PURPOSE
IT systems of poor quality, systems delivered late, and IT system development costs that over budget.
These results prompted attendees of the first NATO conference on software engineering in 1968 in Garmish, Germany, to develop the term “Software Crisis.” Delivering IT systems that meet stakeholder expectations in terms of delivery schedules, pricing, and utility is still extremely difficult despite advances in technology and development methodologies.
Due to the rapidly growing number of potential IT solutions, consumers and other stakeholders frequently discover what they need is not what they initially sought, making IT project management famously challenging. The solution to this problem has frequently been sound anticipatory project management with strict change controls – sometimes successfully, but not always! Another more agile project management strategy has demonstrated to be more effective in fulfilling the needs of stakeholders as the world becomes more complicated and IT demands become more diverse. This training course covers generally accepted techniques that are applicable to both agile and predictive project management, as defined by the PMI® Project Management Body of Knowledge (PMBOK® Guide).
Course Objectives
By the end of the course, participants should be able to:
- Recognize when to apply various project lifecycles to various IT projects.
- Consider how crucial it is to promote efficient cooperation in IT initiatives.
- Learn the fundamental techniques for both agile and predictive IT management
- Recognize and address typical IT project management difficulties that may arise.
- Monitor the status of IT projects and provide appropriate status reports.
Duration: 5 Days
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Target Audience
This training program is intended for team members working on IT projects as well as management.
The purpose of the training program is to enable participants to spot “warning signals” that indicate when IT projects are going to run into problems as well as to properly explain formal project management methodologies.
Delegates study generally acknowledged procedures that are frequently used in predictive project management, but they also receive training on how to sharpen predictive thinking so that they may employ agile IT project management procedures.
Although this training program is appropriate for a wide spectrum of professionals, it will especially help
IT Executives Are Thinking About Going Digital
Project Managers For IT
Programmers, Business Analysts, And Quality Assurance Professionals
Other Technical Professionals Working On IT Projects (E.G. DBA)
Organizational stakeholders who have an impact on IT projects
Course Content
TOPIC 1: Â IT Project Nature
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Project characteristics
Basic principles of project management
Project lifecycle for IT
The essential stages carried out in IT projects
Key IT Project Considerations for IT Product Management
– Internationally Dispersed Teams
Establishing the project charter at the beginning of an IT project
TOPIC 2: IT Requirements Scope
Requirements
Engineering
Participant management
Requirements gathering
Engineering needs takes quality into account
Major roles:
Business Analyst, Product Owner, and Product Manager
Taking care of unforeseen needs
TOPIC 3: Careful Planning
Methods of Software Engineering
Work Breakdown Diagrams
Critical path management when creating the project schedule
Creating the release schedule
Major roles:
QA Specialist, Technical Architect, Designer, and Developer (QA)
IT Planning, carrying out, and maintaining quality control in a project
Planning the quality assurance program (QA plan)
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TOPIC 4: Â Managing Project Execution
Understanding IT Project Costs
Team development and management in software engineering
Managing risk and uncertainty
Waterfall’s drawbacks (predictive project management)
Agile Software Development: Values and Principles
Agile (Adaptive) Project Management (SCRUM)
TOPIC 5: Managing & Finishing IT Projects
ÂMaking the progress report: the conventional method
Utilizing progress dashboards Earned Value Management
Scrum (Agile) for managing value generation – Reviews
Requirements traceability matrix in Measuring Success
Verifying value generation as a means of measuring success
Constant development – Lessons Learned & Retrospectives