TAILIEUCHUNG - Lecture Information technology project management (Eighth Edition): Chapter 3

Lecture Information technology project management (Eighth Edition): Chapter 3, after studying this section will help you understand: Describe the five project management process groups, the typical level of activity for each, and the interactions among them; Understand how the project management process groups relate to the project management knowledge areas; Discuss how organizations develop information technology (IT) project management methodologies to meet their needs. | Information Technology Project Management Eighth Edition Note See the text itself for full citations. Describe the five project management process groups the typical level of activity for each and the interactions among them Understand how the project management process groups relate to the project management knowledge areas Discuss how organizations develop information technology IT project management methodologies to meet their needs Information Technology Project Management Eighth Edition Copyright 2016 2 Review a case study of an organization applying the project management process groups to manage an IT project describe outputs of each process group and understand the contribution that effective initiating planning executing monitoring and controlling and closing make to project success Review the same case study of a project managed with an agile focus to illustrate the key differences in approaches Describe several templates for creating documents for each process group Information Technology Project Management Eighth Edition Copyright 2016 3 A process is a series of actions directed toward a particular result Project management can be viewed as a number of interlinked processes The project management process groups include initiating processes planning processes executing processes monitoring and controlling processes closing processes Information Technology Project Management Eighth Edition Copyright 2016 4 Information Technology Project Management Eighth Edition Copyright 2016 5 Philip A. Pell PMP commented on how the . IRS needed to improve its project management process. Pure and simple good methodology-centric predictable and repeatable project management is the SINGLE greatest factor in the success or in this case failure of any project7 The project manager is ultimately responsible for the success or failure of the project. A 2014 . Government Accountability Office GAO report stated that IRS had significant cost and schedule variances in over

• Quản lý dự án
• Lecture Information technology project management
• Project management
• Information technology project management
• Information technology project
• Project management process
• Planning processes
• Information technology context
• Agile project management
• Project management statistics
• Project sponsor
• Project quality management
• Quality management planning
• Project communications management
• Communications management plan
• Project human resource management
• Emotional intelligence
• Project risk management
• Control risks
• Project scope management
• Project time management
• Project cost management
• Project procurement management
• Project stakeholder management
• Project portfolio management
• Project management profession
• Project management framework
• Project management context
• Project life cycle
• Importance of scope management
• Project scope management processes
• Strategic planning process
• Project integration management
• Project plan
• Integration change control
• Risk management planning
• Qualitative risk analysis
• Activity definition process
• Activity sequencing
• Resource planning
• Cost estimating
• Quality model
• Software test
• Managing people
• Human resource plan
• Good communications
• Communications planning
• Procurement planning
• Solicitation planning
• Information technology
• Project integration management processes
• Project selection