Introduction

Chapter 1 and 2

Taila Jabeen
IT Project Management
What is Project?

■ A project is an activity with specific goals which takes place over a finite
period of time.
What is Project?

A project is a temporary endeavour undertaken

to create a unique product, service ,or result.
Characteristics of project:
I. Unique
II. Temporary
III. Progressive Elaboration

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Characteristics of Project

Unique Products, Services or Results

The presence of repetitive elements does not change the fundamental
uniqueness of the project work
E.g. many thousands of office buildings have been developed, but each
individual facility is unique– different owner, different design, different
location, different contractors and so on.
Examples of Project
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,
Implementing a new business process or
procedure.

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What is Management?

Management is the process of reaching

organizational goals by working with and
through people and other organizational
resources.

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What is Information Technology?

An information technology (IT) is an organized

system for the collection, organization, storage
and communication of Information.

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Information Tech. Project
Management

Information Tech. project management is the art and science of planning and
leading Information system projects. It is a sub-discipline of project
management in which information system projects are planned, implemented,
monitored and controlled.

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What is Project Management?

Project Management is the application of knowledge, skills, tools and techniques

applied to project activities to meet the project requirements
Program Management
■ A program is a group of related projects.
■ By grouping related projects into a program, an organization can coordinate the
management of those projects.
Portfolio Management
■ A portfolio includes a group of programs, individual projects, and other related
operational work that are prioritized and implemented to achieve a specific
strategic business goal.
■ The Program and projects that make up the portfolio may not be related, other
than fact that they are helping to achieve a common strategic goal.
Organizational Project Management(OPM)
■ Provides a strategic framework to use and guide portfolio, program and project
management to deliver organizational strategy.
Relationship Among Portfolio,
Program and Project Management
■ Portfolio Management – A suite of business programmes managed to optimize
overall enterprise value
■ Program Management – A set of related projects designed to produce clearly
identified business value.
■ Project Management – A structural set of activities concerned with developing a
defined capability based on an agreed schedule and budget
Program & Program Management Ex.
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.

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Portfolio & Portfolio Management Ex.

■ 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.

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Organizational Influence

■ Organizational Systems
■ Organizational Cultures and Styles
■ Organizational Structures
■ The Role of the PMO in Organizational Structures
■ Project Management System

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Class Discussion

■ Why Project Management Important?

■ Who is project manager?
■ Role of Project Manager.
■ PMBOK
 ORGANIZATIONAL
INFLUENCES AND
PROJECT LIFE CYCLE
Project Stakeholders

■ Stakeholders include all members of the project team as well as all interested
entities that are internal or external to the organization.

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Project Stakeholders

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Project Stakeholders
■ Sponsor. A sponsor is the person or group who provides resources and support for the project and is
accountable for enabling success. The sponsor may be external or internal to the project manager’s
organization.
■ Customers and users. Customers are the persons or organizations who will approve and manage the
project’s product, service, or result. Users are the persons or organizations who will use the project’s
product, service, or result.
■ Sellers. Sellers, also called vendors, suppliers, or contractors, are external companies that enter into
a contractual agreement to provide components or services necessary for the project.
■ Business partners. Business partners are external organizations that have a special relationship with
the enterprise, sometimes attained through a certification process. Business partners provide
specialized expertise or fill a specified role such as installation, customization, training, or support.
■ Organizational groups. Organizational groups are internal stakeholders who are affected by the
activities of the project team. Examples of various business elements of an organization that may be
affected by the project include marketing and sales, human resources, legal, finance, operations,
manufacturing, and customer service. These groups support the business environment where
projects are executed, and are therefore affected by the activities of the project
■ Functional managers. Functional managers are key individuals who play a management role within
an administrative or functional area of the business, such as human resources, finance, accounting,
or procurement
■ Other stakeholders. Additional stakeholders, such as procurement entities, financial institutions,
government regulators, subject matter experts, consultants, and others, may have a financial interest
in the project, contribute inputs to the project, or have an interest in the outcome of the project.
Organizational Structures

■ Type of organization is determined by the authority of Project Manager.

■ All organizations are structured in any of three ways.
– Functional
– Projectized
– Matrix
■ Variations and combinations exist among these three structures, such as a
projectized structure within a functional organization, and weak matrix, balanced
matrix, and strong matrix organizations

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 Organization Structure - Functional

Functional organizations are made up of units or

division based on the types of business and their
associated responsibility.

Such Organizations are grouped by areas of

specialization within different functional areas (e.g.
accounting, marketing and manufacturing

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Organization Structure - Functional
Organization Structure - Projectized

1. Project Manager has full control of project

Projectized
Projectized

■ Team member are Collocated

■ Project Manager has authority
■ Lack of Professionalism
Projectized
Organization Structure - Matrix
■ Mix of Functional and Projectized organizations
■ Matrix organizations can be classified as weak, balanced, or strong depending
on the relative level of power and influence between functional and project
managers
Organization Structure - Matrix
 Weak Matrix
•Weak matrix structures map closely to a
functional structure

•Project team may come from different

departments, but the project manager reports
directly to a specific functional manager

•Weak matrix organizations maintain many of

the characteristics of a functional
organization, and the role of the project
manager is more of a coordinator or
expediter.
•For example, the production companies or
dealership firms usually have a weak matrix
organizational structure.
Difference between expediter and
coordinator
■ The expediter cannot personally make or enforce decisions. Project
coordinators have power to make some decisions, have some authority, and
report to a higher-level manager.
Strong Matrix

■ Strong matrix
organizations have
many of the
characteristics of the
projectized organization,
and have full-time
project managers with
considerable authority
and full-time project
administrative staff.
■ For instance; this type of
structure is mostly
prevalent in the
architecture or
construction companies.
Balanced matrix

■ While the balanced matrix

organization recognizes the need for a
project manager, it does not provide
the project manager with the full
authority over the project and project
funding.
 Composite Organization
Even a fundamentally functional
organization may create a special
project team to handle a critical project.
Such a team may have many of the
characteristics of a project team in a
projectized organization. The team may
include full-time staff from different
functional departments, may develop its
own set of operating procedures, and
may even operate outside of the
standard, formalized reporting structure
during the project. Also, an organization
may manage most of its projects in a
strong matrix, but allow small projects to
be managed by functional departments.
Organizational Structure

■ https://www.smartdraw.com/organizational-chart/organizational-chart-types.htm
■ https://www.whizlabs.com/blog/matrix-organizations-weak-balanced-strong/
■ https://www.marketing91.com/matrix-organization/
PROJECT LIFE
CYCLE
Project life cycle

■ A project life cycle is the series of phases that a project passes through from its
initiation to its closure
■ All projects go through into phases, and all projects, large or small, have a
similar life cycle structure
■ Life cycles helps in determining work to be completed in each phase of the
project
Project Life Cycle

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Project Life Cycle

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Project Life Cycle
Start of Project End of Project

1.Risk and Uncertainty Greatest Least

2.Stakeholder Influence Greatest Least

3.Cost of Changes Least Greatest

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Types of Project Life Cycle
Questions?

Discussion of Assignment# 1