Project

Management
What is a Project?

 A project is “a temporary endeavor

undertaken to create a unique product,
service, or result”
(PMBOK® Guide, fourth Edition, 2008, p. 5)

 Operations is work done to sustain the

business
 Project Attributes

 A project:
 Has a unique purpose
 Is temporary (Start and End date)
 Is developed using progressive elaboration
 Requires resources, often from various areas
 Should have a primary customer or sponsor
The project sponsor usually provides the direction and
funding for the project
 project lifecycle

initiation planning execution close out

EFFORT control

execution

planning

control
initiation
close Out

TIME

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Project Management Framework
Project Charter

 This is the certificate of birth for a project

 It includes many items like:
 1.01_PCoE_Project_Charter_Guide.doc
 Stakeholders Management

 Stakeholders are the people involved in or affected by project

activities
 Stakeholders include:
 The project sponsor
 The project manager
 The project team
 Support staff
 Customers
 Users
 Suppliers
 Opponents to the project
Project
Scope
Management
Partial WBS (Work Breakdown Structure)
Organized by Project Phase
Intranet WBS and Gantt Chart in
Microsoft Project
Project Time Management
Activity-on-Node (AON) Network Diagram:
Example

B C
A

D E
Activity-on-Arrow (AOA) Network Diagram for
Project X
Three-Point Estimates

 Instead of providing activity estimates as a

discrete number, such as four weeks, it’s
often helpful to create a three-point
estimate:
 An estimate that includes an optimistic, most
likely, and pessimistic estimate, such as three
weeks for the optimistic, four weeks for the most
likely, and five weeks for the pessimistic estimate.

 Three-point estimates are needed for PERT

estimates and Monte Carlo simulations.
Gantt Chart for Project X
Determining the Critical Path for Project X
Using the Critical Path to Shorten a
Schedule

 Three main techniques for shortening schedules:

 Shortening the duration of critical activities or tasks by

adding more resources or changing their scope.

 Crashing activities by obtaining the greatest amount of

schedule compression for the least incremental cost.

 Fast tracking activities by doing them in parallel or

overlapping them.
Project Cost Management
How Estimating Done?

Example:
Bottom-up
Estimating
Project Human Resources
Management
Maslow’s Hierarchy of Needs

SELF-ACTUALIZATION

SELF-ESTEEM

SOCIAL / BELONGING

SAFETY

PHYSIOLOGICAL
 Herzberg's Motivation-Hygiene Theory

Hygiene factors - "environmental factors" such as salary, inter-

personal relationships, working conditions, style of leadership and
types of supervision, security, type of work, working hours, status.
In a management context this means that hygiene factors don't
motivate people to do their very best but they are needed to stop
people becoming dissatisfied with their jobs.
Motivating factors - factors within a job which allow for such things
as achievement, responsibility, recognition, advancement,
challenge.
 Conflict Management
(Cont’d)
The PM must carefully select the method of managing
conflict appropriate for his/her organization so that an
atmosphere conducive to constructive results is
developed .

Five methods of managing conflict :

1. Withdrawal
2. Smoothing
3. Compromising
4. Forcing
5. Problem Solving (confrontation)
Responsibility Assignment Matrix(RAM)

 2.23_PCoE_Responsibility_Assignment_Matrix.pdf
Project Communications Management

What Who

When
Where
Why
How
It is not what you say, it is how you say
it!
Model of Communication
 Sender-Receiver Model
Project Procurement
Management
 Receive
Clearly Define
Issue RFI Information Evaluate Suppliers Create Short-list
Business Needs
Reports

Can be Part of RFP (Following Steps will occur after RFP)

Prepare RFP/ Host Bidders

Prepare SOW Issue RFP/RFQ
RFQ/IFB Conference

Receive
Prepare Contract Proposals/
Quotations

Select Supplier
Negotiations Sign Contract Initial Payment
and Offer

Delivery Testing Close-out Final Payment

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Project Quality
Management
Total Project Quality Management
2.20_PCoE_Quality_Management_Plan_Guide.doc

Quality Assurance

Total Project
Quality Design
Quality
Control Management Basis

Continuous Improvement
Project Risk Management
Risk Management Process

Identify Risk

Analyze Risk

Respond to Risk

Document Risk
Project Close-out
 Project Closeout - Major Phases
 Obtain client acceptance
 Conduct the post implementation audit
 Issue the final report
 Document the Lessons Learned
THANK YOU
 Chapter 1 Outline
 The systems analyst.
 The Systems Development Life Cycle (SDLC).
 Information system project identification and
initiation.
 Feasibility analysis.

© Copyright 2011 John Wiley & Sons, Inc. 1-40