Chapter No 1 – Introduction to Project Management
CE – 403 :
Computer Engineering
Project Management
Compiled By:
Muzammil Ahmad Khan [email protected]
Muhammad Kashif Shaikh [email protected]
Adnan Zahoor [email protected]
Sir Syed University of Engineering & Technology
CE - 403: Computer Engineering Project Management
Course Description
Managing Information Technology projects within
an organizational context, including the processes
related to initiating, planning, executing,
controlling, monitoring and closing a project.
This course covers topics such as project
integration, scope, time, cost, risk management.
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Course Objective
This course intends to give the student a basic familiarity with
Project Management.
At the end of the course, the student is expected to have
gained good knowledge with basic concepts of Project
Management (PM), thus, enabling him/her to functionally
utilize these skills in his/her future practices.
To provide students with a portfolio of project
management tools that can be used in managing
information technology projects.
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Course Objective
Describe the Project management concepts, principles,
methods, project life cycle and the knowledge that is
required for managing the information technology projects.
Analyze the different processes of each knowledge area
with its Inputs, Outputs and Tools and Techniques.
Evaluate the challenges and risks faced by the project
managers. Calculating the risk factors and creating Risk
registers.
To provide students with a real-world project management
experience.
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Books
Text Book
Information Technology Project Management
7th Edition,
Kathy Schwalbe
Reference Book
Information Technology Project Management
4th Edition
Jack Marchewka
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Marks Distribution
Assignments and Quizzes 20
Mid Term 30
Final Examination 50
Total Marks 100
Project Management
CE - 403: Computer Engineering Project Management
Information Technology Project Management
7th Edition
Chapter No 1:
Introduction to Project Management
Complied By: Muzammil Ahmad Khan
[email protected] Muhammad Kashif Shaikh
[email protected] Adnan Zahoor
[email protected]Project Management
Learning Objectives
Understand the growing need for better project management,
especially for information technology (IT) projects
Explain what a project is, provide examples of IT projects, list
various attributes of projects, and describe the triple constraint
of project management
Describe project management and discuss key elements of the
project management framework, including project stakeholders,
the project management knowledge areas, common tools and
techniques, and project success
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Learning Objectives
Discuss the relationship between project, program, and portfolio
management and the contributions each makes to enterprise
success
Understand the role of project managers by describing what they
do, what skills they need, and career opportunities for IT project
managers
Describe the project management profession, including its
history, the role of professional organizations like the Project
Management Institute (PMI), the importance of certification and
ethics, and the advancement of project management software
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Introduction
Many organizations today have a new or renewed interest in
project management
Computer hardware, software, networks, and the use of
interdisciplinary and global work teams have radically changed
the work environment
The world as a whole spends nearly $10 trillion of its
$40.7 trillion gross product on projects of all kinds
More than 16 million people regard project management as their
profession
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Project Management Statistics
The overall information and communications technology market
grew by 6 percent to almost $3 trillion in 2010
In the U.S. the size of the IT workforce topped 4 million
workers in 2008, and the unemployment rate for IT
professionals is half the rate for the overall labor market
In 2011 the total compensation for the average senior project
manager in U.S. dollars was $105,000 per year in the United
States and $160,409 in the Switzerland.
The number of people earning their Project Management
Professional (PMP) certification continues to increase.
44 percent of employers listed project management as a skill
they looked for in new college grads, behind only
communication and technical skills
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Motivation for Studying
Information Technology Project Management
IT Projects have a terrible track record, as described in the What
Went Wrong?
A 1995 Standish Group study (CHAOS) found that only 16.2%
of IT projects were successful in meeting scope, time, and cost
goals; over 31% of IT projects were canceled before completion
A PricewaterhouseCoopers study found that overall half of all
projects fail and only 2.5% of corporations consistently meet
their targets for scope, time, and cost goals for all types of
project.
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Advantages of using Formal Project
Management
Better control of financial, physical, and human resources
Improved customer relations
Shorter development times
Lower costs
Higher quality and increased reliability
Higher profit margins
Improved productivity
Better internal coordination
Higher worker morale
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What is a Project?
Beginning Middle End
All projects have a beginning, a middle and an end.
Definition
“A temporary endeavor undertaken to accomplish a
unique purpose, product, service, or result”.
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What is a Project?
