IT Project Management

May 2024
1.OAS5053:IT Project Management
2.TAM5013:IT Project Management
3.OAT5013:IT Project Management
May 2024 -ODL
1. OAS5053:IT Project Management
2. OAT5013:IT Project Management
May 2024 -Conventional 6-17/05/2024; 10 AM; Block 1 Meeting Room

1. TAM5013:IT Project Management

 Topic 1:
Understanding IT Project Management
(ITPM)
AP Ts Dr Norshakirah Abdul Aziz
Agenda
Understand the growing need for better project management,
01 especially for information technology projects

Describe PM & discuss key elements of the PM framework, project

02 stakeholders, knowledge areas, tools & techniques

Understand the role of the project manager (what project managers do,
03 what skills they need)

Describe the PM profession, including its history, the role of professional

04 organizations, & the importance of certification
What is a Project ?
“A project is a temporary endeavor undertaken to
accomplish a unique product or service”
-PMBOK
 Examples of IT
What is project?
Projects

What is IT PM? PM advantages

Project attributes Role of the PM

Project Constraint What is IT PM?

is “ the application of knowledge, skills, tools, and techniques to
project activities to meet project requirements” Project managers
must strive not only to meet specific scope, time, cost, and quality
goals of projects, they must also facilitate the entire process to meet
the needs and expectations of people involved in project activities or
affected by them.
 Project Attributes
As you can see, projects come in all shapes and sizes. The following attributes help to define a project further::

The unique purpose of this project would be Projects are often defined broadly when th Resources include people, hardware,
A project has a definite beginning & end. software, and other assets. Many projects
to create a collaborative report with ideas fro ey begin, and as time passes,the specific
In the IT collaboration project, Anne might fo cross departmental to achieve their unique
m people throughout the company. The details of the project become clearer. T
rm a team of people to work immediately on purposes. For the IT collaboration project,
results would provide the basis for further di herefore, projects should be developed in
the project, and then expect a report and an people from IT, marketing, sales,
scussions and projects. As you can see fro increments. A project team should develop
executive presentation of the results in one distribution & other areas of the company
m this example, projects result in a uniqu initial plans and then update them with
month. would need to work together to develop
e product, service, or result. more detail based on new information.
ideas.

1. A project has a unique 2. A project is 3. A project is developed 4. A project requires

purpose temporary using progressive resources, often from
elaboration. various areas

The project sponsor usually provides the Because every project is unique, it is some
direction and funding for the project. Once
further IT projects are selected, however,
times difficult to define its objectives cle
arly, estimate how long it will take to co An effective project manager is crucial to a
project’s success. Project managers work
the sponsors for those projects would b mplete, or determine how much it will c
e senior managers in charge of the main ost. External factors also cause uncertainty
parts of the company affected by the proje , such as a supplier going out of business
cts. or a project team member needing unplan
ned time off.
with the project sponsors, the project team,
and the other people involved to meet
5. A project should have a 6. A project involves
primary customer/sponsor uncertainty project goals.
 A Project …

A project has Start A project has a A project has a budget A project has activities that
and Finish time Lifecycle with associated cash are essentially unique and
flow non- repetitive

A Project requires A project has single A project must have a A project has team
resources point of stakeholder roles and
responsibility responsibilities.
 Project Constraints

• What work will be • How long should it take

to complete the project •
done as part of the What should it cost to c
? omplete the project?
project?
• What is the project’s • What is the project’s
• What unique product schedule? budget?
, service, or result do
es the customer or • How will the team track
• How will costs be
sponsor expect from actual schedule tracked?
the project? performance?
• Who can authorize
• Who can
• How will the scope b approve changes to the sc
changes to the budget?
e verified? hedule?

SCOPE TIME COST

Every project is constrained in different ways, often by its scope, time, and cost goals. These limitations are sometimes referre
d to in project management as the triple constraint. To create a successful project, a project manager must consider scope, time
, and cost and balance these three often-competing goals:
The triple constraint (scope, time, and cost)
Each area (scope, time, and cost) has a target at the begin
ning of the project. For example:

▪ the IT collaboration project might have:

o an initial scope of producing a 40- to 50-page re
port and
o a one-hour presentation on about 30 potential IT p
rojects.

▪ The project manager might further define project scope:

o to include providing a description of each potenti
al project,
o an investigation of what other companies have im
plemented for similar projects, a rough time and
o cost estimate, and assessments of the risk and po
tential payoff as high, medium, or low.

▪ The initial time estimate for this project might be:

o one month, and
▪ the cost estimate might be:
o $45,000 – $50,000.

Figure 1 : Triple Constraint

 The triple constraint.

These expectations provide the targets for the scope, time, and cost
dimensions of the project.

▪ Note that the scope and cost goals in this example include range
s the report can be:
o between 40 to 50 pages long and
o the project can cost between $45K and $50K.

