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Mapping of Companies Needs into

Postgraduate Program Concerning IT

Project Management

PMI Poland Academic Workshop

14th of May 2013

Faculty of Electrical Engineering, Automatics, Computer Science and

Biomedical Engineering

Department of Applied Computer Science

Agenda

1. IT industry and a PM competency gap2. Cracow IT environment as a „Silicon Valley”3. AGH UST University of Science and Technology

education4. Objectives and assessment of „IT Project

Management” Postgraduate Study at UST5. Systematic approach in the project management

discipline and research activities6. Conclusions

2SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

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Development of the IT sector in Poland

• The IT sector is under a dynamic development(12-14%).

• The lack of IT strategic specialists in manycompanies (especially small and medium ones).

• Monitoring of job markets (Academic Career Centreof AGH) shows there is a lack of specialists in theproject management field.

• The project manager role is taken by people with– the technical background, not having competency and

capabilities in the project management field.– the management background, not experienced with IT

solutions.

3SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

Strategic jobs in the IT sector Project and product managers

• PMI - Project Manager Competency Development (PMCD) Framework –definition, assessment and development of project manager competency.

• Project manager competency concerns:– Knowledge – what a project manager knows

about the application of processes, tools andtechniques in project activities.

– Performance – how a project manager appliesproject management knowledge to meet projectrequirements.

– Personal – how a project manager behaves whenperforming activities in a project environment.

4SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

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Strategic jobs in the IT sector Project and product managers

• An individual can demonstrate knowledge and competency by credential assessment:– Project Management Professional

(PMP®)

• The PMCD Framework focuses on the assessment of performance and personal competencies.

5SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

Strategic jobs in the IT sector Product managers

• In the IT sector, the developed products are constantly upgraded

• Synergy is needed between project and product manager roles

6SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

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Strategic jobs in the IT sector Process managers

• Proper development, build, test,and maintenance of software systems.

• Examples:– Release Manager responsible for:

• planning and controlling the movement of releases to test and live environments.

– Test Manager is responsible for:• ensuring that deployed releases and

the resulting services meet customer expectations

• verifying that IT operations are able to support the new service.

7SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

Strategic jobs in the IT sector Process managers

• Process Owner is responsible for ensuring that a process is fit for purpose:– sponsorship,– design,– continual improvement of the process and

its metrics.

• In larger organizations, there are separate roles of Process Owner and Process Manager.– Process Manager is responsible for the

operational management of a process.

8SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

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Strategic jobs in the IT sectorProcess managers

• National Aeronautics and Space AdministrationAcademy of Program/Project & Engineering Leadership Project Management and Systems Engineering Competency Framework

9SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

Strategic jobs in the IT sectorArchitects, analysts

• Proper design of software systems

• Software architect as the guardian of scalability and performance

• IASA Certified IT Program (CITA-P) – Software architect must

deliver business value using IT– With predictable and

repeatable success on IT projects

10SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

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Strategic jobs in the IT sectorThe Open Group Certified Architect (Open CA)

• The Open CA program currently focuses on IT - applicants will be able to become an Open CA in:– IT Architecture– Business Architecture– Enterprise Architecture

11SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

Strategic jobs in the IT sectorArchitecture Skills Framework

[TOGAF® Version 9.1, an Open Group Standard]

12SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

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Strategic jobs in the IT sectorManagement support on enterprise level (PMO, …)

• Support for IT project and product development

13SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

Strategic jobs in the IT sectorTeams – IT Specialists

• Teams

14SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

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Filling the competency gap for the IT sector demands - Conclusions

• In the IT sector, project and product management need a close cooperation and synergy.

• The IT solutions are still to be considered as innovative.

• Most of strategic IT jobs need a competency of project management on some defined level.

• Some classic project management solutions seem to be too extensive (PMBOK scaling possibilities to be reviewed).

• Efficient propagation of project management knowledge is a key issue.

15SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

Krakow - a small Silicon Valley of Central Europe

• Around 70 IT and multinational firms have opened, employing 20 000 skilled workers

• Krakow IT counter = 341

16SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

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Multinationals (HQ outside Krakow, >500M Revenue)

• ABB, ABB Power Tech Research Center• Akamai, web content and application delivery (US) • AutoDesk, AutoCad Software• Beijing West Industries, Automotive Research Center (China)• Capgemini, IT outsourcing • Cisco Systems, Networking and communication systems (US)• Delphi, Automotive Research Center• Google, Web Services• IBM, IT Products and Services• Motorola, IT Products and Services• Nokia Siemens Networks, Mobile Products and Services (result of

Motorola Mobility Acquisition)• Sabre, Travel Web Services

17SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

ATSI – IT Technology CenterAdvanced Technology Systems International

• ATSI S.A. IT company as reference• Project-based organization, founded in 1998• Operation within a capital group of companies that is

significant on the international market• Currently, ATSI S.A. employs almost 300 IT specialists• Microsoft Gold Certified Partner in terms of ISV

(Independent Software Vendor)• The Business Gazelle award in the 10th edition of the

competition organized by the Puls Biznesu magazine.

• Innovative company, innovative manager, innovative employee (project subsidied by the Human Capital Operational Programe)

18SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

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ATSI – IT Technology Cente Advanced Technology Systems International

19SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

• Business entity in the IT sector that develops multimediasoftware based on large-scale distributed informationsystems.

• As a high-technology company is characterized by a fastprocess of devaluation of developed technologies.

• ATSI S.A. employees are responsible for the creation andimplementation of new ideas thanks to which the companyadjusts its strategy to the increasingly faster changingbusiness environment.

• In the company vital are such competencies as creativity,innovation, knowledge, flexibility, the ability to respondquickly to changes in the market environment, and thecommitment to achieving goals.

Intellectual potential of Krakow

• 22 universities• nearly 20 000 academic lecturers (including

approximately 1 800 professors)• 210 000 students in higher education• more than 30 000 new graduates a year• 8 000 IT sciences students and 5 000 mechanical

engineers • 8 universities with IT degrees• Major universities of Krakow are:

– AGH University of Science and Technology– Cracow University of Technology

20SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

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AGH University of Science and Technology

Facts and figures

• Number of students (as on November 30, 2012) total number: 39 135– full-time students: 27 516– part-time students: 8 053– doctoral students: 873– postgraduate students: 2 693

• Number of staff (as on December 31, 2012) total number: 4 169– teaching and research staff: 1 953

21SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

AGH UST three levels of educationso-called Bologna System

• 1st cycle (6-7 semesters) – leads to awarding a bachelor’s degree

• 2nd cycle (3-4 semesters) – leads to awarding a master’s degree

• 3rd cycle – doctoral studies – prepares students to teach and

conduct independent research, and leads to awarding a doctor’s degree

22SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

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AGH University of Science and Technology

IT education figures

• Computer Science in two faculties:– Faculty of Electrical Engineering,

Automatics, Computer Science and Biomedical Engineering

– Faculty of Computer Science, Electronics and Telecommunications

• Applied Computer Science in four faculties:– Applied Computer Science FMEICS– Applied Computer Science FEEACSEB– Applied Computer Science FGGEP– Applied Computer Science FFACS

23SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

Systematic approach in the project management discipline

• Which project management methodologies should be chosen:– most suitable for IT project and product

development– most popular– best support

24SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

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AGH UST Postgraduate studies

• Idea of continuous education• Over 80 branches of studies at

postgraduate courses• Enabling specialists to improve their

qualifications

• Chosen project management methodologies: – PMBOK – a plan-based PM methodology– Scrum – a product-based methodology– PMI Program and Portfolio management –

strategy management

• Experts selected with experiences and certificates

26SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

AGH UST Postgraduate Study on IT Project Management - approach

www.wozpi.agh.edu.pl

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AGH UST Postgraduate Study on IT Project Management - 1st stage

• Subsidied by the Human Capital Operational Programme.

• Implemented under the UDA-POKL agreement of 30.09.2009 between AGH University of Science and Technology and Polish Agency for Enterprise Development.

• Implemented within the scope of

• 2.1 Development of human resources for modern economy measure

• 2.1.1. Development of human capital in enterprises sub-measure.

