CHAPTER 1 1
INTRODUCTION TO PROJECT MANAGEMENT
Project
- A temporary endeavor undertaken to create a unique
product, service, or result.”
- Projects can be large or small and involve one person or
thousands of people.
Examples of Project
- A team of students creates a smartphone application and sells
it online.
- A company develops a driver less car.
- A government group develops a system to track child
immunizations.
- A global bank acquires other financial institutions and needs
to consolidate
systems and procedures.
Operations
A work done in organizations to sustain the business.
Note: Projects are different from operations in that they end
when their objectives have been reached or the project has
been terminated.
Project Attributes
- A project has a unique purpose.
- A project is temporary
- A project is developed using progressive elaboration.
- A project requires resources, often from various areas
- A project should have a primary customer or sponsor.
Project Manager
- A crucial to a project’s success.
- Project managers work with the project sponsors, team, and
the other people involved to achieve project goals.
Project Constraints
1. Scope: What unique result? obj, goals, deliberation, features n functi
2. Time: How long should it take? Schedule and time frame
3. Cost: What should it cost to complete the project? Budgeting
4. Quality: customer or sponsor satisfaction.
Note: Successful project management means meeting all three
goals (scope, time, and cost)—and satisfying the project’s
sponsor!
Project Management
- The application of knowledge, skills, tools, and techniques to
project activities to meet project requirements.
Project managers must strive not only to meet specific scope,
time, cost, and quality goals of projects, they must also
facilitate the entire process to meet the needs and
expectations of people involved in project activities or affected
by them.
Jane Ann P. Austria
Stakeholders
- The people involved in or affected by project activities, and
include the project sponsor, project team, support staff,
customers, users, suppliers, and even opponents.
Project Management Knowledge
- These areas describe the key competencies that project
managers must develop.
Project Managers
- Must have knowledge and skills in all 10 of these areas.
1. Project scope management: defining and managing all the
work (range) required to complete the project.
2. Project time management: estimating how long (time frame)
complete the work, developing a project successfully
3. Project cost management: consists of preparing and
managing the budget for the project.
4. Project quality management: ensures that the project will
satisfy the stated or implied needs for which it was
5. Project human resource management: concerned with
making effective use of the people with the project.
6. Project communications management: generating,
collecting, disseminating, and storing project information.
7. Project risk management: includes identifying, analyzing,
and responding to risks related to the project.
8. Project procurement management: acquiring or procuring
goods and services outside the performing org.
9. Project stakeholder management: identifying and analyzing
stakeholder needs while managing and controlling their
engagement throughout the life.
10. Project integration management: overall function that
affects and is affected by all other knowledge areas.
Project Management Tools and Techniques
- It assist project managers and their teams in carrying out work
in all 10 knowledge areas.
Thomas Carlyle
- A famous historian and author, “Man is a tool-using animal.
Without tools he is nothing, with tools he is all.”
Super Tools
- Is defined as those that had high use and high potential for
improving project success. These super tools included software
for task scheduling (such as project management software),
 CHAPTER 1 2
INTRODUCTION TO PROJECT MANAGEMENT
scope statements, requirement analyses, and lessons-learned Project Portfolio Management
reports. - An organizations group and manage projects and programs as
a portfolio of investments that contribute to the entire
Project Success enterprise’s success.
1. The project met scope, time, and cost goals. - Portfolio managers help their organizations make wise
2. The project satisfied the customer/sponsor. investment decisions by helping to select and analyze projects
3. The results of the project met its main objectives from a strategic perspective.
- Examples are: Core, Venture, and Growth
What Helps Project Succeed?
1. Executive support
2. User involvement
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
Comparison
Top 3 why federal technology projects succeed:
1. Adequate funding
2. Staff expertise
3. Engagement from all stakeholders

What the Winners Do

1. Use an integrated toolbox.
2. Grow project leaders.
3. them with career opportunities, training, and mentoring.
4. Develop a streamlined project delivery process.
5. Measure project health using metrics.

