gliszt38's picture
From gliszt38 rss RSS  subscribe Subscribe

IT Project Management 

IT Project Management

 

 
 
Tags:  software distribution  web project management software  web project management 
Views:  113
Published:  December 09, 2011
 
0
download

Share plick with friends Share
save to favorite
Report Abuse Report Abuse
 
Related Plicks
Visions For the Project Management Software Industry

Visions For the Project Management Software Industry

From: davidm8
Views: 723 Comments: 0

 
Shortcomings in Software Development Project Management: An ...

Shortcomings in Software Development Project Management: An ...

From: anon-522325
Views: 465 Comments: 0
Shortcomings in Software Development Project Management: An ...
 
Web Based Project Management Software by ProjectsCenter

Web Based Project Management Software by ProjectsCenter

From: bryn
Views: 531 Comments: 0
Web Based Project Management Software by ProjectsCenter
 
INSE 6230 Total Qual..

INSE 6230 Total Qual..

From: anon-526997
Views: 91 Comments: 0

 
See all 
 
More from this user
James Emms Linkedin profile link

James Emms Linkedin profile link

From: gliszt38
Views: 305
Comments: 0

Chapter 5

Chapter 5

From: gliszt38
Views: 186
Comments: 0

business.missouri.e du

business.missouri.edu

From: gliszt38
Views: 199
Comments: 0

Free ILS - Research to Services - CMU

Free ILS - Research to Services - CMU

From: gliszt38
Views: 1330
Comments: 0

Parcus Group PERSONAL FINANCE ASSOCIATE V.2007.04 USER GUIDE 2007

Parcus Group PERSONAL FINANCE ASSOCIATE V.2007.04 USER GUIDE 2007

From: gliszt38
Views: 121
Comments: 0

 
See all 
 
 
 URL:          AddThis Social Bookmark Button
Embed Thin Player: (fits in most blogs)
Embed Full Player :
 
 

Name

Email (will NOT be shown to other users)

 

 
 
Comments: (watch)
 
 
Notes:
 
