Project Management for Information Technology

Information Technology -- Project Management Functional structure is the classic hierarchy of a CEO, departmental managers reporting to the CEO, and skilled employees in each department (Schwalbe, 2014, p. 49). This is favorable for its flexible use of personnel with specialized skills from each department but unfavorable because each department is focused on its own needs, with low project motivation and awkward intra-departmental coordination. Project structure has project managers report to the CEO (Schwalbe, 2014, p. 50). Each project manager has staff grouped for a specific project.

This is favorable because the project is the focus, and employees are specially assembled, have specific tasks and answer only to their project manager but is unfavorable because there may be duplication of work in different project teams, lack of loyalty to the organization and lack of job continuity. Matrix structure is a hybrid (Schwalbe, 2014, p. 51), with classic departmental managers but also a department of project managers, with employees reporting to both.

This is favorable because the project is the focus, yet specially-skilled employees from different departments can be used, company resources can be balanced and there is greater job continuity but is unfavorable because of the tensions, shared resources, and conflicting ideas/directives from department heads. 2. Compare and contrast the predictive and adaptive product life cycle models. 200 words A predictive life cycle means a project's scope can be clearly determined and the completion schedule and cost can be precisely anticipated (Schwalbe, 2014, pp. 59-60).

The project team spends a good deal of time clarifying system requirements and producing a design. The IT project team may take considerable time developing working software.

Models of predictive life cycles include: waterfall, based on stable requirements and having definite, linear points of analysis, design, construction, testing and support; spiral, recognizing the iterative development of software, easily allowing for changes, revisions and their clarification using the original requirements; incremental build, focusing on progressive development of functioning software, with each release adding capabilities; prototyping, which tailors software for heavily involved users; and RAD, using a progressing prototype with significant user involvement to quickly develop a high quality software system (Schwalbe, 2014, pp. 60-1).

Adaptive software development life cycle is based on the belief that requirements cannot be clearly defined in the early stages. Here, risks are expected, incorporated and addressed with more freedom to develop components and functionality for a specific group. These types of projects use target dates within the life cycle, are driven by mission and focused on components (Schwalbe, 2014, p. 61). 3.

Discuss each of the four phases of a project life cycle and the importance of each.200 words The four phases of a project life cycle are: initiation; planning; execution; and closure. The initiation phase involves development of a business case for the project, a feasibility study, establishment of the project charter, appointment of a project team, establishment of the project office and phase review to show this phase was successfully completed (Method123, n.d.).

In the planning phase, a number of plans are created, including: project plan; resource plan; financial plan; quality plan; risk plan, acceptance plan; communications plan; and procurement plan. In addition, contracts are fashioned with suppliers and there is a phase review to show the successful completion of the planning phase (Method123, n.d.). The execution phase is when the deliverables are built and there is consistent monitoring, control and management of: time; cost; quality; change; risk; issues; procurement; acceptance; and communications (Method123, n.d.).

Finally, the closure phase involves defining criteria for project completion; determining remaining activities and/or deliverables; planning for provision of deliverables to the customer; planning delivery of project documents to the customer; closing all supplier contracts and agreements; releasing project resources to the business, reviewing project completion and advising the client of the project closure (Method123, n.d.). 4. Compare and contrast the "four frames of organizations" and why they are important to a program manager's understanding of the organization.

200 The four frames of organizations are: structural; human resources; political; and symbolic (Schwalbe, 2014, pp. 47-8). The structural frame encompasses the organizational configurations, roles and responsibilities within the organization. Understanding this frame is important for a project manager to knowledgeably deal with project stakeholders, including but not limited to resources procurement for the project (Bolman & Deal,.