AGH UST Postgraduate Study on IT Project Management -1st stage

• Typical structure• 70 applications• 28 seats• Dissertations• Workshops in IT project

management

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AGH UST Postgraduate Study on IT Project Management – 2nd stage

• 2nd stage starting from 1.10.2012 is self-financed. • On the basis of the existing experiences, adapted

program provides a significant value to the participants

• Participants are prepared to examinations conducted by international certification organizations.– PMP (Project Management Professional)– ISTQB CTFL (International Software Testing Qualification

Board Certified Tester Foundation Level)– CSM (Certified Scrum Master), CSPO (Certified Scrum

Product Owner)

29SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

2010/2011 2012/2013

Semester IIT project management 40 36

Agile methods of project management 32 36

Teams in agile projects 0 16

Software development processes 20 0

Software quality management 24 24

Business modeling 12 16

Semester II

Project management in IT enterprise 36 24

Business modeling 12 0

Software development environments 8 0

Employee competency management 20 20

Information security management 20 0

Security and service level management for IT systems 0 12

Legal aspects of IT enterprise operation 16 16Software estimating 0 8

IT project management -A postgraduate study program

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IT project managementBuilding experience workshop - example

• Graphical illustration of project strategy

• Strategy oriented on• Product superiority• Customer intimacy• Product cost

advantage• Product time to

market

IT project managementBuilding experience workshop - example

• For your project– Define project success– Bind the project success

with a type of a product (NTCP) model

32SP ZPI W02– Środowisko zarządzania projektamiJan Werewka

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AGH UST Postgraduate Study on IT Project Managament – Assessment

• According to Donald L. Kirkpatrick.• Reasons for appraising effectiveness:

– proving the fact that studies contribute to achieving the goals of their beneficiaries

– making a decision or continuing with similar educational activities is justified

– obtaining information on how educational programs can be improved in the future

– to make them suitable for the specificity of this line of business and to satisfy the real needs of the course participants and companies employing them

33SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

Assessment based on 5 criteria

1. Effecitveness – comparing achieved results with assumed goals

2. Efficiency – comparing engaged resources with achievements on the products, results or project influence level

3. Usability – comparing the needs of final beneficiaries (graduates of postgraduate studies) with accomplished results

4. Accuracy – comparing the project goals with the needs of final beneficiaries and their adequacy to the situation of needs change

5. Durability- determining the chances of the stability of project effects after the end of its financing

34SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

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Evaluation of course usefulness

35SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

Legal aspects of IT enterprise operation

Information security management

Employee competency management

Software development environments

Project management in IT enterprise

Business modeling

Software quality management

Software development processes

Agile methods of project management

IT project management

Project management in IT enterprise1. Management methodology and strategy2. Knowledge gathering and business modeling3. Project and process management of software development

36SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

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Systematic approach in the project management discipline

• How to describe different project management methodologies in a similar way?– Development of the meta-model (areas: life cycle,

behaviour, quality)

37SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

Events

Processes

Roles

Workshop

Artifacts

Princips

Systematic approach in the project management discipline

• Usage of project management methodologies in a project-based organization

38SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

ControllingStrategy planning

Adaptation

Detailed planning

Organizing

Staffing

Directing

Planning

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Costs of the adaptation approach –an example of component costs

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Costs of projects Buildingconstructionproject

IT project

Costs of planning and designing medium or high high

Costs of human resources medium high

Costs of tools medium medium or low

Costs of materials high low or none

Costs of demolition of part or whole ofthe construction

high low or none

Costs of utilizing demolition material high low or none

Costs of changes in the architecture high medium

Integrating and scaling classical and agile project management

• Integration of the PMI approach with agile methodologies

40SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

Strategic goal

Perfrormed strategy

Main portfolio

Analytical portfolio

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Integrating and scaling classical and agile project management

• Integration of the PMI approach with agile methodologies

41SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

Project vision

Projectstart

Projectfinished

Releaseplanning

Releaseplanning

Release

Release

sprint

Release

sprint

Projectstartingactivities

Projectclosingactivities

Integrating and scaling classical and agile project management

• The presented meta-model and approach are used in teaching the IT project management

