ITCC 112 (Advanced Technology and Project Management) - Second Meeting

After the warm welcome of our first meeting, our second meeting for the ITCC 112 (Advanced Technology and Project Management) subject in my Master in Information Technology (MIT) program at the University of Southeastern Philippines (USEP) felt like an opportunity to go deeper into the subject. The venue remained the Conference Room at the College of Information and Computing. Once again, the oval table which we gathered around seemed to provide the perfect setting for collaborative discussions. As we took our seats, I noticed the relaxed and approachable demeanor of our facilitator, who reminded us again not to call him "Sir." He preferred a class where knowledge was shared, and everyone contributes equally to the discussion.

Our facilitator began by sharing a bound project book, which he said was an Industry Analysis Report done by a group of his former students. The topic focused on Six Eleven, a business process outsourcing company in Davao City. Each group member was assigned a specific department of the company, and together, they produced a comprehensive report. This project showcased the importance of collaboration and the application of technology and project management skills. It was inspiring to see a tangible example of what our group projects could potentially look like by the end of the course. The facilitator's pride in his former students' work was clear, and it set a high standard for what we, too, should strive for.

The facilitator then introduced us to a small but impactful exercise. On the TV screen connected to his laptop, he displayed a grid of nine dots and challenged us to connect all the dots using only four straight lines, without lifting the pen from the paper. I recognized the exercise immediately, one of those classic "think outside the box" puzzles that teaches a powerful lesson in creativity and problem-solving. The answer requires you to draw lines that extend beyond the grid of dots, symbolizing how we often need to think beyond the conventional limits when approaching problems.

For those unfamiliar with the puzzle, it was a moment of frustration followed by insight. The exercise made the facilitator's point abundantly clear. In advanced technology and project management, especially in a rapidly evolving field like information technology, we must continually challenge ourselves to think differently. The conventional approaches may not always work, and without critical thinking, it's impossible to solve complex problems effectively. This lesson reinforced why he resisted being called "Doctor", he did not hold all the knowledge; instead, we all held pieces of it. Information and learning, as he emphasized, come from collaboration and sharing.

Next, our facilitator shared a real-world example from the summer of 2012 when he was tasked by the university to renovate the USEP website. He tapped 80 on-the-job trainees (OJTs) and students to help on the project. He allowed the students to take charge first of creating landing page designs for the website. He then invited stakeholders to choose the best design. This participatory approach allowed the stakeholders to become more deeply engaged in the project. Additionally, the facilitator involved the stakeholders in updating their respective pages on the site, making it a collaborative and dynamic effort. He used a Gantt chart to monitor progress, showing us pictures of the activities and providing a visual representation of how each phase was managed. Joomla, a content management system (CMS), was used to streamline the process. This project demonstrated effective project management techniques - breaking a large project into smaller, manageable tasks, involving multiple participants, and using appropriate tools to monitor progress.

One of the most thought-provoking moments of the session came when the facilitator posed a simple question, "Why do projects fail?" My classmates shared a range of answers, such as lack of resources, poor planning, and the absence of a risk management plan. When it was my turn, I answered procrastination, a common issue many of us can relate to. Procrastination, by definition, is the act of delaying or postponing tasks, often resulting in rushed work or unmet deadlines. It's a silent killer of productivity in both personal and professional settings. Our facilitator acknowledged all of the answers but shared one simple reason, "Projects fail because you fail to plan, or you plan to fail." His words were a reminder that success in project management lies on proper and meticulous planning. He urged us to start thinking about our capstone projects right away, stressing that these would be the culmination of our studies. The endgame, as he pointed out, is to graduate successfully in two years. His advice was simple, "Change your mindset now."

Our facilitator then led us through another exercise where he asked the meaning of, "I.T. = " Without hesitation, the class answered, "Information Technology." He then elaborated by introducing us to a formula: "I.T. = HW + SW", which translates to Information Technology equals Hardware plus Software. This was an insightful way of looking at the basic components of IT. Both hardware and software are necessary, but on their own, they don’t create a complete system.

He then followed up with another, what is the meaning of "I.S. = " Again, we confidently answered, "Information Systems." He responded with yet another formula: "I.S. = HW + SW + PW." This time, the addition of "PW" represented "peopleware". When people are added to the IT equation, it becomes an information system. This distinction emphasized the importance of human factors in the success or failure of technology projects. Without proper people management, even the most advanced hardware and software solutions would fall short of their potential.

Building on this, the facilitator introduced us to the four components of management with an acronym PDOC: Planning, Directing, Organizing, and Controlling. He emphasized, project managers do more than just "manage." They must also "lead". Good leadership is not about controlling people. While hardware and software can be managed, "peopleware" requires leadership. This, he explained, is the fundamental difference between a Project Manager and a Project Leader. The latter doesn't just ensure tasks are completed; they inspire and guide people toward a shared goal.

In line with this discussion, the facilitator presented us with different leadership roles within Information Systems (IS). These roles—Chief Architect, Change Leader, Product Developer, Technology Provocateur, Coach, and Chief Operating Strategist—reflect the various technical aspects of leadership in this field. He also shared insights into the social aspects of leadership as outlined by Mintzberg’s Managerial Roles, which include interpersonal, informational, and decisional roles. These frameworks help define how managers interact with their teams, gather and disseminate information, and make critical decisions.

We reviewed a study of IS managers and leaders, which revealed some interesting trends. The majority were middle-aged, female, and held Master’s degrees. Many were also relatively new to their organizations. However, their state of trust within the organization was high at 100%, as IS leaders often hold vital information that can make or break an organization. This level of trust, combined with a short tenure and few reporting personnel, underscores the critical nature of their roles.

The facilitator then gave the definition of a project, "A sequence of unique, complex, and connected activities having one goal or purpose, and that must be completed by a specific time, within budget, and according to specifications." This definition set the stage for discussing the SMART criteria, an acronym for Specific, Measurable, Achievable, Relevant, and Time-bound goals. He encouraged us to aim for not just SMART goals, but SMARTER ones, with the added dimensions of Evaluating and Rewarding. He then suggested SMARTEST is the best without providing the meaning of -EST and used us to research it. My research says that -EST means Energizing, Sharable, Trackable.

Before concluding the session, the facilitator showed us examples of video blogs created by former students on various project management tools. He suggested that for our own video blogs, we could use Microsoft Project, though he acknowledged that it’s a costly tool. For those seeking a free alternative, he recommended OpenProj. These tools would be essential for creating project plans, mapping out milestones, and tracking our activities as we move forward with our capstone projects.

This second meeting was packed with lessons, both theoretical and practical. From learning to think outside the box with the nine dots puzzle to understanding the importance of leadership in managing "peopleware," each discussion reinforced the idea that technology and project management are deeply engaged with human factors. As I left the Conference Room, I felt inspired, not just to succeed in this course, but to apply these lessons in real-world scenarios. The journey ahead may be challenging, but with each meeting, I’m gaining the tools I need to navigate it successfully.