Introduction to Project
Management
Introduction
 The world as a whole spends nearly $10 trillion of
its $40.7 trillion gross product on projects of all
kinds
 More than 16 million people regard project
management as their profession
 The overall information and communications
technology market grew by 6 percent to almost $3
trillion in 2010
2
Motivation for Studying Information
Technology (IT) Project Management
 IT Projects have a terrible track record, as described in the
“What Went Wrong?”
3
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
4
Course Objective
 To learn the techniques required to plan,
organize, monitor and control software
projects
Lecture Outline
 What is a Project

Details relevant to Project
 What is Project Management

Details relevant to Project Management
 What is Software Project Management

Details relevant to Software Project
Management
What is a Project ?
 PMI definition

It is a temporary endeavor (having specific
start and completion dates) undertaken to
create a unique product or service
Elaborating the Definition …
 Temporary

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means that every project has a definite beginning and
definite end
End is reached when …

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project’s objectives have been achieved OR
It is clear that objective will not be met. The project is
terminated in such a situation
The term temporary does not apply to a project’s product or
service (which is a lasting result)
 Unique

means that the product or service is different in some
distinguishing way from all similar products or services
Projects
 Projects may involve a single person or thousands
 Projects may be completed in hours, several months
or years
 Examples of projects
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Developing a new product or service
Designing a new vehicle
Constructing a building
Running a campaign for political office
Implementing a new business procedure or process
And so on …
What is Project Management ?
It is the discipline of
planning, organizing, and managing resources
to bring about the successful completion of
specific project goals and objectives
Project Management
 Following are related to Project Management
 Professional Organizations
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Certifications
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Project Management Institute (PMI) (pmi.org)
Software Engineering Institute (SEI)
IEEE Software Engineering Group
PMI’s PMP (Project Management Professional)
The “PMBOK” – PMI Body of Knowledge
Tools


MS Project
Primavera Project Manager
Project Management
 Project Management Skills
 Leadership
 Communications
 Problem Solving
 Negotiating
 Influencing the Organization
 Mentoring
 Process and technical expertise
Project Management
 Project Manager Positions

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Project Administrator / Coordinator
Assistant Project Manager
Project Manager / Program Manager
Executive Program Manager
V.P. Program Development
Project Management Knowledge
Areas
 PMI has suggested 9 Knowledge Areas
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Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communications Management
Project Risk Management
Project Procurement Management
Software Project Management
Management
Project
Management
Software
Project
Management
Software Project Management
 a sub-discipline of project management in
which software projects are planned,
monitored and controlled
What Is a Project?
A project is “a temporary endeavor undertaken to create
a unique product, service, or result” (PMBOK® Guide, Fifth Edition, 2012)
17
Information Technology Project Management,
Seventh Edition
Project Attributes
 A project
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has a unique purpose
is temporary
is developed using progressive elaboration
requires resources, often from various areas
should have a primary customer or sponsor

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The project sponsor usually provides the
direction and funding for the project
involves uncertainty
18
Project and Program Managers
 Project
managers work with project
sponsors, project team, and other people
involved in a project to meet project goals
 Program: group of related projects managed
in a coordinated way to obtain benefits and
control not available from managing them
individually (PMBOK® Guide, Fifth Edition,
2012)
19
Program and Project Portfolio
Management
 A program is “a group of related projects
managed in a coordinated way to obtain
benefits and control not available from
managing them individually” (PMBOK®
Guide, Fifth Edition, 2012)
 A program manager provides leadership and
direction for the project managers heading the
projects within the program
20
PM Network: What’s in a Name?
 Programs vs. Projects

Should there be a difference?

What are the problems with labeling a
program as a large project?

Are different skills needed to be a program
manager compared to a project manager?
21
Project Portfolio Management
Organizations
group and manage
projects and
programs as a
portfolio of
investments that
contribute to the
entire enterprise’s
success
22
Sample Project Portfolio Approach
23
Figure 1-5. Sample Project Portfolio Management
Screen Showing Portfolio Optimization
24
Project Management Offices
 A Project Management Office (PMO) is an
organizational group responsible for
coordinating the project management function
throughout an organization
25
PM Network - PMO 2.0
 Why do PMOs fail?

