CIS015-3

SOCIAL AND PROFESSIONAL

PROJECT MANAGEMENT

Lecture 1 - Introduction to project management

ABOUT THE UNIT

• The aim of this unit is to introduce you to the key skills,

processes and methodologies used to manage projects

• Most IT job roles involve you working on a project, and many

IT projects fail due to poor project management

• Through the delivery of material during lectures, and through

managing your own project (group-based) you will apply the
skills and knowledge to a specific scenario

• The unit may also involve some guest lectures that will
hopefully back-up the messages delivered by the unit team
ASSESSMENT

• There are two assessment points

o Assessment 1 is an group project (individually
marked)
o 70% of overall mark

o Assessment 2 consists of an individual project pitch

o 30% of overall mark

% of overall mark)
PROJECT - A DEFINITION (OR TWO!)

• According to the Collins Dictionary, a project can be

defined as a "plan, scheme" (Collins Shorter
Dictionary, 1995)

• Perhaps a fuller, and more useful definition is

A project is a temporary endeavour, which is carefully

planned (researched) and has a clear aim.

• A project also usually involves the delivery of a

product (either tangible, e.g. a computer lab, or
intangible, e.g. a methodology for project
management)
EXAMPLES OF PROJECTS
(OR PROGRAMMES)

1. NHS patient records (electronic)

2. Wembley stadium
3. iPhone
4. MS Windows releases
5. London 2012 Olympic games

• The list above is certainly not exhaustive, but it should

give you some understanding of what a project is.

• The last one (2012 Olympics) is actually what we

refer to as a programme (a series of projects that is
too large to constitute a single project)
SOME COMMON PROBLEMS
WITH IT PROJECTS
• Often little or no planning involved

• Unrealistic time scales

• Conflicting objectives of stakeholders and project team

• Poor cost estimating

• Little or no consideration of risks involved

• Little or no contingency planning in place in case of

problems
LIKELY OUTCOMES OF IT
PROJECTS (POORLY PLANNED)
• Not delivered on time

• Not delivered to budget

• Do not meet the requirements of the stakeholders

• Complete project failure (worst case)

• Things are getting better, but millions of pounds and

thousands of person hours are wasted every year
- most of this could have been avoided with a little
forethought
KEY CONCEPTS OF PROJECT MANAGEMENT

• Clearly elicit the project requirements early on in the project

• Resist the temptation to make changes to the project part

way through (unless vital)

• Make sure you have a clear list of acceptance criteria

signed by the client and stakeholders

• Generate realistic cost and time estimates using industry-

recognised tools

• Make sure you are delivering the products that were agreed
with the client (and that the products meet the agreed
acceptance criteria)
PROJECT MANAGEMENT - KEY PRINCIPLES

• Good project management involves good planning,

sticking to original plans, and following an organised
schedule of work - this is good common sense

• During this unit we will look at two different

methodologies for project management
o Project Management Body of Knowledge (PMBOK)
o PRINCE2 (Projects in Controlled Environments)

• You will actually be using PRINCE2 to manage a

project!
PROJECT MANAGEMENT BODY OF
KNOWLEDGE (PMBOK)
• The Project Management Body of Knowledge
(PMBOK) is a guide to how projects can be managed
successfully

• The guide suggests a set of 49 key processes that can

be used to manage a project successfully

• Although 49 processes seems like a lot, the PMBOK

guide splits these processes across a set of 9
knowledge areas that cover the 6 key areas of a
project
PROJECTS - THE STAGES
Typically a project will involve the following stages

• Initiation - defining the project and it's aims and

objectives

• Planning - defining the required amount of time for

the different stages of the project, and for the project
as a whole; costing the project

• Executing - undertaking the various tasks and

activities required to deliver the final product(s)

• Monitoring and controlling - the day to day activities

of a project manager (ensuring work is going to plan)

• Closing - getting final sign off and handing over the

products
PROJECTS IN CONTROLLED
ENVIRONMENTS (PRINCE2)
• PRINCE2 is a well-known project management
methodology

• Like PMBOK it is also process based, but it has some

additional themes and techniques that can be used in
addition to the core processes

• PRINCE2 has seven main processes, themes and

principles

• We will now take a closer look at how PRINCE2 works

PRINCE2 - THE PROCESSES
Directing a project

Starting Initiating a Controlling Managing Closing a

up a project a stage stage project
project boundaries

Managing
product
delivery

Planning
TRAITS OF A GOOD PROJECT MANAGER

• Encourages a shared vision

• Can communicate requirements, concepts etc.

effectively

• Acts ethically (follows the law, does not take bribes

etc.)

• Has an enthusiastic attitude (positive)

• Is empathetic and realises the competing demands on

project members time (i.e. there is a life outside work) 
TRAITS OF A GOOD PROJECT MANAGER

• Is competent and does not take on tasks for which

they are not qualified

• Delegates (and trusts) work to others in the project

team, yet can monitor the tasks to make sure they are
on track

•  Good team-worker, and can build effective team-

working environment for the team

•  Keeps calm even when things go wrong

•  Good problem solver - good lateral thinking showing

logic in the problem-solving process.
COMMON MISTAKES IN IT
PROJECT MANAGEMENT

• Employing too few staff, and those who are employed

do not possess the necessary skills

•  The project manager in charge does not have

sufficient experience

•  Most IT projects doe not employ a repeatable process

(or methodology) such as PRINCE2 - we should learn
from our mistakes, and be able to take experience
from one project to the next
COMMON MISTAKES IN IT
PROJECT MANAGEMENT
• Getting bogged down in following the process, rather
than using it efficiently to get the work done

•  No formal tracking of changes to scope (which

should always be minimised, and assessed)

• There is a lack of up-to-date information about

 project progress

• Problems are ignored, rather than being addressed

• Time is not taken (at the beginning) to clearly define

the scope of the project
COMMON MISTAKES IN IT
PROJECT MANAGEMENT
• Dependencies between projects are not identified (so
changes in one project cause major problems for
related projects)

• Murphy's law is not considered - if something could go

wrong, it will - i.e. they fail to anticipate that there could
problems.

• They do not fully utilise change management (often

stuff is built just because it can, without consideration
for the users)

• Project schedules are not fully complete - people are

therefore not aware of due dates! 
COMMON MISTAKES IN PROJECT
MANAGEMENT
• IT department's and project managers do not "push
back" on unreasonable (and often unachievable)
deadlines

• There is often poor communication between the IT

project team and the project sponsors (stakeholders)

• Hopefully, by the end of this unit you will have learnt

some important skills related to project management,
but also the professional skills (such as team-working
and communication) that will allow you to successfully
complete the projects you are given (both in this unit,
but also in the future)