Project Management-Session 1.

Digital Project Management & Modeling
Session 1
Faisal SHAHZAD
Ph.D. in Computer Science
shahzadkhan34@gmail.com
faisal.shahzad@yschools.eu
Introduction to Project Management
What is a Project?
• A project is a temporary endeavor undertaken to create a unique
product, service, or result.
• The temporary nature of projects indicates that a project has a
definite beginning and end.
• Temporary does not necessarily mean the duration of the project is
short. It refers to the project’s engagement and its longevity.
• Temporary does not typically apply to the product, service, or result
created by the project; most projects are undertaken to create a
lasting outcome.
• For example, a project to build a national monument.
What is a Project?
• Every project creates a unique product, service, or result. The
outcome of the project may be tangible or intangible.
• Although repetitive elements may be present in some project
deliverables and activities, this repetition does not change the
fundamental, unique characteristics of the project work.
• For example, office buildings can be constructed with the same or
similar materials and by the same or different teams. However,
each building project remains unique with a different location,
different design, different circumstances and situations, different
stakeholders, and so on.
What is a Project?
Examples of projects include, but are not limited to:
• Developing a new product, service, or result;
• Developing or acquiring a new or modified information system

(hardware or software);
• Conducting a research effort whose outcome will be aptly
recorded;
• Constructing a building, industrial plant, or infrastructure; or
• Implementing, improving, or enhancing existing business processes

and procedures.
The Relationships Among Portfolios, Programs, and

Projects
• A portfolio refers to a collection of projects, programs, sub-
portfolios, and operations managed as a group to achieve strategic
objectives.
• Programs are grouped within a portfolio and are comprised of
subprograms, projects, or other work that are managed in a
coordinated fashion in support of the portfolio.
• Individual projects that are either within or outside of a program
are still considered part of a portfolio.
• Although the projects or programs within the portfolio may not
necessarily be interdependent or directly related, they are linked to
the organization’s strategic plan by means of the organization’s
portfolio.
The Relationships Among Portfolios, Programs, and

Projects
What is Project Management?

• Project management is the application of knowledge, skills, tools,
and techniques to project activities to meet the project
requirements.
• Project management is accomplished through the appropriate
application and integration of the logically grouped project
management processes, which are categorized into five Process
Groups. These five Process Groups are:
1. Initiating
2. Planning
3. Executing
4. Monitoring and Controlling
5. Closing

Managing a project typically includes, but is not limited to:
• Identifying requirements.
• Addressing the various needs, concerns, and expectations of the

stakeholders in planning and executing the project.
• Setting up, maintaining, and carrying out communications among
stakeholders that are active, effective, and collaborative in nature.
• Managing stakeholders towards meeting project requirements and
creating project deliverables.

• Balancing the competing project constraints, which include, but are
not limited to:
 Scope
 Quality
 Schedule
 Budget
 Resources
 Risks
Organizational Project Management (OPM)

• OPM is a strategy execution framework utilizing project, program,
and portfolio management as well as organizational enabling
practices to consistently and predictably deliver organizational
strategy producing better performance, better results, and a
sustainable competitive advantage.
• Portfolio, program, and project management are aligned with or
driven by organizational strategies.
• Conversely, portfolio, program, and project management differ in
the way each contributes to the achievement of strategic goals.
Program Management
• A program is defined as a group of related projects, subprograms,
and program activities managed in a coordinated way to obtain
benefits not available from managing them individually.
• A project may or may not be part of a program but a program will
always have projects.
• Program management is the application of knowledge, skills, tools,
and techniques to a program in order to meet the program
requirements.
• An example of a program is a new communications satellite system
with projects for design of the satellite and the ground stations, the
construction of each, the integration of the system, and the launch
of the satellite.
Portfolio Management
• A portfolio refers to projects, programs, subportfolios, and
operations managed as a group to achieve strategic objectives.
• The projects or programs of the portfolio may not necessarily be
interdependent or directly related.
• For example, an infrastructure firm that has the strategic objective
of “maximizing the return on its investments” may put together a
portfolio that includes a mix of projects in oil and gas, power, water,
roads, rail, and airports.
• From this mix, the firm may choose to manage related projects as
one program. All of the power projects may be grouped together as
a power program. Similarly, the water program.
• Thus, the power program and the water program become integral
components of the enterprise portfolio of the infrastructure firm.
Projects and Strategic Planning

