ICT Project Management (3-1-0)

Text Book:
1. A guide to the Project Management Body of
Knowledge

2. Software Project Management by Bob Hughes and

Mike Cotterell
 Goals
• Definition
– A statement that describes in broad terms what
the learner will do.

• Example
– Students will gain an appreciation and
understanding of the value of applying lean
production systems theory to the real world of
project creation.
 S.M.A.R.T. Goals are…
• Specific
• Measurable
• Attainable
• Realistic
• Timely
 Specific
• Specific goals answer the following questions:

Who:       Who is involved?

What:      What do I want to accomplish?
Where:    Identify a location.
When:     Establish a time frame.
Which:    Identify requirements/constraints.
Why:       Specific reasons, purpose or benefits of
accomplishing the goal.
 Measurable
• To determine if your goal is measurable, ask
questions such as

– How much?
– How many?
– How will I know when it is accomplished?
 Attainable
• The goal is “do-able”
• It is action-oriented
• It is “within reach” of mortals!

•A may also stand for Action-oriented and that

requires action verbs in the goal!
 Realistic
• The goal must be an objective toward which
you are both willing and able to work.
• Again, it must be “do-able”
• People must believe it can be accomplished
 Timely
• You should establish a timeframe
• The timeframe must be realistic
• Everyone needs to know the timeframe…make it
public

•T may also represent Tangible (real) in that you

can experience it with one of your senses!
 Objectives
• Definition
– A statement in specific and measurable terms that
describes what the learner will know or be able to
do.
• Example
– Students will be able to construct a multi-part
wooden toy with machine tools in the lab setting
within a 5 minute time frame and explain how the
processes potentially impacts on the time for
completion.
 Comparison
• Goal
– Students will gain an appreciation and
understanding of the value of applying lean
production systems theory to the real world of
project creation.
• Objective
– Students will be able to construct a multi-part
wooden toy with machine tools in the lab setting
within a 5 minute time frame and explain how the
processes potentially impacts on the time for
completion
 What is a project ?
Definition
A project is a temporary endeavor undertaken to create a
unique product, service, or result.

 Temporary endeavor with a definite beginning and end.

 The end is reached when

 the project’s objectives have been achieved or
 when the project is terminated because its objectives will
not or cannot be met, or
 when the need for the project no longer exists.
 What is a project ?
Definition – Misconceptions:
 Temporary does not necessarily mean short in duration.
 Temporary does not generally apply to output of the project (the
product, service, or result created by the project); most projects are
undertaken to create a lasting outcome. [and lasting impact.]

Definition: “create”:
– A product that can be either a component of another item or an
end item in itself,
– A capability to perform a service (e.g., a business function that
supports production or distribution), or
– A result such as an outcome or document (e.g., a research project
that develops knowledge that can be used to determine whether
a trend is present or a new process will benefit society).
 What is a project ?
Definition – “unique”
Every project creates a unique product, service, or result.

Although repetitive elements may be present in some project

deliverables, this repetition does not change the fundamental
uniqueness of the project work.

An ongoing work effort is generally a repetitive process because

it follows an organization’s existing procedures.
 What is a project ?
Differences from routine repetitive work
In contrast, because of the unique nature of projects, there may be
uncertainties about the products, services, or results that the
project creates.

Project tasks can be new to a project team, which necessitates

more dedicated planning than other routine work.

In addition, projects are undertaken at all organizational levels.

A project can involve a single person, a single organizational unit,

or multiple organizational units.
 What is a project ?
Examples of Projects
Examples of projects include, but are not limited to:
 Developing a new product or service,
 Effecting a change in the structure, staffing, or style of an
organization,
 developing or acquiring a new or modified information
system,
 Constructing a building or infrastructure, or
 Implementing a new business process or procedure.
 What is a project ?
Project Exist in All Organizations
- Public Sector Organization
- Business Organization
- Non Governmental Organizations etc

Why?
 Because organizations are open systems. They have to respond
to both internal and external changes
 To meet their development agenda
 To satisfy customers
 To survive
 To solve problems and grab opportunities
 Motivation for Studying Information
Technology (IT) Project Management

• IT projects have a terrible track record.

