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 Professional Organization
 PMI (pmi.org) – Project Management Institute
 SEI – Software Engineering Institute
 IEEE Software Engineering Group
 Certification
 PMI PMP
 The “PMBOK” – Project Management Body of Knowledge

Project Management – Basic Concepts

Topic # 1
Chapter 1 – PMBOK, Schwalbe
Chapter 1, 2 – Reference Material

Project has a unique purpose

• PMI stands for the Project Management Institute, and is a
not-for-profit professional membership association for Project is temporary
project managers and program managers.
• PMI was started in 1969, and now has a membership of more A project is delivered using progressive elaboration
than 680,000 and serves more than five million professionals
around the globe. A project requires resources, often from various areas
• The Project Management Institute is the organization that
gives out the PMP (Project Management Professional) A project should have primary customer or sponsor
credential, a globally recognized certificate that assures
employers that a person is trained and qualified to manage A project involves uncertainty
projects.
• PMI is also the organization that oversees the documentation
of the Project Management Body of Knowledge (PMBOK) An effective project manager is crucial to a project’s success. Project managers work with the
within the PMBOK Guide. project sponsors, the project team and the other people involved to meet project goals

Software development
 A project is a temporary endeavor undertaken to
create a unique product, service, or result.
Software integration
 A project can create:
 A product that can be either a component of another
item, an enhancement of an item, or an end item in Database deployments
itself;
 A service or a capability to perform a service Product development
 An improvement in the existing product or service lines ;
or
 A result, such as an outcome or document Product Innovation/Specialization

Acquisitions

Process Improvement

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IT Project

 Are Software Projects different??

Not really! …but…

 Invisibility: With software, progress is not immediately visible

 Complexity: Per dollar, software products contain more
complexity than other engineered artefacts
 Conformity: Software developers have to conform to the
requirements of human clients
 Flexibility: Software systems are particularly subject to change

 Managing a project typically includes, but is not limited to:

 Identifying requirements;
 Addressing the various needs, concerns, and expectations of the stakeholders in
planning and executing the project;
 Management is the organization and coordination of the  Setting up, maintaining, and carrying out communications among stakeholders that
activities of a business in order to achieve defined objectives. are active, effective and collaborative in nature;
 Managing stakeholders towards meeting project requirements and creating project
 Project management is the practice of initiating, planning, deliverables;
executing, controlling, and closing the work of a team to
achieve specific goals and meet specific success criteria at  Balancing the competing project constraints, which include, but are not limited
the specified time. to:
1. Scope
 Software Project Management is a sub-discipline of project 2. Quality
management in which software projects are planned, 3. Schedule
implemented, monitored and controlled. 4. Budget
5. Resources
6. Risks.

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 Maintain flow
 Question of Money: A lot of money is at stake with ICT
 Manage outcomes (Deliverables)
projects.
 Use tools and techniques
 Unsuccessful Projects: Studies show that only one third of
software projects were proved to be successful.  Improve operation
 Reason: Most often – the management of software projects.  New requirement
 Aim is to achieve all the objectives remaining in its define
constraint.

How do we
Feasibility study
do it?

Operational
Feasibility
Is it worth
doing? Plan
Do it! Schedule
Feasibility

Project excution Technical

Feasibility
Economic
Feasibility

Three successive processes

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 Software Development Life Cycle (SDLC) is a process used by the

software industry to design, develop and test high quality software.
 It consists of a detailed plan describing how to develop and maintain
software.
 SDLC consists of many activities/ phases.
Develop clearly
 Following are the major phases of SDLC.
Involve users
Arrange tasks into defined standards
(anyone for whom
 Planning phases (groups of (procedures
system is being
 System &Feasibility study activities) company expects
built)
 Planning for new system employees to follow)
 System analysis
 System design
 Implementation
 Coding & Testing
 Deployment & Training
 Maintenance

Project Operations

Performed by people Performed by people

Constraint by limited resources Constraint by limited resources

Planned, executed, and controlled Planned, executed, and controlled

Projects are temporary and unique Operations are ongoing and repetitive

Projects are different from operations in that they Ongoing operations have the opposite
end when their objectives have been reached or characteristics of projects. It is the work done in
the project has been terminated the organization to sustain the business

IT Project

Increased Scope = increased time + increased

cost
• Tight Time= increased costs + reduced scope
• Tight Budget= increased time + reduced
scope.