• Projects are often utilized as a means of directly or indirectly
achieving objectives within an organization’s strategic plan.
• Projects are typically authorized as a result of one or more of the
following strategic considerations:
 Market demand (e.g., a car company authorizing a project to build
more fuel-efficient cars in response to gasoline shortages);
 Strategic opportunity/business need (e.g., a training company
authorizing a project to create a new course to increase its
revenues);
 Technological advance (e.g., an electronics firm authorizing a new
project to develop a faster, cheaper, and smaller laptop based on
advances in computer memory and electronics technology)
Project Management Office

• A project management office (PMO) is a management structure
that standardizes the project-related governance processes and
facilitates the sharing of resources, methodologies, tools, and
techniques.
• The responsibilities of a PMO can range from providing project
management support functions to actually being responsible for
the direct management of one or more projects.
• There are several types of PMO structures in organizations, each
varying in the degree of control and influence they have on projects
within the organization, such as:

• Supportive. Supportive PMOs provide a consultative role to
projects by supplying templates, best practices, training, access to
information and lessons learned from other projects. This type of
PMO serves as a project repository. The degree of control provided
by the PMO is low.
• Controlling. Controlling PMOs provide support and require

compliance through various means. Compliance may involve
adopting project management frameworks or methodologies, using
specific templates, forms and tools, or conformance to governance.
The degree of control provided by the PMO is moderate.
• Directive. Directive PMOs take control of the projects by directly
managing the projects. The degree of control provided by the PMO
is high.

A primary function of a PMO is to support project managers in a
variety of ways which may include, but are not limited to:
• Managing shared resources across all projects administered by the
PMO;
• Identifying and developing project management methodology, best
practices, and standards;
• Coaching, mentoring, training, and oversight;
• Monitoring compliance with project management standards,
policies, procedures, and templates by means of project audits;
• Developing and managing project policies, procedures, templates,
and other shared documentation (organizational process assets);
• Coordinating communication across projects.
Role of the Project Manager

• The project manager is the person assigned by the performing
organization to lead the team that is responsible for achieving the
project objectives.
• The role of a project manager is distinct from a functional manager
or operations manager.
• Depending on the organizational structure, a project manager may
report to a functional manager. In other cases, a project manager
may be one of several project managers who report to a program
or portfolio manager who is ultimately responsible for enterprise-
wide projects.
• The project manager also works closely and in collaboration with
other roles, such as a business analyst, quality assurance manager,
and subject matter experts.
Responsibilities and Competencies of the Project

Manager
• In general, project managers have the responsibility to satisfy the
needs: task needs, team needs, and individual needs.
• As project management is a critical strategic discipline, the project
manager becomes the link between the strategy and the team.
• Projects create value in the form of improved business processes,
are indispensable in the development of new products and
services, and make it easier for companies to respond to changes in
the environment, competition, and the marketplace.
• The project manager’s role therefore becomes increasingly
strategic.
Responsibilities and Competencies of the Project

Manager
In addition to any area-specific skills and general management
proficiencies required for the project, effective project management
requires that the project manager possess the following
competencies:
• Knowledge—Refers to what the project manager knows about
project management.
• Performance—Refers to what the project manager is able to do or
accomplish while applying his or her project management
knowledge.
• Personal—Refers to how the project manager behaves when
performing the project or related activity. Personal effectiveness
encompasses attitudes, core personality characteristics, and
leadership etc.
Interpersonal Skills of a Project Manager

• Project managers accomplish work through the project team and
other stakeholders.
• Effective project managers require a balance of ethical,
interpersonal, and conceptual skills that help them analyze
situations and interact appropriately.
• Important interpersonal skills are required, such as::
Leadership, Team building, Motivation, Communication, Influencing,

Decision making, Political and cultural awareness, Negotiation, Trust
building, Conflict management, and Coaching.
Most Common Project Manager Mistakes
https://www.youtube.com/watch?v=1xM-NtZARmg
Activity (30 Minutes)

