TAILIEUCHUNG - Effective Project Management of SAS® Projects Adapting the PMI Framework

While these methodologies may have worked for some organizations in the past and may still work in some circumstances, for many companies these methodologies only added cost and complexity while providing a false sense of security that management was “doing something” by exhaustively planning, measuring, and controlling. Huge costs were sunk in premature planning, without the rapid iterative development and continuous feedback from customers that we have come to realize are prerequisites for success today. The results are stark – repeated, public failures such as the London Ambulance System and the Denver Airport Baggage system earned the software industry. | SUGI 30 Focus Session Paper 109-30 Effective Project Management of SAS Projects Adapting the PMI Framework Gina Davidovic Toronto Ontario ABSTRACT Many studies have shown that a significant reason for the failure of business intelligence projects is not failure of the technology but rather inappropriate project management including lack of integration lack of communication and lack of clear linkages to business objectives and to benefits achievement. Many best practices have evolved to help project teams deal with these issues. One such standard or guide is the Project Management Institute s Project Management Body of Knowledge or PMBOK . In this paper we will explore the application of the Project Management Institute s PMBOK Guidelines to projects that use SAS Software to deliver business intelligence CRM or other related types of complex cross organizational business initiatives that are commonly highly iterative. This paper is designed to meet the interests of both information technology professionals and business representatives. It is useful for project managers business analysts developers and business subject mater experts. INTRODUCTION Whether you are embarking on a customer relationship management initiative a balanced scorecard implementation data mining project a risk management system or other business intelligence applications there is a large body of knowledge about what factors contributed the most to the failures of these types of initiatives. We as an industry need to leverage this knowledge and learn these lessons so we do not repeat them in our own projects and we need to share these lessons with our peers for the benefit of the profession. The PMBOK stated purpose is to identify and describe that subset of the PMBOK that is generally accepted and to provide a common lexicon within the profession and practice of talking and writing about project management While most components of the PMBOK Guidelines can be applied and are very beneficial when

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