- Projects can also be viewed in terms of their attributes: time frame, purpose, ownership, resources, roles, risks and
assumptions, interdependent tasks, organizational change, and operating in and environment larger than the project
itself.
(i). Time Frame
- Because a project is a temporary endeavor, it must have a definite beginning and end.
- Many projects begin on a specific date and the date of completion is estimated.
- Some projects, on the other hand, have an immovable date when the project must be completed. In this case, it is
necessary to work backwards to determine the date when the project must start.
(ii). Purpose
- Projects are undertaken to accomplish something.
- An IT project can produce any number of results—a system, a software package, or a recommendation based on a
study.
- Therefore, a project's goal must be to produce something tangible and of value to the organization.
- A project must have a goal to drive the project in terms of defining the work to be done, its schedule, and its budget,
and to provide the project team with a clear direction.
(iii). Ownership
- The project must provide something of value to an individual or group who will own the project's product after it is
completed.
(iv). Resources
- IT projects require time, money, people, and technology.
- Resources provide the means for achieving a project's goal and also act as a constraint.
- For example, the project's scope, or work to be accomplished, is determined directly by the project's goal—that is, if we know what we have to accomplish, we can then figure out how to accomplish it.
(v). Risks and Assumptions
- All projects have an element of risk, and some projects entail more risk than others.
- Risk can arise from many sources, both internal and external to the project team. For example, internal risks may arise
from the estimation process or from the fact that a key member of the project team could leave in the middle of the
project. External risks, on the other hand, could arise from dependencies other contractors or vendors.
- Assumptions are what we use to estimate scope, schedule, and budget and to assess the risks of the project. There are
many unknown variables associated with projects, and it is important to identify and make explicit all of the risks and
assumptions that can impact the IT project.
(vi). Interdependent Tasks
- Project work requires many interdependent tasks. For example, a network cannot be installed until the hardware is delivered, or certain requirements cannot be incorporated into the design until a key user is interviewed.
- Sometimes the delay of one task can affect other subsequent, dependent tasks. The project's schedule may slip, and
the project may not meet its planned deadline.
(vii). Organizational Change
- Projects are planned organizational change.
- Change must be understood and managed because implementation of the IT project will change the way people work.
The potential for resistance, therefore, exists, and a system that is a technical success could end up being an organizational failure.
(viii). Operating in an Environment Larger than the Project Itself
- Organizations choose projects for a number of reasons, and the projects chosen can impact the organization.
- It is important that the project manager and team understand the company's culture, environment, politics, and the
like.
(ix). Roles
- Today, IT projects require different individuals with different skill sets.
- Although these skills may be different on different projects, a typical project may include the following:
a) Project Manager—The project manager is the team leader and is responsible for ensuring that all of the project management and technical development processes are in place and are being carried out within a set of specific requirements, defined processes, and quality standards.
b) Project Sponsor—The project sponsor may be the client, customer, or organizational manager who will act as a champion for the project and provide organizational resources and direction when needed.
c) Subject Matter Expert(s) (SME)—The subject matter expert may be a user or client who has specific knowledge,
expertise, or insight in a specific functional area needed to support the project. For example, if the organization wishes
to develop a system to support tax decisions, having a tax expert on the project team who can share his/her knowledge
will be more productive than having the technical people try to learn everything about tax accounting while developing
the system.
d) Technical Expert(s) (TE)—Technical expertise is needed to provide a technical solution to an organizational problem.
Technical experts can include systems analysts, network specialists, programmers, graphic artists, trainers, and so forth.
Regardless of their job title, these individuals are responsible for defining, creating, and implementing the technical and
organizational infrastructure to support the product of the IT project.
francis1897 answered the question on March 13, 2023 at 07:20