– A 1995 Standish Group study (CHAOS) found that only
16.2 percent of IT projects were successful in meeting
scope, time, and cost goals.

– Over 31 percent of IT projects were canceled before

completion, costing over $81 billion in the U.S. alone.
 Advantages of Using Formal
Project Management
• Better control of financial, physical, and human
resources.
• Improved customer relations.
• Shorter development times.
• Lower costs.
• Higher quality and increased reliability.
• Higher profit margins.
• Improved productivity.
• Better internal coordination.
• Higher worker morale (less stress).
 The Triple Constraint
• Every project is constrained in different ways by
its:
– Scope goals: What work will be done?

– Time goals: How long should it take to complete?

– Cost goals: What should it cost?

• It is the project manager’s duty to balance these

three often-competing goals.
 The Triple Constraint of Project
Management

Successful project
management means
meeting all three goals
(scope, time, and cost) –
and satisfying the
project’s sponsor!
 Improved Project Performance
 The Standish Group’s CHAOS studies show
improvements in IT projects in the past decade.

Measure 1994 Data 2002 Data Result

Successful projects 16% 34% Doubled
Failed projects 31% 15% Halved
Money wasted on $140 B out $55 B out of More than
challenged and of $250 B $255 B halved
failed projects
 Why the Improvements?
“The reasons for the increase in successful
projects vary. First, the average cost of a
project has been more than cut in half. Better
tools have been created to monitor and control
progress and better skilled project managers
with better management processes are being
used. The fact that there are processes is
significant in itself.”
 Project Success Factors
1. Executive support 7. Firm basic
2. User involvement requirements
3. Experienced project 8. Formal methodology
manager 9. Reliable estimates
4. Clear business 10. Other criteria, such
objectives as small milestones,
5. Minimized scope proper planning,
6. Standard software competent staff, and
infrastructure ownership
 What is project management ?

What is Project Management ?

Project management is the
application of
knowledge,
skills,
tools, and
techniques
to project activities
to meet the project requirements.
 What is project management ?
How is project Management accomplished?
Project management is accomplished through the
appropriate application and integration
of the 42 logically grouped project management processes.
 
The 42 project management processes are logically grouped in to
five “Process Groups”.

These Process Groups are:

 Initiating,
 Planning,
 Executing,
 Monitoring and Controlling, and
 Closing.
 What is project management ?
What does a project typically include?
 Identifying requirements

 Addressing the various needs, concerns, & expectations of

stakeholders as the project is planned & carried out,

 Balancing the competing project constraints including, but not limited

to:
 Scope,
 Quality,
 Schedule,
 Budget,
 Resources, and
 Risk.
 What is project management ?
What is interdependency of constraints?
The relationship among these factors [the constraints] is such that
if any one factor changes, at least one other factor is likely to be
affected.

Example:
For example, if the schedule is shortened, often the budget needs
to be increased to add additional resources to complete the same
amount of work in less time. If a budget increase is not possible,
the scope or quality may be reduced to deliver a product in less
time for the same budget.
 What is project management ?
Constraints – Key points
 Project stakeholders may have differing ideas as to which factors
are the most important, creating an even greater challenge.

 Changing the project requirements may create additional risks.

 The project team must be able to assess the situation and balance
the demands in order to deliver a successful project.
 What is project management ?
Because of the potential for change, the project management plan is
iterative and goes through progressive elaboration throughout the
project’s life cycle.

What is iteration?

What is progressive elaboration?

Progressive elaboration involves
continuously improving and detailing a plan
as more-detailed and specific information and more accurate
estimates become available.

Progressive elaboration allows a project management team to

manage to a greater level of detail as the project evolves.
 Relationships B/W Project, Program,
& Portfolio Mgt.

Broader Context of Project Management

In mature project management organizations,
project management exists in a broader context
governed by
program management and portfolio management.
 Relationships B/W Project, Program,
& Portfolio Mgt.

