ASSIGNMENT 1

NDIT, IT PROJECT MANAGEMENT

SUMMER SEMESTER (2021-2)

SUBMITTED TO

IFTHEKHAR ALAM

LECTURER

SCHOOL OF IT

SUBMITTED BY

SHAHRIAR SHAMIR HASAN (2021126004)

CONTENTS

introduction.....................................................................................................................................................................3
Explain, using appropriate defiNitions, the characteristics of different methodologies applied in IT projects.............4
Explain the project management structure applied in different IT projects.................................................................12
reference.......................................................................................................................................................................24
INTRODUCTION
EXPLAIN, USING APPROPRIATE DEFINITIONS, THE CHARACTERISTICS OF
DIFFERENT METHODOLOGIES APPLIED IN IT PROJECTS.

DEFINITION OF A PROJECT

To create a product or service, a project is created which is a work with a specific target or
objective within a set of time. Projects usually have an ending, unlike business that functions
upon repeating tasks continuously.

To achieve a successful project, one must implement the five stages of project life cycle;
initiation, planning, execution, monitoring and control and closure. There are different types
of project management methodologies which can be implemented depending on the industry,
purpose and stakeholder’s requirements.

DIFFERENT TYPES OF PROJECT MANAGEMENT

There are various kinds of project management methodologies and frameworks designed to help
support a project. The following are few of most popular ones;

 Waterfall project management: A project management methodology that works in a

sequential and requirement-based structure, as every stage needs to be completed to move
to the next one.
 Agile project management: It is framework that works in a faster and flexible way
when compared to waterfall method,
 PRINCE2: It is methodology which is based on seven principles, themes and process.
 RAD (Rapid application Development): Its methodology which is used for making a
software or application in a fast manner and efficiently. It does not use traditional
development models like waterfall model, but rather a flexible approach where the team
can change and apply new inputs, features and functions throughout the whole
development process. RAD requires less planning and focuses on prototyping and
iterative model.

A project manager is responsible for maintaining and running the project with ease for whatever
the project management methodology is used.
Now we will discuss about the five phases of project life cycle;

THE FIVE PHASES OF THE PROJECT LIFE CYCLE

Since project have a life cycle there are different series of phases that are involved. The
following are the five phases of project management life cycle:

Phase 1: Project Initiation

This is the first phase of project management where you must verify that the project has value
and it is achievable. This phase involves creating a business case, to specify the necessity for the
project and the feasibility study to demonstrate that it can be completed within a reasonable time
and cost. This phase also involves creating a project charter, a documentation that clearly states
what the project will deliver. Project charter and project brief holds a similar value, the only
difference is that the project charter is a part of the PMBOK framework, and project brief is
related to PRINCE2 methodology.

This stage also involves a kickoff meeting, where you gather the team, stakeholders and other
members of the team to present the project objective, schedule, processes and chain of
communication.

Phase 2: Project Planning

The second phase involves project planning, which occurs when the project has been approved.
In this phase, a project plan is delivered, and it will be used for execution and control phase. The
plan must include every necessary requirement that is needed for the execution of the project,
which includes costs, risk, resources, and a definite timeline.

In this phase, the required work that is needed for the completion of the project is known as the
project scope, and is defined using a work breakdown structure called WBS. WBS helps the
project manager create schedules and assign goals for the team members, WBS is responsible for
breaking down the project into activities, milestones, and deliverable requirement.

Project Manager demonstrates their project using a chart, which is known as Gantt chart, this
Gantt chart represents the procedure, the order of the test, and how they are dependent on each
other. This helps construct a roadmap for the goals that the project requires to meet its
conclusion.

Phase 3: Project execution

This is the third phase, where most of the work happens. In this phase, you will complete all the
project activities and milestones to produce a complete project for the client and the stakeholder
satisfaction. This phase is achieved by following the plan that was created in the previous stage,
the project manager will reallocate resources as needed, for the team to operate smoothly. The
team will work on detecting and mitigating risk, deal with any problems and make the necessary
changes if required.