What is the primary reason cited for failure?
 How do you resurrect a failed PMO?
 How do you ensure longevity of a PMO?
 When should a PMO just be closed?
26
The Triple Constraint of Project
Management
27
What is Project Management?
“the application of knowledge, skills, tools and techniques
to project activities to meet project requirements” (PMBOK®
Guide, Fourth Edition, 2012)
Stakeholders
Core Functions
Information Technology Project Management,
Seventh Edition
Facilitating
Functions
28
Project Management Knowledge Areas
 Knowledge areas describe the key competencies
that project managers must develop

Core Functions

Facilitating Functions

Integration Function
29
Project Management Tools and
Techniques
 Project management tools and techniques
assist project managers and their teams in
various aspects of project management
network diagram
Gantt chart
30
Project Stakeholders
 Stakeholders are the people involved in or
affected by project activities
Who are the stakeholders in a project?
31
What Went Right? Improved
Project Performance
40%
35%
37%
30%
31%
25%
20%
21%
15%
10%
1994
2010
16%
5%
0%
Successful IT
Failed
Why the Improvements?
32
Improved Project Performance
Growth in PMP Certification,
1993-2011
Coincidence?
33
Project Success
 There are several ways to define project
success:
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Triple Constraint
Customer/Sponsor Satisfaction
The results of the project met its main
objective
34
What Helps Projects Succeed?*
1. User involvement
2. Executive support
3. Clear business objectives
4. Emotional maturity
5. Optimizing scope
6. Agile process
7. Project management expertise
8. Skilled resources
9. Execution
10. Tools and infrastructure
*The Standish Group, “CHAOS Activity News” (August 2011).
35
The Role of the Project Manager
 Job descriptions vary, but most include
responsibilities like planning, scheduling,
coordinating, and working with people to
achieve project goals
 Remember that 97% of successful projects
were led by experienced project managers,
who can often help influence success factors
36
Suggested Skills for Project Managers
 The Project Management Body of Knowledge
 Application area knowledge, standards, and
regulations
 Project environment knowledge
 General management knowledge and skills
 Soft skills or human relations skills
37
Ten Most Important Skills and Competencies
for Project Managers
1. People skills
2. Leadership
3. Listening
4. Integrity, ethical behavior, consistent
5. Strong at building trust
6. Verbal communication
7. Strong at building teams
8. Conflict resolution, conflict management
9. Critical thinking, problem solving
10. Understands, balances priorities
38
Importance of Leadership Skills
 Effective project managers provide leadership
by example
 A leader focuses on long-term goals and big-
picture objectives while inspiring people to
reach those goals
 A manager deals with the day-to-day details
of meeting specific goals
 Project managers often take on the role of
both leader and manager
39
Different Skills Needed in Different
Situations
 Large projects
 High uncertainty projects
 Very novel projects
40
Big Data / Analyst
Business/Systems
Analyst
Database Admin /
Analyst
Networks / Security
Project Management
Software Development
Other IT Skills(
Primarily Help Desk)
6
3
 In a 2012 survey, IT
Growth Rank
Job Categories
Total Current
Employees Rank
Careers for IT Project Managers
7
1
3
(tie)
3 (tie)
5
5
4
2
2
6
1
7
executives listed the “nine
hottest skills” they
planned to hire for in
2013
 Project management was
second only to
programming and
application development
41
Nine Hottest Skills*
Skill
Percentage of
Respondents
Programming and application development
60%
Project management
44%
Help desk/technical support
35%
Networking
35%
Business intelligence
23%
Data center
18%
Web 2.0
18%
Security
17%
Telecommunications
9%
*Source: Rick Saia, “9 Hot IT Skills for 2012,” Computerworld, September 26, 2011.
42
Project Management Process
Groups
 A process is a series of actions directed toward
a particular result.
 Project management can be viewed as a number
of interlinked processes.
 The project management process groups
include:
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Initiating processes
Planning processes
Executing processes
Monitoring and controlling processes
Closing processes
43
Project Management Process
Groups
 Initiating processes: it include defining and
authorizing a project or project phase.
Initiating processes take place during each
phase of a project.
 Planning processes: It includes devise and
maintaining a workable scheme to ensure
that the project addresses the organization's
need. There are several plans for projects,
such as the scope management plan,
schedule
management
plan,
cost
management plan, procurement management
plan.
44
Project Management Process
Groups
Executing processes: It includes coordinating
people and other resources to carry out the
various plans and produce the products, services,
or results of the project or phase. Example of
executing processes include acquiring and
developing the project team, performing quality
assurance, distributing information, managing
stakeholders expectations, and conducting
procurements.
 Monitoring and controlling processes: It includes
regularly measuring and monitoring progress to
ensure that the project team meets the project
The project manager and staff monitor
Infomationobjectives.
Technology
Project Management,
and measure progress against the plans and take

