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When the developed or updated application is completed, the application will be handed over to users and support staff Before the project team disbands, some project closure activities need to take place: Project debrief Here, project team members conduct an honest assessment on the performance of the project Every aspect of the project is considered: project management, management support, team member participation, user
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4: IT Life-Cycle Management
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participation, tools and technologies, issues and how they were managed, and turnover Lessons on what went well and what did not are included Project documentation archival All of the records associated with the project are archived for future reference This includes project plans, memorandums, meeting agendas and minutes, budgets, drawings, specifications, requirements, documentation, and practically everything else Management review This is similar to the project debrief and may be the same or a different activity than the project debrief Management provides the same kind of feedback on the performance of the project that project team members do themselves Training Users, operators, support, and analysts need to be trained on the new or changed system In some cases this should be handled prior to project closure, particularly if users will be using the system before that time Formal turnover to users, operations, and support When the project is completed, the project team formally relinquishes control of all the elements of the project Responsibility for managing and operating the application is transferred to IT operations and support Responsibility for using the application is transitioned to business owners and end users
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Planning, initiating, and managing a project is a complex undertaking, and there are many different types of projects, even within an individual organization Several project management methodologies are in use These methodologies differ in approach, documentation, and management techniques
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Project Management Body of Knowledge (PMBOK)
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The PMBOK guide is an international standard (IEEE Std 1490-2003) that defines the essentials of project management The PMBOK is process based; processes are described as Inputs (documentation, plans, designs, and so on) Tools and techniques (mechanisms applied to inputs) Outputs (documentation, products, or services) In the PMBOK model, processes in most projects are arranged in five process groups and nine knowledge areas The process groups for running a project are 1 Initiating 2 Planning 3 Executing 4 Controlling and Monitoring 5 Closing
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The knowledge areas are 1 Project Integration Management 2 Project Scope Management 3 Project Time Management 4 Project Cost Management 5 Project Quality Management 6 Project Human Resource Management 7 Project Communications Management 8 Project Risk Management 9 Project Procurement Management The process groups and knowledge areas form a matrix, where every process within project management falls into one knowledge area and one group NOTE The PMBOK is described in a publication called A Guide to the Project Management Body of Knowledge, published by the Project Management Institute (PMI)
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PRojects IN Controlled Environments (PRINCE2)
The PRojects IN Controlled Environments (PRINCE2) is a project management framework that was developed by the UK Office of Government Commerce Like PMBOK, PRINCE2 is a process-driven framework The elements of the framework consist of 45 subprocesses that are organized into eight top-level processes: 1 Starting Up a Project (SU) 2 Planning (PL) 3 Initiating a Project (IP) 4 Directing a Project (DP) 5 Controlling a Stage (CS) 6 Managing Product Delivery (MP) 7 Managing Stage Boundaries (SB) 8 Closing a Project (CP) Each of these processes has its own structure and additional detail that describe steps and required activities The structure and information flow in PRINCE2 is illustrated in Figure 4-6 NOTE PRINCE2 is the de facto project management framework in the United Kingdom and several other countries
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