Chapter 2

Project Management
and
Processes

PMgt 1
 Projects Cannot Be Run in Isolation
• Projects must operate in a broad organizational environment
• Project managers need to take a holistic or systems view of a
project and understand how it is situated within the larger
organization

PMgt 2
 Systems view of a project and project management
• To view a project with a systems perspective is to see the whole
internal and external operational landscape in which the project
will be functioning
o An example of a system is the cardiovascular process of the human
body
• a project without considering the holistic view of the organization,
the systems approach, will likely fail

PMgt 3
 A Systems View of Project Management
• A systems approach emerged in the 1950s to describe a more
analytical approach to management and problem solving
• Three parts include:
o Systems philosophy: View things as systems, interacting components
working within an environment to fulfill some purpose
o Systems analysis: problem-solving approach
o Systems management: Address business, technological, and
organizational issues before making changes to systems

PMgt 4
 Systems Approach to Project Management
• Using a systems approach is critical to successful project management
Three-Sphere Model for Systems Management
•What will the laptop project cost the college?
•What will it cost students?
Laptop Project •What will support costs be?
•What will the impact be on enrollments?

•Will the laptop project affect all students, just •Should the laptops use Macintosh,
traditional students, or only certain majors? Windows, or both types of operating
•How will the project affect students who systems?
already have PCs or laptops? •What applications software will be
•Who will train students, faculty, and staff? loaded?
•Who will administer and support training? •What will the hardware specifications be?
•How will the hardware impact LAN and
Internet access?
PMgt 5
 Understanding Organizations
Structural frame: Focuses on Human resources frame:
roles and responsibilities, Focuses on providing harmony
coordination and control. between needs of the
Organizational charts help organization and needs of
define this frame. people.

Political frame: Assumes

organizations are coalitions Symbolic frame: Focuses on
composed of varied individuals symbols and meanings related to
and interest groups. Conflict and events. Culture is important.
power are key issues.

PMgt 6
 Recognize the Importance of Project Stakeholders
• Recall that project stakeholders are the people involved in or affected
by project activities
• Project managers must take time to identify, understand, and manage
relationships with all project stakeholders
• Using the four frames of organizations can help meet stakeholder
needs and expectations
• Senior executives are very important stakeholders

PMgt 7
 Many Organizations Focus on the Structural Frame
• Most people understand what organizational charts are
• Many new managers try to change organizational structure when
other changes are needed
• 3 basic organizational structures
o Functional
o Project
o Matrix

PMgt 8
 Basic Organizational Structures

PMgt 9
 What Is Project Success?
• A standard must be established by which to define and measure project
success.
• Project success is the delivery of the required product, service, or result on
time and within budget.
• What Makes Projects Succeed?
• Projects may fail because of technical and non-technical aspects.
• However, projects frequently fail for non-technical reasons such as:
o Lack of commitment on the part of staff,
o political gaffes, and
o The inability to communicate ideas effectively
PMgt 10
 What Helps Projects Succeed?
According to the Standish Group’s report “CHAOS 2001: A Recipe for
Success,” the following items help IT projects succeed, in order of
importance:
o Executive support
o User involvement
o Experienced project manager • Minimized scope
• Standard software infrastructure
o Clear business objectives • Firm basic requirements
o Constant and effective • Formal methodology
communication to everyone • Reliable estimates

PMgt 11
 Need for Top Management Commitment
• Several studies cite top management commitment as one of the
key factors associated with project success
• Top management can help project managers
o Secure adequate resources
o Get approval for unique project needs in a timely manner
o Receive cooperation from people throughout the organization
o Learn how to be better leaders

PMgt 12
 Fifteen Project Management Job Functions*
• Define scope of project • Identify and evaluate risks
• Identify stakeholders, decision-makers, and • Prepare contingency plan
escalation procedures • Identify interdependencies
• Develop detailed task list (work breakdown • Identify and track critical milestones
structures) • Participate in project phase review
• Estimate time requirements • Secure needed resources
• Develop initial project management flow chart • Manage the change control process
• Identify required resources and budget • Report project status
• Evaluate project requirements

*Northwest Center for Emerging Technologies, "Building a Foundation for

Tomorrow: Skills Standards for Information Technology,“ Belleview, WA, 1999

PMgt 13
 Phases of the Project Life Cycle

PMgt 14
 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 maintaining information
systems
• Systems development projects can follow
o Predictive models: the scope of the project can be clearly articulated and the
schedule and cost can be predicted
o Adaptive models: projects are mission driven and component based, using time-
based cycles to meet target dates

PMgt 15
 Predictive Life Cycle Models
• The waterfall model has well-defined, linear stages of systems
development and support
• The spiral model shows that software is developed using an iterative or
spiral approach rather than a linear approach
• The incremental release model provides for progressive development of
operational software
• The prototyping model is used for developing prototypes to clarify user
requirements
• The RAD model is used to produce systems quickly without sacrificing
quality

