Page 49 - DCAP307_PLANNING_AND_MANAGING_IT_INFRASTRUCTURE

Unit 3: Project Management

Like any project, an IT project is a temporary endeavour (with a start date and an end date) to Notes
bring about a specific finalised goal.

Example: Several examples of IT projects include:
 Programming computer software, a mobile app, or video game
 Designing hardware architecture for a computer platform
 Web development for an online shopping site

 Data security on a social network or bank server
Today, because information technology is such a fast-growing industry, even projects that are
not exactly defined as “IT” (such as those in the construction or services industries) are not
entirely separate from IT. For instance, a concert is not an IT project, but the featured band might
advertise the event by creating a new website.

Did u know? As projects are often implemented as a means of achieving an organisation’s
strategic plan, they are critical for the organisations growth.

3.2.1 Project Variables

Project Management tries to gain control over the following variables:
 Time: The amount of time required to complete the project. Typically it is broken down for
analytical purposes into the time required to complete the components of the project. This is
then further broken down into the time required to complete each task contributing to the
completion of each component. Typically the thing over which technical people have the
least control (anecdotally it seems as though the go-live date for software is defined more by
sales and marketing than by need), but you can decide to deliver later to get what you want.

 Cost: Calculated from the time variable. Cost to develop an internal project is time
multiplied by the cost of the team members involved. When hiring an independent
consultant for a project, cost will typically be determined by the consultant or firm’s
hourly rate multiplied by an estimated time to complete.
 Quality: The amount of time put into individual tasks determines the overall quality of
the project. Some tasks may require a given amount of time to complete adequately, but
given more time could be completed exceptionally. Over the course of a large project,
quality can have a significant impact on time and cost (or vice versa).

 Scope: Requirements specified for the end result. The overall definition of what the project
is supposed to accomplish, and a specific description of what the end result should be or
accomplish. In simple terms, if you deliver less functionality, it will take you less time.
The problem is that often the decision as to what not to deliver happens during the
development process itself. This means that prioritisation of functionality from the outset
is important. If half way through, you require to cut scope, but the only stuff you have left
is the stuff your users simply must have, and you spent the last three months delivering
things they’d only like to have, your options are limited. Priorities can change, but core
functionality tends not too – concentrate on delivering that and you’ll make it easier for
yourself in the long run.
 Risk: Potential points of failure. Most risks or potential failures can be overcome or
resolved, given enough time and resources. Making sure you have situations in which
potential risks can be raised is important (a daily stand-up might be one). Periodically
risks should be assessed, in terms of how likely they are to occur, and also in terms of how
much damage they can create.

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