meet the business needs
In a reliable and auditable manner.
EFFECTIVE PROJECT MANAGEMENT PROVIDES WORTHWHILE BENEFITS:
Increased probability of ess of Information Systems delivery
Reduced risks associated with investment in Information Systems development
Clearer business direction for the information Systems development process
Improved ability to measure and control Information Systems development projects
Greater effectiveness and productivity of staff involved at all levels of the development process.
PROJECT MANAGERS MUST POSSESS A KIT OF ATTRIBUTES AND SKILLS
Including:
Conceptual thinking at project level
Leadership:
motivation
team building
conflict resolution
Problem identification and solving
Selling:
presentation
negotiation
influencing.
PROJECT MANAGERS ARE ACCOUNTABLE FOR PROJECT TEAM PERFORMANCE
Accountabilities relate to:
Project scope . cost, time, quality
Managing relationships for essful implementation eg project sponsor, users and customers
Integrity and interpretation of research
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