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 Every project has 3 constrains

Scope goals: What work will be done?
Time goals: How long should it take to complete?
Cost goals: What should it cost?  Time constraint may lead to less quality because of:
 Less time for analysis, planning, reviewing, checking, monitoring, control
 We may add Quality as a 4th constraint:
The Quadruple constraint =The Triple constraint +Quality  Cost constraint may lead to less quality because of:
constraint – Quality is the key factor for  Hiring less skilled people,
project success.  Getting less quality resources
 Ignoring some customer requirements

 Scope constraint may lead to less quality because of:

 Scope limitations may lead to ignore some customer requirement shortcuts

 Project management is the application of knowledge, skills, tools, and techniques to project
activities to meet the project requirements.
 These five Process Groups are integrated and applied by PM:

Monitoring
Initiating, Planning, Executing, and Closing
Controlling

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Lack of Taking shortcuts

Failure to establish
organization’s through or around
upper-management Poor expectations
commitment to the the system
commitment to the management
system development development
project
methodology methodology

Premature
commitment to a Poor estimating Inadequate people
Over-optimism
fixed budget and techniques management skills
schedule

Failure to adapt to Insufficient Failure to “manage Communication

business change resources to the plan” Gaps

• An information system’s sponsor and executive advocate, usually responsible for funding the project of developing,
System owners operating, and maintaining the information system

• A “customer” who will use or is affected by an information system on a regular basis – capturing,
validating, entering, responding to, storing, and exchanging data and information
• Internal users
System User
• External users
• Direct users & Indirect users
• Non human users
• A technical specialist who translates system users’ business requirements and constraints into
System Designer technical solution. She or he designs the computer databases, inputs, outputs, screens, networks,
and software that will meet the system users’ requirements
• A technical specialist who constructs information systems and components based on the design specifications
System Builder generated by the system designers

Software Quality Assurance

People
• An experienced professional who accepts responsibility for planning, monitoring, and controlling
Project Manager projects with respect to schedule, budget, deliverables, customer satisfaction, technical
standards, and system quality.
• A systems analyst, system designer, or system builder who sells his or her expertise and experience
External Service Provider (ESP) to other businesses to help those businesses purchase, develop, or integrate their information
systems solutions; may be affiliated with a consulting or services organization.
• A specialist who studies the problems and needs of an organization to determine how people,
System Analyst data, processes, and information technology can best accomplish improvements for the business.

Project
• a [temporary] sequence of unique, complex, and connected activities
having one goal or purpose and that must be completed by specific The project manager is the person assigned by the performing organization
time, within budget, and according to specification to lead the team that is responsible for achieving the project objectives.

Project management In general, project managers have the responsibility to satisfy

the needs: task needs, team needs, and individual needs.
• The process of scoping, planning, staffing, organizing, directing, and
controlling the development of an acceptable system at a minimum
cost within a specified time frame Build customer-
company alliance.
Process management
• the activity of documenting, managing, and continually improving the Link between company
process of systems development. strategy- project.

