Main Components of IT

Prof:John Gabriel Benedicto

M.I.T
Three main components of IT

System - refers to applications, infrastructure, and other assets that execute and
automate business functions. It is a collection of elements or components that are
organized for a common purpose. The main software component is itself an operating
system that manages and provides services to other programs that can be run in the
computer. Systems allow one to automate what would otherwise be manual reporting
tasks, but, if managed correctly, they provide real time information that can
fundamentally change a business. Visibility into operational and financial metrics
allows managers to act quickly and decisively, but it also allows employees to do the
same. I have seen companies where systems can either unite or cripple them if they do
not deliver the right information in a timely and efficient way.

Processes – the way systems are set up to conduct a business function. Means a
process as a unique action and represents the whole project implementation and the
internal processes in the project. Work instructions, procedure methods, network plans
and tools are also considered. A company can have the greatest people and teams,
but without the right processes, it becomes incredibly difficult to scale. Many
companies espouse the need for consistency in operating and delivery, however the
challenges are numerous, from simple ones like managing time zones, to differing
communication styles, team habits and cultural norms. Regional structures can create
divergence if not managed correctly and centralized structures and approaches take
management and focus.

People - refers to IT Department’s staff and all end users of the system in conducting
business operations. Hiring, firing, recruiting, and retention are the key tools to growing
companies with great teams. Building teams allows us to effectively build global
organizations that allow for seamless international coordination. Everyone knows
examples of processes and systems that function poorly or are insufficiently integrate
with each other. These poorly functioning processes and systems make it difficult for
people to deliver high-quality end products.
IT Areas and Function
Prof:John Gabriel Benedicto
M.I.T
Strategy vs Operations

Operations are the ongoing execution of activities and they follow an organization’s
procedures to produce the same result or a repetitive service.
Operations are permanent in nature. Production, manufacturing, and accounting are
examples of operations.
There are many definitions of operations. Some are as follows:Operations do not
produce new things, but they are necessary to maintain and sustain the
system.Operations are used to run regular business models, achieve the goals of the
business, and support the business.Operations are different from projects, which are
known for their uniqueness.Operations are permanent, and their only constraint is to
make a profit for the organization.Any manufacturing or production process can be an
example of an operation.

Operational” is something that helps things to work smoothly today, and requires
constant attention, while “Strategic” is something from the world of top managers,
defined for a longer-term, often less tangible, but still very important.

Strategy

Based on Gerry Johnson and Kevan Scholes, authors of "Exploring Corporate Strategy,"
say that strategy determines the direction and scope of an organization over the long
term, and they say that it should determine how resources should be configured to meet
the needs of markets and stakeholders. Also Michael Porter, a strategy expert and
professor at Harvard Business School, emphasizes the need for strategy to define and
communicate an organization's unique position, and says that it should determine how
organizational resources, skills, and competencies should be combined to create
competitive advantage.

IT AREAS AND FUNCTION

Technical Management (TM)

In charge of the general upkeep of all infrastructure components technical aspects
(network storage, server’s resources, etc). In general, technical management are the
systematic efforts used in the deployment of a system or process and in balancing its
cost, effectiveness, and supportability during its life cycle. Technical managers can be
found at the interface of application and technique; they act between the user and the
technical means.

Technical Management plays a dual role:

It is the custodian of technical knowledge and expertise related to managing the IT
infrastructure. In this role, Technical Management ensures that the knowledge required
to design, test manage and improve IT services is identified, developed, and refined.
It provides the actual resources to support the ITSM Lifecycle. In this role, Technical
Management ensures that resources are effectively trained and deployed to design,
build, transition, operate and improve the technology required to deliver and support IT
services.

Technical Management objectives

The objectives of Technical Management are to help plan, implement and maintain a
stable technical to support the organizations business process through:
*Well designed and highly resilient, cost-effective technical topology
*The use of adequate technical skills to maintain the technical infrastructure in
optimum condition
*Swift use of technical skills to speedily diagnose and resolve any technical skills to
speedily diagnose and resolve any technical failures that do occur.
Generic Technical Management
Identifying the knowledge and expertise required to manage and operate the IT
infrastructure and to deliver IT services. This process starts during the Service Strategy
phase, is expanded in detail in Service Design and is executed in Service Operation.
Ongoing assessment and updating of these skills are done during Continual Service
Improvement. Documentation of the skills that exist in the organization, as well as those
skills that need to be developed. This will include the development of Skills Inventories
and the performance of training needs Analysis.