Read the short case Merchants Insurance Group and by working in a
group of 3-4 students answer the following questions:
1. What issues MIG was facing in terms of project management?
2. What initiatives they took to resolve those issues?
3. The changes made remain successful? If yes, then how?
4. If you were the decision maker, what different changes you would
have suggested?
Organizational Influences on Project Management

• An organization’s culture, style, and structure influence how its
projects are performed.
• The organization’s level of project management maturity and its
project management systems can also influence the project.
• When a project involves external entities such as those that are
part of a joint venture or partnering agreement, the project will be
influenced by more than one organization.
Organizational Cultures and Styles

• Organizations are systematic arrangements of entities (persons
and/or departments) aimed at accomplishing a purpose, which may
involve undertaking projects.
• An organization’s culture and style affect how it conducts projects.
• Cultures and styles are group phenomena known as cultural norms,

which develop over time.
• The norms include established approaches to initiating and
planning projects, the means considered acceptable for getting the
work done, and recognized authorities who make or influence
decisions.
Organizational Cultures and Styles

• Shared visions, mission, values, beliefs, and expectations;
• Regulations, policies, methods, and procedures;
• Motivation and reward systems;
• Risk tolerance;
• View of leadership, hierarchy, and authority relationships;
• Code of conduct, work ethic, and work hours; and
• Operating environments.
Organizational Communications
• Project management success in an organization is highly dependent
on an effective organizational communication style, especially in
the face of globalization of the project management profession.
• Organizational communications capabilities have great influence on
how projects are conducted. As a consequence, project managers
in distant locations are able to more effectively communicate with
all relevant stakeholders within the organizational structure to
facilitate decision making.
• Stakeholders and project team members can also use electronic
communications (including e-mail, texting, instant messaging, social
media, video and web conferencing, and other forms of electronic
media) to communicate with the project manager formally or
informally.
Organizational Structures
• Organizational structure is an enterprise environmental factor,
which can affect the availability of resources and influence how
projects are conducted.
• Organizational structures range from functional to projectized, with
a variety of matrix structures in between.
Organizational Process Assets

• Organizational process assets are the plans, processes, policies,
procedures, and knowledge bases specific to and used by the
performing organization.
• They include any artifact, practice, or knowledge from any or all of
the organizations involved in the project that can be used to
perform or govern the project.
• The process assets also include the organization’s knowledge bases
such as lessons learned and historical information. Organizational
process assets may include completed schedules, risk data, and
earned value data.
Enterprise Environmental Factors

• Enterprise environmental factors refer to conditions, not under the
control of the project team, that influence, constrain, or direct the
project.
• Enterprise environmental factors are considered inputs to most
planning processes, may enhance or constrain project management
options, and may have a positive or negative influence on the
outcome.
• Enterprise environmental factors vary widely in type or nature.
Enterprise environmental factors include, but are not limited to:
 Geographic distribution of facilities and resources;
 Government or industry standards (e.g., regulatory agency

regulations, codes of conduct, product standards, quality standards,
and workmanship standards);
Enterprise Environmental Factors

 Infrastructure (e.g., existing facilities and capital equipment);
 Existing human resources (e.g., skills, disciplines, and knowledge,

such as design, development, legal, contracting, and purchasing);
 Marketplace conditions;
 Stakeholder risk tolerances;
 Political climate;
 Organization’s established communications channels;
 Project management information system (e.g., an automated tool,

such as a scheduling software tool, a configuration management
system, an information collection and distribution system, or web
interfaces to other online automated systems).
Project Life Cycle

• Project life cycle is the series of phases that a project passes
through from its initiation to its closure.
• The phases are generally sequential, and their names and numbers
are determined by the management and control needs of the
organization or organizations involved in the project, the nature of
the project itself, and its area of application.
• The phases can be broken down by functional or partial objectives,
intermediate results or deliverables, specific milestones within the
overall scope of work, or financial availability.
• Phases are generally time bounded, with a start and ending or
control point. A life cycle can be documented within a
methodology.
Project Life Cycle