Program
- A group of related projects, subprograms, and program
activities managed in a coordinated way to obtain benefits and
control not available from managing them individuality
Examples of IT Programs
1. Infrastructure: wireless Internet access, upgrading hardware
and software, enhancing computer security
2. Applications development: updating ERP system, developing
a new capability for a customer relationship.
3. User support: For example, a project might provide a better
e-mail system or develop technical training for users.
Note: A best practice is “an optimal way recognized by industry
to achieve a stated goal or objective. It is the standard way tas
ethical and legal
Robert Butrick
author of The Project Workout, wrote an article on best
practices in project management for the Ultimate Business
Library’s Best Practice book. He suggests that organizations
need to follow basic principles of project management.

Knowledge Area
- key competencies that project managers must develop

Program Manager
- It provides leadership and direction for the project managers
heading the projects within a program.
- It also coordinate the efforts of project teams, functional
groups, suppliers, and operations staff supporting the projects Project Manager
to ensure that products and processes are implemented to - It can have many different job descriptions, which can vary
maximize benefit. tremendously based on the organization and the project.

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 CHAPTER 1
INTRODUCTION TO PROJECT MANAGEMENT
- They are organized, passionate, and goal-oriented individuals
who drive business results by leading projects.
- Their responsibilities includes planning, scheduling,
coordinating, and working to others to achieve project goals
(motivating, mentoring, coaching
- Project management jobs can be found in every country and
every industry.
- Project managers need to have a wide variety of skills and be
able to decide which skills
are more important in different situations.
- Project managers often take on the role of both leader and
manager.
Ten Most Important Skills and Competencies
1. People skills - understand and communicate to the people
2. Leadership - role model
3. Listening - suggestions, feedback, and comments
4. Integrity, ethical behavior, consistency - prof, fair, and hones
5. Strength at building trust - trust to member
6. Verbal communication - communicate verbally sa team
7. Strength at building teams - strong builds for proj success
8. Conflict resolution, conflict management - know to handle
9. Critical thinking, problem solving - think faster solutions
10. Understanding and balancing of priorities - know priorities
Note: It differs from others, depends on how big the project is.
Different Skills Needed to Different Situations
1. Large projects: Leadership, relevant experience, planning,
people skills, verbal
communication, and team-building skills were most important.
2. High-uncertainty projects: Risk management, expectation
management,
leadership, people skills, and planning skills were most
important.
3. Innovative projects: Leadership, people skills, vision- and
goal-setting, self-confidence, expectations.
Leader
- Focuses on long-term goals and big-picture objectives while
inspiring people to reach those goals.
- Determube the vision and have followers
Manager
- Often deals with the day-to-day details of meeting specific
goals.
- Achieve vision and have subordinates
Note: “Managers do things right, and leaders do the right
things.” “Leaders determine the vision, and managers achieve
the vision.” You lead people and manage things.”
Project Management Office (PMO)
- An organizational group responsible for coordinating the
project management function throughout an organization.
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- A larger PMO might be needed focusing on training and
standards.
Project Management Institute (PMI)
- An international professional society for project managers
founded in 1969, has continued to attract and retain members,
reporting more than 449,000 members worldwide by late 2014.
PMI provides certification
- Like JPIA
Project Management Professional (PMP)
- Someone who has documented sufficient project experience
and education, agreed to follow the PMI code of professional
conduct, and demonstrated knowledge of project management
by passing a comprehensive exam.
Ethics
- loosely defined, is a set of principles that guides decision
making based on personal values of what is considered right
and wrong.
- Project managers often face ethical dilemmas.
Project Management Software
- Hundreds of project management software tools provide
specific functionality for managing projects and performing
portfolio management.
Three General Categories
1. Low-end tools: Smartphone and tablet apps are available for
much less, but they often have limited functionality. Low-end
tools are often recommended for small projects and single
users.
2. Midrange tools: A step up from low-end tools, midrange
tools are designed to handle larger projects, multiple users, and
multiple projects
3. High-end tools: These tools are sometimes referred to as
enterprise project management software. They provide robust
capabilities to handle very large projects and dispersed
workgroups, and they have enterprise and portfolio
management functions that summarize and combine individual
project information to provide an enterprise view of all
projects.
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Note: Several free or open-source tools are also available. For
example, Basecamp, Trello, and Asana offer free online tools
that may work for some projects and offer paid products to
meet more complex needs. Most companies, including
Microsoft, offer free trials of their project management
software.
 CHAPTER 2
UNDERSTANDING ORGANIZATION
Organization
- a group of people na may common goal or interest that works
together
Four Frames of Organization
1. Structural Frame - org chart
It deals with how the organization is structured and focuses on
different groups’ roles and responsibilities to meet the goals
and policies set by top management. A frame that is very
rational and focuses on coordination and control.
2. Human Resources Frame
It focuses on producing harmony between the needs of the
organization and the needs of people. It recognizes that
mismatches can occur between the needs of the organization
and those of individuals and groups, and works to resolve any
potential problems.
3. Political Frame
Addresses organizational and personal politics. Politics in
organizations take the form of competition among groups or
individuals for power, resources, and leadership. The political
frame emphasizes that organizations are coalitions composed
of varied individuals and interest groups.
4. Symbolic Frame
Focuses on symbols and meanings.
Three Organizational Structures
1. Functional
It is the most common use of organizational structure since it
deals with hierarchy. A functional managers report to the CEO
2. Project
Also is hierarchical, but instead of functional managers or vice
presidents reporting to the CEO, program managers report to
the CEO. Their staffs have a variety of skills needed to complete
the projects within their programs. The revenue primarily from
performing projects for other groups under contract. A
program managers report to the CEO.
3. Matrix
It represents the middle ground between functional and
project structures. Personnel often report both to a functional
manager and one or more project managers. Personnel often
report to two or more bosses; structure can be weak, balanced,
or strong matrix
FPM Organizational Structures
Organizational Culture
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- A set of shared assumptions, values, and behaviors that
characterize the functioning of an organization.
Types of Organizational Culture (experience)
1. Clan Culture - treat as family member/teamwork
2. Adhocracy Culture - risk taker - practice risk
3. Market Culture - prio profit, growth, quota meet
4. Hierarchy Culture - follow org structure stability
Ten Characteristics of Organizational Culture
 Member identity - proffesionalism/job description/own identity
 Group emphasis - assures all work done by group then individual
 People focus - assign pips to diff task that affects outcomes
 Unit integration - dept to coordinate each other/ benefits all
 Control - rules, policies, guidelines, to control/oversee employee
 Risk tolerance - encourage employee to aggressive/take risk
 Reward criteria - promotion, salary increase, certificate/motiv
 Conflict tolerance - accept critism openly, be open minded
 Means-ends orientation - focus on outcomes kahit ano tech
 Open-systems focus - monitor n respond to changes in org
Note: Project work is most successful in an organizational
culture where these items in red are strong/high and other
items are balanced.
The Importance of Top Management Commitment