A Project is “a temporary endeavor undertaken to
create a unique product, service, or result”
(PMBOK® Guide, Fifth Edition, 2012)
Operations is work done to sustain the business
Projects end when their objectives have been reached or
the project has been terminated
Projects can be large or small and take a short or long
time to complete
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Examples of IT Projects
A team of students creates a smart phone application and
sells it online
A company develops a driverless car
A small software development team adds a new feature to
an internal software application for the finance department
A college upgrades its technology infrastructure to provide
wireless Internet access across the whole campus
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Top Strategic Technologies
Media tablets and beyond
Mobile-centric applications and interfaces
Contextual and social user experience
Internet of Things (IoT)
Cloud Computing
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Media Snapshot: Unproductive Apps
Gartner predicts that by 2014, there will be more than 70 billion
mobile application downloads every year
All of the top iPhone apps in early 2012 (Temple Run, Angry
Gran, Zombie Farm, Words With Friends, Angry Birds, etc.)
and most of the top iPad2 apps can be considered unproductive
in most work environments
The challenge is to develop useful apps and get workers to
focus on them instead of the many distracting options available
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Project Attributes / Characteristics
A Project
Established objectives
Defined life span with a beginning and end
Across-organizational participation
New or unique
Specific time, cost, and performance requirements
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Project Attributes / Characteristics
A Project
has a unique purpose
is temporary
is developed using progressive elaboration
requires resources, often from various areas
should have a primary customer or sponsor
involves uncertainty
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Project Processes
All projects typically go through these five processes
Initiate
Plan
Monitor &
Control
Implement
Close
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Project Processes
A process is a series of actions directed towards a
particular result.
Step 1 Step 2 Step 3 Result
inputs activity outputs
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Project and Program Managers
Project Managers work with project sponsors, project team,
and other people involved in a project to meet project goals
Program: group of related projects managed in a coordinated
way to obtain benefits and control not available from managing
them individually
(PMBOK® Guide, Fifth Edition, 2012)
Program managers oversee programs; often act as bosses for
project managers
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Project Life Cycle
Figure 1.1: Project Life Cycle (Gray & Larson, 2006, p6)
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Figure 1-1: Triple Constraint of the
Project Management
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Project Management
Project Management is “the application of
knowledge, skills, tools and techniques to project
activities to meet project requirements”
(PMBOK® Guide, Fourth Edition, 2012)
Project managers strive to meet the triple constraint
(project scope, time, and cost goals) and also facilitate the entire
process to meet the needs and expectations of project
stakeholders
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Figure 1-2: Project Management Framework
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Project Stakeholders
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 and users
suppliers
opponents to the project
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10 Project Management Knowledge Areas
Knowledge Areas describe the key competencies that
project managers must develop
Project managers must have knowledge and skills in all
10 knowledge areas (project integration, scope, time, cost,
quality, human resource, communications, risk, procurement,
and stakeholder management)
This text includes an entire chapter on each knowledge area
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Project Management Tools and Techniques
Project Management tools and techniques assist project
managers and their teams in various aspects of project
management
Some specific ones include
Project charter, scope statement, and WBS (scope)
Gantt charts, network diagrams, critical path analysis,
critical chain scheduling (time)
Cost estimates and earned value management (cost)
See Table 1-1 for many more
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Super Tools
“Super Tools” are those tools that have high use and high
potential for improving project success, such as:
Software for task scheduling (such as project management
software)
Scope statements
Requirements analyses
Lessons-learned reports
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Super Tools
Tools already extensively used that have been found to improve
project importance include:
Progress reports
Kick-off meetings
Gantt charts
Change requests
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What went Right?
Improved Project Performance
The Standish Group’s CHAOS studies show improvements in
IT projects in the past decade:
The number of successful IT projects has more than doubled,
from 16 percent in 1994 to 37 percent in 2010
The number of failed projects decreased from 31 percent in
1994 to 21 percent in 2010
Success rates were the highest ever in the most recent CHAOS
study
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Why the Improvements
"The reasons for the increase in successful projects vary.
First, the average cost of a project has been more than cut in
half. Better tools have been created to monitor and control
progress and better skilled project managers with better
management processes are being used.
The fact that there are processes is significant in itself.” *
* Standish Group, "CHAOS 2001: A Recipe for Success" (2001).
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Project Success
There are several ways to define project success:
The project met scope, time, and cost goals
The project satisfied the customer/sponsor
The results of the project met its main objective,
such as making or saving a certain amount of money,
providing a good return on investment, or simply
making the sponsors happy
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Table 1-2: What Helps Project Succeed? *
1. User involvement
2. Executive support
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
*The Standish Group, “CHAOS Activity News” (August 2011).