• The project life cycle can be determined or shaped by the unique
aspects of the organization, industry, or technology employed.
• While every project has a definite start and a definite end, the
specific deliverables and activities that take place in between will
vary widely with the project.
• The life cycle provides the basic framework for managing the
project, regardless of the specific work involved.
• Project life cycles can range along a continuum from predictive or
plan-driven approaches at one end to adaptive or change-driven
approaches at the other.
Predictive Life Cycles

• Predictive life cycles (also known as fully plan-driven) are ones in
which the project scope, and the time and cost required to deliver
that scope, are determined as early in the project life cycle as
practically possible.
• These projects proceed through a series of sequential or
overlapping phases, with each phase generally focusing on a subset
of project activities and project management processes.
• The work performed in each phase is usually different in nature to
that in the preceding and subsequent phases, therefore, the
makeup and skills required of the project team may vary from
phase to phase.
Predictive Life Cycles

Adaptive Life Cycles

• Adaptive life cycles (also known as change-driven or agile methods)
are intended to respond to high levels of change and ongoing
stakeholder involvement.
• Adaptive methods are also iterative and incremental, but differ in
that iterations are very rapid (usually with a duration of 2 to 4
weeks) and are fixed in time and cost.
• Adaptive projects generally perform several processes in each
iteration, although early iterations may concentrate more on
planning activities.
• The overall scope of the project will be decomposed into a set of
requirements and work to be performed, sometimes referred to as
a product backlog.
Adaptive Life Cycles

• At the end of each iteration, the product should be ready for review
by the customer. This does not mean that the customer is required
to accept delivery, just that the product should not include
unfinished, incomplete, or unusable features.
• The sponsor and customer representatives should be continuously
engaged with the project to provide feedback on deliverables as
they are created and to ensure that the product backlog reflects
their current needs.
• Adaptive methods are generally preferred when dealing with a
rapidly changing environment, when requirements and scope are
difficult to define in advance, and when it is possible to define small
incremental improvements that will deliver value to stakeholders.
Four Phases of Project Life Cycle

The Initiation Phase

• It can be divided into six steps:

• Develop a business case: A business case is created to define a
business problem or opportunity in detail and identify a preferred
solution for implementation.
• Undertake feasibility study: The purpose of a feasibility study is to
assess the likelihood of each alternative solution option achieving
the benefits outlined in the business case.
• Establish the terms of reference: After the previous steps, a new
project is formed and at this point terms of reference are created.
They define the vision, objectives, scope and deliverables.
• Appoint the project team: a project manager is generally
appointed before this stage and with his help, the team is formed.

• Set up a project office: defining the physical environment – the
place, the equipment, communication infrastructure, tools, etc.
• Perform a phase review: This is a checkpoint to ensure that the
project has achieved its objectives. (at the initiation’s phase end)
The Planning Phase

The Planning Phase

• Develop a business case: Create a project plan: A 'work breakdown
structure' (WBS) is identified which includes a hierarchical set of
phases, activities and tasks to be undertaken to complete the
project, then . This project plan is the key tool used by the project
manager to assess the progress of the project throughout the
project life cycle.
• Create a resource plan: After the project plan is formed, the level
of resource required to undertake each of the activities and tasks
listed within the project plan will need to be allocated. A schedule
is assembled for each type of resource so that the project manager
can review the resource allocation at each stage in the project.
The Planning Phase

• Create a financial plan: is made to identify the total quantity of
money required to undertake each phase in the project (in other
words, the budget).
• Create a quality plan: This is made to ensure the quality
expectations of the customer. It defines the term quality, some
precise targets, a quality assurance plan, and it identifies the
techniques that control the actual quality level of each deliverable.
• Create a risk plan: The next step is to document all foreseeable
project risks within a risk plan, and also define the actions that will
prevent each risk from occurring or reduce it’s impact.
The Planning Phase

• Create a acceptance plan: we need the customer’s acceptance that
the deliverables produced by the project meet or exceed
requirements. This plan has to clarify the completion criteria for
each deliverable and provide a schedule of acceptance reviews.
• Create a communications plan: Prior to the execution phase, it is
required to identify how each of the stakeholders will be kept in
touch. (means of communication, frequency, and responsibilities).
• Create a procurement plan: The procurement plan provides a
detailed description of the products (that is, goods and services) to
be acquired from suppliers, the justification for acquiring each
product externally as opposed to from within the business, and the
schedule for product delivery.
The Planning Phase