- People in top management positions are key stakeholders in
projects.
- A very important factor in helping project managers
successfully lead projects is the level of commitment and
support they receive from top management.
- Some projects have a senior manager called a champion who
acts as a key proponent for a project.
Top Management Commitment Can Help Project Managers
- Providing adequate resources
- Approving unique project needs in timely manner
- Getting cooperation from other parts of the org
- Mentoring and coaching on leadership issues
The Need for Organizational Standards
 Standards and guidelines help project managers
be more effective
 Senior management can encourage
- The use of standard forms and software for project
management
- The development and use of guidelines for writing project
plans or providing status information
- The creation of a project management office or center of
excellence
Project Phase and the Project Life Cycle
- A project life cycle is a collection of project phases that
defines
 CHAPTER 2
UNDERSTANDING ORGANIZATION
- What work will be performed phase
- What deliverables will be produced and when
- Who is involved in each phase, and
- How management will control and approve work
produced in each phase
- A deliverable is a product or service produced or provided as
part of a project
Note: The first two traditional project phases (concept and
development) focus on planning, and are often referred to as
project feasibility. The last two phases (implementation and
close out) focus on delivering the actual work, and are often
referred to as project acquisition. Each phase of a project
should be successfully completed before the team moves on to
the next phase. This project life cycle approach provides better
management control and appropriate links to the ongoing
operations of the organization.
Project Phases
 In early phases of a project life cycle
- It talks about unsures resources and high risk
 In middle phases of project life cycle
- It has much resources and have direction
 The final phase of a project life cycle focuses
- It meets reqs - scope and obj. Stakes approval
Project Phases and the Project Life Cycle
 Traditional project management are often called:
 Concept - conceptualizing, investigation, n analysis
 Development - make system and coding program
 Implementation - deployment
 Close-out phases - maintenance n sustainable
Note: In it, all of the work is completed, and customers should
accept the entire project.
Project Feasibility – first two - asses whole propose proj
Project Acquisition – last two - how delivery of actual proj
Product Life Cycles
- Products also have life cycles
- The Systems Development Life Cycle (SDLC) is a framework
for describing the phases involved in developing and
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maintaining information systems. It is a traditional
methodology framework started at 1970’s
- Systems development projects can follow:
o Predictive life cycle: the scope of the project can be
early articulated and the schedule and cost can be predicted.
Walang pake kung nagbago na.
o Adaptive Software Development (ASD) life cycle:
requirements cannot be clearly expressed, projects are mission
driven and component based, using time-based cycles to meet
target dates
Predictive Life Cycle Models
 Waterfall model - oldest methods that follow sequencial
design. Phases much be completed before going to next
level.
 Spiral model - follow 4 phases which are design,
implementation, time, and testing
 Incremental build model - gradually may incremental, so
focus on priorities features and functions
 Prototyping model - how to develop
 Rapid Application Development (RAD) model - examines
work as early as possible
Note: The spiral life cycle model was developed based on
refinements of the waterfall model as applied to large
government software projects.It recognizes the fact that most
software is developed using an iterative or spiral approach
rather than a linear approach.This approach is suitable for
projects in which changes can be incorporated with reasonable
cost increases or with acceptable time delays.
The prototyping life cycle model is used for developing
software prototypes to clarify user requirements for
operational software.
Waterfall and Spiral Life Cycle Models
Agile Software Development
 Is an Adaptive Lifecycle approach , the adaptive software
development (ASD) life cycle model assumes that software
requirements cannot be clearly expressed early in the life
 CHAPTER 2
UNDERSTANDING ORGANIZATION
cycle, so software is developed using a less structured,
flexible approach.
 ASD was first described in a 1974 paper written by Dr.
Ernest A. Edmonds
 Is a time-boxed approach
 Agile software development has become popular to
describe new approaches that focus on close collaboration
between programming teams and business experts
 Agile software development, named after the Agile
Manifesto published in 2001.
 The project manager needs to understand the PLC
 Adopt changes and deliver as soon as possible
 Modern na to yeah
The Importance of Project Phases and Management Reviews
 (assume) A project should successfully pass through each
of the project phases in order to continue on to the next
 Management reviews, also called phase exits or kill
points, should occur after each phase to evaluate the
project’s progress, likely success, and continued
compatibility with organizational goals
 Easily manage by monitoring
3
 Suggestions
o Employ greater project discipline
o Think global but act local
o Keep project momentum going
o Use newer tools and technology
Virtual Teams Advantages
 Increasing competitiveness and responsiveness
 Lowering costs
 Providing more expertise and flexibility
 Increasing the work/life balance for team members
Virtual Teams Disadvantages
 Isolating team members
 Increasing the potential for communications problems
 Reducing the ability for team members to network and
transfer information informally
 Increasing the dependence on technology to accomp work
Manifesto for Agile Software Development
 In February 2001, a group of 17 people that called
themselves the Agile Alliance developed and agreed on
the Manifesto for Agile Software Development