***Because projects involve uncertainty and limited resources,

projects rarely finish according to their original scope, time, and c
ost goals.
o Instead of discrete target goals, it is often more realistic to
set a range of goals, such as:
▪ spending between $45K and $50K and
▪ having a 40- to 50-page report.

These goals might mean hitting the target, but not the bull’s ey
e.

Figure 1 : Triple Constraint

Examples of IT Project Management
A small software development The automobile industry develops a A technician replaces ten laptops for
team adds a new feature to an Web site to streamline procurement a small department
internal software application
for the finance department

Purchasing software

Voting system Add new features to an internal application

.

A college campus upgrades its technology

infrastructure to provide wireless Internet Upgrades Technology infrastructures to
access across the whole campus provide better facilities

Projects can be large or small & involve one person or thousands of people. They can be done in one day or take years to comple
te. As described earlier, IT projects involve using hardware, software,& networks to create a product, service, or result.
 PM Advantages

Better control of
Improved customer Shorter development Lower costs and
financial, physical, & relations times improved productivity
human resources

Positive impact
Higher quality and Better internal
Higher profit margins on meeting strategic
increased reliability coordination goals

Higher worker morale

 PM Framework …
Example: a home construction project.

Project Stakeholders Project Sponsors

✓ Stakeholders are the people ✓ The project sponsors would be the

involved in or affected by project potential new homeowners. They would
activities and include the project be the people paying for the house and
sponsor, project team, support staff, could be on a very tight budget, so they
customers, users, suppliers, and would expect the contractor to provide
even opponents of the project. accurate estimates of the costs involved
in building the house.
✓ These stakeholders often have very ✓ The new homeowners would have to
different needs and expectations. make important decisions to keep the
For example, building a new house costs of the house within their budget.
is a well-known example of a project. Can they afford to finish the basement
There are several stakeholders right away? If they can afford to finish the
involved in a home construction basement, will it affect the projected
project. move-in date? In this example, the project
sponsors are also the customers and
users for the product, which is the house.
 PM Framework …
Example: a home construction project.

Project Manager Project Team

✓ The project manager in this example ✓ The project team for building the
would normally be the general house would include several
contractor responsible for construction workers, electricians,
building the house. He or she carpenters, and so on. These
needs to work with all the project stakeholders would need to know exactly
stakeholders to meet their needs what work they must do and when they
and expectations. need to do it.
Support staff ✓ They would need to know if the required
materials and equipment will be at the
✓ Support staff might include the construction site or if they are expected to
buyers employers, the general provide the materials and equipment.
contractors administrative Their work would need to be coordinated
assistant, and other people who since there are many interrelated factors
support other stakeholders. involved. For example, the carpenter
cannot put in kitchen cabinets until the
walls are completed.
 IT Project vs Other Project
Similar but with some unique aspects

❖Technical projects require project team member with specific technical skill
❖For small project, project team usually engage with multiple other project
❖Team members have ‘share responsibilities' philosophy
❖Technology evolving so rapidly.
❖Technology requires constant upgrade and maintenance
❖Changing nature of technology can make it difficult for accurate estimation or to learn
from the past project
 95 Essential Project Management Statistics: 2022 Market Share & Data Analysis

https://financesonline.com/35-essential-project-management-statistics-analysis-of-trends-data-and-market-share/
 Project Success
How do you define the success or failure of a project?
There are several ways to define project success.
The list that follows outlines a few common criteria for measuring the success of a project using the example of upgrading 500 desktop com
puters within three months for $300,000:

The project met scope, time & The project satisfied the customer/sponsor. The results of the project met its main objective
cost goals.

▪ If all 500 computers were upgra • Even if the project met initial scope, time, & such as:
ded and met other scope require cost goals, o making/ saving a certain amount of money,
ments, o the users of the computers or their m o providing a good return on investment, or
o the work was completed in th anagers (the main customers or spo o simply making the sponsors happy.
ree months or less, and nsors in this example) might not be s
o the cost was $300,000 / less, atisfied. Even if the project :
you could consider it a succe • Conversely, a project might not meet initial s o cost more than estimated,
ssful project based on this cri cope, time, and cost goals: o took longer to complete, and
terion. o but the customer could still be very s o the project team was hard to work with,
▪ The Standish Group studies use atisfied. o if the users were happy with the upgrade
d this definition of success. • Perhaps the project team took longer and sp d computers
▪ Several people question this sim ent more money than planned,
ple definition of project success o but they were very polite and helped ***it would be a successful project, based on thi
and the methods used for collect the users and managers solve sever s criterion. If those goals were met, the sponsor
ing the data. al work-related problems. would deem the project a success, regardless of
other factors involved.
 Why IT project fails?
Top Contributors to Large IT Project Failure:

Unclear objectives/lack of business focus Project Initiation and Planning Issues

Shifting requirements/technical complexity Technical and requirement Issues

Unrealistic schedule/reactive planning Project Management Issues

Unexplained causes Stakeholder Management and Team Issues.

