Managing an ITProject

Managing an It Project

10 things you should know about managing IT projects.
IT projects can be daunting, especially to the novice. It’s relatively easy to propose a solution,
but much more diffi cult to implement the desired performance levels on time for the right
price. This list will help IT pros bring organization, professionalism, and goal-oriented
progress to the projects they manage.
1. Get professional
IT projects historically have a negative reputation for being over budget, late, and poorly
implemented. Having a professional individual in charge of the project can add great
organization and credibility to your efforts. If your project is of a size where a project manager
role can be used, go for it.
Working with a Project Management Institute (PMP)-certifi ed individual (www.pmi.org/) will
greatly enhance the effectiveness of your software projects. The PMP is also a good benchmark
across all project management disciplines and is a big credibility booster when a project
integrates with non-IT individuals, external customers, business partners, or part of a larger
project.
2. Identify the leadership roles
Having individuals responsible for specifics metrics of the project is important. This should
be done in a way that puts capable individuals in roles that are best suited for their talents but
that doesn’t overwhelm individual team members. IT projects often put too much emphasis on
the technical contributions of a small number of individuals—or even just one person—and
effectiveness is limited when these resources are maximized during the project cycle.
You should also ensure that individuals in charge of specifi c areas of the project do not hoard
responsibility. For example, a person or small group may make great contributions to the
progress of the project in regard to overall systems performance, not using so much time for the
project (when working from a fi xed-price/hours amount project), and getting finished ahead of
schedule. But these effi ciencies may come at the price of this individual or group not updating
project documentation or ensuring revision control with authoritative instances of documents or
code and possibly missing “the little things” in the project.
Individuals with leadership roles within the project can ensure that the project follow-through
is done according to the required standards. Examples of this include roles such as Technical
Lead, Project Lead, or Documentation Lead. These leadership roles can provide checks and
balances in the event that a person becomes reassigned unexpectedly or leaves the organization.
The continuity chain can be made stronger by tighter integration across individuals for progress
points and ensuring the administrative follow-through of the project.
3. Focus on scope management
Scope management is one of the most important aspects of IT projects, and it’s the team’s
responsibility to make sure that any scope changes are introduced in the correct forum. The
project process should include procedures for making a scope change proposal.
It’s also important to ensure that the official mechanism for project documentation maintains
robust revision control, because scope can change functionality requirements and thus change
the documentation that accompanies a project. In the event that a scope change is backed
out, proper revision control will ensure that the original functional levels are available from a
documentation standpoint.
Real-world example
We solicited feedback from Bill Reits, a certifi ed PMP at Siemens Logistics and Assembly
Systems for some comments on scope management. He said that one of the most common and
troublesome scope problems within IT projects is Gold Plating.
Gold Plating is adding undefi ned features to a project that were not within the agreed scope of
the project. It’s common in the software industry because programmers, software engineers, and
IT pros decide on their own to add “cool features” that they determined would be fun to code,
tools, or other benefi ts to the implementation project or customer’s deliverable system. Although
the intentions are often well meaning, Gold Plating can have the following costly consequences:
• The individual can underestimate the effort, get caught up in developing or showcasing
unnecessary features, and end up taking a great deal of time that was not budgeted at the
expense of deliverable requirements.
• Because the task was not planned, it often affects other areas of the project that were not
considered. This can be negative performance impacts, unclear training materials that differ
from practice, or other methods.
• If the tasks introduce a nonconformance (a.k.a. software bug), a great deal of warranty effort
can be expended correcting something that was never within the scope of the project.
• When an individual adds a “feature” that was not in the scope of the project, additional
work from other team members can be required. For example, the feature must be added
to the master documentation, the functional specifi cation, the operators manual, the unit
test plans, the integration test plans, the acceptance test plans, the traceability matrix, etc. It
should be obvious that one small easy-to-code feature can add many hours to a project.
• It may be possible, that the added feature is not desired by the customer, resulting in time
and effort to remove it and in customer dissatisfaction. For instance, a “slick feature” may be
added to a banking application that is against government regulations or bank policy.
4. Create the project defi nition or charter
Having the project clearly defi ned can pave the way for all subsequent aspects of the project to
be implemented correctly. A well-defi ned project defi nition and corresponding processes gives
the project a strong foundation.
The project defi nition will defi ne an agreed-upon performance baseline, costs, efforts
required, expected functionality, implementation requirements, and customer requirements,
and it identifi es the individuals and organizations involved in the project. Project defi nitions
that include specifi c technology details on how a task is to be accomplished will benefi t all
stakeholders of the project.
Real-world example
One TechRepublic member was implementing a project whose initial project defi nition
referenced communication between two systems as the following:
“The host system automatically will send the order system the order information over the
network using a standard interface.”
This language spells trouble, since it could mean so many things: An EDI transaction, an
FTP exchange between the two systems, two custom socket interfaces exchanging a messaging
formats, an XML fi le, connectivity through a standard product like MQ series, SQL database
replication, or any other number of ways of two systems exchanging data.
5. Identify the risks
IT projects can incur risk in unique ways, as IT projects make frequent use of vendors,
consultants, and contractors. For example, if your organization contracts Acme IT Services
to assist your IT staff in its upcoming Active Directory and Windows 2000 Professional to
Windows XP Professional client migration, you may face the risk that Acme IT Services could
go out of business, get a “more important” client, or do an inferior job.
Each element of risk—resources, schedule, performance, cost, etc.—should have assessments
performed. These tasks are usually delegated to the project manager or individual most closely
associated with that role. Periodic risk assessments and tracking are due diligence of the project
process. Risks manifesting themselves in the project cycle should have recourses as well. For
example, if Acme IT Services leaves your project for another client, ensure that there are
recourses to working with this agency.
6. Manage relationships with external parties
IT projects will almost always have some level of involvement with external parties. These parties
can be:
• Consultants
• Business partners
• Service providers
• Vendors
• Software publishers
• Equipment manufacturers
Having external parties involved in the project will add resources and ability to the appropriate
deliverable of the project. However, ensure that each organization’s role and need is clear. The
project plan should identify an individual to be in charge of administering the relationship
and availability of external parties. If your organization executes many projects at once, this
individual may perform this function for all active projects.
Career Development 500 Things You Need to Know to Succeed in Your IT Career 22
7. Maintain strong documentation standards
Documentation is the key to a successful IT project, especially when changes need to be
made after implementation. Ensure that your organization has clearly defi ned documentation
expectations as well as standardized repositories for various types of documentation. Revision
control mechanisms are also important if custom development is being performed.
In addition, it makes sense to have documentation that defi nes the documentation requirements.
That may seem like overkill, but as a project scales in complexity, this becomes more valuable to
the success of the project implementation and manageability.
Strong documentation standards offer the following benefi ts to IT projects:
• New team members can assimilate more easily.
• Future work related to this effort are more easily started.
• Functionality changes are easier to stage or test.
8. Build effective communication channels
Project management should coordinate clear communications. E-mail seems to be the preferred
mechanism for this, but it can easily become overwhelming and ineffi cient. One popular good
practice is to identify specifi c individual(s) when a response is required. By using the TO: and
CC: fi elds appropriately, you can avoid unclear messages about who needs to do what. The fi gure
below shows a good example of an e-mail communication that outlines specifi c responsibilities.
This e-mail message clearly identifi es that its target is William. If there are any issues with the
topics presented, it is the primary responsibility of William to raise them. The other members
are presented with an opportunity to raise concerns and to share them with the selected
distribution.
Little habits can add great effectiveness to the communication patterns, especially when
involving external parties. For instance, in the example above, members from each organization
are grouped to give clarity to distribution. How many e-mail messages have you received where
you aren’t even sure whether you’re being addressed, much less whom you should reply to?
Also make it a priority to communicate the schedule (and its changes), status reports,
scope topics, and new issues that arise in the project process. Clear, concise, and targeted
communications are all positive habits for IT projects.
9. Keep an eye on costs
The closer you are to the technology, the less pleasant the topic of cost becomes. Nevertheless,
cost is among the most important aspects of the project process. Each project member should be
aware of the costs associated with his or her aspects of the project. This also becomes important
if it’s determined that the scope of a project should be changed. For example, consider the
following technology scenarios:
• A new version of a critical software component is released.
• A security risk for a software component is discovered.
• Newer or faster computer equipment is required or desired.
Scope change can address these topics, but there may be dependency scope changes that go with
them, which can greatly increment the costs involved. Licensing, space concerns, “lost licensing”
or unused equipment and software, and rework or lost time all can add to the cost of scope
change.
Fear of the price impact should not deter scope change, but it’s an element the project team
must keep in mind.
10. Don’t forget the closeout
Once the deliverables of the project have been met and all appropriate signoffs have been
obtained, exert the same effort to correctly close the project. Depending on your project type
and scope, the project’s closeout and post-mortem are important to ensure that all project
members have executed their required steps and that the customer (internal or external) is
satisfied with the project results.
Depending on the scope and nature of the IT project, the closeout may be a required step
to take the project (or customer) to “support mode.” Project turnovers, closeouts, and other
mechanisms to prepare the project for ongoing life are important to ensure that all the ends are
in place so that when this topic arises again, there is a good reference point on the details of the
project.

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