Phase 4: Project Monitoring and Control

This is the fourth phase that occurs simultaneously along with the execution phase. In this phase,
the project manager monitors the progress and the overall performance of the project to make
sure the project stays on schedule and within the budget. Further procedure is applied, known as
quality control procedure, which can assure the quality of the project.

The major problem during a project involves three things which are, time, cost and scope. When
combined, they're referred to as the triple constraints. In this phase, the major goal is to create a
good control on the project so that it does not face any issues regarding the triple constraint.

Phase 5: Project Closure

This is the final phase of the project lifecycle. In this face, the final product or the service is
delivered to the client and the stakeholders. Once the project is approved, all the resources are
released and the documentations are marked verified as completed and everything is signed off.

At the end of this project, the project manager can consult his team and conduct a review to
evaluate all the things they have learned from the project. If required this phase might include
handing over the project to a different team, such as an operation managerial team. It is the job of
the project manager to make sure the transition goes smoothly.

Now, we will discuss about the characteristics of project management methodologies below;
Now we will discuss about various project management methodologies and their strength and
weakness.

PROJECT MANAGEMENT METHODOLOGIES

Agile

It is most commonly used in software projects but in the recent days it being used in other kinds
of projects like; marketing, etc. Short burst iterative working is involved called “burst”. The team
need finish their current task in fixed time before moving to the next set of requirements.

Agile principle previously been used to develop methods like scrum, extreme programming,
crystals and others.

Good for: For project that needs fast wins and builds repeatedly.

Avoid when: The work environment is traditional and agile methods are familiar to the team.

RAD

It is another methodology that is widely used for software design, with a flexible approach
towards changes for inputs, features and functions. This methodology sets out a clear focus on
prototyping and iterative model, thus less resources on planning and more on development and
prototyping.

RAD is used for software development of various kinds.

Strength: RAD empowers company stakeholders to participate actively, reduces development

time, and enhances component reusability. A system with a high level of modularization is more
flexible and maintainable. Customer input and quick first reviews are also encouraged. In
addition, the RAD methodology assures integration from the start, which eliminates many
integration challenges.

Weakness: For determining business needs, RAD needs a strong team and individual
performances, as well as highly qualified developers/designers. Furthermore, RAD must be used
to create modularized systems. As it's heavily reliant on modeling abilities, it is inapplicable to
lower-budget projects because the cost of modeling and automated code development is too
expensive.

Waterfall

The Waterfall methodology is a sequential approach to project management. Because of the way
it is designed, it is also known as the "linear-sequential life cycle model." This method of project
management involves a series of interconnected processes that begin with the collecting of all
requirements and are then carried out according to a sequential project plan developed to meet
those criteria.

Strength: The waterfall technique is simple to comprehend and use. It provides a guideline for
new employees, assisting the team in understanding the Milestones. It ensures requirement
consistency and performs effectively when quality takes precedence over cost or time.

Weakness: One of the primary problems with waterfall technique is that all requirements must
be understood ahead of time, and you can't go on to the next stage until the preceding one is
completed. It can also provide the sense of progression when it isn't. Furthermore, integrations
are completed in one huge burst in the end, with hardly possibility for customers to preview the
system.

PRINCE2

It is a process-based approach which can be used on any sort of project. PRINCE2's core aspect
focuses on business rationale, establishing an organization's structure for the project management
team, and employing a product-based approach. There is a strong emphasis on segmenting of the
project into manageable and controlled stages that allow for flexibility. Thus the methodology
allows more control over project resources and excels at controlling business and project risk.

Strength: The key strengths of PRINCE2 includes it continues business justification where the
business case drives the project. This methodology also heavily focuses on the product through
out the lifetime of the project. PRINCE can be used on any project regardless of the industry,
size or risk of the project.
Weakness: The major weakness of this methodology is not having sufficient tools and
techniques; it primarily works with 2 techniques which are; the quality review technique and
product-based technique.

