Project Management (chapter 1)

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culture

environment

politics

strategy

all of these

Applying project management tools and processes that are part of a methodology

Taking a purely technical approach to projects that focuses mainly on the technology

Deriving excellence in project management by documenting lessons learned and developing best practices

Applying knowledge, skills, tools, and techniques to project activities to meet project requirements

Measuring project success in terms of the value the project brings to the organization and not only in terms of meeting the project schedule and budget

providing a common set of tools and controls which provides a common language to compare projects throughout the organization

the ability to better estimate and control costs and schedules which leads to a more effective conservation of company resources

improved communication and status reports leads giving the developers the ability to manage expectations of stakeholders

competitive advantage for internal developers whose work might have to be outsourced if the quality and cost of their work can be bettered by outside competition

the coupling of project success to the selection of team members and the skill sets and resources that they bring to the project.

Lack of user input and incomplete requirements

New technologies

Lack of interest by the customer

Shortage of highly trained technical experts

Lack of subject matter experts (SME)

Began in the early 1980s with the personal computer

Began in the 1960s when large organizations first purchased a centralized mainframe or minicomputer.

Began in the 1990s when many organizations sought to regain control of the IT department and hired a Chief Data Processing Officer

Is credited to the U.S. Navy when it used a project management approach to manage the Polaris missile project.

Began in the late 1960s and early 1970s with a defense project called ARPANET that eventually led to the Internet.