Initiating training programs to develop and refine the skills in the appropriate technical
resources and maintaining training records for all technical resources. Design and
delivery of training for users, the Service Desk, and other groups. Although training
requirements must be defined in Service Design, they are executed in Service Operation.
Where Technical Management does not deliver training, it is responsible for identifying
organizations that can provide it.
Recruiting and contracting resources with skills that cannot be developed internally, or
where there are insufficient people to perform the required Technical Management
activities.

Procuring skills for specific activities where the required skills are not available
internally or in the open market, or where it is more cost-efficient to do so.

Definition of standards used in the design of new architectures and participation in the
definition of technology architectures during the Service Strategy and Design Phases.

Research and development of solutions that can help expand the Service Portfolio or
which can be used to simplify or automate IT Operations, reduce costs, or increase
levels of IT service.

Involvement in the design and building of new services. Technical Management will
contribute to the design of the Technical Architecture and performance standards for IT
services. In addition, it will also be responsible for specifying the operational activities
required to manage the IT Infrastructure on an ongoing basis.

Involvement in projects, not only during Service Design and Service Transition but also
for Continual Service Improvement or operational projects such as Operating system
upgrades, server consolidation projects or physical moves.

IT Operations Management (ITOM)

Responsible for the day to day management and maintenance of the IT Infrastructure.
IT Operations management is the entity responsible for operation of an organization's
applications and IT infrastructure along with control and maintenance on a continuous
basis. In other words, IT operations managements controls and monitors all operations
related to IT infrastructure and IT services
IT operations management (ITOM) refers to the administration of all technology
components and application requirements within an organization. ITOM includes the
provisioning of IT infrastructure, capacity management, cost-control activities,
performance and security management and availability management for all IT
infrastructure and assets.
For organizations that follow the ITIL® framework of best practices for IT Service
Management (ITSM), the ITOM process is described in the IT Operations Control book
of ITIL 2011. The objective of ITOM under the framework is to monitor and control IT
services and infrastructure and to execute the routine tasks necessary to support the
operation of applications, services, and hardware components.
What are IT Operations Management Functions?
As an enterprise organization expands its IT infrastructure and application deployments,
IT operations managers take on responsibility for a growing catalog of services. IT Ops
are ultimately responsible for ensuring that all services and applications are stable and
available for use by the business. To achieve this, ITOM professionals perform
management tasks in three key service areas.

Network Infrastructure Management

Networking infrastructure includes all the equipment necessary to provide internal and
external communications for the business. Setting up remote access networks,
managing the internal telephone system, regulating communication with external
servers via firewalls and maintaining network security are examples of tasks that fall
under this category.

Computer Operations & Help Desk

IT operations management includes the management of help desk services, such as
incident response, event response and request fulfillment. IT operations managers are
also responsible for scheduling and managing data back-ups, communicating
information about incidents and network outages to users, controlling the creation and
provision of user profiles and system access, and implementing a disaster recovery plan
for the IT organization.

Server and Device Management

In addition to administering network infrastructure within the IT organization, IT
Operations teams also administer network endpoints such as servers and devices. IT
Ops plays a role in the day-to-day management of the servers that host key applications
for the business, including maintaining, patching, and upgrading servers. IT Ops
managers may be responsible for provisioning IT assets (desktops, laptops, tablets,
mobile phones, etc.) to users and ensuring that applications have access to the storage
space they need to function correctly.

Application Management
Application management (AM) is the process of managing the operation, maintenance,
versioning and upgrading of an application throughout its lifecycle. AM includes best
practices, techniques, and procedures essential to a deployed application's optimal
operation, performance, and efficiency throughout the enterprise and back-end IT
infrastructure. Application management (AM) is an enterprise wide IT governance
approach geared toward providing an optimal application performance benchmark for
organizations while incorporating business and IT segments, each with diverse AM
objectives.

Key AM stakeholders are:

Application owners
Key business executive personnel that view AM interms of business productivity,
revenue, andcontrol.
Application developers/managers
Key IT enterprise personnel responsible for application development, deployment, and
maintenance.
Application users
For this group, AM is measured according to security, privacy, versioning and overall
control of application processes and modules. AM processes include Application
Lifecycle Management (ALM), Application Portfolio Management (APM) and
Application Performance Management (APM).

User Support
Interface between IT and the users. Handles all requests and incidences reported by
end users.
Provide technical assistance to computer users. Answer questions or resolve computer
problems for clients in person, or via telephone or electronically. May help concerning
the use of computer hardware and software, including printing, installation, word
processing, electronic mail, and operating systems.
Organization and Human Resources
Prof:John Gabriel Benedicto

M.I. T

Hiring activities that identify the right people for each role to programs that give
employees more ways to collaborate and communicate, the human resources
department supports employee morale and helps employees develop a deeper
commitment to the company and its goals. According to Storey (1995).

