Managing BI projects is a difficult responsibility that challenges even the most experienced IT project managers. Source system dependencies, uncertain data quality, volatile business requirements, and business urgency are but a few examples among a multitude of challenges. Many kinds of BI projects, ranging from data integration to predictive analytics, add to the complexities—and multiple technologies from data warehousing to data mining compound the problem. With BI projects, there is no project management silver bullet—no "one size fits all" approach to project management. Learn how to choose among traditional, agile, and other project management methods. Then find out how to apply the chosen method for project planning, execution, monitoring, control, completion, and closure.
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Prerequisites
This course assumes completion of TDWI Business Intelligence Principles and Practices or equivalent knowledge of BI concepts and terminology.
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Outline
Module One
Project Management Fundamentals
- Project Management Basics
- Project Management Defined
- Project Management Responsibilities
- Project Management Terminology
- Project Management Tools and Technology
- Architecture and Methodology – Compatibility and Dependency
Project Management Success
- The Right Balance
- Deliver Results
- On Time and within Budget
- Meeting Expectations
- With Happy Customers
Project Management Failures
- Missing Success Criteria
- High Stress
- Bad Feelings and Damaged Relationships
Module Two
Challenges of BI Projects
BI Projects vs. IT Projects
- Lifecycle Differences
- Methodology Differences
- Different Requirements
- Different Stakeholders
- Business Scope and Visibility
- External Dependencies
- Different Skills
Kinds of BI Projects
- Data Integration and Data Warehousing
- Query and Reporting
- Business Analytics
- Monitoring and Management Systems
- Data Mining
- Decision Automation
- Operational Integration
- Technology and Infrastructure
Project Management Methods
- Project Management Institute (PMI)
- PMI in Greater Detail
- Rational Unified Process (RUP)
- RUP in Greater Detail
- Agile Project Management
- Hybrid Methods
- A Checklist for High-Quality Requirements
- Systems Development Tools
- Software Configuration Management (SCM)
- Maintenance Requirements
- Service Oriented
Module Three
Defining a BI Project
Project Definition Questions
- What Will You Deliver?
- To Whom Will You Deliver?
- With What Interested Parties?
- With What Participants?
- Using What Resources?
- At What Cost?
- By When Will You Deliver?
- For What Purpose or Value?
- With What Success Criteria?
The Project Charter
- Forman Project Definition
- Sponsors
- Description
- Statement of Scope
- Top-Level Business Requirements
- Business Rationale and Priority
- Project Dependencies
- Stakeholders
- Staffing: Roles, Skills, and Responsibilities
- Top-Level Schedule
- Budget and Resource Allocation
- Success Criteria and Measures
- Assumptions and Constraints
- Readiness and Risk Assessment
Module Four
Choosing the Project Approach
Fitting to the Organization
- A CMMI View
- Project Size and Duration
- Kind of Project
- Level of Readiness
- Level of Risk
Fitting to the Project
- Level of Readiness
- Level of Risk
- Degree of Formality
- Traditional, Rational, Agile, or Hybrid?
Defining the Project Structure
- Lifecycle and Methodology
- Project Governance
- Organizations and Teams
- Change Control
- Issues Management
- Document Management
- Communication and Reporting
Module Five
Running the Project
Planning the Project
- PMI Planning
- Rational Planning
- Agile Planning
Executing the Project
- PMI Execution
- Rational Execution
- Agile Execution
Monitoring and Controlling the Project
- PMI Project Control
- Rational Project Control
- Agile Project Control
Completing the Project
- PMI Project Closure
- Rational Project Closure
- Agile Project Closure
Module Six
Summary and Conclusion
Summary of Key Points
- A Quick Review
- References and Resources
- More Project Management Information
Appendices
Appendix A
- Bibliography and References
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