Universidad Tecnológica de Altamira

Integradora III

H1.- Definition of Project Management

Student: Teacher:
A

February 3, 2023
Contents
1 Abstract 2

2 Introduction 2

3 Project Management 2

4 Gantt Diagram 4

5 Conclusion 5

References 6

1
1 Abstract
When we talk about projects, we must differentiate between what is the preparation,
evaluation and administration of projects. Depending on what is involved, the tech-
niques and tools may be different, although complementary. In this work it is about an
investigation about project management and at the same time the Gantt chart, this to
emphasize and understand the subject in a better way and to be able to apply it within
the integrative subject, and later to be able to apply it in the daily life.

2 Introduction
Today, Project Management is one of the fundamental supports that both public and
private companies must consider, bearing in mind its characteristic and estimable value
that allows them to maintain a competitive position in the market, being this an instru-
ment that integrates several areas. of knowledge that are used in the administration
of the modern world. Today’s thinking trend is based on strengthening knowledge in
this discipline, since many experts in the field envision a future in which small teams
replace traditional organizational structures with short-range projects, and when speak-
ing of short scope, we are talking about periods of less than one year. This means
that the optimization of time, supported by efficient administration instruments, will be
the strength for a company to be competitive in the future and manage to maintain a
privileged position. [1]

3 Project Management
A project is a one-time, temporary, planned effort undertaken to create unique products
or services that add value or bring about beneficial change. This is in contrast to the
more traditional way of working, based on processes, in which one operates perma-
nently, creating the same products or services over and over again. For a project to meet
customer expectations and to be managed and directed correctly, there must be project
management, which is basically the discipline of organizing and managing resources,
in such a way that a given project is completed completely within of the restrictions of
scope, time and cost raised at the beginning. Given the unique nature of a project, in
contrast to the processes or operations of an organization, managing a project requires
a different philosophy, as well as specific skills and competencies. [1]

1. The time management plan: encloses the processes required to manage the
completion of the project on time. Depending on the needs of the project, each
process may involve the effort of a group or individual. Each process is executed
at least once in each project and in one or more project phases, if the project is
divided into phases. Some experienced professionals distinguish between printed
project schedule information and the data and calculations that enable the sched-
ule to be developed, designating the system into which the project data is loaded
as the schedule model. A planning methodology defines the rules and approaches

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 for the scheduling process. Among the best known methodologies are the crit-
ical path method and the critical chain method. Schedule development uses the
outputs from the Define Activities, Sequence Activities, Estimate Activity Re-
sources, Estimate Activity Duration processes, in combination with the planning
tool to develop the schedule. [2]

2. The cost management plan: contains the processes involved in evaluating, cal-
culating and inspecting the costs in such a way that the project is fulfilled accord-
ing to what has been established and approved in regard to the budget. These
processes interact with each other and with processes from other areas of knowl-
edge. Depending on the needs of the project, each process may involve the effort
of one person or group of people. Each process is executed at least once in each
project and in one or more project phases if the project is divided into phases. Al-
though the processes are presented here as discrete components with well-defined
interfaces, in practice they overlap and interact in ways not detailed here. On
some projects, especially those of smaller scope, cost estimating and cost budget-
ing are so closely linked that they are considered a single process, which can be
performed by one person in a relatively short period of time. These processes are
presented here as distinct processes, because the tools and techniques required for
each of them are different. Project Cost Management must take into account the
requirements of the stakeholders to obtain the costs. Different stakeholders will
measure project costs in different ways and at different times. Project Cost Man-
agement deals primarily with the cost of resources needed to complete project
activities. Project Cost Management must also take into account the effect of
project decisions on the subsequent recurring costs of using, maintaining, and
supporting the product, service, or result of the project. [2]

3. The scope management plan: includes the processes necessary to ensure that
the project includes all (and only all) of the work required to complete it success-
fully. The main objective of Project Scope Management is to define and control
what is included and what is not included in the project. [3] In the context of the
project, the term scope can refer to:

• Scope of the product. The characteristics and functions that define a product,
service, or result.
• Scope of the project. The work that must be performed to deliver a product,
service, or result with specified features and functions.

