Systems and Network Infrastructure Integration. Saida Helali
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Название: Systems and Network Infrastructure Integration
Автор: Saida Helali
Издательство: John Wiley & Sons Limited
Жанр: Программы
isbn: 9781119779940
isbn:
Each chapter ends with a mental map in the form of a visual summary of the main points of information discussed, in order to better structure them and facilitate their memorization.
Saida HELALI
June 2020
1
Introduction to Project Management
“A little impatience can ruin a great project.”
Confucius
– Understanding the basic principles of project management.
– Learning the principal methods and tools of project management.
– Understanding the usefulness of specifications and how to interpret them.
1.1. Introduction
Managing an IT project is similar to managing any type of project in general. According to Wysocki, a project is a sequence of unique, non-repetitive, complex and connected activities intended to achieve an objective. This must be done within both a specific time frame and a budget, and in compliance with a set of specifications.
An IT project (ITP) requires technical skills (programming, security, networks, architecture, etc.), as well as organizational and communication skills. The objective is to design a reliable, viable and satisfactory IT solution for a client, particularly in terms of agreeing upon deadlines, cost and quality. There are multiple aspects to a project:
– functional: responds to a need;
– technical: complies with clearly defined specifications and limitations;
– organizational: adheres to a predetermined mode of operation (roles, culture, function, resistance to change, etc.);
– temporal: complies with deadlines;
– economic: adheres to a budget.
Figure 1.1. Facets of a project
1.2. Project management
Project management is an approach based on the application of knowledge, skills, tools, and techniques to project activities aimed at fulfilling the expectations of the parties involved in the project.
Every project can be broken down into phases. Each phase can be further broken down into stages, and these stages into tasks. The main phases of a project are shown in Figure 1.2.
Figure 1.2. The main phases of a project
The initiation phase consists of defining the work to be carried out. It recalls its genesis, usefulness and end goal in answering “why” and “what”
questions. The expected completion date can be set during this phase, and an overall budget can be estimated. A set of specifications must be drawn up at this point.
– The design phase involves the actual definition of the project; it structures, organizes and plans it. Its objective is to prepare and organize the implementation of the elements laid out during the initiation phase.
– The execution phase represents the realization or implementation of the project. Each of the points laid out in the action plan is worked on during this phase, according to the set of specifications.
– The closure phase involves building on recent experience with the goal of ongoing improvement through assessment reports and rigorous documentation.
1.3. Project management methods and tools
Project management methodologies enable a project to succeed and comply with the deadlines, budget and resources provided. They help each stage of the project to be completed, from planning to implementation, in the interests of efficiency and profitability.
Principal methodologies include:
a. Classic methods: these methods are most often used in project management. They are referred to as “cascading” because each stage must end by moving on to the next. The major disadvantage of this approach lies in its lack of flexibility with regard to changes.
b. Agile methods: these methods are gaining more and more popularity. They offer more flexibility and control in project management and better fulfill client expectations. Client needs are the cornerstone of agile methods. The client is involved throughout the entire project, which is executed according to an iterative, incremental process. Scrum, the agile method most often used, introduces the concept of sprints, which represent the different stages of the project. Throughout the project, existing functionalities will be continuously improved. It is also possible to add new functionalities if needed. Scrum is based on three roles:
– the product owner, who sets the technical requirements for the product,
– the development team, which develops the project according to the needs specified by the product owner and the scrum master,
– the scrum master, who oversees the realization of these objectives and is responsible for management within the project team. Successful communication with the product owner and the development team lies within the remit of the scrum master.
c. Adaptive methods: these methods adjust themselves to fit variations in projects, especially those that are complex and difficult to manage with a classic approach.
d. Critical path method: this method corresponds to the full set of tasks that must be accomplished in order to complete the project by a predetermined date. These critical tasks must not be subjected to any delay, otherwise the project will fall behind schedule.
e. The PERT method: this method is used to manage sequencing in a project. It involves representing the project in the form of a graph, a network of tasks whose sequencing will enable the achievement of preset objectives.
All of the tasks necessary for the execution of the project are listed and put in a specific order, with their dependence on one another established.
In this method, the stages of a project are represented graphically in a PERT diagram, which establishes the critical path that determines the minimum duration of the project.
f. The PRINCE2 (PRojects IN Controlled Environments, version 2) method: this method is a structured, pragmatic and adaptable project management methodology that can be used for any type of project. It guarantees that projects will be delivered on time, within budget and ensuring risk, advantage and quality management.
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