Download Solution Manual for Project Management for Information Technology Business and Certification 1st Edition by Kapur

Solution Manual for Project Management for Information Technology Business and Certification 1st Edition by Kapur

C hapte hapterr 1: I ntroduct ntroductii on Link full download of Solution Manual: https://digitalcontentmarket.org/download/solution-manual-for-project-management-forinformation-technology-business-and-certification-1st-edition-by-kapur/ Link full download of Test Bank: https://digitalcontentmarket.org/download/test-bank-for-project-management-forinformation-technology-business-and-certification-1st-edition-by-kapur/ Overview

The chapter starts with a discussion of why project managemen t is necessary to transform ideas into products or processes in an effective and efficient manner. It compares and contrasts project work with day-to-day operations and outlines the key differences between the two. Next, the chapter deals with the important subject of extreme project failures, far too common in IT/Business projects, and the Seven Deadly Sins that lead to such failures. The content includes a detailed discussion of how the principles, practices, and tools for managing IT/Business projects are different from those needed to manage engineering (construction) projects. The chapter also introduces the Project Process Architecture (PPA ), a project management methodology designed by the Center for Project Management (CPM or the Center) that retains the retains the applicable principles and practices of classic engineering project management and adds the adds the principles and practices needed to manage IT/Business projects successfully. The chapter maps the PPA to the Project Management Institute's (PMI's) Project Management Book of Knowledge (PMBOK), to Co mpTIA's IT Project+ certification, and to Software Engineering En gineering Institute's (SEI's) Capability Maturity Model Integration (CMMI). Finally, the need for professionalism and discipline throughout the organization is emphasized, along with the introduction of a mocking post for those who wish to sidestep the project management discipline put forth in this book. Details Why Project Management? As evidenced by the quotes quo tes in this section, ideas and visions are worthless without the ability to transform them into reality. Project management is the discipline that facilitates that transformation. What is a Project? A project is generally undertaken to solve a business problem or capitalize on a business opportunity. It represents an investment, must have appropriate ownership, and signals a change in the status quo. It is of specific duration. It has a plan, which includes an interrelated set of deliverables, tasks, and milestones to be completed by designated resources. Projects generally operate in changing environments and are disruptive, especially for the project’s project’s customers.

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Chapter 1: Introduction Project vs. Operations A project represents change, while day-to-day operations involve repeatable processes with consistent, predefined outcomes.

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It’s It’s not a “Three-Legged “Three -Legged Stool” Stool ” Traditional project management approaches have defined the basic components of a project as schedule, sched ule, scope, and budget. bud get. In the PPA , quality — because of its importance — is is singled out as a fourth component.

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When Does Work Turn into a Project? As an overall guide, work requiring more than 200 hours of effort should be managed as a project.

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What is Project Management? Project management involves five key activities:

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1. Defining 2. Planning 3. Estimating and scheduling 4. Directing and leading 5. Monitoring and controlling It also involves: 6. Communications 7. Closure Project Management is not a Tool Well-formulated, disciplined and forthright project management practices are the essential ingredient in project success. Project management software tools can facilitate success if these practices are in place. The use of project software tools, without sound practices, is a waste of time and money and not likely to lead to success. The State of Project Management Studies show staggering numbers for the failure of IT projects in the public and private sectors. Not only have short-term losses occurred; long-term losses impacting strategy, market position, opportunities, credibility, and

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Chapter 1: Introduction human capital have also been observed. Extreme Project Failures Still another study details 10 US companies that lost millions, including two that filed for bankruptcy. A CPM study conducted through the 1990’s 1990’s detailed 13 key reasons key reasons for the high rate of failure.

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The Seven Deadly Sins of Project Management A more focused CPM study involving seven CIOs, 23 project managers, and 49 projects resulted in the list of “Seven Deadly Sins of Project Management,” Management,” released in the Gartner “Talking Technology Series.” Series.”

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1. Mistaking half-baked ideas for projects 2. Dictated deadlines 3. Ineffective Sponsorship 4. Under-skilled project managers 5. Failing to monitor the vital signs 6. Failing to deploy a sound project management methodology 7. Not formulating a comprehensive project portfolio A “Sin Index” can be calculated by scoring an organization on the various “sins.” Organizations Organizations are rated from “Project Nirvana” Nirvana” to “Project Hell.” Why Your Project Management Investment may Never Pay Off. Investment in project management practices designed for classic, engineering projects may not lead to succe ss in IT/business projects. This section details 31 attributes that differ significantly between engineering and IT/business projects.

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The Success Equation Success = (Process (Process + Skills + Techniques + Tools) X

Accountability X Discipline


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Chapter 1: Introduction The Project Process Architecture (PPA ) The PPA is a robust, well-defined project manage ment process. Affording an accelerated pace, without sacrificing key steps, it is in extensive use by CPM clients in a wide cross section of industries.

The PPA has six “stages” and 36 “steps” and and was designed to be scalable to projects of all sizes, complexity, and i mportance.

I dea dea Stag Stag e Purpose: Assess ideas for integrity Output: Project request

Pre-Launch Stage Purpose: Analyze project request to determine whether it should be pursued, considering scope, risk, and expected cost. Output: A project charter for review and approval by the project sponsor.

