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PROJECT MANAGEMENT IN THE IRM ENVIRONMENT

Under the IRM approach, a "development project" is dramatically different than a traditional "IS/IT system development project". An IRM development project begins where the Enterprise Conceptual Models and the Implementation/Migration Plan have ended: no gathering of requirements, no feasibility study, no cost/benefit analysis, no project scope definition are needed - all that has been completed by the Conceptual Models and the Implementation/Migration Plan before any development project begins! Every project begins with a pre-defined set of blueprints, and a pre-defined scope of exactly what new Information Resources are to be built that are new, and exactly what legacy artifacts are to be replaced, modified, or interfaced by the new Information Resources which are within the project scope. And, an IRM development project may be building some database(s), and/or some program code, and/or some technology, or any combination thereof, while dismantling and replacing old legacy system artifacts (data, code or technology), but it is always a carefully-preplanned part of a larger effort - implementing the new Information Resources for the enterprise, while completely replacing the legacy application systems and data mess. This seminar describes a new development project paradigm which must accompany the IRM approach to development. Sharp contrast is drawn between the traditional "system development project", and a project to develop sharable Information Resources.

Besides the aforementioned differences, the history of IS/IT "system development" projects is littered with aberrations, failures, frustration, and simply stupid management. Pathetically, most IS projects begin with an acronym, a deadline, and a budget - but no clear idea whatsoever of what is to be built. A major objective of this seminar is to ensure that IRM project managers are well equipped to carefully, rationally, realistically and professionally plan the work to be done, based on the known deliverable(s) of the project. The "deadline" is established after the plan is laid, resources are applied to the work, and time is carefully and realistically estimated using historical, statistically valid estimating metrics.The project manager then spends his/her time assigning, motivating, supervising, organizing, measuring, controlling and communicating to ensure that the work is done properly and according to plan. If the project begins to veer from the plan, the project manager adjusts as necessary - either resources, or the plan. Particular emphasis is placed on project planning and the disciplined use of PERT/CPM techniques for planning, measuring and controlling the project. Leadership qualities and skills, project management tools and an extensive workshop round out the course. This seminar will radically change (improve) the way projects are managed in your environment.

 
TOPICAL OUTLINE

DURATION: 5 days

TARGET AUDIENCES: (recommended maximum number of attendees - 25)

PREREQUISITES: Concepts of Information Resource Management


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