5
1. Complexity of 2. Lack of sufficient 3. Rushed & too 4. Widely scope 5. People 6. Communicati 7. Environment
environment planning ambitious on/ Resources
Chart Layout
 PROGRAM &PROJECT
PORTFOLIO MANAGEMENT
Programs: A program is a group of related projects managed in a coordinated way to obtain benefits and
control not available from managing them individually.
• As you can imagine, it is often more economical to group projects together to help streamline manage
ment, staffing, purchasing, and other work.
• The following are examples of common programs in the IT field.
▪ Infrastructure: An IT department often has a program for IT infrastructure projects. Under this p
rogram, there could be several projects, such as:
1. providing more wireless Internet access,
2. upgrading hardware and software, and
3. developing and maintaining corporate standards for IT.
▪ Applications development: Under this program, there could be several projects, such as:
1. updating an enterprise resource planning (ERP) system,
2. purchasing a new off-the-shelf billing system, or
3. developing a new capability for a customer relationship management system.
▪ User support: In addition to the many operational tasks related to user support, many IT depart
ments have several projects to support users.
o For example, there could be a project to provide a better e-mail system or one to develop t
The Role of Project Manager(PM)
A program manager provides leadership and direction for the PM heading t
he projects within a program.
✓ PM also coordinate the efforts of project teams, functional groups,
suppliers, and operations staff supporting the projects to ensure th
at project products and processes are implemented to maximize be
nefits.
✓ PM are responsible for more than the delivery of project results; th
ey are change agents responsible for the success of products and pr
ocesses produced by those projects.
✓ Effective PM recognize that managing a program is much more com
plex than managing a single project.
✓ They recognize that technical and project management skills are no
t enough PM must also possess strong business knowledge, leaders
hip capabilities, and communication skills.
PM Job Description
Project Manager Job Description:
✓ Project manager for a consulting firm:
▪ Plans, schedules, and controls activities to fulfill identified objectives applying technical, theoretical, and ma
nagerial skills to satisfy project requirements.
▪ Coordinates and integrates team and individual efforts and builds positive professional relationships with cli
ents and associates.
✓ IT project manager for a financial services firm:
▪ Manages, prioritizes, develops, and implements information technology solutions to meet business needs.
▪ Prepares and executes project plans using project management software following a standard methodology.
▪ Establishes cross-functional end-user teams defining and implementing projects on time and within budget.
▪ Acts as a liaison between third-party service providers and end-users to develop and implement technology
solutions.
▪ Participates in vendor contract development and budget management. Provides post implementation supp
ort.
✓ IT project manager for a nonprofit consulting firm:
▪ Responsibilities include business analysis, requirements gathering, project planning, budget estimating, dev
elopment, testing, and implementation.
▪ Responsible for working with various resource providers to ensure development is completed in a timely, hi
gh quality, and cost-effective manner.
 History of Project Management
1950s
1970s 1990s Present
1917 1946 & 60s

Members of the U.S. Navy Polaris Many companies began creating project ma
Henry Gantt missile/submarine project first used nagement offices to help them handle the in
Henry Gantt developed the network diagrams in 1958. These
creasing number and complexity of projects.
famous Gantt chart for scheduling diagrams helped managers model the
relationships among project tasks,
A Project Management Office (PMO) is an or
work in factories. ganizational group responsible for coordinati
which allowed them to create
A Gantt chart is a standard for schedules that were more realistic. ng the project management function throug
mat for displaying project sche hout an organization.
dule information by listing proj
ect activities and their correspo
nding start and finish dates in a The Manhattan Project lasted The U.S. military and its civilian Microsoft Project
calendar format. suppliers developed software to
about three years and cost
assist in managing large projects. The concept of determining relationships
almost $2 billion
Early project management software among tasks is essential in helping to
Manhattan Project, which the U.S. milit was very expensive to purchase improve project scheduling. This concept
ary led to develop the atomic bomb in and it ran exclusively on mainframe allows you to find and monitor the critical
World War II. The Manhattan Project inv path the longest path through a network
olved many people with different skills a
computers.
diagram that determines the earliest
t several different locations.
completion of a project.
Project management software
https://www.projectlibre.com/
Project management software

https://youtu.be/9xwR4JCBaIU
Thank you

See you in next lecture.

