IFSM 438
Project
Management
"My grandfather once
told me that there are
two kinds of people:
those who work and
those who take the credit. He told me to try to
be in the first group; there was less competition
there."
- Indira Gandhi (1917 - 1984)
The Process
Select CBTs to develop
Form Teams
Exchange contact information
Exam Details (YMMV)
Microsoft Office Specialist
1 Exam
21 Questions
Live Application
60 Minutes
About $60.00
Topics
CBT projects
MOUS Project 2002
Homework
1 page proposal of CBT
Bring 2 printed copies
Turn one in, keep other
Project Management Process Groups
Project 2003
Work Breakdown
Assess Needs
Analyze Learners
Write Learning Objectives
Select an Instructional Strategy
Develop Materials
Evaluate
Objectives
Define the Project
Define scheduling properties.
Set and modify Microsoft Project
options.
Define and Modify Tasks
Define general working times.
List the tasks in the project.
Organize tasks.
Schedule tasks.
Add and organize task information.
In Depth
MOUS Project 2002
Objectives
Specify and Assign Resources
Specify resources for the project.
Define working time and availability for
resources.
Assign resources to tasks.
Track Progress
Prepare to compare with later
versions.
Incorporate progress into the project.
Check progress.
Control progress.
Objectives
View and Report Project Status
Select and modify views.
Select and modify reports.
View critical tasks.
View allocation of resources.
View project costs.
Share project information with other
applications.
Publish project information to the
Web.
Objectives
Manage Multiple Projects
Work with master and subprojects.
Work with a resource pool.
Domino's Pizza
Reevaluating
"Right now, we're in the process of evaluating commercial
off-the-shelf products to fulfill the needs that we have for our
information technology systems. We should be done with the
evaluation process and have a more firm direction ... toward the
end of this month."
The Appropriations Committee said it's opening a formal
investigation into why the Virtual Case File project failed.
Last month, a U.S. Department of Justice audit criticized the FBI's
efforts to develop an investigative case management system to
replace the antiquated system that was in place before the Sept.
11, 2001, terrorist attacks and that's still in use.
The new software was commissioned from San Diego-based
Science Applications International Corp. (SAIC) in 2001, but was
delayed and not delivered until December 2004.
Use at least 2 book for coverage
Study Guides
Sample Questions and Tests
Use the real program!
Case Study
Case Study
How to study for the Exam
Domino's Pizza wanted to
create a new pan pizza.
This required an lot of change, analysis
and data collection.
What the heck does this have to do with
Project Management?
Living in Denial
In January, the FBI acknowledged that it might not be able to
salvage the Virtual Case File program. "The project that was
presented to us from the contractor, SAIC, wasn't meeting the
needs that we had set forth, so we needed to evaluate what they
had given us, as far as user capability and usability," the official
said. "We're doing a prototype test of the most recent [software]
delivery ... right now in our New Orleans division and at
headquarters. ... At the same time, we're evaluating off-the-shelf
products to meet our standards and our requirements."
SAIC spokesman Jared Adams argued that the FBI hasn't decided
to kill off the Virtual Case File project and pointed to the ongoing
tests as proof that a final decision hasn't yet been made. "When the
tests are done at the end of March, I think then a decision will be
made," he said.
In the News
It's official: FBI scraps $170M Virtual Case File project
It will take more than 3 years to develop a new system
MARCH 09, 2005 (COMPUTERWORLD) - The
FBI has officially scrapped a troubled $170
million computer initiative designed to help its
agents investigate terrorism.
Although the fate of the Virtual Case File project
had been in doubt for some time, FBI Director
Robert was disappointed that we did not come
through with Virtual Case File.
But Mueller said he sees the decision as an opportunity to develop
a more up-to-date system, using mostly off-the-shelf products, that
will allow agents to share information more easily.
Learning Lessons
But the FBI official said the agency is incorporating lessons learned
from the failed project and moving forward.
"For instance, we've created an enterprise architecture system, so
anytime we create a new program, or anytime we apply a
commercial off-the-shelf program to our systems, it will ... meet all
the standards for the overarching enterprise architecture," the
official said.