EXPLAIN THE PROJECT MANAGEMENT STRUCTURE APPLIED IN

DIFFERENT IT PROJECTS

The coordination and implementation of project activities is defined by a structure known as

project organization. The main objective is maintaining an environment that allows the
interaction between team members with least number of overlaps and conflicts. It is vital that to
decide the kind of organizational structure a project management should use for a project.

Every project has its unique characteristics and the design of organizational structure creates the
organizational environment in which the project characteristics will operate also this estimates
the amount the authority a project manager is given. There are various forms of project structure
each having its own unique advantages and disadvantage.

A project structure should be able to limit the unreliability and confusion that takes place during
the project’s initial stage. The relationship between members of the project management team
and also with the external environment is dictated by the structure of the project. An
organizational chart is used for demonstrating the structural authority.

A well-designed project organizational chart is important for a success of a project. Using the
organizational chart, we can show each members role in the project structure. A pyramid like
structure is used to show the organizational chart, in which the roles at the top of pyramid have
the most authority and the level of authority decreases at lower part of pyramid. The working
connections are defined by the personnel's relative places on the organization chart, and the lines
connecting the boxes create formal supervision and channels of communication between them.

The most difficult part of organizing a project is to create a project structure, the implementation
takes a lot of effort. The project organization chart defines the relationship between the project
manager, the team members, stakeholders and other members involved in the project. The
organization must ease the interconnection between all the individuals in the project, and create
way for effective communication.

The project manager is responsible for making an effective project structure that allows easy
access to resources for various project needs in different phases of the project. The structure
should be designed in way that it maintains balance that eases the communication between
individuals to succeed in the final objective also by maintaining certain constraints like; scope,
schedule, budget and quality. The project structure should be designed in a way, that creates an
active environment in which the project manager can motivate the members of team to complete
their tasks in the most efficient manner.

Even though an organizational chart will be of limited functionality because it defines the
relationship and authority of the members but does not instruct on how the project organization
should work.

TYPES OF PROJECT ORGANIZATIONS STRUCTURES

There are several things to consider when designing a project organizational structure. In a
current organization, the part that have an importance is the amount of authority and
responsibility the top management will give to the project manager. The role of an organization’s
top management is to create an organization that support project management. This can achieve
by redesigning the organization to focus on the type of project and members getting used with
the roles and responsibilities that are assigned to them.

The organization needs to state the role of the project manager, the level of authority and
relationship to the organization and to other projects and units of the organization. Top
management also should specify the methods of communication, and approach of managing
conflicts between the project and the organization. Development organization focus on
programmatic sectors such as health and education. These sectors are specified for unique
development field and are called program units. In such environment a project has three
organizational structures for design and they are presented by the organizational authority given
to the project manager:

 Programmatic based
  Matrix based
 Project based
 Functional based

Matrix Based

Matrix based project organization uses program units according to their technical specialty, can
bring in specialist from the organization for the project. For example; a nutrition specialist may
be working on a related project can also be moved to other non relavant project that requires
his/her expertise. It is normal for folks to report to one individual in a programmatic unit, while
working under one or more manager for other projects in different programmatic units.

The main advantage of matrix-based organization is the resources are distributed efficiently, and
the specialty skill of one can be utilized by only one project. This particular organization is also
flexible in changing it programmatic needs and priorities. We can state further advantages of
matrix-based management, which are; it enables member to share information with others, also
allows specialization that can increase knowledge and build one’s career. It is also easy for
members to be loaned to other project without making any big permanent change, and for this
reason it easier to complete a task in this environment as tasks loads are shifted between units.

The main disadvantage is the maintenance of relationship as reporting it is complex. Some

individuals are reporting to one manager while working on several other projects. It is important
for staffs to have good time management skill as this ensure they fulfill the expectations of
multiple managers. The organizations also require efficient communication and cooperation
between unit managers and project managers since they are using same resources.

