8) Can recent college graduates expect to be project managers right away? What is a typical career path for a project manager? Using the internet, research the average salary of a PM in South Florida. Is this for an experienced project manager? Which sites (URL) did you use to find average salaries?

1)      Can recent college graduates expect to be project managers right away? What is a typical career path for a project manager?  Using the internet, research the average salary of a PM in South Florida.  Is this for an experienced project manager?  Which sites (URL) did you use to find average salaries?

    Recent college graduates are unlikely to be a project manager right away although a degree in Project Management and/or a PMI certification would make it more possible.  Generally a candidate does not have  possess the experience and confidence required to start as a project manager.  There are so many skills that a project manager needs to have that job and life experience which can only be gained over time and are very important to the role. 

     A typical career path for a project manager would be to start out in another position either on the business side or on the technical side and then move into a project management role.  After that, it would be possible to move into a Senior Project Manager position, and then possibly into a position as a Program Manager.

     The average salary for an entry level position as a Project Manager or Project Manager 1 in South Florida is $61,518 according to Salary.com.  The higher range for this position is $80,713. The average salary for an IT Project Manager I in South Florida is $72,913.  The average salary for IT Project Manager II is $87,541 and the higher range is $106,410.   A few positions listed on Indeed.com seem to support that salaries are in this ball park.

 

1.        Indeed.com http://www.indeed.com

2.        Salary.com http://www.salary.com

 

7) Project Attributes – Describe the attributes of a project. What are your expectations as major stakeholders in this class (CIS1513)? What do you expect to get out of the class? What do you expect from the instructor, the classmates, and yourself in order for the class to be a success?

1)      Project Attributes – Describe the attributes of a project.   What are your expectations as major stakeholders in this class (CIS1513)?  What do you expect to get out of the class?  What do you expect from the instructor, the classmates, and yourself in order for the class to be a success?

     According to Kathy Schwalbe the attributes of a project are:

         A project has a well-defined purpose.

         A project is temporary.

         A project is defined broadly in the beginning but gets more specific during its life-span.

         A project requires various resources.

         A project has a sponsor.

         A project’s outcome is uncertain.

     As a major stakeholder in this class I expect to gain a better understanding of project management as it pertains to IT.  I expect to be able to have a deeper comprehension of the processes at my current organization.  I expect from the instructor that the information will be conveyed in an understandable and digestible manner and I expect from my fellow students to also try to get what they can from the class.  Like receiving a driver’s license allows you to drive, and with experience and time you become a better driver, this course will provide the ground work for the understanding of how project management should work and allow me to become a better project manager.  I expect that I will do the reading, the assignments, and try to do well enough in the class to pass it and to have it affect my career positively. I expect honesty and forthrightness from all involved and a commitment to help each other and learn as a group to improve our abilities.  I expect from myself to commit to my fellow classmates and team mates to provide the most accurate and timely information that I can.

6) Many information technology project managers come from senior technical positions. What can you do to help them transition into a project management role?

1)      Many information technology project managers come from senior technical positions.  What can you do to help them transition into a project management role?

     In order to help project managers coming from senior technical positions transition into a project manager role, there are a number of things that Senior Managers can do to help.  Senior Managers can mentor and coach them in leadership techniques and skills as well as business skills.  They can enroll them in business and leadership training classes and seminars such as Six Sigma; train them on how to use project management software, and help them get certified in project management.

5) Process Groups – How much time and money is typically spent on projects in each of these process groups? Assume you have one year and $100,000 to spend. Justify your answer.

1)      Process Groups – How much time and money is typically spent on projects in each of these process groups?  Assume you have one year and $100,000 to spend.  Justify your answer.

   
 
          

The process groups of project management are Initiating processes, Planning processes, Executing processes, Monitoring and Controlling processes, and Closing processes.  “Initiating processes include defining and authorizing a project or project phase.” (Schwalbe, 2014)  “Planning processes include devising and maintaining a workable scheme to ensure that the project addresses the organization’s needs.”(Schwalbe, 2014)  “Executing processes include coordinating people and other resources to carry out the various plans and create the products, services, or results of the project or phase.”(Schwalbe)  “Monitoring and controlling processes include regularly measuring and monitoring progress to ensure that the project team meets the project objectives.” (Schwalbe, 2014)    “Closing processes include formalizing acceptance of the project or project phase and ending it efficiently.” (Schwalbe, 2014)  The amount of time and money that is spent on projects in each of these process groups varies from project to project. 

                The book Information Technology Project Management by Kathy Schwalbe references Andy Crowe’s book Alpha Project Managers: What the Top 2% Know That Everyone Else Does Not, which shows that the typically, effective project managers spend 1% of time is spent Initiating, 11% Planning, 82% Executing, 4% Monitoring and Controlling, and 2% Closing. 

To determine the cost and time available to work on projects it is important to look at the number of actual work days that can be allotted to completing a job.  Even though there are 365 days in a year, an employee will not be working every single day.  A realistic approach would be something along the lines of 52 weeks in a year and 5 working days per week will give an average of 260 week days.  Factoring in approx. 25 holidays per year, depending on religious and national holidays, only leaves approx. 235 actual working days. The typical amount of money spent on each process phase is more difficult to estimate because there may or may not be hardware costs, contractors, software licenses, etc.  But ultimately the percentage would be similar to the typical amount of time spent on each phase.  Executing would of course be the most costly since it also consumes the most time which in the procurement management knowledge area can possibly be very expensive.  But ultimately, using a $100,000.00 budget and a year to complete the project would equate to $425.53 per day (average).

                The Initiation Phase – 1 percent of time would take $1,000.00 of the budget. 