Mueller said the FBI will develop another plan for the software
overhaul. He said the new project, which won't be called Virtual
Case File, will be done in four phases and take approximately 39
months. He declined to estimate how much a new system would
cost.
Chapter 3
The Project
Management Process
Groups: A Case Study
What Went Wrong?
Philip A. Pell, PMP, commented on how the U.S. IRS
needed to improve its project management process.
“Pure and simple, good, methodology-centric,
predictable, and repeatable project management is
the SINGLE greatest factor in the success (or in this
case failure) of any project…The project manager is
ultimately responsible for the success or failure of the
project.”*
*Pell, Phillip A., Comments posted on CIO Magazine Web site on article
“For the IRS, There’s No EZ Fix” (April 1, 2004).
Relationships Among Process Groups and Knowledge Areas
PM Process Groups
Level of Activity and Overlap of Process Groups
ƒ A process is a series of actions directed toward a
particular result.
ƒ Project management can be viewed as a number of
interlinked processes.
ƒ The project management process groups include:
ƒ
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Initiating processes
Planning processes
Executing processes
Monitoring and controlling processes
Closing processes
Media Snapshot
Just as information technology projects need to follow the
project management process groups, so do other projects,
such as the production of a movie. Processes involved in
making movies might include screenwriting (initiating),
producing (planning), acting and directing (executing), editing
(monitoring and controlling), and releasing the movie to
theaters (closing). Many people enjoy watching the extra
features on a DVD that describe how these processes lead to
the creation of a movie…This acted “…not as promotional
filler but as a serious and meticulously detailed examination
of the entire filmmaking process.”* Project managers in any
field know how important it is to follow a good process.
Mapping the Process Groups to the
Knowledge Areas
ƒ You can map the main activities of each PM
process group into the nine knowledge areas by
using the PMBOK® Guide 2004.
ƒ Note that there are activities from each knowledge
area under the planning process group.
ƒ All initiating activities are part of the project
integration management knowledge area.
*Jacks, Brian, “Lord of the Rings: The Two Towers Extended Edition (New Line),”
Underground Online (accessed from www.ugo.com August 4, 2004).
Relationships Among Process Groups and Knowledge Areas
Developing an IT Project
Management Methodology
ƒ Just as projects are unique, so are approaches to
project management.
ƒ Many organizations develop their own project
management methodologies, especially for IT
projects.
ƒ BlueCross BlueShield of Michigan used the
PMBOK® Guide 2000 to develop their IT project
management methodology.
PMBOK® Guide 2004, p. 69
ƒ Six Sigma projects and the Rational Unified
Process (RUP) framework use project
management methodologies.
What Went Right?
Jordan Telecom (JT), Jordan’s only telecom
operator, introduced new customized project
management processes to improve efficiency and
reduce costs in its Information Technology
department…JT created three lines of processes
based on the size of the project: high, medium, or
low...Rula Ammuri, JT’s Chief Information Officer,
believes this new methodology will result in a 4050 percent increase in productivity.*
Case Study: JWD Consulting’s
Project Management Intranet Site
ƒ This case study provides an example of what’s
involved in initiating, planning, executing,
controlling, and closing an IT project.
ƒ You can download templates for creating your
own project management documents from the
companion Web site for this text.
ƒ This case study provides a big picture view of
managing a project. Later chapters provide
detailed information on each knowledge area.
Project Initiation
ƒ Initiating a project includes recognizing and starting a new
project or project phase.
ƒ Some organizations use a pre-initiation phase, while
others include items such as developing a business case
as part of the initiation.
ƒ The main goal is to formally select and start off projects.
ƒ Key outputs include:
ƒ
ƒ
ƒ
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Assigning the project manager.
Identifying key stakeholders.
Completing a business case.
Completing a project charter and getting signatures on it.
Al-Tamimi, Fairooz, “Jordanian Company Uses PMI Methods to ‘Go
Global’, Improve Productivity,” PMI Today (August 2004).
Project Initiation Documents
ƒ Business case: See pages 82-85.
ƒ Charter: See pages 77-78.
ƒ Every organization has its own variations of what
documents are required to initiate a project. It’s
important to identify the project need,
stakeholders, and main goals.