• Contract the suppliers: Although external suppliers may be
appointed at any stage of the project, it is usual to appoint
suppliers after the project plans have been documented but prior
to the execution phase of the project.
• Perform a phase review: At the end of the planning phase, a phase
review is performed. This is a checkpoint to ensure that the project
has achieved its objectives as planned.
Project Execution
Project Execution
• Build the deliverables: This phase involves physically constructing
each deliverable for acceptance by the customer. The activities
undertaken to construct each deliverable will vary depending on
the type of project being undertaken.
• Monitor and control: While the project team are physically
producing each deliverable, the project manager implements a
series of management processes to monitor and control the
activities being undertaken by the project team.
• Time management: Time management is the process of recording
and controlling time spent by staff on the project. As time is a
scarce resource within projects, each team member should record
time spent undertaking project activities on a timesheet form.
Project Execution
• Cost management: Cost management is the process by which
costs/expenses incurred on the project are formally identified,
approved and paid.
• Quality management: Quality management is the process by which
quality is assured and controlled for the project, using quality
assurance and quality control techniques.
• Change management: Change management is the process by
which changes to the project scope, deliverables, timescales or
resources are formally requested, evaluated and approved prior to
implementation.
• Risk management: is the process by which risks to the project are
formally identified, quantified and managed.
Project Execution
• Issue management: the method by which issues currently affecting
the ability of the project to produce the required deliverable are
formally managed.
• Procurement management: the process of sourcing products from
an external supplier.
• Acceptance management: is the process of gaining customer
acceptance for deliverables produced by the project.
• Communications management: Communications management is
the process by which formal communications messages are
identified, created, reviewed and communicated within a project.
• Perform a phase review: At the end of the planning phase, a phase
review is performed. This is a checkpoint to ensure that the project
has achieved its objectives as planned.
Project Closure
Project Closure
Perform project closure: involves winding up the project.
This includes:
• Determining whether all of the project completion criteria have
been met;
• Identifying any outstanding project activities, risks or issues;
• Handing over all project deliverables and documentation to the

customer;
• Cancelling supplier contracts and releasing project resources to the
business;
• Communicating the closure of the project to all stakeholders and
interested parties.
Project Closure
Review project completion: The final activity within a project is the
review of its success by an independent party. Success is determined
by how well it performed against the defined objectives and
conformed to the management processes outlined in the planning
phase.
To determine how well it performed, the following types of questions

are answered:
• Did it result in the benefits defined in the business case?
• Did it achieve the objectives outlined in the terms of reference?
• Did it operate within the scope of the terms of reference?

Project Closure
• Did the deliverables meet the criteria defined in the quality plan?
• Was it delivered within the schedule outlined in the project
plan?
• Was it delivered within the budget outlined in the financial
plan?
Phases of a Project
https://www.youtube.com/watch?v=qoY6VX_nRCs

Read the short case “Leadership implications in complex projects: The
Boeing Dreamliner and Jim McNerney” and by working in a group of
3-4 students answer the following questions:
1. What went wrong in this particular project?
2. What types of organizational influence you can identify in terms
of the mentioned organization?
3. Identify various internal and external stakeholders.
4. Imagining you were leading this organization, how you would
have handled the situation?
Introduction to Digital Project Management
Digital Project Management

• Project management aims to utilize resources across all technology
tracks to achieve the intended goals within a set schedule.
• Managing digital projects involves managing various digital
technologies (e.g., content management systems, analytics, etc.) to
achieve high-quality deliverables.
• The vast majority of project management failures we see can be
traced back to requirements management, scope creep, adoption
failures etc.
• Digital projects refer mainly to modern day software projects that
predominantly use digital technologies such as experience
platforms, enterprise portals, content systems, commerce
platforms, user experience technologies, mobile technologies,
search, and collaboration.
The Key Tenets of Digital Projects