HRM is a distinctive approach to employment management which seeks to achieve

competitive advantage through the strategic deployment of a highly committed and
capable workforce, using an integrated array of culture. We will go over the 6 functions
of Human Resources and explain how they help move the organization forward. These
functions are:

Human resource planning

The first function of HR is all about knowing the future needs of the organization. What
kind of people does the organization need, and how many? Knowing this will shape the
recruitment, selection, performance management, learning and development, and all
other HR functions.

Recruitment and selection

The second HR function involves attracting people to work for the organization and
selecting the best candidates.
Attracting people usually starts with an employee brand. Being an attractive employer
has plenty of advantages – just as it is the other way around. A good example of the
latter is the tobacco industry which struggles to attract talent due to its tainted
reputation.
With a strong employer brand and the right sourcing strategies, you are already halfway
there. Once candidates apply, selection is an HR instrument to pick the best qualified
and highest-potential candidates. Technological developments in recruitment have gone
very fast and as a result, there are different types of recruitment tools for each part of
your recruitment funnel.

Performance management
Performance management is essential in ensuring that workers stay productive and
engaged. Good performance management involves good leadership, clear goal-setting,
and open feedback.
Performance management tools include the (bi)annual performance review, in which the
employee is reviewed by his/her manager. It also includes 360-degree feedback tools in
which peers, managers, subordinates, and sometimes even customers review the
employee’s performance. These kinds of tools can be very helpful in providing
feedback.
Performance management is also an instrument to close the gap between the workforce
you have today and the one you want to have tomorrow. One of the best ways to build
your future workforce is through learning and development (L&D).

Learning and development

Enabling employees to develop the skills they need for the future is an essential
responsibility for HR. This is also related to the first HR function we listed, in which HR
bridges the gap between the workforce today and the workforce needed in the near
future. Traditionally, organizations have a set budget for learning and development. This
budget is then distributed among its employees.
In other countries, like Belgium and the Netherlands, L&D falls under the employer’s
responsibility to take care of its employees. In a third group of countries, like the US,
this is an almost unregulated territory.
Despite the differences in regulation, almost all employers understand the value of
investing in the (future) skills of their employees. It is the responsibility of the HR
department to lead these efforts in the right direction.

Career planning
The fifth function of HR is career planning, guidance, and development for employees,
together also referred to as career pathing.
Showing employees how their personal ambition can align with the future of the
company helps to engage and retain them. For the organization, there are the benefits
of better succession planning, higher productivity, and a stronger employer brand.

Function evaluation
Function evaluation is a more technical role of HR that involves comparing various
functions in terms of qualification, the quality, and availability of workers, job location,
working times, the economic situation, job responsibility, and how much value this job
adds to the organization. The idea behind function evaluation is that similar jobs should
be rewarded similarly.
What is an Information System?
Prof:John Gabriel Benedicto
•ISAD
WHAT IS THE INFORMATION SYSTEM?

Information system, an integrated set of components for collecting, storing, and

processing data and for providing information, knowledge, and digital products.
Business firms and other organizations rely on information systems to carry out and
manage their operations, interact with their customers and suppliers, and compete in
the marketplace. Information systems are used to run inter- organizational supply
chains and electronic markets. For instance, corporations use information systems to
process financial accounts, to manage their human resources, and to reach their
potential customers with online promotions. Many major companies are built entirely
around information systems. These include eBay, a largely auction marketplace;
Amazon, an expanding electronic mall and provider of cloud computing services;
Alibaba, a business-to-business e-marketplace; and Google, a search engine company
that derives most of its revenue from keyword advertising on Internet searches.

Information System Components

Computer hardware
This is the physical technology that works with information. Hardware can be as small
as a smartphone that fits in a pocket or as large as a supercomputer that fills a building.
Hardware also includes the peripheral devices that work with computers, such as
keyboards, external disk drives, and routers. With the rise of the Internet of things, in
which anything from home appliances to cars to clothes will be able to receive and
transmit data, sensors that interact with computers are permeating the human
environment.

Computer software
The hardware needs to know what to do, and that is the role of software. Software can
be divided into two types: system software and application software. The primary piece
of system software is the operating system, such as Windows or iOS, which manages
the hardware’s operation. Application software is designed for specific tasks, such as
handling a spreadsheet, creating a document, or designing a Web page.