• Mapping between different project management methodologies

• Scaling of project management methodologies– Scaling down PMBOK– Scaling up Scrum

• Alignment of project management methodologies for the IT branch

42SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

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Project management modelling

• Goals of the modelling– Clear description of methodologies– Fast learning

• Used modelling notations– BPMN– Archimate– DFD– SPEM– Ontology

43SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

Research on project management – BPMN model

44SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

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Simple model ofknowledge ontology

Archimate 2.0 enterprise modellingApplying to project management

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Scaling project management proposals

The International Conference on Business Informatics 2009 - SCALING MANAGEMENT OF IT PROJECTS DEPENDING ON THEIR SIZE AND COMPLEXITY

Reasons for choosing that type of scaling

• It is easier to prepare templates, procedures and other documents for a few project categories.

• Company senior management needs the same or similar view of the projects.

• On different levels of management a comparison of projects should be made. It is easier to obtain for a few project categories.

The International Conference on Business Informatics 2009 - SCALING MANAGEMENT OF IT PROJECTS DEPENDING ON THEIR SIZE AND COMPLEXITY

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PMBOK - deliverables

The International Conference on Business Informatics 2009 - SCALING MANAGEMENT OF IT PROJECTS DEPENDING ON THEIR SIZE AND COMPLEXITY

The International Conference on Business Informatics 2009 - SCALING MANAGEMENT OF IT PROJECTS DEPENDING ON THEIR SIZE AND COMPLEXITY

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Conclusions

• Many IT strategic jobs need to have knowledge of project management

• The project management methodologies should be described in easy and systematic way (especially for IT branch)

• Not only project management, but also PM knowledge should be scaled

• The postgraduate study should give maximal value for the students in short term

• Methodology per enterprise or per class of project is needed more then per project

51SP ZPI W03– PMBOK jako metodyka zarządzania projektamiJan Werewka

Mapping companies needs into apostgraduate program concerning IT project management

• Questions?

52SP ZPI W03– Ontologia w zarządzania projektamiJan Werewka

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References

1. Tomasz Szetyński, Rynek IT rośnie powoli - firmy, które chcą istnieć na rynku zmieniają swoją strategie działania, www.globaleconomy.pl/content/view/80/17/, 2010

2. The Standish Group, www.standishgroup.com3. J. Laurenz Eveleens, Chris Verhofer: The rise and Fall of the Chaos Report Figures. IEEE

Software, 2010, pp. 30- 364. Jan WEREWKA, Piotr SZWED, Grzegorz ROGUS: Integration of classical and agile project

management methodologies based on ontological models, W: Zarządzanie przedsiębiorstwem –teoria i praktyka. AGH, Wydział Zarządzania. Kraków 2010. S. [1–23].

5. A Guide to the Project Management Body of Knowledge Fourth Edition (PMBOK® Guide), Approved American National Standard ANSI/PMI 99-001-2008, PMI 2008, s. 460.

6. The state of Agile Development, 3rd annual Survey:2008, Full Data Report Conducted June-July 2008. VersionOne Inc. www.VersionOne.com/acnewsletter, s. 18.

7. Werewka J., Scaling Management of IT Projects Depending on their Size and Complexity, 1st CEE Symposium on Business Informatics, ACS, Vienna 2009, s. 181-190.

8. Mobilizing HP, Project Management as an Executive Priority. Benchmark Implementation: Primavera, Case Study, 2004 Benchmarking Partners, pp. 9

9. Schwaber K., Beedle M: Agile software development with Scrum. Upper Saddle River, N.J., Prentice Hall, 2002

10. Franke, U.; Hook, D.; Konig, J.; Lagerstrom, R.; Narman, P.; Ullberg, J.; Gustafsson, P.; Ekstedt, M.; EAF2- A Framework for Categorizing Enterprise Architecture Frameworks, ACIS International Conference on Software Engineering, Artificial Intelligences, Networking and Parallel/Distributed Computing, 2009. SNPD '09, pp.327 – 332