PMgt 16
 Project Management Process
• Small projects will produce a project initiation checklist. Medium and large
projects will produce a project initiation report
• The project Initiation report is an overall plan for carrying out the whole
project, and a more detailed plan for the next stage of the project. It consists of:
o clearly defined objective,
o clearly defined dimensions of scope,
o overall schedule of activities for the project (project plan), -project organization,
o clearly defined project control procedures to check and confirm quality,
o usage of resources, costs and time, manage change and track issues,
o clearly stated business justification for the project,
o Project budget.
PMgt 17
 Project Management Process
• Upon completion of the project initiation stage the project board will make one of two
decisions:
o Go / No go for the whole project.
o Go / No go for the next stage
• What Is A Project Management Life Cycle?
• The process each manager follows during the life of a project is called the Project
Management Life Cycle.
o The Initiation Phase
o The Project Planning Phase
o Project Executions and Control Phase
o Project Close-Out Phase

PMgt 18
 Project Management Process Groups
• Project management can be viewed as a number of interlinked processes
• The project management process groups include
o Initiating Processes
o Planning Processes
o Executing Processes
o Controlling Processes
o Closing Processes

PMgt 19
 Overlap of Process Groups in a Phase

PMgt 20
 Project Initiation
• Initiating a project includes recognizing and starting a new project or project phase
• Some organizations use a pre-initiation phase, while others include items like developing a
business case as part of initiation
• The main goal is to formally select and start off projects
• Key outputs include:
o Assigning the project manager
o Identifying key stakeholders
o Completing a business case
o Completing a project charter and getting signatures on it

PMgt 21
 Project Planning
• The main purpose of project planning is to guide execution
• Every knowledge area includes planning information
• Key outputs include:
o A team contract (team_contract.doc)
o A scope statement (scope_statement.doc)
o A work breakdown structure (WBS) (wbs.doc)
o A project schedule, in the form of a Gantt chart with all dependencies and
resources entered
o A list of prioritized risks

PMgt 22
 Project Gantt Chart
ID Task Task Name Duration Start Finish
Mode May July September November January March May July September
B E M B E M B E M B E M B E M B E M B E M B E M B
1 Research Project 407.2 days Wed 5/10/17Tue 8/28/18
2 Proposal Phase 39.4 days Wed 5/10/17Sat 6/24/17
3 Define Detailed14Proposal
days Structure
Wed 5/10/17Sat 6/24/17 Researcher 1,Researcher 2,Statonery[$150.00],Internet[$500.00]
4 Write proposal9 days Wed 5/10/17Thu 5/25/17 Researcher 1,Researcher 2,Statonery[$150.00]
5 Evaluate Proposal
10 days Thu 5/25/17Fri 6/16/17 Researcher 3,Internet[$500.00]
6 Get Proposal Accepted
5 days Fri 6/16/17 Fri 6/23/17 Researcher 4[50%],Internet[$300.00]
7 First Budget Release
0 days and Confirmation
Fri 6/23/17 Fri
to go
6/23/17 6/23
8 Review Phase 47.6 days Sat 6/24/17 Sat 8/19/17
9 Study Similar practical
9 days sitesSat 6/24/17 Wed 7/12/17 Project Material1[1],Site Worker1,Site Worker2,Transport[$100.00]
10 Collect Theoretical
7 daysReferences
Sat 6/24/17 Sat 8/5/17 Researcher 2,Researcher 1,Internet[$111.11],Statonery[$111.11],Site Worker1
11 Map the Concepts
8 days
references
Sat with
8/5/17
SiteSat
reality
8/19/17 Project Material1[1],Project Material2[1],Researcher 1,Researcher 2,Researcher 3
12 Second Budget0Release
days Sat 8/19/17 Sat 8/19/17 8/19
13 Experimental Phase
191 days Sat 8/19/17 Thu 3/29/18
14 Conduct the paper
43 days
researchSat 8/19/17 Sat 11/25/17 Researcher 1,Researcher 2,Statonery[$500.00],Internet[$1,000.00],Project Mate
15 Conduct Practical
29.4site
days
studySat 8/19/17 Fri 9/15/17 Project Material1[1],Project Material2[1],Site Worker1,Site Worker2,Researcher 3,Researcher 1
16 Analyze and conclude
19.4 daysthe experiment
Mon 11/27/17 Thu 3/29/18 Site Worker3[50%],Researcher 3,Transport[$330
17 Third Budget Release
0 days Thu 3/29/18Thu 3/29/18 3/29
18 Implementation phase
129.2 days Fri 3/30/18 Tue 8/28/18
19 Compensate Site17 days
holders Fri 3/30/18 Mon 6/25/18 Compenstaion[$40,000.00

PMgt 23
 Project Executing

• It usually takes the most time and resources to perform project

execution since the products of the project are produced here
• The most important output of execution is work results
• Project managers must use their leadership skills to handle the many
challenges that occur during project execution

PMgt 24
 Project Controlling

• Controlling involves:
o Measuring progress toward project objectives,
o Monitoring deviation from the plan, and
o Taking corrective actions
• Controlling affects all other process groups and occurs during all phases
of the project life cycle
• Status and progress reports are important outputs of controlling

PMgt 25
 Project Closing

• The closing process involves gaining stakeholder and customer

acceptance of the final product and bringing the project, or project
phase, to an orderly end
• Even if projects are not completed, they should be closed out to learn
from the past
• Project archives and lessons learned are important outputs.
• Most projects include a final report and presentations

PMgt 26
 Post-Project Follow-up
• Many organizations have realized that it’s important to review the results
of projects a year or so after they have been completed
• Many projects project potential savings, so it’s important to review the
financial estimates and help learn from the past in preparing new
estimates

PMgt 27
 THE END

PMgt 28