ࡱ> M F7bjbj== uWWs2lzzz8Af(:T@@@@@@@$|B Dv@+M^++@"]@"""+.@"+@""&6;#= B0lzY8<=|@0A<E!vE="Understand why projects are often sub-divided into tasks and allocated to teams. Describe the characteristics of a good team; leadership, appropriate, allocation of tasks, adherence to standards, monitoring, costing, controlling. Project Management Chapter 50 (p.271) A project is a short-term activity that brings together people with different skills, equipment and resources. The project starts with the appointment of a project manager and a project team. The project then has to be broken down into sub-tasks. There will be a sequence for their completion and costs will be estimated. Projects must: Have a specified objective e.g. networking a building Be developed within a specified time frame Planning Identifying activities Determining order Estimating length of time each activity takes to complete (deliver within specified time period) Resources required within given budget Control - whilst project is running: as activities are completed resources can be reallocated. Create a team for the duration of the project Be developed within a given budget After the project is finished, the project team will be disbanded. Consider techniques such as PERT Project Evaluation and Review Techniques and CPA Critical Path Analysis. The Project Manager (p.271) Must have the necessary technical skills but he should have additional managerial skills i.e. the ability to lead and motivate a diverse group of people. Business experience is necessary. The project manager has to plan and staff the project, analyse risks, monitor progress, control budgets and prepare performance appraisals. The Project Team P.271-272 Research shows that the ideal size is 5-7 people. When team size increases, job satisfaction falls, absenteeism and costs rise, deadlines may be missed. Often, however, it is necessary to have a bigger team. Boehm's 5 principles of software strategy: 1. Top Talent (employ fewer but better people) 2. Job Matching (match skills and motivations to the task in hand) 3. Team Balance (balance is needed between technical skills, knowledge and personality characteristics) 4. Phase Out (there will always be a misfit on the team who needs to be "phased out", although this can be difficult) 5. Career Progression (bring out the best in people by giving them tasks that allow them to progress) Project Planning and Scheduling P.272 The project is divided into phases and the phases into tasks. "Milestones" can be identified. Team leaders can be appointed to manage each of the tasks. It is very important that all tasks are identified because overlooking tasks is a common cause of cost and time overruns. Training and maintenance are the two most commonly overlooked. A day-to-day log of project activity could be kept. This could be useful in planning future projects. Project Reviews P.273 A formal review process is needed to monitor and control the progress of a project. Review sessions every few weeks can be held to: Compare progress against the schedule Keep management informed of progress Identify any problems with the chosen solutions Encourage team spirit and communication Even with regular reviews, projects can still be late and over-budget because: Team members may be under great pressure and, consequently, they become reluctant to report problems. The project may be so innovative that accurate estimates are difficult. Teams Characteristics of a good team 1 Share clear objectives and agreed goals clarifies rolesagrees on what differences are tolerablediscuss values a general consensus on the underlying philosophy of the team is reached2 Has open lines of communication positive and negative feedback is giveneach persons contribution is recognisedpeople are skilled at sending and receiving messages in face-to-face communicationpeople talk to each other about issues as well as vertically in the organisationdiscussions about work are the same inside and outside the organisationpeople are open to being influenced3 Recognises that conflict is inevitable and can be constructive issues are dealt with immediately and openlypeople are assertivepeople are encouraged to contribute ideaspeople are seen as normal and dealt with constructivelyunhelpful competition is minimisedpeople are not blamed, discussions are problem-centredpeople use I and not you statements4 Has clear procedures for making decisionsfor delegating responsibilityfor meetings5 Has leadership appropriate to its membership the leader models the philosophy of the teamthe leader utilises the strengths of all of its members6 Reviews its progress regularly reassesses its objectivesevaluates the processes the team is usingdoes not spend time dissecting the past7 Is concerned with the personal and career development of its members regular reviews are carried out with each team memberthe leader looks for opportunities to develop each membermembers look for opportunities to develop other membersmembers look for opportunities to develop their leader8 Relates positively to other groups 9 Has a climate of support and trust people display the relationship building skills of conveying skills of conveyingrespect, genuineness and empathyfeelings are recognised and dealt withstrengths are built onpeople give and ask for supportpeople spend time together Advantages of teams Ways of working to improve efficiency and productivity Relationships between members of the team Mutual respect for each others strengths Adaptability to change e.g. cuts in budget or reduction in time allocation THE TEAM LEADERS ROLE Gain consensus on the project objectives and clarify members expectations of the project. If all members are clear on objectives more likely to co-ordinate and integrate their activities. Make the best use of available skills and talents. Need to carefully consider task assignment - team members work to strengths not weaknesses. Hold regular meetings to discuss progress and problems as they arise (monitor progress) Monitor and give feedback on team and individual progress. Ensure co-ordination and integration of separate tasks Ensure project is completed on time (adjust schedules) Plan and staff the team Analyse risk 3.3 LEADERSHIP STYLES Lead by good example - but dont do it all Delegation and trust (assign tasks and let them get on with it, until next review meeting) Participation and support