Project Management

PM-02

Tutor: Wasif Malik

Project Management Institute

• An International Professional
Society for Project Managers.
• Founded in 1969.
• More than 462,406 members
worldwide & 712,948 PMP.
• Discussion community.
• Provides education, knowledge,
certifications such as:
– Certified Associate in Project
Management.
– Project Management Professional.
– Program Management Professional.

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PMI’s Knowledge Areas
• Integration Management.
• Scope Management.
• Time Management.
• Cost Management.
• Quality Management.
• Human Resource Management.
• Communication Management.
• Risk Management.
• Procurement Management.
• Stakeholder Management.

PMI’s Knowledge Areas

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 Introduction of PM Tools
•
• Tools and Techniques are to assist project
managers and their team in carrying out work in
all 10 knowledge areas. For example:
– Gantt Charts.
– Project Network Diagrams.
– Critical Path Analysis.
– Task Scheduling.
– Scope Statement.
– Requirements Analysis.
– Lessons-learned Reports.

PM Software
• Microsoft Project is the most popular project
management software today.

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 Technical Fundamentals in SPM
• Requirements?
• Analysis?
• Design?
• Construction?
• Quality Assurance?
• Deployment?

Project Life Cycle

• The Project Life Cycle:
– Projects are divided into
phases.
– Collectively all phases of a
project are a life cycle.
– Each phase is marked by
deliverables.
• Characteristics of Project
Life Cycle:
– What technical work to
do in each phase.
– When the deliverables are
to be generated in each
phase.
– Who is involved in each
phase.
– How to control and
approve each phase.

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 Life Cycle Phases
• In Begin:
– Low cost, less
resources are
required.
– Uncertainty level, risk
are higher.

– Ability of stakeholders
to influence final
outcome and final
cost of project is
highest in begin.

Life Cycle Phases

• Phases of Traditional Project Life Cycle:

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 Software Project Management
Management

Project
Management

Software
Project
Management

Product Life Cycles

• Project:
– A project is a
temporary endeavour
undertaken to create
a unique product.

• Product:
– Developing a product often involves many projects.
– A systems development life cycle (SDLC) is a framework
for describing the phases of developing information
systems.

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 Project Life Cycle & Product Life
Cycle Relationships
• Many project are linked to the ongoing work.
• Transitional actions at the end of projects might be
included to relate multiple project.
• Example: when a software product is turned over to
marketing.

Classic Mistakes (Product-

Process-
Peoples Technology Mistakes)
• Product:
– Requirements gold-plating
• Gilding the lily – Feature creep
– Developer gold-plating
• Beware the pet project
– Push-me, pull-me negotiation
– Research-oriented development

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 Peoples Technology Mistakes)
• Process:
– Optimistic schedules
– Insufficient risk management
– Contractor failure
– Insufficient planning
– Abandonment of plan under pressure

Classic Mistakes (Product-Process-

Peoples Technology Mistakes)
• Process:
– Wasted time during fuzzy front end
– Shortchanged upstream activities
– Shortchanged Inadequate design
– Shortchanged quality assurance

Peoples Technology Mistakes)

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• Process:
– Insufficient management controls
– Frequent convergence
– Omitting necessary tasks from estimates
– Planning to catch-up later
– Code-like-hell programming

Classic Mistakes (Product-Process-

Peoples Technology Mistakes)
• People:
– Undermined motivation
– Weak personnel
• Weak vs. Junior
– Uncontrolled problem employees
– Heroics
– Adding people to a late project

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 Classic Mistakes (Product-Process-
Peoples Technology Mistakes)
• People:
– Noisy, crowded offices
– Customer-Developer friction
– Unrealistic expectations
– Politics over substance
– Wishful thinking

Classic Mistakes (Product-Process-

Peoples Technology Mistakes)
• People:
– Lack of effective project sponsorship
– Lack of stakeholder buy-in
– Lack of user input

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 Peoples Technology Mistakes)
• Technology:
– Silver-bullet syndrome
– Overestimated savings from new tools and
methods
• Fad warning
– Switching tools in mid-project
– Lack of automated source-code control

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