• Chapter 2
The Project Management and
Information Technology Context
LESSON OUTCOMES
• Describe the systems view of project management and how it applies to
information technology (IT) projects
• Understand organizations, including the four frames, organizational structures,
and organizational culture
• Explain why stakeholder management and top management commitment are
critical for a project’s success
• Understand the concept of a project phase and the project life cycle, and
distinguish between project development and product development
• Discuss the unique attributes and diverse nature of IT projects
• Describe recent trends affecting IT project management, including globalization,
outsourcing, virtual teams, and agile project management
Some of the components towards
understanding of project environment

Systems Understan Stakeholde

view of d r
project organizatio manageme
manageme ns nt
nt

Understand
concept of a Unique Recent trends
project phase and attributes and affecting IT
the project life diverse nature project
of IT projects management
cycle, distinguish
 System view of project management

• Projects must operate in a broad

Projects organizational environment
Cannot • Project managers need to use systems
Be Run thinking:
• taking a holistic view of carrying out projects
In within the context of the organization
Isolation • Senior managers must make sure projects
continue to support current business
needs
Organizational Structures
• 3 basic organization structures
1. Functional: functional managers report to the CEO
2. Project: program managers report to the CEO
3. Matrix: middle ground between functional and project structures;
personnel often report to two or more bosses; structure can be
weak, balanced, or strong matrix
 Figure 2-3.
Functional,
Project, and Matrix
Organizational
Structures
 Table 2-1.
Organizatio
nal
Structure
Influences
on Projects
 Organizational Culture
• Organizational culture is a set of shared assumptions, values, and
behaviors that characterize the functioning of an organization
• Many experts believe the underlying causes of many companies’
problems are not the structure or staff, but the culture

• Our values are embedded in our culture as the backbone of our

business conduct, reflecting our sense of duty and responsibility in
upholding our commitment towards contributing to the well-being
of peoples and nations wherever we operate.
• Loyalty
PETRONAS • Loyal to corporation
Shared • Integrity
• Honest and upright
Values & • Professionalism
• Strive for excellence
cultural • Cohesiveness
belief • United, trust and respect for each other
Ten Characteristics of Organizational Culture
1. Member identity*
2. Group emphasis*
*Project work is
3. People focus
most successful in
4. Unit integration*
an organizational
5. Control culture where these
6. Risk tolerance* items are
7. Reward criteria* strong/high and
8. Conflict tolerance* other items are
9. Means-ends orientation balanced.
10. Open-systems focus*
Stakeholder Management
Stakeholder Management
Project managers must take Using the four frames of
time to identify, understand, organizations can help meet
and manage relationships stakeholder needs and
with all project stakeholders expectations

***Project Stakeholder
Senior executives/top
Management is covered
management are very
under HR management for
important stakeholders
this course
 Government Contractors &
Subcontractors

External Customer Suppliers

Figure 5.1: Project stakeholders. In a project, there are

both internal and external stakeholders. Internal
stakeholders may include top management, project team
members, your manager, peers, resource manager, and
internal customers. External stakeholders may include
external customers, government, contractors and
subcontractors, and suppliers.

https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ 40
 People in top management positions are key
stakeholders in projects

The A very important factor in helping project

managers successfully lead projects is the level of
Importance commitment and support they receive from top
management
of Top
Management Without top management commitment, many
Commitment projects will fail.

Some projects have a senior manager called a

champion who acts as a key proponent for a
project.

Information Technology Project Management, Seventh Edition 41

How Top Management Can Help Project
Managers
Providing adequate resources

Approving unique project needs in a timely manner

Getting cooperation from other parts of the organization

Mentoring and coaching on leadership issues

Information Technology Project Management, Seventh Edition 42

 • IT governance addresses the authority and
control for key IT activities in organizations,
including IT infrastructure, IT use, and project
management
• A lack of IT governance can be dangerous, as
Best evidenced by three well-publicized IT project
Practice failures in Australia (Sydney Water’s customer
relationship management system, the Royal
Melbourne Institute of Technology’s academic
management system, and One.Tel’s billing
system)

Information Technology Project Management, Seventh Edition 43

 Need for
Organizationa • If the organization has a negative
attitude toward IT, it will be difficult for
l an IT project to succeed
Commitment • Having a Chief Information Officer (CIO)
at a high level in the organization helps
to IT projects
Information • Assigning non-IT people to IT projects
also encourage more commitment
Technology
(IT)

Information Technology Project Management, Seventh Edition 44

 • Standards and guidelines help project managers
be more effective
• Senior management can encourage
• the use of standard forms and software for
Need for project management
Organizational • the development and use of guidelines for
writing project plans or providing status
Standards information
• the creation of a project management office
or center of excellence

Information Technology Project Management, Seventh Edition 45

Distinguish between project development
and product development
Project • A project life cycle is a collection of project phases
that defines
• what work will be performed in each phase
Phases and • what deliverables will be produced and when
• who is involved in each phase, and
the Project • how management will control and approve
work produced in each phase
Life Cycle • A deliverable is a product or service produced or
provided as part of a project