FACILITIES MANAGEMENT The use of an independent service organisation to operate and manage computing and data processing operations. Outsourcing Where organisations no longer want to maintain the internal resources needed for the development and operation of some or all of their information systems Outsourcing - handing over to external vendors Staffing and management of computer centre Operating some or all of computer systems at outsourcing firms computer centre Developing applications Operating telecommunication networks Must be careful to word contracts correctly. Frequency of backups Systems maintenance Systems operations Advantages of outsourcing Outsourcers - specialists cost and quality Economies of scale (many customers) Turn fixed cost into variable cost ( pay by transaction) Predictable costs not paying systems development Service quality - specialists plus threat of terminating contract if unsatisfactory. Free up own IT staff for critical projects Disadvantages of outsourcing Needs effective managing Risky to outsource applications on which competitiveness depends -hotel reservations Loss of control - become over reliant on outsourcer Security problems The main difference between facilities management and outsourcing is that FM is concerned primarily with operations of IT whilst outsourcing is concerned with programming and advanced computer skills.  HYPERLINK "http://www.mbagames.com/conglomerate/Training/Teamworking.html" \t "main" A facilitators view of teamworkingFacilities management - EDS HYPERLINK "http://www.cssa.co.uk/home/it%20review/chap_1.asp" \t "main" http://www.cssa.co.uk/home/it%20review/chap_1.aspUK government and IT projects  QUESTIONS What do you think are the immediate and long term organisational effects on a typical organisation of a large outsourcing contract? What people, organisations and technological factors would you consider in deciding whether or not to use outsourcing for a large company? 2 Explain what is meant by facilities management. (3) Describe two advantages, and one possible disadvantage to a company of adopting this approach. (3) Complete contracting out (1) of IT support to a third party. Initially may involve the transfer of hardware/software assets (1) to the FM supplier. This can be any or all aspects of IT support within the company: software development, hardware support & maintenance, helpdesk, software evaluation & maintenance. (Max. 2 for any of these last points) Existing personnel may transfer to FM supplier max. 3 Advantages: Reduced cost due to economy of scale Flexibility for future development Access to latest hardware & softwareGreater expertise in support availableAny 2 x 1Disadvantages:Lack of responsivenessBusiness is unpredictableAny 1 x 1 3 3. The management of a college decides that a college-wide network should be installed to link together all the computers in the College. The estimated cost of the project is 1 million. What factors should the project manager take into account when planning the estimated time to completion of the project? (6 marks) Carrying out a feasibility study Inviting tenders Choosing the supplier Purchasing computers Recabling the building Drawing up the network layout Converting the classroom Installing computers Purchasing network software Installing hardware and network software. Testing the network Install end-user software 1998.7 (8 marks) A firm is creating a team to plan, design and implement an IT project. Describe four characteristics of a good IT project team. Good project team Mark as 4 @ 2: (1) for main aspect then a further (1) for expansion to a max of 8 (a) Appropriate leadership (1): seniority to task, understanding, ability (1) etc. (b) Balance of team members (1): business, system, operational & technical skills and working as a team (1) (c) Appropriate allocation to task (1): play to strengths but view whole (1) (d) Adherence to standards (1): whatever design methodology may exist (1) e.g. (IS 9000) (e) The skills to adequately and systematically monitor and control Progress (2) deadlines (1) (f) The skills to adequately and systematically monitor and control cost (2) Communication skills (1) paper & verbal (1) Formal/informal = (0) morale high = (0) Discipline = (0) Maximum team size = 8 (0) Teamwork (0), commitment (0), creative minds (0), understand IT (0) January 2003.6 Large organisations often run their own system development projects, collecting a number of suitably skilled people together to form the development team. Describe four characteristics of a good ICT development team. (8 marks) 1 for main aspect (A), then 1 for further expansion (E). Any 4 x (2,l ,0) Appropriate leadership; seniority to task, understanding, ability to hold team together/control team Balance of team members; business/system/operational/technical. Appropriate allocation to task; play to strengths of team member, viewing whole Adherence to standards; using agreed design methodology or procedures (e.g. ISO9000/2000) Skills to monitor and control; progress against plan, keeping to deadlines etc Skills to adequately and systematically monitor and control costs (2) Good communication skills; with end users/company management (No second mark when talking about internal team communication - not specific ICT skill) June 2003.4 (a) In a system development life cycle, describe the need for: (i) clear timescales; (ii) agreed deliverables; (iii) approval to proceed. (b) Explain why projects are often sub-divided into tasks and allocated to teams. (3 marks) June 2003.5 (a) Explain what is meant by a code of practice. (3 marks) (b) Give one element that could he included in a code of practice, and describe the benefit that a company would gain from it. (3 marks) TEAM-SKILLS MANAGEMENT SELF-PERCEPTION EXERCISE From the list of adjectives in column 1, tick 10-12 which you think describe yourself and your attitude towards working with others. From the list of adjectives in column 2, tick 4-5 words which you think might be applied to describe your weaknesses.  TEAM-SKILLS MANAGEMENT SELF-PERCEPTION EXERCISE SCORING Transfer your ticks. Score in each of the team roles indicated (i.e. some adjectives score in more than one role) Each tick in Column 2 counts Double. Enter the ticks into the box at the bottom of the page. Add together marks for each of the eight team roles.  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