• The project releases are mainly executed through an Agile
methodology or in iterations to attain faster time to market.
• The primary success metrics are user engagement, performance,
responsiveness, agility, and user conversion.
• The solutions mainly cater to internet users and provide omni-
channel capabilities.
Regular Software Projects vs. Digital Projects

Digital Project Phases

There are typically three phases in digital projects:
Planning phase: During this phase, project initiation activities are

performed. We define the scope and determine the functional/non-
functional requirements.
The project manager performs activities such as scope planning,

schedule planning, cost and effort planning, resource planning,
communication planning, and risk planning.
Execution phase: Code development and testing are the main

activities of this phase. The project manager carries out various
quality control measures and performs risk management activities
during this phase.
Digital Project Phases

Maintenance phase: During this phase, we maintain the solution and
add incremental enhancements. Post-production deployment, the
project enters into steady state operations mode.
The project manager is involved in release management, change

management, defect management, and other production-related
operations.
• The project lifecycle stages Requirements Elaboration and
Architecture and Design are part of project planning phase.
• The Build and Test activities are part of the project execution
phase.
• The Support and Maintenance step is part of the project
maintenance phase.
Project Governance
• Project governance is a framework with a well-defined
accountability structure that can be used to realize and sustain the
business strategy.
• Project governance assigns well-defined roles and responsibilities
and decision-making structure to drive the project to achieve its
intended objective.
• A robust governance model is needed to oversee and control the
project execution and delivery quality.
Governance of Digital Projects

The Main Roles and Responsibilities in the PMO



Challenges in Digital Project Execution

The most common list of challenges we will face during digital project
execution are:
• Niche technologies
• Availability of the right skillset
• Selection of appropriate execution methodology
• Incomplete and ambiguous requirements
• Cross-team collaboration
• Time to market and time consuming integration/build processes

What Are The Top 3 Challenges In Digital Project

Management?
https://www.youtube.com/watch?v=wab6DZpeRJI
Group Activity (25 Minutes)

• Split into groups of 3-4 students
• You need to identify key differences between roles &
responsibilities of a project manager and a digital project
manager.
• How the challenges they face might be different?
• What skills they may require to handle those challenges?
Digital Project Execution Models

The Iterative Model

• With an iterative model, an application is developed incrementally
in repeated iterations.
• In this model, each iteration adds required capabilities. As the
application is developed in iterations, businesses and end users can
realize the value sooner than with traditional execution
methodologies.
• The iterative model elegantly handles evolving requirements and
associated risks that are found in most complex digital projects. We
can manage changes more efficiently through iterative delivery.
• Hence, digital projects, which are complex with ambiguous
requirements, are best suited to the iterative model.
The Iterative Model

Advantages of the Iterative Model

The design and integrate phases are iterative in nature. This approach
has the following advantages:
• Quick wins
• Quicker time to market
• Predictability
• Simplicity
• Minimized risk
The Agile Model

• The Agile model is a collection of best practices used to develop a
system in smaller increments continuously.
• The main philosophy of the Agile model revolves around users’
active involvement (to involve users in all phases to solicit
feedback), automated testing (to provide continuous testing for
complete code coverage), and iterative development (to deliver in
phases).
• The Agile model is more tolerant to dynamic requirements (by
absorbing changes in subsequent iterations) and focuses on end
users.
Ideal Scenarios for the Agile Model

Key scenarios that are best suited for Agile include the following:
• When requirements are not clear or changing or evolving then you
can use Agile to incrementally build the product.
• When the product requires a lot of interaction with the end user,
adopt the Agile model to involve customer during the development
phases and get early feedback about the deliverables.
• Complex requirements using niche technologies can be best
executed through the Agile model.
Advantages of the Agile Approach

Key advantages of the Agile model include:
• Promotes self-organizing teams to create a collaboration model for
efficient delivery.
• Provides quicker time to market and end user feedback.
• Incorporates many best practices such as test driven development,

continuous integration, automated testing, and requirements
prioritization, which bring more efficiency to execution.
The Scrum Methodology

• The Scrum methodology is one of the popular Agile models that is
widely adopted for digital projects.
• In this methodology, a product is incrementally developed in
multiple sprints (iterations).
• Each sprint is time-boxed with a specific set of goals. Normally each
sprint lasts about 6-8 weeks.
• The main Scrum roles include:
 The product owner, who owns product backlog and prioritizes

requirements,
 The Scrum master, who resolves conflicts and dependencies and
works with team members, and self-organized teams, which
estimate and work on user stories.