47
 In early phases of a project life cycle

• resource needs are usually lowest

More • the level of uncertainty (risk) is highest

• project stakeholders have the greatest opportunity to influence
the project

on In middle phases of a project life cycle

Project • the certainty of completing a project improves

• more resources are needed

Phases The final phase of a project life cycle focuses on

• ensuring that project requirements were met

• the sponsor approves completion of the project

48
 Figure 2-4.
Phases of the
Traditional
Project Life
Cycle
 • Products also have life cycles
• The Systems Development Life Cycle (SDLC) is a framework for
describing the phases involved in developing and maintaining
Product information systems
• Systems development projects can follow
Life • Predictive life cycle: the scope of the project can be clearly
articulated and the schedule and cost can be predicted
Cycles • Adaptive Software Development (ASD) life cycle:
requirements cannot be clearly expressed, projects are
mission driven and component based, using time-based
cycles to meet target dates

50
 • Waterfall model: has well-defined, linear stages of systems
development and support
• Spiral model: shows that software is developed using an
Predictive iterative or spiral approach rather than a linear approach
• Incremental build model: provides for progressive
Life Cycle development of operational software

Models • Prototyping model: used for developing prototypes to clarify

user requirements
• Rapid Application Development (RAD) model: used to
produce systems quickly without sacrificing quality

51
 Figure 2-5.
Waterfall and
Spiral Life
Cycle Models
 • A project should successfully pass through each
of the project phases in order to continue on to
The Importance of the next
Project Phases and • Management reviews, also called phase exits or
Management kill points, should occur after each phase to
Reviews evaluate the project’s progress, likely success,
and continued compatibility with organizational
goals

53
 • Agile means being able to move quickly and
easily, but some people feel that project
management, as they have seen it used, does
not allow people to work quickly or easily.

Agile Project • Early software development projects often used

a waterfall approach, as defined earlier in this
Managemen chapter. As technology and businesses became
more complex, the approach was often difficult
t to use because requirements were unknown or
continuously changing.
• Agile today means using a method based on
iterative and incremental development, in which
requirements and solutions evolve through
collaboration.

54
 IT projects can be very diverse in
terms of size, complexity, products
produced, application area, and
resource requirements

The
Context of IT project team members often have
diverse backgrounds and skill sets
IT Projects
IT projects use diverse technologies
that change rapidly. Even within one
technology area, people must be
highly specialized

55
Recent trends affecting IT project management
 • Globalization
Recent • Outsourcing:
• Outsourcing is when an organization
Trends acquires goods and/or sources from an
outside source.
Affecting IT • Offshoring is sometimes used to describe
Project outsourcing from another country
• Virtual teams:
Managemen • A virtual team is a group of individuals who
work across time and space using
t communication technologies
• Agile project management

57
 • Issues
• Communications
Important • Trust
Issues and • Common work practices
• Tools
Suggestions • Suggestions
• Employ greater project discipline
Related to • Think global but act local
• Keep project momentum going
Globalization • Use newer tools and technology

58
 • The reasons for outsourcing IT provision in an
organization are many and various and have been
discussed and debated widely over the past decade
or so. They include:
• The wish to gain access to the pooled expertise of the
outsourcing providers.
• Difficulty in managing the IT estate internally.
Outsourcing • A desire to reduce costs, through economies of scale or by taking
advantage of lower labour costs elsewhere.
• The need to reduce employee head-count.
(and in- • A wish to put the provision of IT on the same basis as
that of other essential ‘utilities’ such as gas or electricity.
sourcing) • The belief that IT has become commoditized and no longer
provides a source of competitive advantage.
projects • Long-term dismay by general managers over the costs of IT
and the seeming impossibility of controlling it.
• Organizations remain competitive by using
outsourcing to their advantage, such as finding ways
to reduce costs
• Project managers should become more familiar with
negotiating contracts and other outsourcing issues
59
 • Advantages
• Increasing competitiveness and responsiveness by having
a team of workers available 24/7
• Lowering costs because many virtual workers do not
require office space or support beyond their home
offices.
• Providing more expertise and flexibility by having team
members from across the globe working any time of day
or night
• Increasing the work/life balance for team members by
Virtual eliminating fixed office hours and the need to travel to
work.

Teams • Disadvantages
• Isolating team members
• Increasing the potential for communications problems
• Reducing the ability for team members to network and
transfer information informally
• Increasing the dependence on technology to
accomplish work
• See textbook for a list of factors that help virtual teams
succeed, including team processes, trust/relationships,
leadership style, and team member selection 60
 Agile Project Management
• Agile means being able to move quickly and easily.
• Early software development projects often used a waterfall approach.
• As technology and businesses became more complex, the approach was often difficult to use because
requirements were unknown or continuously changing.
• Agile means using a method based on iterative and incremental development, in which requirements and
solutions evolve through collaboration.
• Agile can be used for software development or in any environment in which the requirements are
unknown or change quickly.
• In terms of the triple constraint, an agile approach sets time and cost goals but leaves scope goals flexible
so the project sponsors or product owners can prioritize and reprioritize the work they want done.
• An agile approach is suitable for some projects, but not all of them.