The Context of IT Projects Scrum/Framewok

 IT projects can be very diverse in terms of size,
complexity, products produced, application area, and
resources requirements
 IT project team managers often have diverse backgrounds
and skill sets – not all are actually
 IT projects use diverse technologies that change rapidly.
Even within one technology are, people must be highly
specialized
 According to the Scrum Alliance, Scrum is the leading agile
development method for completing projects with a
complex, innovative scope of work
 The term was coined in 1986 in a Harvard Business Review
study that compared high performing, cross-functional
teams to the scrum formation used by rugby teams

Recent Trends Affecting IT Project Management

 Globalization - changes or movement about technology,
disseminate knowledge all over the world - pahingi naman
 Outsourcing: is when an organization acquires goods
and/or sources from an outside source. Looks para sa
magtatrabaho sayo yiee.
 Offshoring is sometimes used to describe outsourcing
Kanban
from another country
 Technique that can be used in conjunction with scrum
 Virtual teams/distributed teams: A virtual team is a group
that is developed in Japan by Toyota Motor Corporation
of individuals who work across time and space using
 Uses visual cues to guide workflow
communication technologies. work from home ganon.
 Kanban cards show work, work in progress, and work
 Agile project management - this are trends that affects
completed
system more quickly and easily.
 Allows the customer to PULL projects from that Scrum list
 Agile today means using a method based on iterative and
through the development process.
incremental development, in which requirements and
solutions evolve through collaboration
A SYSTEM VIEW OF PROSMAN
Important Issues and Suggestions Globalization
System
 Issues
- eto yung systema o information sytem
o Communications
- greek “systema”
o Trust
o Common work practices
o Tools
Jane Ann P. Austria
 CHAPTER 2 4
UNDERSTANDING ORGANIZATION
- trying to organize different elements, different components of
particular activities wherein, trying to produce specific results
or an automated system

