1. ITC493 Information Technology
Project Management
Assignment 3
Brad Nicholson

2. Overview – Interview with an
IT Project Manager
 IT Project Manager - Amanda, with the organisation for approximately 2
years and 6 years experience as a project manager
 Small State Government agency in NSW.
 Major focus of the Organisation is on managing data registries, providing
accurate trends, outcomes and risk factors.

3. Overall Responsibilities
Responsibilities:
 Project Planning
 Project Execution
 Project Reporting
 Tenders Processes
 Stakeholder Management
“A Stakeholder management strategy as an approach to help increase the support of
stakeholders throughout the project” (Schwalbe, 2011, p93)

4. Day to Day Tasks
 Project meetings
 Referring to and updating the Project plan
 Day to day team/staff interaction e.g. responding to queries
 Email management
 Reporting
Matrix Organistional Structure “personnel often report to both a functional
manager and one or more project managers” (Schwalbe, 2011, p 50)

5. Project Management Tools
 Microsoft Project – Gantt Chart
 “a standard format for displaying project schedule information by listing project
activities and their corresponding start and finish times” (Schwalbe, 2011, p 27)
 Stakeholder Register
 Risk Register

6. Project Management Methodology
 PRINCE 2 - A Structured Project Management Methodology
 A controlled and organised start, middle and end
 Regular reviews of progress against plan and against the Business Case flexible
decision points
 Automatic management control of any deviations from the plan
 The involvement of management and stakeholders at the right time and place
during the project
 Good communication channels between the project, project management, and
the rest of the organisation.

7. Successful IT Project Management
McGannon, B. (2011) lists tasks that separate great Project Manager’s from average Project Managers :
 Proposing unpopular options/opinions
 Standing up to senior management
 Crafting compelling arguments/justifications to garner business support
 “Bending” rules and processes when appropriate
 Applying non-traditional techniques to create “unexpected” impressions as a means to change stakeholder
perceptions
 Using communication and influence skills to protect the organization from itself!

8. Conclusion
Systems Approach – “holistic and analytical approach to solving complex
problems that includes using a systems philosophy, systems analysis, and
systems management” (Schwalbe, 2011, p45)

9. References
 McGannon, B. (2011). Intelligent Disobedience : The Difference between
Good and Great Project Managers. Retrieved from
http://mindavation.com.au/whats-new/articles/intelligent-disobedience-
the-difference-between-good-and-great-project-managers.
 Schwalbe, K. (2011). Information Technology Project Management. United
States of America. Cengage Learning
 Stakeholder Management Strategy (n.d). Retrieved from
http://www.projectmanagementdocs.com/project-initiation-
templates/stakeholder-management-strategy.html