                The Planning Phase – 11 percent of time would take $10,999.95 of the budget.

                The Executing Phase – 82 percent of time would take $81,999.63 of the budget.

                The Monitoring and Controlling Phases – 4 percent of time would take $3,999.98 of the budget

                The Closing Phase – 2 percent of time would take $1,999.99 of the budget.

  

4) Some of the adaptive approaches to developing systems (like agile) are becoming more popular. Are they any better or more appropriate than prescriptive approaches in most cases? Why or why not?

1)      Some of the adaptive approaches to developing systems (like agile) are becoming more popular.  Are they any better or more appropriate than prescriptive approaches in most cases?  Why or why not?

The approach to development will vary with the project and resources available.  The prescriptive approach can work with the development of a new product for customer’s that have a clearly defined set of standards/needs.  It also works well with upgrades to a system, since the development will have a starting point and then be able to use process like a Rapid Application Development (RAD), Joint Application Development, or even prototyping to show constant changes in the product development and allow for fast customer feedback.

The more adaptive approach to development works well when you have customers that are more active in the programming/development process or if the scope of the project is not clearly defined.  Adaptive approaches to developing systems like agile are becoming more popular, but are not necessarily more appropriate in most cases.  It all depends on the project.  A simple change to a website or a patch to a software program that someone can download online can be lower risk projects and a quicker less rigid process can be beneficial to these minor/small changes that may have to be done fairly regularly. 

     Small, online marketing companies and ecommerce companies often have ads that have to do with sales for a particular weekend or special product and need to post the advertisement on their company’s website and quickly.  In this case, a traditional Waterfall SDLC would probably be too rigid. 

                If the project is high risk like a major change that is going to take more than a month and business processes will be changed because of it, then a more predictable methodology such as Waterfall might be more appropriate.  Agile and adaptive processes have probably gained more popularity due to ecommerce becoming more prevalent and an increase in focus towards customer satisfaction related to expanding services

3) Briefly describe the strategic planning process; including SWOT analysis. Which method do you think businesses use most when identifying IT projects? Why?

1)      Briefly describe the strategic planning process; including SWOT analysis.  Which method do you think businesses use most when identifying IT projects?  Why?

                The strategic planning process involves looking at the overall big picture/long-term plan of the business.  This way managers and leaders can best choose on which projects are best to work.  A way that this is done is with a SWOT analysis.  SWOT stands for Strengths, Weaknesses, Opportunities, and Threats which are all analyzed in relation to the organization/business.    Leaders can determine their business’s strengths, their weaknesses, opportunities, and threats to better determine the strategic planning needed to ensure their organization’s success by choosing the best projects on which to work.

Businesses can use varying tools such as Net Present Value Analysis, Return on Investment, Payback Analysis, Weighted Score Model or a Balanced Scorecard.  Net Present Value Analysis, Return on Investment, and Payback Analysis deal with cost of the product and the return of the investment for the product.  All three methods allow for a good numerical calculation tool to determine if the project is worth the investment.  Weighted Score and Balanced Scorecard both requires experience with projects and the type of work being completed to make sure that values are assigned to different aspects of the project appropriately.  Most likely problems, directives, and opportunities are identified and analyzed as far as how they relate to the organization’s goals overall, and then determining the cost versus the benefits of the project.

2) Describe the triple constraint. What are the three components and what is the relationship between them?

1)      Describe the triple constraint.  What are the three components and what is the relationship between them?

    The triple constraint is the relationship of three limiting factors involved in every project: time, money, and scope.  When one of these factors are increased or decreased, they are all affected.  Each project has a goal known as the scope of the project which needs to be accomplished within a certain time-frame, and for a set amount of money.  All aspects of the triple constraint interact with each other.  Some changes in Scope will affect the time needed to finish the product and may increase the final cost of the product.  Changes to Time will affect the Scope and Cost due to having to remove enhancements and increase Cost due to having to put more people on the project.  Cost can affect Time and Scope if Cost (budget)  goes down, then certain aspects of the project will have to be de-scoped and thus affecting Time it will take to produce the product, as well as, if additional cost become available some aspects of the project can be added. So they are usually all affected when one is affected. 

1) Define Globalization, outsourcing, and virtual teams and describe how these trends are changing IT project management.

1)       Define Globalization, outsourcing, and virtual teams and describe how these trends are changing IT project management.

     Globalization is the widespread ability to communicate and work with almost anyone, anywhere in the world with minimal cost.  This has been made possible with advancements in technology and a political climate where it is easier to trade between many more countries than in the past. 

     “Outsourcing is an organization’s acquisition of goods and services from an outside source.” (Schwalbe, 2014)  The outside source is often another country in relation to globalization. 

     A virtual team is a team of people who are not in the same location, but are able to work together thanks to modern communications technology.   These people could all be in different parts of the world.

     Globalization, outsourcing, and virtual teams are changing IT project management in a few ways.  In some cases the cost of projects have gone way down because organizations are able to use well-trained and educated people who live in countries where the cost of living and therefore wages are much lower than in more developed countries.  Often times if development work or quality assurance is sent off shore, then the business requirements and technical specifications have to be very good and accurate because communication is often more difficult in these scenarios.   Different languages, strong accents, and different time zones can make communication a challenge.  However, if things go smoothly then the scope of the project can be expanded since costs are lower.  Virtual teams lessen cost because the team members do not require office space, but often just a laptop and a Wi-Fi connection are enough.  Also, there is a larger talent pool available across the globe rather than in one country.  Project managers have to adjust to the various scenarios these trends can lead too, such as communication, leadership style, choosing the right project management software, etc.