Matrix management can be hard for some project managers because they are required to
maintain relationship with other managers and workers as well to complete a project. The
programmatic manager might have a different goal and priorities than a project manager, and this
is something that has to be remembered when working with them. To sort out this problem, an
approach can be put in place like coordinating roles that either supervises or supports the project
manager, this is known as project management office (PMO), which is helps provide expertise,
training, methodologies and guidance to project managers.
The PMO maintains a standard for project management process for an organization. The PMO
contributes by providing documentation, guidance and metrics in a project management. It also
helps prioritization of human resources in a project.

Project Based

Project based organization allow projects managers with more authority to manage and control
resources. The project managers have full authority and can get resources from within or outside
the organization. In this organization personnel directly reports to the project manager. The
project manager can evaluate the performance and career progression of a team member while on
a project. Since the project manager have a stronger control over the project this give a better line
of centralized communication, which improve the reaction time of employees.

Large projects tend to be purely project-based organization. This large project, can maintain an
organization whose structures have duplication effort, and who have less cost-efficient use of
resources. One of the major disadvantages of project-based organization is, the inefficient use of
personnel, which is also costly. Team members are dedicated to one project at a time, even
though they are not needed full time in the project. The project managers can sometimes keep the
personnel, even after the work is finished, which prevents them from contributing in other
projects.

In this type of projects, there is limited chance for obtaining extra knowledge and sharing
between projects. This is a common complaint among team members because this creates the
lack of career progress and opportunity for professional growth. Sometimes, team members can
experience uncertainty during projects because of priorities shift that might close the project
altogether.

Another major disadvantage is the duplication of resources that is used on other different
projects. This is even problematic when projects are completed, because of relocating people and
resources. In a programmatic organization people will always have jobs, but in a project-based
organization, it is not clear where everybody will be assigned after the project is complete.
Another major disadvantage is not all resources will be needed full time. So, there will be a need
to manage short term contracts with consultants and other subjects of experts.

Different kinds of project approach are temporarily project based organization. This organization
have project team gathered together temporarily from other programming units, which is led by a
project manager, that does not report to a programmatic unit, the project manager, have full
power and supervision of the project team.

There's another design which is a combination of matrix, programmatic and project-based focus.
This mixture is present when there is a need for flexibility in a development organization who
have different requirements.

Functional based

A functional project organizational structure is made up of project team members drawn from
several organizational functional units. In a big organization, functional unit heads may be
supported by functional managers or operational leadership-level managers, who in turn are
supported by a team of executives. Each unit will be led by a functional unit/business unit head
who will report to the organization's strategic leadership. A typical corporation would include
various functional divisions such as human resources, finance, marketing, sales, operations,
information technology, and administration.
The advantage of a functional project organizational structure is that it is better suited to projects
that need a higher level of technical knowledge. The project's staff are chosen with the flexibility
of the organization's leadership. Each functional unit engaged in the project is free to suggest
resources depending on the project's priority and value to their unit.

The project serves as a temporary residence for the staff member. When they finish the project
work, they will have a permanent home to return to, which is the functional unit. Despite being
assigned to a project, the employee nonetheless reports to his or her manager.

The fundamental problem with a functional organizational structure is that it does not take into
account the staff member's priorities. The team member's loyalty and interest may still be with
the work in the functional unit rather than with the completion of the project job. While working
on the project, the staff member must be concerned with day-to-day duties in the functional unit.
As a result, project obligations may be disregarded or ignored, resulting in delays or quality
concerns with project deliverables. This might have a detrimental influence on project
development.
Projects frequently deal with boundaries and limitations. Similarly, for a project to be successful,
there are several dependencies that must be effectively coordinated. Collaboration among staff
members from various functional divisions is a major issue in this type of setup.

REFERENCE

n.d. [online] Available at: <https://www.sirhandsomejack.com/post/u17-t1> [Accessed 13 November

2021].

Knowledgehut.com. n.d. Why Project Monitoring & Smart Ways to Implement it with AI. [online]
Available at: <https://www.knowledgehut.com/blog/project-management/important-project-
monitoring-implement-ai> [Accessed 13 November 2021].