Information Technology Project Management: Providing Measurable Organizational Value

Submitted By Ebony-Horton
Words: 1890
Pages: 8

Week 1 – Participation

Information Technology Project Management: Providing Measurable Organizational Value.

Ch. 1 – Review
Chapter one was interesting as it gave great insight on what project management is and what it means. The chapter touched on a lot of very good information like how the process has evolved over the years. It went through different eras, all of which were a step up from the one before. It’s cool to think how computers were something that symbolized a company’s greatness and now today if your household does not have some sort of technology, be it a desktop pc, laptop, tablet, pda, or smartphone, you’re pretty much being left in the dark ages. With the network era nearing its end this new era that is coming to the fore front is the globalization era. This new era is bringing what would normally be unlikely allies together breaking the barriers between countries and creating an even bigger technology net. This will mean more diversity, and a more dynamic project management team, as well as bigger projects that entail a more intricate set of guidelines.

Ch. 3 – Review
The project charter is like a blueprint of how the IT project will work. It is tweaked and manipulated until an agreement is made between the parties involved… more specifically the sponsors and the project team. In the charter every detail is discussed from the plan details to the roles and responsibilities. Within the charter the project should be identified with an original name. The stakeholders should be laid out and named. A description of the project should be included…
This part of the chapter gave me insight and made me understand the work that needs to be put into the plan of a project, which, in my opinion is just as much, if not more, than the work that goes into the actual production of the project. From this chapter we learn that the project infrastructure will not work without the project being planned out in detail. The same holds true for everything else in life. Nothing worth doing can be done without a plan.
Ch. 5 – Review
Scope planning; this part of the chapter shared great information about the importance of the plan within the plan. Without this part of the project plan one could be performing tasks that are unnecessary or of little significance to the completion of the project. This could lead to spending unnecessary money and or wasting time. This part of the scope is defined as scope boundaries, and is said to be the first step in scope planning. There are so many things that go into this plan, and each is an important piece that is necessary to putting it all together. From this chapter we learn the steps needed to develop a scope management plan in which aides in the management of the entire project. From the defining of the scope to the control scope the length of these different processes can be large depending on the size of the project. In all this chapter really help me understand the need and how I am to go about completing a scope plan for a project.
What is meant by an integrative project management process and why is this so important? What are the pitfalls if such an approach is not taken?
The main goal of the integrative project management process is to take a project and design it around the specific needs of a company. This process can sometimes force companies to change how they conduct business, who they advertise too and how they attract new customers. What makes the integrative project management so important to companies is success. When a company spends millions of dollars to implement a new strategy, they want to ensure things go smoothly, especially if they are changing the direction of their business. These projects can take a bit longer to complete because the project manager will have to take the time to get to know the company, and how the conduct business, but in the end a business is usually more successful if they use an integrative project management strategy. When companies…