45
Project Management Process
Groups

Closing processes: It includes formalizing acceptance
of the project or project phase and ending it efficiently.
Administrative activities are often involved in this
process group, such as archiving project files, closing
out contracts, documenting lessons learnt, and
receiving formal acceptance of the delivered work as
part of the phase or project.
46
Project Management Process Groups
Example
47
Figure 3-1. Level of Activity and
Overlap of Process Groups Over Time
48
Mapping the Process Groups to the
Knowledge Areas
 You can map the main activities of each PM
process group into the nine knowledge areas by
using the PMBOK® Guide 2004.
 Note that there are activities from each knowledge
area under the planning process group.
 All initiating activities are part of the project
integration management knowledge area.
49
Table 3-1. Relationships Among Process Groups and Knowledge Areas
50
(cont’d)
Table 3-1. Relationships Among Process Groups and Knowledge Areas
(Cont)
51
(cont’d)
Table 3-1. Relationships Among Process Groups and Knowledge Areas
(Cont)
52
In-House Software Development
Options
 A company can choose to develop its own
systems, or purchase, possibly customize,
and implement a software package
 The most important consideration is total
cost of ownership (TCO)
 Companies also develop user applications
designed around commercial software
packages
In-House Software Development
Options
 Make or Buy Decision
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The choice between developing versus
purchasing software often is called a make or
buy, or build or buy decision
Companies that develop software for sale are
called software vendors
Value-added reseller (VAR)
Horizontal application
Vertical application
In-House Software Development
Options
 Developing Software In-House
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Satisfy unique business requirements
Minimize changes in business procedures and
policies
Meet constraints of existing systems
Meet constraints of existing technology
Develop internal resources and capabilities
In-House Software Development
Options
 Purchasing a Software Package
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Lower costs
Requires less time to implement
Proven reliability and performance
benchmarks
Requires less technical development staff
Future upgrades provided by the vendor
Input from other companies
In-House Software Development
Options
 Customizing a Software Package
1. You can purchase a basic package that
vendors will customize to suit your needs
2. You can negotiate directly with the
software vendor to make enhancements
to meet your needs by paying for the
changes
3. You can purchase the package and
make your own modifications, if this is
permissible under the terms of the
software license
In-House Software Development
Options
 Creating User Applications
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A user application utilizes standard business
software
User interface
Help desk or information center (IC)
Screen generators
Report generators
Read-only properties
Project Planning
1) Scope (Work Breakdown Structure)
2) Schedule (Network Diagram)
3) Cost (Budget)
2
Time
3
Cost
Scope
1
Work Breakdown Structure (WBS)
The WBS is defined by PMI as, "a deliverable-oriented grouping of
project elements that organizes and defines the total work scope of
the project….”
The Work Breakdown Structure (WBS)
•
Breaks the large project into manageable units
•
Defines the total scope of the project
•
Starts with the deliverables
•
Shows work packages (tasks or activities)
•
Allows you to organize work to then be scheduled
•
Allows you to be able to assign work to team members and
identify resources needed
•
Communicates all the work that needs to be done
To create a WBS
1. Break work into independent work packages that can be
sequenced, assigned, scheduled and monitored
2. Define the work package at the appropriate level of detail
3. Integrate the work packages into a total system
4. Present in a format easily communicated to people
5. Verify that the work packages will meet the goals and objectives
of the project
Work Packages
•
Way of managing the project by breaking it down
•
Help determine skills required and amount of
resources needed
•
Communicate work that needs to be done
•
Work sequences are identified and understood
Activity
Create a WBS (Work Breakdown Structure)
List all work packages required for the Case Study on yellow sticky
notes
(Start with Deliverables)