The Figure focuses/shows that,

 organizational strategies and priorities are linked, and
 there is relationships between portfolios and programs, and
 there is relationship between programs and individual projects.
 Relationships B/W Project, Program, &
Portfolio Mgt.
Key points:
 Organizational planning impacts the projects by means of
project prioritization based on risk, funding, and the organization’s
strategic plan.
 
 Organizational planning can direct the funding and support for the
component projects on the basis of risk categories, specific lines of
business, or general types of projects, such as infrastructure and
internal process improvement.
Relationships B/W Project, Program,
& Portfolio Mgt.
Portfolio Management
What is ‘portfolio’?
A portfolio refers to a
collection of projects or programs and other work
that are grouped together to
facilitate effective management of that work
to meet strategic business objectives.

 The projects or programs of the portfolio

may not necessarily be interdependent or directly related.
 Relationships B/W Project, Program, & Portfolio
Mgt.
1.4.1 Portfolio Management
 The projects or programs of the portfolio
may not necessarily be interdependent or directly related.

For example, an infrastructure firm that has the

strategic objective of “maximizing the return on its investments” may
put together a portfolio that includes
a mix of projects in oil and gas, power, water, roads, rail, and airports.

From this mix, the firm may choose to manage related projects as
one program. All of the power projects may be grouped together as a
power program. Similarly, all of the water projects may be grouped
together as a water program.
 Relationships B/W Project, Program, &
Portfolio Mgt.
What is portfolio management?
It refers to the centralized management of one or more portfolios.

What is portfolio management involve?

It includes identifying, prioritizing, authorizing, managing, and
controlling projects, programs, and other related work, to achieve
specific strategic business objectives.

What does portfolio management focus on?

It focuses on ensuring that projects and programs are reviewed to
prioritize resource allocation, and that the management of the
portfolio is consistent with and aligned to organizational strategies.
 Relationships B/W Project, Program, &
Portfolio Mgt.
Definition of ‘Program’
A program is defined as a group of related projects
managed in a coordinated way to obtain benefits and control not
available from managing them individually.

Key Points:
 Programs may include elements of related work outside the scope of
the discrete projects in the program.
  A project may or may not be part of a program but a program will
always have projects.
 Relationships B/W Project, Program, &
Portfolio Mgt.
Definition of ‘Program management’
Program management is defined as the
centralized coordinated management of a program to
achieve the program’s strategic objectives and benefits.

Key Point:
 Projects within a program are related through the
common outcome or collective capability.
 
 If the relationship between projects is only that of a shared client,
seller, technology, or resource, the effort should be managed as a
portfolio of projects rather than as a program.
 Relationships B/W Project, Program, &
Portfolio Mgt.
Focus of Program Management:
It focuses on the project interdependencies and
helps to determine the optimal approach for managing them.

Actions related to these interdependencies may include:

 Resolving resource constraints and/or conflicts that affect
multiple projects within the program;
 Aligning organizational/strategic direction that affects project
and program goals and objectives; and
 Resolving issues and change management within a shared
governance structure.
 Relationships B/W Project, Program,
& Portfolio Mgt.
Program Management

An Example of a Program :
An example of a program would be a
new communications satellite system
with projects for
design of the satellite and of the ground stations,
construction of each,
integration of the system, and
launch of the satellite.
 Relationships B/W Project, Program, &
Portfolio Mgt.
Difference in approaches
Projects, programs, and portfolios have different approaches.

Table 1-1
shows the
comparison of project, program, and portfolio views
across several domains including
change,
leadership,
management, and
others.
 Relationships B/W Project, Program, &
Portfolio Mgt.
Projects and Strategic Planning

Projects are often utilized as a means of achieving an organization’s

strategic plan.
 
Projects are typically authorized as a result of
one or more of the following strategic considerations:
 Market demand
 Strategic opportunity/business need
 Customer request
 Technological advance
 Legal requirements
 Relationships B/W Project, Program, & Portfolio
Mgt.
Projects and Strategic Planning
Key Points
 Projects, within programs or portfolios, are a means of achieving
organizational goals and objectives, often in the context of a strategic
plan.

  Although a group of projects within a program can have discrete

benefits, they can also contribute to the benefits of the program, to the
objectives of the portfolio, and to the strategic plan of the organization. 