Telecommunications
This component connects the hardware together to form a network. Connections can
be through wires, such as Ethernet cables or fiber optics, or wireless, such as through
Wi-Fi. A network can be designed to tie together computers in a specific area, such as
an office or a school, through a local area network (LAN). If computers are more
dispersed, the network is called a wide area network (WAN). The Internet itself can be
considered a network of networks.

Databases and Data Warehouses

This component is where the “material” that the other components work with resides. A
database is a place where data is collected and from which it can be retrieved by
querying it using one or more specific criteria. A data warehouse contains all of the data
in whatever form that an organization needs. Databases and data warehouses have
assumed even greater importance in information systems with the emergence of “big
data,” a term for the truly massive amounts of data that can be collected and analyzed.

Human Resources and Procedures

The final, and possibly most important, component of information systems is the
human element: the people that are needed to run the system and the procedures they
follow so that the knowledge in the huge databases and data warehouses can be turned
into learning that can interpret what has happened in the past and guide future action.

Organizational Levels and Information

Requirements
Prof:John Gabriel Benedicto
ISAD
A typical organization is divided into operational, middle, and upper level. The
information requirements for users at each level differ. Towards that end, there are a
number of information systems that support each level in an organization.

Pyramid Diagram
The following diagram illustrates the various levels of a typical organization.

Operational Management Level

The operational level is concerned with performing day to day business transactions of
the organization.
Users at this level make structured decisions. This means that they have defined rules
that guide them while making decisions.
Tactical Management Level
This organization level is dominated by middle-level managers, heads of departments,
supervisors, etc. The users at this level usually oversee the activities of the users at the
operational management level.
Tactical users make semi-structured decisions. The decisions are partly based on set
guidelines and judgmental calls.

Strategic Management Level

This is the most senior level in an organization. The users at this level make
unstructured decisions. Senior level managers are concerned with the long-term
planning of the organization. They use information from tactical managers and external
data to guide them when making unstructured decisions.

Information System in an Organization

Prof:John Gabriel Benedicto

Transaction Processing System (TPS)

Transaction processing systems are used to record day to day business transactions of
the organization. They are used by users at the operational management level. The main
objective of a transaction processing system is to answer routine questions such as;

● How printers were sold today?

● How much inventory do we have at hand?
● What is the outstanding due for John Doe (customer)?

By recording the day to day business transactions, TPS system provides answers to the
above questions in a timely manner.

● The decisions made by operational managers are routine and highly

structured.
● The information produced from the transaction processing system is very
detailed.

For example, when you purchase a book from an online bookstore, you exchange money
(in the form of credit) for a book. If your credit is good, a series of related operations
ensures that you get the book and the bookstore gets your money. However, if a single
operation in the series fails during the exchange, the entire exchange fails. You do not
get the book and the bookstore does not get your money. The technology responsible
for making the exchange balanced and predictable is called transaction processing.
Transactions ensure that data-oriented resources are not permanently updated unless
all operations within the transactional unit complete successfully. By combining a set of
related operations into a unit that either completely succeeds or completely fails, one
can simplify error recovery and make one's application more reliable.
Examples of transaction processing systems include;

● Point of Sale Systems– records daily sales

● Payroll systems– processing employees salary, loans management, etc.
● Stock Control systems– keeping track of inventory levels
● Airline booking systems– flights booking management

Transaction processing has these benefits:It allows sharing of computer resources

among many users.It shifts the time of job processing to when the computing resources
are less busy.It avoids idling the computing resources without minute-by-minute human
interaction and supervision.It is used on expensive classes of computers to help
amortize the cost by keeping high rates of utilization of those expensive resources.

Management Information System (MIS)

Management Information Systems (MIS) are used by tactical managers to monitor the
organization's current performance status. The output from a transaction processing
system is used as input to a management information system.
The MIS system analyzes the input with routine algorithms i.e. aggregate, compare, and
summarize the results to produce reports that tactical managers use to monitor, control
and predict future performance.
For example, input from a point of sale system can be used to analyze trends of
products that are performing well and those that are not performing well. This
information can be used to make future inventory orders i.e. increasing orders for
well-performing products and reducing the orders of products that are not performing
well.
Examples of management information systems include;

● Sales management systems– they get input from the point of sale system
● Budgeting systems– gives an overview of how much money is spent within the
organization for the short and long terms.
● Human resource management system– overall welfare of the employees, staff
turnover, etc.
Tactical managers are responsible for the semi-structured decision. MIS systems
provide the information needed to make the structured decision and based on the
experience of the tactical managers, they make judgment calls i.e. predict how much of
goods or inventory should be ordered for the second quarter based on the sales of the
first quarter.
The hardware required for a management information system can vary widely
depending on the size and data processing requirements of an organization. A small
business, for example, may only need a single machine to store information, such as
employee data, projects, and invoices. A large business may require several systems
that allow employees to share data securely across multiple locations. Data stored in an
MIS is often backed up in multiple locations for redundancy.

