Project Management Introduction : Why? Definition Components Project Risk Management Context Diagram Business Risk Model Definition Components Project Management Office Critical Success Factors Conclusions Resources “The primary reason for using project management is to provide an organizational design and strategy to bring an organizational focus to those ad hoc activities needed to effect change in the organization…” David I. Cleland, University of Pittsburgh “Companies are demanding well-managed IT projects with a focus on client added value, speed, quality, knowledge transfer,...” In IT projects that fail, the most elementary management aspects are missing : 85% of IT projects start without an accepted view    on costs and time frame In less than 1% of IT projects is the exact starting date known In 15% of IT projects, it is not clear whether they are   finished In more than 50% of IT projects, scope enlargements  are common Less than 15% of IT project managers have a   change-management plan to deal with scope changes Why do IT projects fail so often? (1) No standard vision / communication on the IT project progress Poorly defined project scope Poor project organization and management Incomplete requirements and specifications Wrong project estimations (time and budget) Lack of proper project resources Poor project quality control “Silo vision” on IT projects Conflicts between IT projects Organizational / corporate politics Naïve senior executives Why do IT projects fail so often? (2) Problems hidden from management - "shoot the messenger" syndrome Resource draining Lack of proper project change-management standards and procedures No study for (technical) feasibility Scheduling pressures Unresolved friction when dealing with project interdependencies Immature / poor technology infrastructure Inadequate testing procedures/controls