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Top 3 Reasons Why Federal Technology
Project Succeed
Adequate funding
Staff expertise
Engagement from all stakeholders
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What the Winners Do…
Recent research findings show that companies that excel in
project delivery capability:
Use an integrated project management toolbox (use
standard/advanced PM tools, lots of templates)
Grow project leaders, emphasizing business and soft skills
Develop a streamlined project delivery process
Measure project health using metrics, like customer
satisfaction or return on investment
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Program and Project Portfolio Management
A program is “a group of related projects managed in a
coordinated way to obtain benefits and control not available
from managing them individually”
(PMBOK® Guide, Fifth Edition, 2012)
A program manager provides leadership and direction for
the project managers heading the projects within the program
Examples of common programs in the IT field include
infrastructure, applications development, and user support
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Project Portfolio Management
As part of project portfolio management, organizations
group and manage projects and programs as a portfolio of
investments that contribute to the entire enterprise’s success
Portfolio managers help their organizations make wise
investment decisions by helping to select and analyze
projects from a strategic perspective
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Figure 1-3: Project Management compared to
Project Portfolio Management
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Figure 1-4: Sample Project Portfolio Approach
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The Role of a Project Manager
Job descriptions vary, but most include responsibilities like
planning, scheduling, coordinating, and working with people
to achieve project goals
Remember that 97% of successful projects were led by
experienced project managers, who can often help influence
success factors
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Suggested Skills for Project Managers
The Project Management Body of Knowledge
Application area knowledge, standards, and regulations
Project environment knowledge
General management knowledge and skills
Soft skills or human relations skills
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Table 1-3: 10 Most Important Skills and
Competencies for Project Managers
1. People skills
2. Leadership
3. Listening
4. Integrity, ethical behavior, consistent
5. Strong at building trust
6. Verbal communication
7. Strong at building teams
8. Conflict resolution, conflict management
9. Critical thinking, problem solving
10. Understands, balances priorities
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Different Skills Needed in Different Situations
Large projects: Leadership, relevant prior experience,
planning, people skills, verbal communication, and
team-building skills were most important
High uncertainty projects: Risk management, expectation
management, leadership, people skills, and planning skills
were most important
Very novel projects: Leadership, people skills, having vision
and goals, self confidence, expectations management, and
listening skills were most important
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Importance of Leadership Skills
Effective project managers provide leadership by example
A Leader focuses on long-term goals and big-picture objectives
while inspiring people to reach those goals
A Manager deals with the day-to-day details of meeting
specific goals
Project managers often take on the role of both leader and
manager
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Careers for IT Project Managers
In a 2011 survey, IT executives listed the “nine hottest
skills” they planned to hire for in 2012
Project management was second only to programming and
application development
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Table 1-4: Nine Hottest Skills *
Skill Percentage of Respondents
Programming and application development 60%
Project management 44%
Help desk/technical support 35%
Networking 35%
Business intelligence 23%
Data center 18%
Web 2.0 18%
Security 17%
Telecommunications 9%
*Source: Rick Saia, “9 Hot IT Skills for 2012,” Computerworld, September 26, 2011.
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The Project Management Profession
The profession of project management is growing at a very
rapid pace
It is helpful to understand the history of the field, the role
of professional societies like the Project Management
Institute, and the growth in project management software
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History of Project Management
Some people argue that building the Egyptian pyramids was a
project, as was building the Great Wall of China
Most people consider the Manhattan Project to be the first
project to use “modern” project management
This three-year, $2 billion (in 1946 dollars) project had a
separate project manager and a technical manager
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Figure 1-6: Sample Gantt Chart created in
MS-Project 2010
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Figure 1-7: Sample Network Diagram created
with MS-Project 2010
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Project Management Offices
In the 100s, many companies began creating PMOs to help
them handle the increasing number and complexity of
projects
A Project Management Office (PMO) is an organizational
group responsible for coordinating the project management
function throughout an organization
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Global Issues
Several global dynamics are forcing organizations to rethink
their practices:
Talent development for project and program managers is a
top concern
Good project portfolio management is crucial in tight
economic conditions
Basic project management techniques are core competencies
Organizations want to use more agile approaches to project
management
Benefits realization of projects is a key metric
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Project Management Institute (PMI)
The Project Management Institute (PMI) is an international
professional society for project managers founded in 1969
PMI has continued to attract and retain members, reporting more
than 380,000 members worldwide by 2012
There are communities of practices in many areas, like
information systems, financial services, and health care
Students can join PMI at a reduced fee and earn the Certified
Associate in Project Management (CAPM) certification
(see www.pmi.org for details)
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Project Management Certification
PMI provides global accepted certification as a
Project Management Professional (PMP)
A PMP has documented sufficient project experience,
agreed to follow a code of ethics, and passed the PMP exam
The number of people earning PMP certification is increasing
quickly
PMI and other organizations offer additional certification
programs (see Appendix B)
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Ethics in Project Management
Ethics, loosely defined, is a set of principles that guide our
decision making based on personal values of what is “right”
and “wrong”
Project managers often face ethical dilemmas
In order to earn PMP certification, applicants must agree to
PMI’s Code of Ethics and Professional Conduct
Several questions on the PMP exam are related to professional
responsibility, including ethics
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Project Management Software's
There are hundreds of different products to assist in performing
project management
Three main categories of tools:
Low-end tools: Handle single or smaller projects well, cost
under $200 per user
Midrange tools: Handle multiple projects and users, cost
$200-$1,000 per user, Project 2010 most popular
High-end tools: Also called enterprise project management
software, often licensed on a per-user basis, like Microsoft
Enterprise Project Management solution
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Chapter Summary
A project is a temporary endeavor undertaken to create a unique
product, service, or result
Project Management (PM) is the application of knowledge,
skills, tools, and techniques to project activities to meet project
requirements
A program is a group of related projects managed in a
coordinated way
Project portfolio management involves organizing and managing
projects and programs as a portfolio of investments
Project managers play a key role in helping projects and
organizations succeed
The project management profession continues to grow and mature
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