The purpose of an MIS is improved decision-making, by providing up-to-date, accurate

data on a variety of organizational assets, including:

● Financials
● Inventory
● Personnel
● Project timelines
● Manufacturing
● Real estate
● Marketing
● Raw materials
● R&D

Decision Support System (DSS)

Decision support systems are used by senior management to make non-routine
decisions. Decision support systems use input from internal systems (transaction
processing systems and management information systems) and external systems.
The main objective of decision support systems is to provide solutions to problems that
are unique and change frequently. Decision support systems answer questions such as;

● What would be the impact of employees' performance if we double the

production lot at the factory?
● What would happen to our sales if a new competitor entered the market?
Decision support systems use sophisticated mathematical models, and statistical
techniques (probability, predictive modeling, etc.) to provide solutions, and they are very
interactive.
Examples of decision support systems include;

● Financial planning systems– it enables managers to evaluate alternative ways

of achieving goals. The objective is to find the optimal way of achieving the goal.
A financial planning system will enable senior executives to ask what if questions
and adjust the values for total sales, the cost of goods, etc. to see the effect of
the decision and on the net profit and find the most optimal way.
● Bank loan management systems– it is used to verify the credit of the loan
applicant and predict the likelihood of the loan being recovered.

Benefits of DSS

● Improves efficiency and speed of decision-making activities.

● Increases the control, competitiveness and capability of futuristic
decision-making of the organization.
● Facilitates interpersonal communication.
● Encourages learning or training.
● Since it is mostly used in non-programmed decisions, it reveals new approaches
and sets up new evidence for an unusual decision.
● Helps automate managerial processes.

Role of a System Analyst

Prof:John Gabriel Benedicto

The systems analyst systematically assesses how users interact with technology and
how businesses function by examining the inputting and processing of data and the
outputting of information with the intent of improving organizational processes. Many
improvements involve better support of users’ work tasks and business functions
through the use of computerized information systems. This definition emphasizes a
systematic, methodical approach to analyzing—and potentially improving—what is
occurring in the specific context experienced by users and created by a business.
Main Role of System Analyst

● Defining and understanding the requirement of user through various Fact finding
techniques.
● Prioritizing the requirements by obtaining user consensus.
● Gathering the facts or information and acquires the opinions of users.
● Maintains analysis and evaluation to arrive at appropriate system which is more
user friendly.
● Suggests many flexible alternative solutions, pick the best solution, and quantify
cost and benefits.
● Draw certain specifications which are easily understood by users and
programmer
in precise and detailed form.
● Implemented the logical design of system which must be modular.
● Plan the periodicity for evaluation after it has been used for some time, and
modify
the system as needed.

Our definition of a systems analyst is necessarily broad. The analyst must be able to
work with people of all descriptions and be experienced in working with computers. The
analyst plays many roles, sometimes balancing several at the same time. The three
primary roles of the systems analyst are consultant, supporting expert, and agent of
change.

Systems Analyst as Consultant

The systems analyst frequently acts as a systems consultant to humans and their
businesses and, thus, may be hired specifically to address information systems issues
within a business. Such hiring can be an advantage because outside consultants can
bring with them a fresh perspective that other people in an organization do not possess.
It also means that outside analysts are at a disadvantage because an outsider can
never know the true organizational culture. As an outside consultant, you will rely heavily
on the systematic methods discussed throughout this text to analyze and design
appropriate information systems for users working in a particular business. In addition,
you will rely on information systems users to help you understand the organizational
culture from others’ viewpoints.
Systems Analyst as Supporting Expert
Another role that you may be required to play is that of supporting expert within a
business for which you are regularly employed in some systems capacity. In this role the
analyst draws on professional expertise concerning computer hardware and software
and their uses in the business. This work is often not a full-blown systems project, but
rather it entails a small modification or decision affecting a single department. As the
supporting expert, you are not managing the project; you are merely serving as a
resource for those who are. If you are a systems analyst employed by a manufacturing
or service organization, many of your daily activities may be encompassed by this role.

