IT 304

Topics: Project management, Management, Project plan Pages: 76 (16819 words) Published: October 30, 2013
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ProjMan /IT Project Management: On Track from Start to Finish, 3rd ed. / Phillips / 015-3/ Chapter 1 Blind Folio 1:1

Chapter 1
Initiating the Project
CHAPTER OBJECTIVES


Defining the Project Management Life Cycle



Gathering Project Information



Defining the Project Requirements



Establishing the Completion Date



Creating the Project Charter



From the Field: Interview with Carl Danneels

Q&A


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Chapter Quiz
Chapter Exercises

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ProjMan /IT Project Management: On Track from Start to Finish, 3rd ed. / Phillips / 015-3/ Chapter 1

IT Project Management: On Track from Start to Finish

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elcome to information technology (IT) project management. IT project management is different from managing any other project you may have worked on in the past. In the world of information technology, we’ve got attacks on all fronts: ever-changing business needs, hardware compatibility, software glitches, security holes, and network bandwidth, not to mention careers, attitudes, and office politics.

Don’t be scared off! This is also the most challenging and exciting place to be in a company. What you do here will affect the entire organization, will have an impact on profits, and can boost your career, confidence, and life to the next level. IT project management can be as exciting as a white-water rafting excursion or as painful as a root canal; the decision is yours. What makes the difference between excitement and a sore jaw? Many things: leadership, know-how, motivation, and, among other things, a clear vision of what each project will produce, what it will cost, and when it will end.

This first chapter will help you build a strong foundation for managing successful IT projects. Like anything else in the world, project management requires adequate planning, determination, and vision for success. Ready to start this journey? Let’s go!

Defining the Project Management Life Cycle
Before you hop into the launch of a project, it’s paramount that you understand the life cycle of project management. A life cycle is just a pleasant way of saying things are created, they have a life, and then they go away. Projects are temporary; they do not, thankfully, last forever. Operations, however, describe the ongoing core business of an organization. Operations are the day-to-day tasks, business focus, and purpose of an organization; they’re what companies do. Projects are unique endeavors that don’t fit into the day-to-day model and activities of an organization. Projects are special undertakings to create unique products, services, and conditions. A project, technically, is a temporary endeavor to create a unique product or service. Projects are an undertaking outside of the normal operations of an entity. For example, you might roll out a new application, install new monitors, create a new portion of a web site, or establish a new call center for application support. In some organizations, such as ones composed of application developers or consultants, or IT integration companies, everything they do is a project because they complete projects for other organizations. Consider a company that creates custom

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ProjMan /IT Project Management: On Track from Start to Finish, 3rd ed. / Phillips / 015-3/ Chapter 1

Chapter 1:

Initiating the Project

3

applications for other organizations. Their operation is an ongoing series of projects. The organization that completes the project work is called the performing organization.
It’s not that unusual in the IT world to meet companies that perform projects for other organizations. Your company might even be one of those entities, or you...
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