• Manifesto of Agile Software Development (2001)

• Individuals and interactions over processes and tools.
• Working software over comprehensive documentation.
• Customer collaboration over contract negotiation.
• Responding to change over following a plan.
61
Agile Project Management

62
 Agile Project Management
Agile Project Management: SCRUM
• At the end of the sprint, the work should be potentially shippable, as in ready to hand to a
customer, put on a store shelf, or show to a stakeholder.
• The sprint ends with a sprint review and retrospective.
• As the next sprint begins, the team chooses another chunk of the product backlog and begins
working again.
• The cycle repeats until enough items in the product backlog have been completed, the budget is
depleted, or a deadline arrives - which of these milestones marks the end of the work is entirely
specific to the project.
• Scrum ensures that the most valuable work has been completed when the project ends.

63
 Chapter Summary
• Project managers need to take a systems approach when working on projects
• Organizations have four different frames: structural, human resources, political, and
symbolic
• The structure and culture of an organization have strong implications for project
managers
• Projects should successfully pass through each phase of the project life cycle
• Project managers need to consider several factors due to the unique context of
information technology projects
• Recent trends affecting IT project management include globalization, outsourcing,
virtual teams, and Agile

64
FURTHER READINGS:
Recent Trends Affecting IT Project
Management

Download the following article from the link given

• Strategies to Manage Remote Teams & Build a Digital Culture
• https://www.wrike.com/library/ebooks/strategies-to-manage-remote-
teams/
• Discuss the importance and relevance of this topic with respect
to the current pandemic situation for managing project
Self Study:
With the pandemic COVID 19 situations, Work from home (WFH) is
becoming a norm and virtual teams is no longer related to
globalization only.

• Discuss the challenges of virtual project teams and list the factors that could
help virtual team succeed in the global context as well as the local context
• Explain the important of stakeholder support to virtual team
https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/
THANK YOU
Insert the Subtitle of Your Presentation
The Project
Management
Process
Groups
Chapter 3
 Describe the five project management process groups, the
Describe typical level of activity for each, and the interactions among
them

Learning Understand Understand how the project management process groups relate
to the project management knowledge areas

Objectives
Discuss how organizations develop information technology (IT)
Discuss project management methodologies to meet their needs

69
Recall from Chapter 1 that project management
consists of nine knowledge areas:
1. Integration
2. Scope
3. Time
4. Cost
5. Quality
6. Human resources
7. Communications
8. Risk, and
9. Procurement.
 Project Management Process Groups

• The project management process groups include :

1. initiating processes
2. planning processes
3. executing processes
4. monitoring and controlling processes
5. closing processes
 1. Initiating
process

5. Closing Five project 2. Planning

processes process
management
process grou
ps

4.
Monitoring 3. Executing
and control process
processes
 1. Initiating Processes
1. Initiating Processes
• Initiating processes take place during each phase of a project. Therefore, you canno
t equate process groups with project phases.
– For example, project managers and teams should reexamine the business nee
d for the project during every phase of the project life cycle to determine if th
e project is worth continuing.
• Initiating processes are also required to end a project.
– Someone must initiate activities to ensure that the project team completes all
the work, documents lessons learned, assigns project resources, and that the
customer accepts the work.
 2. Planning Processes
2. planning processes
• Include devising and maintaining a workable scheme to ensure that the projec
t addresses the organization needs.
• There are several plans for projects, such as the scope management plan, sche
dule management plan, cost management plan, procurement management pl
an, and so on, defining each knowledge area as it relates to the project at that
point in time.
• For example, a project team must develop a plan to define the work that
needs to be done for the project, to schedule activities related to that w
ork, to estimate costs for performing the work, to decide what resources
to procure to accomplish the work, and so on.
 3. Executing processes

3. Executing processes
• include coordinating people and other resources to carry out the various plans
and produce the products, services, or results of the project or phase.
– Examples of executing processes include acquiring and developing the pr
oject team, performing quality assurance, distributing information, manag
ing stakeholder expectations, and conducting procurements.
 4. Monitoring and controlling processes
4. Monitoring and controlling processes
• include regularly measuring and monitoring progress to ensure that the project t
eam meets the project objectives.
• The project manager and staff monitor and measure progress against the plans a
nd take corrective action when necessary.
• A common monitoring and controlling process is reporting performance, where p
roject stakeholders can identify any necessary changes that may be required to ke
ep the project on track
 5. Closing processes

5. Closing processes
• Include formalizing acceptance of the project or project phase and ending it ef
ficiently.

• Administrative activities are often involved in this process group, such as archi
ving project files, closing out contracts, documenting lessons learned, and rec
eiving formal acceptance of the delivered work as part of the phase or project
Figure 3-1. Percentage of Time Spent on Each Process Group

✓ This breakdown suggests that the most ti

me should be spent on executing, followe
d by planning.