Systems Analyst as Agent of Change

The most comprehensive and responsible role that the systems analyst takes on is that
of an agent of change, whether internal or external to the business. As an analyst, you
are an agent of change whenever you perform any of the activities in the systems
development life cycle and are present and interacting with users and the business for
an extended period. An agent of change can be defined as a person who serves as a
catalyst for change, develops a plan for change, and works with others in facilitating
that change. Your presence in the business changes it. As a systems analyst, you must
recognize this fact and use it as a starting point for your analysis. Hence, you must
interact with users and management (if they are not one and the same) from the very
beginning of your project. Without their help you cannot understand what they need to
support their work in the organization, and real change cannot take place. If change
(that is, improvements to the business that can be realized through information
systems) seems warranted after analysis, the next step is to develop a plan for change
along with the people who must enact the change. Once a consensus is reached on the
change that is to be made, you must constantly interact with those who are changing.
As a systems analyst acting as an agent of change, you advocate a particular avenue of
change involving the use of information systems. You also teach users the process of
change, because changes in the information system do not occur independently; rather,
they cause changes in the rest of the organization as well.
Qualities of the Systems Analyst

From the foregoing descriptions of the roles the systems analyst plays, it is easy to see
that the successful systems analyst must possess a wide range of qualities. Many
different kinds of people are systems analysts, so any description is destined to fall
short in some way. There are some qualities, however, that most systems analysts
seem to display. Above all, the analyst is a problem solver. He or she is a person who
views the analysis of problems as a challenge and who enjoys devising workable
solutions. When necessary, the analyst must be able to systematically tackle the
situation at hand through skillful application of tools, techniques, and experience. The
analyst must also be a communicator capable of relating meaningfully to other people
over extended periods of time. Systems analysts need to be able to understand humans’
needs in interacting with technology, and they need enough computer experience to
program, to understand the capabilities of computers, to glean information
requirements from users, and to communicate what is needed to programmers. They
also need to possess strong personal and professional ethics to help them shape their
client relationships. The systems analyst must be a self-disciplined, self-motivated
individual who is able to manage and coordinate other people, as well as innumerable
project resources. Systems analysis is a demanding career, but, in compensation, an
ever-changing and always challenging one.

Attributes of a Systems Analyst

Interpersonal Skills

● Interface with users and programmer.

● Facilitate groups and lead smaller teams.
● Managing expectations.
● Good understanding, communication, selling and teaching abilities.
● Motivator having the confidence to solve queries.

Analytical Skills

● System study and organizational knowledge

● Problem identification, problem analysis, and problem solving
● Sound commonsense
● Ability to access trade-off
● Curiosity to learn about new organization

Management Skills

● Understand users' jargon and practices.

● Resource & project management
● Change & risk management
● Understand the management functions thoroughly.
Technical Skills

● Knowledge of computers and software

● Keep abreast of modern development.
● Know of system design tools.
● Breadth knowledge about new technologies.
What is Project Management?
Prof:John Gabriel Benedicto

Project Management

Project management is the application of skills and knowledge and the use of tools and
techniques applied to activities in a project to complete the project as defined in the
scope. Project management is not only the use of a scheduling tool such as Microsoft
Project™, and Scheduler Plus. Many organizations still do not understand that the ability
to use a scheduling tool is not enough to successfully manage a project. The use of a
tool is only one part of the equation. Successful project management requires a high
level of skill in both the people and technical side of the discipline.

If we consider that the tasks in a project are completed by people, this then sheds an
entirely different light to the concept of project management and should make it clear
that for successful project management the right combination of skills can impact on
success and project outcomes. The world is changing very rapidly with added
complexities, increased outcomes and constant change. Project management is an
effective process for organizations to address business needs to get products and
services to market more quickly and preferably before the competition.

Triple Constraint

Triple Constraint states that the success of the project is impacted by its budget,
deadlines and features. As a manager of that project, you can trade between these three
constraints; however, changing the constraints of one means that the other two will
suffer to some extent.

Cost -The financial constraints of a project, also known as the project budget.
Scope -The tasks required to fulfill the project’s goals.
Time -The schedule for the project to reach completion.

Why Is the Triple Constraint Important?

Think about the Triple Constraint as the limits in which you can work. Similarly, as
limitations improve innovativeness, the Triple Constraint gives a system that everybody
in the venture can concur on. These measurements drive the undertaking forward while
considering changes varying when issues emerge. Dealing with an undertaking is
regularly a progression of compromises and bargains to keep things moving towards an
effective fruition. The Triple Constraint is a model that enables directors to recognize
what compromises are going to work and what sway they will have on different parts of
the undertaking.