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 Project managers accomplish work through the project team and other stakeholders. A proper
 Effective project management requires that the project manager possess the balance of ethical, interpersonal & conceptual skills is needed.
following competencies:
Leadership,
Knowledge Performance Personal
Team building,
• Refers to what the project • Refers to what the project • Refers to how the project Motivation,
manager knows about manager is able to do or manager behaves when
project management accomplish while applying performing the project or Communication,
his or her project related activity. Personal
management knowledge effectiveness encompasses Influencing,
attitudes, core personality
characteristics, and Decision making,
leadership, which provides
the ability to guide the Political and cultural awareness,
project team while
achieving project Negotiation,
objectives and balancing
the project constraints. Trust building,

Conflict management, and

Coaching

Project Integration Management

Project Scope Management

Project Time Management

Project Cost Management

Project Quality Management

Project Human Resource Management

Project Communication Management

Project Risk Management

Project Procurement Management

Project Stakeholder Management

Primarily it is the definition and control of what IS and IS NOT included in the
This knowledge area focuses on project plan develop and execution project.
•It includes: •Project Scope Management is the process to ensure that the project is inclusive of all
the work required, and only the work required, for successful completion.
–Creation and approval of project plan
•Project Scope Management plan includes:
–Executing the project plan
•collect requirements
–Managing , controlling and documenting changes to the project plan
•Planning the project scope
•Defining the exact project scope
•Create WBS
•Verifying the project scope
•Controlling the project scope

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• This knowledge area cover activities their characteristics and how they fit into the • This process is required to ensure the project is completed within the approved
project schedule budget
– Resources
•It includes: – people equipment
–Scheduling Activities – materials
– Quantities
–Sequence Activities
• This knowledge area is concerns with planning, estimating, budgeting and control of
–Estimate Activity Resources cost.
–Estimate Activity Duration •It includes
–Develop Schedule –Estimate Cost
–Control Schedule –Creating the project budget using project management cost controlled
techniques
Control cost

1. User-Based: Fitness for use, meeting customer expectations. • Quality Management is the process that ensure the project will meet the needs
2. Manufacturing-Based: Conforming to design, specifications, or requirements. • “conformance to requirements” -Crosby
Having no defects. Quality means conformance to process standards.
“fitness for use” -Juran
3. Product-Based: Quality can be appreciated by measuring the inherent
• “the totality of characteristics of an entity that bear on its ability to satisfy stated
characteristics of the product which will result in improved external product
and implied need’ -ISO 8402:1994
behavior
• It deals with the quality planning, assurance and control.
4. Value-Based: The product is the best combination of price and features.
• It includes:
5. Transcendent: It is generally associated with some intangible properties that
delight users. –Planning for project quality
–adhere to quality assurance
–Enforcing set quality control systems

• It focuses on organizational planning, staff acquisition and team

development  This process is necessary to ensure timely and appropriate generation, collection,
dissemination, and storage of project information
• It includes:
 Communications planning: Determining the needs (who needs what information,
– Developing a project organizational structure or HR Plan when they need it, and how it will be delivered)
– Acquire project team
 Information Distribution: Defining who and how information will flow to the project
– Developing the project team stakeholders and the frequency
– Manage team
 Performance Reporting: Providing project performance updates via status
– Resolve Conflicts (force, compromise, smooth, confront, withdraw, collaborate) reporting.

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 Find Potential Negative Impact on the project

 This knowledge area involve solicitation , contract administration and contract closeout
 This knowledge area focuses on risk planning, analysis, monitoring and control.
 It includes :
 Risk is an art and science of identifying, analyzing responding to risk throughout the life of
project.  Planning for project procurement
 Planning for solicitation
 Risk is an uncertainty that can have a negative or positive effect on meeting project
 Management Project solicitation
objectives
 Selecting vendors
 It includes:
 Managing and creating procurement documents
 Planning for risk management
 Administrating and closing project documents
 Identifying risk
 Using qualitative risk analysis
 Using quantitative risk analysis
 Creating project risk plans
 Actively monitoring and reacting to project risk

 Stakeholder management:
 Includes identifying and analyzing stakeholder needs while managing and controlling their
engagement throughout the life of the project.

- COMING UP!!!!!!
- Project Lifecycle
- Project Teams
- Project Initiation & Integration