Key practices of the Scrum methodology include the following:
Sprint planning:
• Product owner creates the product backlog (compilation of tasks or
user stories) and discusses it with the team.
• The team decides on the required sprints, sprint goals, and the
delivery schedule. All identified features (user stories) go into the
Sprint backlog.
Sprint:
• Each Sprint is time-boxed for a fixed time (usually 3-6 weeks based
on the deliverables and project complexity) and uses a sprint
backlog for execution. Sprint activities are monitored through
standup meetings and through burndown charts.
Daily standup calls:

• The product owner, Scrum master, and team members participate
in short daily meetings to discuss the previous day’s work and the
current day’s planned work along with any challenges/roadblocks.
• These meetings contribute to the overall health of the sprint and
enable self-organizing teams.
Sprint review:
• At the end of each sprint, the team reviews the sprint
accomplishments and lessons and discusses the plan for the next
sprint.
• During the process, the team also identifies the scope for
reusability and tools/frameworks. The team also provides a product
demo to stakeholders.
Comparison of Different Methodologies & Scrum
https://www.youtube.com/watch?v=bwfW7_56dqU
https://www.youtube.com/watch?v=gYfwjl4xqmI
https://www.youtube.com/watch?v=20SdEYJEbrE

Read the document “Project Life Cycle Selection for New Payment
System” and by working in a group of 3-4 students you need to:
• Assess and present the pros and cons of each life cycle approach.
• Choose one life cycle approach best suited for the project and
clearly highlight the advantage and reasons for your selection.
• What will be the governance structure?

Project Management-Session 1.

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Project Management-Session 1.

Uploaded by

Copyright:

Available Formats

Digital Project Management & Modeling

• Developing or acquiring a new or modified information system

• Implementing, improving, or enhancing existing business processes

The Relationships Among Portfolios, Programs, and

The Relationships Among Portfolios, Programs, and

What is Project Management?

What is Project Management?

• Addressing the various needs, concerns, and expectations of the

What is Project Management?

Organizational Project Management (OPM)

Projects and Strategic Planning

Project Management Office

Project Management Office

• Controlling. Controlling PMOs provide support and require

Project Management Office

Role of the Project Manager

Responsibilities and Competencies of the Project

Responsibilities and Competencies of the Project

Interpersonal Skills of a Project Manager

Leadership, Team building, Motivation, Communication, Influencing,

Most Common Project Manager Mistakes

Activity (30 Minutes)

1. What issues MIG was facing in terms of project management?

2. What initiatives they took to resolve those issues?

3. The changes made remain successful? If yes, then how?

Organizational Influences on Project Management

Organizational Cultures and Styles

• Cultures and styles are group phenomena known as cultural norms,

Organizational Cultures and Styles

• Regulations, policies, methods, and procedures;

• Motivation and reward systems;

• View of leadership, hierarchy, and authority relationships;

• Code of conduct, work ethic, and work hours; and

Organizational Process Assets

Enterprise Environmental Factors

 Government or industry standards (e.g., regulatory agency

Enterprise Environmental Factors

 Existing human resources (e.g., skills, disciplines, and knowledge,

 Stakeholder risk tolerances;

 Organization’s established communications channels;

 Project management information system (e.g., an automated tool,

Project Life Cycle

Project Life Cycle

Predictive Life Cycles

Predictive Life Cycles

Adaptive Life Cycles

Adaptive Life Cycles

Four Phases of Project Life Cycle

The Initiation Phase

The Initiation Phase

The Initiation Phase

The Planning Phase

The Planning Phase

The Planning Phase

The Planning Phase

The Planning Phase

• Handing over all project deliverables and documentation to the

To determine how well it performed, the following types of questions

• Did it achieve the objectives outlined in the terms of reference?

• Did it operate within the scope of the terms of reference?

• Was it delivered within the schedule outlined in the project

Activity (30 Minutes)

Digital Project Management

The Key Tenets of Digital Projects