Project Planning
JWD Consulting Intranet Site Project
Baseline Gantt Chart
ƒ The main purpose of project planning is to guide
execution.
ƒ Every knowledge area includes planning information
(see Table 3-5 on pages 87-89).
ƒ Key outputs included in the JWD project include:
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A team contract.
A scope statement.
A work breakdown structure (WBS).
A project schedule, in the form of a Gantt chart with all
dependencies and resources entered.
ƒ A list of prioritized risks (part of a risk register).
ƒ See sample documents on pages 90-98.
List of Prioritized Risks
Project Executing
ƒ Project execution usually takes the most time and
resources.
ƒ Project managers must use their leadership skills to
handle the many challenges that occur during project
execution.
ƒ Table 3-9 on page 99 lists the executing processes
and outputs. Many project sponsors and customers
focus on deliverables related to providing the
products, services, or results desired from the project.
ƒ A milestone report (see example on page 100) can
keep the focus on completing major milestones.
Part of Milestone Report
Project Monitoring and Controlling
Project Closing
ƒ Involves measuring progress toward project
objectives, monitoring deviation from the plan,
and taking corrective action to match progress
with the plan.
ƒ Involves gaining stakeholder and customer
acceptance of the final products and services.
ƒ Even if projects are not completed, they should be
formally closed in order to reflect on what can be
learned to improve future projects.
ƒ Outputs include project archives and lessons
learned, which are part of organizational process
assets.
ƒ Most projects also include a final report and
presentation to the sponsor or senior
management.
ƒ Affects all other process groups and occurs during
all phases of the project life cycle.
ƒ Outputs include performance reports, requested
changes, and updates to various plans.
Introduction
Appendix A
A Guide to using
Microsoft Project
2003
• Microsoft Project is the clear market leader
among desktop project management
applications
• According to the Gartner Group, it accounts
for about two-thirds of all project
management software sales
• A survey of 1,000 project managers showed
that Project was by far the most used
computerized project management tool
Chapter Summary
ƒ The five project management process groups are
initiating, planning, executing, monitoring and
controlling, and closing.
ƒ You can map the main activities of each process
group to the nine knowledge areas.
ƒ Some organizations develop their own information
technology project management methodologies.
ƒ The JWD Consulting case study provides an
example of using the process groups and shows
several important project documents.
Users of Project
• Even with its popularity, however, Project is
not nearly as widespread in its use as
products like Word or Excel
• You must understand basic project
management concepts before using any
project management software
• In 2002 Microsoft released a new version,
which includes Project Standard and the
Solution for Enterprise Project Management
Microsoft Project Standard
Figure A-1
Desktop application
For individual business and project managers
Most similar to Project 2000
Includes one Client Access License (CAL)
Project
Standard
Microsoft Solution for Enterprise Project Management
Project team members
and executives use CALs to
access project information
Project managers use
on their desktops,
provides full functionality
Project
Professional
Project Web
Access
Project
Server
Server software, central location
for project-related information, comes
with five CALs
Microsoft SQL Server
Required for enterprise project
management functionality
New Features of Project
Enterprise Project Features
• New interactive help tool called the Project
Guide
• Microsoft Office XP interface
• Smart tags
• Improved integration with Microsoft Excel
and Outlook
• Resource availability graphs
• XML file format
• Enterprise resource pool
• Skill-based resource assignment and replacement
• Improved e-mail notifications and Web-based timesheets
and status reports
• Document library using Microsoft SharePoint Team
Services
• Issue tracking database
• Project portfolio views
• Modeling and scenario analysis tools
• Real-time reporting
• Enterprise codes, custom fields, and templates
• Project data security layer
• Load balancing and clustering
Advice on Using Appendix A
• Appendix A is meant to be read and
followed while using Project Standard 2003
• Your text should include a 120-day copy of
Project Standard 2003
• Load the software and follow the steps in
Appendix A to learn how to use this
powerful software
• Note: If you are using a different release,
many functions will work the same, but
screen shots will vary
Next Time
Start working on your CBT
Have MS Project loaded on a laptop
End of This Lesson