✓ Spending a fair amount of time on plannin

g should lead to less time spent on executi
on.

✓ Notice that the alpha project managers sp

ent almost twice as much time on plannin
g (21 percent versus 11 percent) as other
project managers.
*Jacks, Brian, “Lord of the Rings: The Two Towers Extended Edition (New Line)”, Underground Online (accessed from www.ugo.com August 4, 2004).
 Table 3-1. Project Management
Process Groups and Knowledge Area
Mapping*
4

1
6

7
2
8

9
80
 Developing an IT Project
Management Methodology
 • Just as projects are unique, so are approaches to
project management

Developing an IT • Many organizations develop their own project

management methodologies, especially for IT projects
Project • A methodology describes how things should be done-
Management • Project management methodology offers a clear project roadmap
that lists all the steps required to deliver a project successfully.
Methodology • These methodologies provide a defined governance structure,
process guidelines, test activities, processes, and deliverables

• A standard describes what should be done

• PRINCE2, Agile, RUP, and Six Sigma provide different
project management methodologies
Project Management Methodologies

1. PRINCE2 – Project in Controlled in Environment

• UK
• 8 process groups – 45 subprocesses
2. RUP – Rational Unified Process
• Iterative software development – focus on team productivity and best practices
• JAD, RAD
3. AGILE
• Adaptive software development
• Iterative workflow, incremental delivery, short interations
• Extreme programming, scrum, lean, feature driven dev’t, kanban
4. SIX SIGMA
• Two methodologies (from Quality expert)
• DMAIC – business process improvement
• DMADV – new product development
https://kissflow.com/project/project-management-methodologies-and-frameworks/
15 Project Management
Methodologies You
Need to Know About
1. WATERFALL
2. CRITICAL PATH METHOD
3. CRITICAL CHAIN
4. AGILE
5. AGILE: SCRUM
6. AGILE AND KANBAN
7. AGILE: EXTREME PROGRAMMING
8. AGILE: ADAPTIVE PROJECT FRAMEWORK
9. RAPID APPLICATIONS DEVELOPMENT
10. NEW PRODUCT INTRODUCTION
11. PACKAGED ENABLED REENGINEERING
12. PRINCE2
13. SIX SIGMA
14. OUTCOME MAPPING
15. PROJECT MANAGEMENT INSTITUTE

• https://toggl.com/track/project-management-methodologies/
Case Studies: Predictive Vs Agile Methodology
Case Study 1:
• JWD Consulting’s Project Management Intranet Site (Predictive Approach
90
Case Study 1: JWD Consulting’s Project Management
Intranet Site (Predictive Approach)
• This case study provides an example of what’s involved in
initiating, planning, executing, controlling, and closing an IT
project
• You can download templates for creating your own project
management documents from the companion Web site for this
text or the author’s site

• NOTE: This case study provides a big picture view of

managing a project. Later chapters provide detailed
information on each knowledge area
91
Project Pre-initiation
• It is good practice to lay the groundwork for a project before it officially
starts
• Senior managers often perform several pre-initiation tasks, including
the following:
1. Determine the scope, time, and cost constraints for the project
2. Identify the project sponsor
3. Select the project manager
4. Develop a business case for a project (see Table 3-2 for an example)
5. Meet with the project manager to review the process and expectations for
managing the project
6. Determine if the project should be divided into two or more smaller projects
Project Initiation Table 3-4. Stakeholder Register

Table 3-4. Stakeholder Management Strategy

92
93
94
Figure 3-2. Kick-off Meeting Agenda
95
Project Planning
• The main purpose of project planning is to guide execution
• Every knowledge area includes planning information (see
Table 3-7 on pages 101-102)
• Key outputs included in the JWD project include:
• A team contract
• A project scope statement
• A work breakdown structure (WBS)
• A project schedule, in the form of a Gantt chart with all
dependencies and resources entered
• A list of prioritized risks (part of a risk register)
• See sample documents starting on p. 104
96
97
Table. 3-10. List of Prioritized Risks
98
99
Part of Milestone Report (Table 3-11, partial)
100
Best Practice
• One way to learn about best practices in project
management is by studying recipients of PMI’s Project
of the Year award
• The Quartier international de Montreal (QIM),
Montreal’s international district, was a 66-acre urban
revitalization project in the heart of downtown
Montreal
• This $90 million, five-year project turned a once
unpopular area into a thriving section of the city with
a booming real estate market and has generated $770
million in related construction
101