 Organizations manage portfolios based on their strategic plan, which

may dictate a hierarchy to the portfolio, program, or projects involved.
 Key Points
 One goal of portfolio management is to maximize the value of the
portfolio by the careful examination of its components—the
constituent programs, projects, and other related work.
Those components contributing the least to the portfolio’s strategic
objectives may be excluded. In this way, an organization’s strategic
plan becomes the primary factor guiding investments in projects.

 At the same time, projects provide feedback to programs and

portfolios by means of status reports and change requests that may
impact other projects, programs, or portfolios. The needs of the
projects, including the resource needs, are rolled up and
communicated back to the portfolio level, which in turn sets the
direction for organizational planning.
Relationships B/W Project, Program, & Portfolio Mgt.

Project Management Office (PMO)

Definition:
PMO is an organizational body or entity
assigned various responsibilities related to the
centralized and coordinated management of those projects under its
domain.

Responsibility of PMO:
The responsibilities of a PMO can range from providing project
management support functions to actually being responsible for the
direct management of a project.
Key Point:
The projects supported or administered by the PMO may not be related,
other than by being managed together.
 Relationships B/W Project, Program, &
Portfolio Mgt.
Project Management Office
Key Points:
 The specific form, function, and structure of a PMO is dependent
upon the needs of the organization that it supports.
 
 A PMO may be delegated the authority to act as an integral
stakeholder and a key decision maker during the beginning of each
project, to make recommendations, or to terminate projects or take
other actions as required to keep business objectives consistent.
 
 In addition, the PMO may be involved in the selection, management,
and deployment of shared or dedicated project resources.
 Relationships B/W Project, Program, &
Portfolio Mgt.
Project Management Office
Primary Function:
To support project managers in a variety of ways which may include, but
are not limited to:
Managing shared resources across all projects administered by PMO
Identifying & developing project mgt. methodology, best practices, &
standards
Coaching, mentoring, training, and oversight;
Monitoring compliance with project management standards, policies,
procedures, and templates via project audits;
Developing and managing project policies, procedures, templates, and
other shared documentation , and
Coordinating communication across projects.
 Relationships B/W Project, Program, &
Portfolio Mgt.

1.4.4 Project Management Office

PMO and Project Managers Pursue Different Objectives:

Project managers and PMOs pursue different objectives
and, as such, are driven by different requirements.

All of these efforts, however, are aligned with the

strategic needs of the organization.
 Relationships B/W Project, Program, &
Portfolio Mgt.
Project Management Office

PMO and Project Managers have Different Roles:

 The project manager focuses on the specified project objectives, while
the PMO manages major program scope changes which may be seen as
potential opportunities to better achieve
business objectives.
 The project manager controls the assigned project resources to best
meet project objectives while the PMO optimizes the use of shared
organizational resources across all projects.
 The project manager manages the constraints (scope, schedule, cost,
and quality, etc.) of the individual projects while the PMO manages the
methodologies, standards, overall risk/opportunity, and
interdependencies among projects at the enterprise level.
 Project Management and Operations Management
(PM & OM)
Definition:
Operations are an organizational function performing the ongoing
execution of activities that produce the same product or provide a
repetitive service.  

Examples:
Production operations, manufacturing operations, and accounting
operations, etc.

Key Points:  
 Though temporary in nature, projects can help achieve the organizational
goals when they are aligned with the organization’s strategy.
  Organizations sometimes change their operations, products, or systems
by creating strategic business initiatives.
 PM & OM
Projects require project management while
operations require business process mgt. or operations management.
 
Projects can intersect with operations at various points during the
product life cycle, such as:
At each closeout phase;
When developing a new product, upgrading a product, or expanding
outputs;
Improvement of operations or the product development process; or
Until the divestment of the operations at the end of the product life
cycle.
 PM & OM
Key Points:
At each point, deliverables and knowledge are
transferred between the project and operations
for implementation of the delivered work.
This occurs through a transfer of project resources to operations
toward the end of the project, or through a transfer of operational
resources to the project at the start.
 