The processes used to manage the project scope, as well as the associated tools
and techniques, vary by application area and are typically defined as part of the
project life cycle. The detailed and approved Project Scope Statement, and its as-
sociated WBS along with the WBS dictionary, constitute the project scope base-
line. This scope baseline is monitored, verified, and controlled throughout the
project life cycle. Depending on the needs of the project, the project scope man-
agement plan can be formal or informal, highly detailed, or broadly formulated.
The degree of achievement of the project scope is measured in relation to the
project management plan. The degree of product compliance is measured relative
to the product requirements. [3]

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 4. The integration management plan: includes the processes and activities nec-
essary to identify, define, combine, unify, and coordinate the various project man-
agement processes and activities within the project management process groups
[3].
Examples of activities carried out by the project management team:

• Analyze and understand the scope. This encompasses project and prod-
uct requirements, criteria, assumptions, constraints, and other influences re-
lating to a project and how they will be managed or addressed within the
project.
• Perform activities to produce the project deliverables.
• Measure and monitor all aspects of project progress and take appropriate
actions to meet project objectives.

Finally, it can be concluded that Project Management is an activity that has a

high degree of responsibility within a company or organization, its commitment
and order, an activity of constant creativity, planning and development of projects
that will allow maintaining to the company in constant advance and progress to
face the changes of an overwhelming and unstoppable globalization, growing and
sustaining itself over time. [3]
Likewise, its commitment is to guarantee an appropriate distribution and monitor-
ing of the budget, executing each stage of the managed projects in a reasonable
time, rationalizing costs, revealing, and predicting potential problems that may
arise over time.

4 Gantt Diagram
In the early 20th century, Henry Gantt created charts that recorded the progress of work-
ers on a task. He allowed supervisors to quickly see if production planning was behind,
ahead, or on track. Gantt charts revolutionized project management and helped manage
large construction projects such as the Hoover Dam and the interstate highway network.
Although Gantt charts were initially written on sheets of paper, with the rise of com-
puters in the 1980s, Gantt charts became increasingly complex and elaborate. Today,
Gantt charts remain one of the most widely used project management tools. [4]
A Gantt chart is a project management tool that illustrates the work completed over
a period in relation to the projected time for the work. It typically has two sections: on
the left is a list of tasks, and on the right is a timeline with bars representing the work.
Gantt charts can also include task start and finish dates, milestones, task dependencies,
and assignees [4].
Project managers use Gantt charts for three main purposes:

• Create and manage an entire project

Gantt charts are used to visualize the basic components of a project and to organize
it into smaller, more manageable tasks. The resulting small tasks are scheduled on the

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Gantt chart timeline, along with dependencies between tasks, assignees, and milestones.
[5]

• Determine logistics and task dependencies

Gantt charts can be used to monitor the logistics of a project. Task dependencies mean
that a new task can only be started after another task has completed. If a task is delayed
(it can happen to anyone), the associated incidents are automatically rescheduled. This
can be especially useful when planning in a multi-machine environment. [5]

• Monitor the progress of a project

As teams record their time on issues in the plan, you can monitor the status of projects
and adjust as needed. Your Gantt chart can include release dates, milestones, and other
important metrics to monitor project progress. [5]

5 Conclusion
The scope of a project, large or small, is crucial to a company’s strategy and will create
lasting value; well-managed projects foster innovation and growth. As a project man-
ager, you will have to develop new products, services or processes with many features,
his job is to direct and manage resources. Knowing how to adapt is the key to success,
it is common to change the project plan in the face of new information, the trajectory of
the project is generally not linear, and it is likely that even the best prepared plan will
have to adapt.
From changes in the scope or in the personnel, its control is crucial so that the
interested parties are always informed. Project management is a powerful tool to help
manage public and private projects that occur in different types of organizations. This
discipline must be approached in a systemic, comprehensive, and holistic manner to
achieve the desired effectiveness.
The proposed structural methodology has a wide diffusion and use in numerous
successful companies in the world. On the other hand, a Gantt chart can show the
impact that changes to a single task can have on the entire plan or the entire product
roadmap. This is essential for agile teams, as stakeholder feedback is an important
aspect of the methodology.

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References
[1] B.-A. Guerin, Gestion de proyectos informaticos. ENI, 2015 ed., 2018.

[2] A. Bataller and A. B. Diaz, La gestion de proyectos. Editorial UOC, 1 ed., 02 2016.

[3] B. M. LLC, “Gerencia de proyectos - degerencia.com,” 09 2013.

[4] L. G. PMBOK, “2. gestion del tiempo del proyecto,” 2020.

[5] Atlassian, “¿qué es un diagrama de gantt?,” 2023.