Project Management Life Cycle

Prof:John Gabriel Benedicto

Project Management Life Cycle

Because projects operate as part of a system and involve uncertainty, it is good practice
to divide projects into several phases. A project life cycle is a collection of project
phases. Some organizations specify a set of life cycles for use in all their projects, while
others follow common industry practices based on the types of projects involved. In
general, project life cycles define what work will be performed in each phase, what
deliverables will be produced and when, who is involved in each phase, and how
management will control and approve work produced in each phase. A deliverable is a
product or service, such as a technical report, a training session, a piece of hardware, or
a segment of software code, produced or provided as part of a project.
Initiating Processes Planning Processes Executing Processes Monitoring & Controlling
Processes Closing Processes

Initiating Processes
Is the creation of a project by the Project Management that entails the definition of the
project's purpose, primary and secondary goals, timeframe and timeline of when goals
are expected to be met. In short, authorizing the project or phase.

Planning Processes
Defining the project objectives and selecting the most appropriate approach for the
project to attain the objectives. When the project plans are documented, the project
deliverables and requirements are defined, and the project schedule is created. It
involves creating a set of plans to help guide your team through the implementation and
closure phases of the project.
 S.M.A.R.T. Goals
This method helps ensure that the goals have been thoroughly vetted. It also provides a
way to clearly understand the implications of the goal-setting process.
Specific – To set specific goals, answer the following questions: who, what, where,
when, which, and why
Measurable – Create criteria that you can use to measure the success of a goal.
Attainable – Identify the most important goals and what it will take to achieve them.
Realistic – You should be willing and able to work toward a particular goal.
Timely – Create a timeframe to achieve the goal.

C.L.E.A.R. Goals
A newer method for setting goals that takes into consideration the environment of
today’s fast-paced businesses.

Collaborative – The goal should encourage employees to work together.

Limited – They should be limited in scope and time to keep it manageable.
Emotional – Goals should tap into the passion of employees and be something they can
form an emotional connection to. This can optimize the quality of work.
Appreciable – Break larger goals into smaller tasks that can be quickly achieved.
Refinable – As new situations arise, be flexible and refine goals as needed.

Gantt Chart
Is a timeline view of a project that tracks individual project tasks, dependencies,
resources, and remaining work to better understand how a project is progressing, and if
it is tracking on time.

Executing Processes
Managing the resources required to carry out the project as defined in the plan. It is the
third phase of the project management lifecycle, and it's usually the longest phase of
the project. During the execution phase, the project team develops the product or
service and presents the final product to the customer.

Tasks completed during the Execution Phase include:

● Develop team
● Assign resources
● Execute project management plans
● Procurement management if needed
 ● PM directs and manages project execution
● Set up tracking systems
● Task assignments are executed
● Status meetings
● Update project schedule
● Modify project plans as needed

Monitoring & Controlling Processes

Ensuring that project objectives are met as defined by monitoring, measuring progress
against plan, identifying variance from plan and taking corrective action. It is also all
about measuring project progression and performance and ensuring that everything
happening aligns with the project management plan. Project managers will use key
performance indicators (KPIs) to determine if the project is on track.

KPI on Project
Project Objectives: Measuring if a project is on schedule and budget is an indication if
the project will meet stakeholder objectives.
Quality Deliverables: This determines if specific task deliverables are being met.
Effort and Cost Tracking: PMs will account for the effort and cost of resources to see if
the budget is on track. This type of tracking informs if a project will meet its completion
date based on current performance.
Project Performance: This monitors changes in the project. It takes into consideration
the amount and types of issues that arise and how quickly they are addressed. These
can occur from unforeseen hurdles and scope changes.

Closing Processes
Is the process of formalizing acceptance of a phase and or the project and closing all
associated activities. Project is complete, a Project Manager will often hold a meeting –
sometimes referred to as a “post mortem” – to evaluate what went well in a project and
identify project failures. This is especially helpful to understand lessons learned so that
improvements can be made for future projects.
Project Management Knowledge Areas
Prof:John Gabriel Benedicto

Project Management Knowledge Areas

Project management is a formal discipline with international standards and guidelines
developed by the Project Management Institute (PMI). A significant body of knowledge
has been accumulated relating to effective project management practices, tools,
techniques and processes across industries. Project managers must have knowledge
and skills in all 10 of these areas

Integration Management
All processes to ensure that the elements of the project are effectively coordinated.