Slide 1: IT Project Portfolio Management 2010 Feb
Slide 2: Agenda • Project Portfolio Management • Real Life Lessons • Measurement of Success
Slide 3: How IT is Managed Business Strategy Drive •IT Blueprint •Portfolio Investment Approach •Project Selection Approach •Business Case Enable Governance & Alignment Enablement •Capability Development •Innovation •Portfolio Performance Metrics Management & Delivery IT Capability
Slide 4: What guides IT decision  An IT blueprint is required for governing and directing IT investment to maximize business value gained.  Provide an overview on the company’s IT architecture and lay down initiatives for realizing its prioritized business objectives  Reviewed at least annually to ensure to market forces, business priority changes, business strategy changes are reflected.  Usually, the “Strategy” unit of an IT organization is responsible for this task.
Slide 5: Agreed Priorities The IT blueprint will be developed and updated annually based on business priorities agreed with business leaders and endorsed by steering committee. Short-term (12-18 months) Core Business Needs Longer-term (18-36 months) • Complete 3G voice • Capacity upgrade to network accommodate new users • Offer mobile data services • Integrate with fix-line • Customer service hotline • Enable mobile number portability • Strengthen risk management • Launch new 4G products • Test TD-SCDMA • Implement mobile antivirus scanning • CRM and predictive churn model Other Needs
Slide 6: Different models of project selection $$$$$ $$$$ $$ $ BU 1 BU 2 $ $$ BU 1 BU 2 $$ $ Subsidiary 1 Subsidiary 2 $ Tightly Controlled  IT investment is centralized at enterprise level. Minimal IT investment and spending at the BU levels.    Integrated Model Distributed investment. Investment in common IT at enterprise level. Investment in specific business applications at BU level.   Holding Company Heavier investment at the smaller bank or BU level. Investment in a few common areas at enterprise level. 
Slide 7: IT Spending is Tracked Discretionary CAPEX  Discretionary expenditure refers to investment for business value creation. Discretionary CAPEX  ERP Solution  CRM Platform  eCommerce NonDiscretionary OPEX NonDiscretionary OPEX Benchmark  Non-discretionary expenditure refers to expenses on operations, and must-do IT spending.  Data Center Operation  Helpdesk Operation Company
Slide 8: Business Case Driven Project Selection  Business cases must be developed before any investment can be made in IT.  The business case must be owned by a business leader and monitored to real value the investment delivers.  Business cases is usually evaluated based on urgency, value, risk and dependencies.
Slide 9: No One Size Fit All Project Governance Review Process Project Registration • Ensure enough information for classify full/fast track Conceptual Design Review • Ensure quality on architectural component level Detail Design Review • Ensure quality on ready for build Build and Install Review • Ensure quality on ready for production Production Review • Ensure quality on sustainable operation Tracks Differentiation Full Track (for projects with relatively high cost and/or risks) Upgrade Review Conduct depends on previous review results and project needs. Fast Track (for IT projects with relatively contained cost and/or risks) Required review steps Conditional review step
Slide 10: Balanced Project Profiling All IT Projects IT Project 1 (Division A) IT Project 2 (Division B) Classification Criteria Project Profile Filters     Hardware + Software + Services > US$ X, or Insource Effort > 50 Man Month, or Project Duration > 1 Year, or Cross Application Division, or Introduction of New Technology, or Strategic (determined by IT Directors) Fast Track Review Group Match none of the criteria Full Track Review Group IT Project 1 IT Project (Division A)2 IT Project (Division B) 3 IT Project (Division B) N (Division A) Match any of the criteria IT Project N (Division A) IT Project N+1 (Division C)   IT Project 5 IT Project (Division A)6 IT Project (Division B) 7 IT Project 10 B) 8 IT Project (Division IT Project 9 B) (Division A) (Division IT Project (Division B) 4 IT Project (Division B) N+1 (Division C)
Slide 11: Portfolio is Managed Discretionary CAPEX  IT executives are measured by CAPEX / OPEX target Strategic X%  IT executives actively drive usage of discretionary spending to achieve goals agreed with business  Strategic goals  Enabling tools  Sustain enhancements NonDiscretionary OPEX Enabling Y% Sustain Z%
Slide 12: Agenda • Project Portfolio Management • Real Life Lessons • Measurement of Success
Slide 13: Lesson #1 – Human Factors • Facts – Decisions are made by human – Decision = bias – Enterprise and personal goals not always align • Strategies – Consider human factors – Build in success factor to kill 2 birds with 1 stone
Slide 14: Lesson #2 – Enterprise Factors • Facts – Most enterprises are partially business case driven – Initiatives are prioritized predominately based on budget, difficult to approve big work in one go • Strategies – Challenge yourself what needs to be done minimally – Structure initiative into phases – Get into the door to demonstrate the benefits
Slide 15: Lesson #3 – User Factors • Facts – IT is here to support business – Least appealing projects are purely IT capability projects • Strategies – Find business buyer on your idea – Test and build business needs – Have business users initiate the needs
Slide 16: Lesson #4 – Government Factors • Facts – Non-public Sector – Drive revenue and minimize cost – Public Sector – Drive revenue and keep cost – In conglomerate as well • Strategies – Know previous year budget – Know what has been left before proposing
Slide 17: Lesson #5 – China Factors • Facts – Western – IT is top-down – China – IT is bottom-up and then top-down • Strategies – Create needs in working level – Get executives to hear from internal channel
Slide 18: Lesson #6 – Wrong in Right • Facts – Having the wrong project approved is worse than having the right project not approved – Enterprise lost US$ M and personal credibility damned – Cherish your own brand and career • Strategies – Receptive to opposite ideas – Always ask for second opinion
Slide 19: Lesson #7 – Selling & Exchanging • Start a question with options • Start a request with an offer
Slide 20: Agenda • Project Portfolio Management • Real Life Lessons • Measurement of Success
Slide 21: Measurement of Success • PMP’s definition of project – A project is a temporary endeavor undertaken to create a unique product, service or result. • Quality – No More – No Less – Fit for Use
Slide 22: Discussion
Slide 23: Home for Dinner Now

   
Time on Slide Time on Plick
Slides per Visit Slide Views Views by Location