Project Basics (i)

Project Definition

Information System project is based on user needs, optimization of a variety of technologies and products, design and development, the separation of the "Information Island" connection to become a complete, reliable, economic and effective whole, and enable it to coordinate work with each other, to play the overall benefits, to achieve the overall optimization purposes.

Typical information systems projects have the following features:

l unclear objectives;

L frequent changes in demand;

L Intelligence-intensive;

L Large design team;

L highly specialized designers;

∙ The number of contractors involved;

L Distribution of contractors at all levels, interconnected complex;

L system integration projects need to develop a large number of software and hardware systems;

L Conspicuous life time is usually shorter;

L generally use a large number of new technologies;

• The requirements for use and maintenance are very complex.

projects and daily operations

The difference between daily operations and projects: daily operations are ongoing and repetitive, while projects are temporary and unique.

Projects and Strategies

A project is a means of organizing activities that cannot be dealt with within the organization's daily operations. Projects are often used as a means of achieving organizational strategic planning.

definition of project management and its knowledge scope

Project Management, which applies a variety of knowledge, skills, tools and techniques to project activities, has met the requirements of the project.

Managing a project includes:

l Identification requirements;

∙ Identifying goals that are clear and achievable;

L Balance the requirements of quality, scope, time, and cost with each other, making technical specifications, plans and methodologies suitable for the different needs and expectations of a wide variety of stakeholders.

Project managers often refer to "triple constraints" on the scope, time and cost of projects encountered in managing non-competing requirements. The quality of the project is adversely affected by the tradeoffs between these three factors.

Project Management Knowledge System

The Project management Knowledge System describes the unique knowledge of the project management area and the intersection of other management areas.

Figure 1.1 Knowledge areas required by the project management Group

Project Management Office

The Project Management Office (PMO) is an organizational unit that manages projects centrally and in a coordinated manner within the jurisdiction.

The PMO focuses on coordinated planning, prioritization, and implementation of projects or sub-projects that are linked to the overall business objectives of the parent organization or customer.

Some key features of the PMO:

• Sharing and coordinating resources among all PMO-managed projects;

l Identify and develop project management methodologies, best practices and standards;

L Exchange Sites and management of project guidelines, procedures, templates and other shared information;

• Centralized configuration management for all projects;

• Centralize common risks and unique risk repositories for all projects and manage them;

• The implementation and Management Center Office of project tools such as enterprise-level project software;

L Communication Management Coordination center between projects;

L A platform to guide the project manager;

• The central office is typically at the enterprise level for timelines and budgets for all PMO-managed projects;

l Coordinate the overall project quality standards between the project manager and any internal or external quality personnel or standardization organization.

The difference between a project manager and a PMO:

L Project managers and PMO pursue different goals, and are driven by different needs. All work must be adjusted under the organizational strategy requirements;

L The Project manager is responsible for accomplishing the specific project objectives under the project constraints, and the PMO is an organization with special authority, whose work objectives include the organizational level view;

L Project managers focus on specific project objectives, and the PMO manages changes in major project areas and sees them as potential opportunities to better meet business goals;

• The project manager controls the resources assigned to the project to best achieve the project objectives, and the PMO optimizes the use of shared organizational resources across all projects;

The project manager manages the scope, schedule, cost, and quality of the products in the work package, and the PMO manages the overall risks, overall opportunities, and all project dependencies.

Project Basics (i)