System Thinking
- holistic view
- how to carry out project
- how to deploy or use project

System Approach
- more analytical and systematical way to manage and solve
problems
- it is the standard (1950’s) in handling issues big problems or
opportunities.

System Philosophy
- overall model for thinking about things as system.
- how you trying to view yung system or project

System Analysis
- problem solving approach. Dealing
sa requirements, scope, elements feature and functions.
Possible problem and opportunity .

System Management
- address business, technology and org issues before making
systems. How to manage properly.

3 Sphere Model
- these are the three things need to consider before doing
something such as new projects

1. Business
- unexpected things including schedule
- time and schedule

2. Technology
- deals in different issues related to technology
- peripheral, software, hardware available in org

3. Organization
- deals in issues related to people
- concern to stakeholders

Jane Ann P. Austria

 CHAPTER 3
PROJECT INTEGRATION MANAGEMENT

Project Integration Management

- It nvolves coordinating all of the other project management
knowledge areas throughout a project’s life cycle.
Strategic Planning and Project Selection
 Strategic planning involves determining long-term
objectives by analyzing the strengths and weaknesses of
an organization, studying opportunities and threats in the
business environment, predicting future trends, and
projecting the need for new products and services.
 Many people are familiar with SWOT analysis,
organizations often perform a SWOT —analyzing
Strengths, Weaknesses, Opportunities, and Threats—
which is one tool used in strategic planning.
 Some people like to perform a SWOT analysis by using
mind mapping, a technique that uses branches radiating
from a core idea to structure thoughts and ideas.
 As part of strategic planning organizations: The first step
in project management is deciding what projects to do in
the first place. Therefore, project initiation starts with
identifying potential projects, using realistic methods to
select which projects to work on, and then formalizing
their initiation by issuing some sort of project charter.
METHODS FOR SELECTING PROJECTS
Organizations identify many potential projects as part of their
strategic planning processes, and they need to narrow down
the list of potential projects to the ones that will be of most
benefit. They often rely on experienced project managers to
help them make project selection decisions. Selecting projects
is not an exact science, and many methods exist for selecting
projects. Five common techniques are:
1. Focusing on broad organizational needs
- address broad organizational needs are much more likely to
be successful because they will be important to the
organization. Such as:
- The need for the project
- The funds available
- A strong will to make project succeed
3.1 Net Present Value
- Net present value (NPV) analysis is a method of calculating the
expected net monetary gain or loss from a project by
calculating the value of all expected future cash inflows and
outflows at the present time
- An organization should consider only projects with a positive
NPV if financial value is a key criterion for project selection.
- A positive NPV means that the return from a project exceeds
the cost of capital
- The higher the NPV, the better sana all
3.1.1. NPV Calculations
- Determine estimated costs and benefits for the life of the
project and the products it produces
- Determine the discount rate
- Calculate the NPV
- Some organization consider investment year as year 0, while
other starts in the year numbers, while others do not. Check
with your organization for their preferences
-The discount rate is the interest rate used to discount cash
flows. It takes into account not just the time value of money
but also the risk or uncertainty of future cash flows. The
greater the uncertainty of future cash flows, the higher the
discount rate. It is also called the capitalization rate or
the opportunity cost of capital.
4. Using a weighted scoring model
5. Implementing a balanced scorecard
Focusing on Broad Organizational Needs

2. Categorizing IT projects
- Another method for selecting projects is based on various
categorizations, such as the project’s impetus, time window,
and general priority. The impetus for a project is often to
respond to a problem, an opportunity, or a directive.

3. Performing net present value or other financial analyses

- Financial considerations are an important aspect of the
project selection process, whether economic times are tough or
the economy is growing.
- Three primary methods for projecting the financial value of
projects include net present value analysis, return on
investment, and payback analysis.

Jane Ann P. Austria