L aunch Sta S tagg e Purpose: The development of a comprehensive plan and detailed estimates for the project. Output: Project plan, including detailed estimates.

E xecute S tag tag e Purpose: Schedule and perform the planned work, monitor progress, solve problems, and keep the project on track. Output: The completed product or process.

I mplem mpleme ent Sta S tagg e Purpose: To turn the product or process p rocess over to the customer, close out the project, and conduct a project management process assessment. Output: The completed project.

Oper Oper ati ati on Sta S tagg e Purpose: To assess the value-to-business, operations metrics and, if applicable, current system retirement — — after after

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Chapter 1: Introduction the project’s project’s product or process process is in full operation. Output: Value-to-business assessment and fine-tuning. Stage Gate Reviews: A “Stage Gate” review is held at the end of each PPA stage to make a go/no-go decision to proceed to the next stage. This review process serves to “progressively “progressively”” elaborate project details.

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Tailor Tailor i ng the the PPA PP A A suggested approach for tailoring the PPA to project size and complexity (to be defined in Pre-Launch) is offered. Recommended steps for varying complexities are shown in the table on page 37. Mapping the PPA to PMBOK The “Project Management Body of Knowledge (PMBOK)” is a collection of project management material prepared by the Project Management Institute (PMI).” (PMI).” PMI is a nonprofit, a nonprofit, international, professional project management organization. It offers professional certification in project management.

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As its title implies, the PMBOK is a guide to “what” needs to be to be done in successful project management. The PPA includes the “what” in a step-by-step step-by-step “how-to “how-to”” framework. The table on page 39 shows how the nine knowledge areas and PMBOK component processes map to the PPA . The bottom line is that the PPA incorporates the vital areas of the PMBOK. CPM is an official PMI Global Registered Education Provider. Mapping the PPA to CompTIA Project+ The Computing Technology Industry Association (CompTIA) also offers an industry-wide certification in project management (IT Project+). CompTIA is the world world’s ’s largest largest developer of vendor-neutral, industry-defined IT exams and certifications.

The tables on pages 40-42 detail how the elements of the PPA™ relate to the domains and objectives ob jectives of CompTIA Project+.

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Chapter 1: Introduction Again, the bottom-line is that the PPA maps well to the CompTIA framework. CPM has received the CompT IA Approved Quality Curriculum (CAQC) certification, signifying that the curriculum prepares the student for IT Project+ certification. Mapping the PPA to SEI’s SEI’s CMMI The Capability Maturity Model Integration (CMMI)was prepared by Carnegie-Mellon’s Carnegie-Mellon’s Software Engineering Institute Engineering Institute (SEI). It is designed to guide software developers on a path through five levels of process “maturity:”


1. Initial 2. Repeatable 3. Defined 4. Managed 5. Optimized Once again, the PPA d dovetails ovetails very well with the CMMI approach. A repeatable project management process is necessary at all levels above level one, where processes are ad hoc and chaos may prevail. Product Development Methodology There is a critical distinction between project management methodologies and product (or process) development methodologies. It is important to recognize the difference and to keep the two separate.

Project management management methodologies, such as the PPA , provide an overarching structure, containing the steps necessary to successfully manage the project. Product development methodologies (often called life c ycles) define the specific tasks and milestones needed to develop the product. Subject to scaling and tailoring, the project manag ement methodology will remain constant from project to project, while the development methodology will vary widely widel y (e.g., software development, staging a large conference, introducing a new business process, etc.) The product/process development methodology comes into play in the PPA most strongly as detailed tasks to

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Chapter 1: Introduction complete the project are planned and executed. This begins in the PPA launch stage. Celebrating Project Success Celebration of project successes, along the way a nd at the conclusion of a project, is an important form of re cognition for all involved. Rewards and gestures of appreciation should come from project managers, sponsors, and customers. It’s It’s the Other Leg, Stupid. The title of this section comes from a story about a surgeon amputating the wrong leg from a patient. It is used to address the question of the culture within an organization.



The argument is that the wrong amputation stemmed from a culture that was absorbed in its own beliefs and viewed the customer with a certain disdain. A series of questions are offered to help assess culture in an organization; they are particularly important to address at project staging. The questions probe deference to seniors, fear to say “no,” looking down on customers, devaluing process pro cess in favor of deadlines, unresolved issues, and the use of sound communication skills. Organizational Discipline and Individual Skills Organizational project management discipline is vital in project management success. Development of individual skills, alone, will not necessarily lead to project management success. The organization must fully support the project management approach and back up that support with actions to make it work.


In cases where organizational discipline is lacking, it is crucial that project managers, working with sponsors, advocate the instilling of such discipline. The Mocking Post The author suggests an apt punishment pu nishment for sponsors and others who misbehave, called a “mocking post.” The offender is gently strapped to the post and others are allowed to mock and throw things (non injurious) at him/her!

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Chapter 1: Introduction

Summary The learning objectives of the chapter are reviewed. Questions and Discussion Points Questions and discussion points for the chapter are offered.

We suggest that you select a number of o f questions from the set, assign them to student groups, and ask the groups to discuss and respond to the questions. This will enhance group interaction and validate comprehension of the materials presented in the chapter.

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