Scope Management
All processes to ensure that all the work required to complete the project is defined.
Defining what is or is not in scope.

Time Management
All processes required to ensure that the project completes on time (defined schedule).

Cost Management
All processes required to ensure the project is completed within the budget approved
for the project.

Quality Management
All processes to ensure that the project delivers the need for which it was undertaken.
Includes all quality processes such as quality policy, objectives, and responsibility and
implements these through quality planning, quality assurance, quality control and quality
improvement.

All processes involved in identifying, assessing/analyzing, responding and controlling

project risk.
Human Resource Management
All processes required to make the most effective use of people resources in a project,
including sponsor, stakeholders, partners, team etc.

Communications Management
All processes to ensure timely and appropriate distribution of project information,
includes providing links between key people in the project, generating, collecting,
disseminating, storing and archival of project information.

Procurement Management
All processes to acquire goods and services for the project outside of the organization.

Stakeholder Management
Involves making decisions throughout the project in terms of objectives and alternative
approaches to meet or exceed stakeholder expectations.

ROLE OF THE PROJECT MANAGER

Project managers are change agents: they create project goals their own and use their
skills and expertise to inspire a way of shared purpose within the project team. They
enjoy the organized adrenaline of latest challenges and therefore the responsibility of
driving business results. Project managers play the lead role in planning, executing,
monitoring, controlling, and shutting projects.
A project manager can have many different job descriptions, which can vary
tremendously based on the organization and the project. For example this includes
thousands of job listings for project managers, and even has a job category for
project/program managers. Here are a few edited postings:

● Project manager for a consulting firm: Plans, schedules, and controls activities to
fulfill identified objectives applying technical, theoretical, and managerial skills to
satisfy project requirements. Coordinates and integrates team and individual
efforts and builds positive professional relationships with clients and associates.
 ● IT project manager for a financial services firm: Manages, prioritizes, develops,
and implements IT solutions to meet business needs. Prepares and executes
project plans using project management software following a standard
methodology. Establishes cross-functional end-user teams defining and
implementing projects on time and within budget. Acts as a liaison between
third-party service providers and end users to develop and implement technology
solutions. Participates in vendor contract development and budget management.
Provides post-implementation support.
● IT project manager for a nonprofit consulting firm: Responsibilities include
business analysis, requirements gathering, project planning, budget estimating,
development, testing, and implementation. Responsible for working with various
resource providers to ensure development is completed in a timely, high-quality,
and cost-effective manner. The job description for a project manager can vary by
industry and by organization, but most project managers perform similar tasks
regardless of these differences. In fact, project management is a skill needed in
every major IT field, from database administrator to network specialist to
technical writer.

Suggested Skills for Project Managers

Project managers need to have a wide variety of skills and be able to decide which skills
are more important in different situations. As you can imagine, good project managers
should have many skills. A Guide to the Project Management Body of Knowledge—the
PMBOK® Guide—recommends that the project management team understand and use
expertise in the following areas:

● The Project Management Body of Knowledge

● Application area knowledge, standards, and regulations
● Project environment knowledge
● General management knowledge and skills
● Soft skills or human relations skills

The project environment differs from organization to organization and project to project,
but some skills will help in almost all project environments. These skills include
understanding change and understanding how organizations work within their social,
political, and physical environments. Project managers must be comfortable leading
and handling change because most projects introduce changes in organizations and
involve changes within the projects themselves. Project managers need to understand
the organization in which they work and how that organization develops products and
provides services. Achieving high performance on projects requires soft skills,
otherwise called human relations skills. Some of these soft skills include effective
communication, influencing the organization to get things done, leadership, motivation,
negotiation, conflict management, and problem solving. Why do project managers need
good soft skills? One reason is that to understand, navigate, and meet stakeholders’
needs and expectations, project managers need to lead, communicate, negotiate, solve
problems, and influence the organization at large. They need to be able to listen actively
to what others are saying, help develop new approaches for solving problems, and then
persuade others to work toward achieving project goals. Project managers must lead
their project teams by providing vision, delegating work, creating an energetic and
positive environment, and setting an example of appropriate and effective behavior.
Project managers must focus on teamwork skills to employ people effectively. They
need to be able to motivate different types of people and develop esprit de corps within
the project team and with other project stakeholders. Because most projects involve
changes and trade-offs between competing goals, it is important for project managers
to have strong coping skills as well. Project managers need to be able to cope with
criticism and constant change. Project managers must be flexible, creative, and
sometimes patient in working toward project goals; they must also be persistent in
making project needs known.