Operations are permanent endeavors that produce repetitive
outputs, with resources assigned to do basically the same set of tasks
according to the standards institutionalized in a product life cycle.
Unlike the ongoing nature of operations,
projects are temporary endeavors.
 Project Management Body of Knowledge
The PMBOK Guide is the standard for managing most projects most
of the time across many types of industries.

This standard describes the project management processes, tools,

and techniques used to manage a project toward a successful
outcome.

This standard is unique to the project management field and has

interrelationships to other project management disciplines such as
program management and portfolio management.
 
Project management standards do not address all details of every
topic.
 PMBOK
This standard is limited to single projects and the project management
processes that are generally recognized as good practice.
 
Other standards may be consulted for additional information on the
broader context in which projects are accomplished.

Management of programs is addressed in The Standard for Program

Management, and
Management of portfolios is addressed in The Standard for Portfolio
Management.

Examination of an enterprise’s project management process

capabilities is addressed in Organizational Project Management
Maturity Model (OPM3 ).
 What is PMBOK Guide?
PMBOK Guide is a recognized standard for the
project management profession.
 
 What is a standard?
A standard is a formal document that describes
established norms, methods, processes, and practices.

 How did it evolve?

The knowledge contained in this standard evolved from the
recognized good practices of project management practitioners
who contributed to the development of this standard.
 The PMBOK Guide provides guidelines for managing
individual projects.
 
 The PMBOK Guide
 defines project management and related concepts, and
 describes the project management life cycle and the
related processes
 Purpose of the PMBOK Guide

 The increasing acceptance of project management indicates

that the application of appropriate knowledge, processes,
skills, tools, and techniques can have a significant impact on
project success.
 
 The PMBOK Guide identifies that subset of the
project management body of knowledge [which is]
“generally recognized” as “good practice”.
 Purpose of the PMBOK Guide

What does “generally recognized” mean?

It means the knowledge and practices described
are applicable to most projects most of the time, and
there is consensus about their value and usefulness.

What does “good practice” mean?

It means there is general agreement that
the application of these skills, tools, and techniques
can enhance the chances of success
over a wide range of projects.
 Purpose of the PMBOK Guide

Good practice does not mean that the knowledge described

should always be applied uniformly to all projects.

The organization and/or project management team is

responsible for determining what is appropriate for any given
project.
Suggested Skills for Project Managers
• Communication skills: Listens, persuades.
• Organizational skills: Plans, sets goals, analyzes.
• Team-building skills: Shows empathy, motivates,
promotes esprit de corps.
• Leadership skills: Sets examples, provides vision
(big picture), delegates, positive, energetic.
• Coping skills: Flexible, creative, patient, persistent.
• Technology skills: Experience, project knowledge.
 Enterprise Environmental Factors
Definition:
Enterprise environmental factors refer to both internal and external
environmental factors that surround or influence a project’s success.
 
These factors may come from any or all of the enterprises involved in
the project.
 
Enterprise environmental factors may
enhance or constrain project management options and
may have a positive or negative influence on the outcome.
 
They are considered as inputs to most planning processes.
 Enterprise Environmental Factors

Enterprise environmental factors include, but are not limited to:

 Organizational culture, structure, and processes;
 Government or industry standards (e.g., regulatory agency
regulations, codes of conduct, product standards, quality standards,
and workmanship standards);
 Infrastructure (e.g., existing facilities and capital equipment);
 Existing human resources (e.g., skills, disciplines, and knowledge,
such as design, development, law, contracting, and purchasing)
 Personnel administration (e.g., staffing and retention guidelines,
employee performance reviews and training records, overtime policy,
and time tracking);
 Enterprise Environmental Factors

– Company work authorization systems;

– Marketplace conditions;
– Stakeholder risk tolerances;
– Political climate;
– Organization’s established communications channels;
– Commercial databases (e.g., standardized cost estimating
data, industry risk study information, and risk databases); and
– Project management information systems (e.g., an automated
tool, such as a scheduling software tool, a configuration
management system, an information collection and
distribution system, or web interfaces to other online
automated systems).