• Involves measuring progress toward project objectives,

monitoring deviation from the plan, and taking
correction actions
• Affects all other process groups and occurs during all
phases of the project life cycle
• Outputs include performance reports, change
requests, and updates to various plans
• See Table 3-13
102

• Involves gaining stakeholder and customer acceptance

of the final products and services
• Even if projects are not completed, they should be
closed out to learn from the past
• Outputs include project files and lessons-learned
reports, part of organizational process assets
• Most projects also include a final report and
presentation to the sponsor/senior management
Case Study 2
• Case Study 2:
• JWD Consulting’s Project Management Intranet Site (Agile Approach)
Case Study 2: JWD Consulting’s Project Management
Intranet Site (Agile Approach)
• This section demonstrates a more agile approach to
managing the same project
• Differences in using an agile approach are
highlighted
• An agile project team typically uses several iterations
or deliveries of software instead of waiting until the
end of the project to provide one product.
An Informed Decision
• It is not a snap decision whether to use an agile approach or not, just
like flying or driving somewhere on a trip
• Projects with less rigid constraints, experienced and preferably co-
located teams, smaller risks, unclear requirements, and more flexible
scheduling would be more compatible with an agile approach
• The following example uses Scrum roles, artifacts, and ceremonies
Scrum Roles
• Product owner: The person responsible for the business value of the project and for
deciding what work to do and in what order, as documented in the product backlog.
• ScrumMaster: The person who ensures that the team is productive, facilitates the
daily Scrum, enables close cooperation across all roles and functions, and removes
barriers that prevent the team from being effective.
• Scrum team or development team: A cross-functional team of five to nine people
who organize themselves and the work to produce the desired results for each
sprint, which normally lasts 2-4 weeks.
Scrum Artifacts
• An artifact is a useful object created by people
• Scrum artifacts include:
• Product backlog: A list of features prioritized by business value
• Sprint backlog: The highest-priority items from the product backlog to be
completed within a sprint
• Burndown chart: Shows the cumulative work remaining in a sprint on a day-
by-day basis
Scrum Ceremonies
• Sprint planning session: A meeting with the team to select a
set of work from the product backlog to deliver during a
sprint.
• Daily Scrum: A short meeting for the development team to
share progress and challenges and plan work for the day.
• Sprint reviews: A meeting in which the team demonstrates to
the product owner what it has completed during the sprint.
• Sprint retrospectives: A meeting in which the team looks for
ways to improve the product and the process based on a
review of the actual performance of the development team.
Figure 3-5. Scrum Framework and the Process
Groups
 Not different from PMBOK® Guide
◦ Still create a scope statement and can use a Gantt chart for the entire project
schedule; other planning similar (risk, etc.)
 Different:
◦ Descriptions of work are identified in the product and sprint backlogs, more
detailed work documented in technical stories, estimate a velocity or capacity
for each sprint; release roadmap often used for schedule
Figure 3-6. Intranet Site Project Baseline Gantt Chart
Using Scrum ApproachApproach

3 software re
leases vs. 1
 Not different from PMBOK® Guide
◦ Still produce products, lead people, etc.
 Different:
◦ Produce several releases of software - users of the new software might be
confused by getting several iterations of the product instead of just one
◦ Communications different because the project team meets every morning,
physically or virtually
 Not different from PMBOK® Guide
◦ Still check actual work vs. planned work
 Different
◦ Names of key reviews are the daily Scrum and the sprint review
◦ A sprint board is used instead of a tracking Gantt chart or other tools
◦ Use a burndown chart vs. earned value chart
 Not different from PMBOK® Guide
◦ Focus is still on acceptance of deliverables and reflection
 Different:
◦ The retrospective is similar to a lessons-learned report, but it focuses on a
shorter period of time. It is intended to answer two fundamental questions:
 What went well during the last sprint that we should continue doing?
 What could we do differently to improve the product or process?
 The five project management process groups are initiating,
planning, executing, monitoring and controlling, and closing
 You can map the main activities of each process group to
the nine knowledge areas
 Some organizations develop their own information
technology project management methodologies
 The JWD Consulting case study provides an example of
using the process groups and shows several important
project documents
 The second version of the same case study illustrates
differences using agile (Scrum). The biggest difference is
providing three releases of useable software versus just one
 INSTRUCTION:
1. Read the articles given in the references below

Class 2. Select one or more methodologies (up to 3) and

describe and discuss why you would choose it
(them) to implement your future project.
Activities
REFERENCES:
• https://thedigitalprojectmanager.com/project-management-
methodologies-made-simple/#prince2
• https://kissflow.com/project/project-management-
methodologies-and-frameworks/
• https://toggl.com/track/project-management-methodologies/