Semester 2 (08/01/2024-03/05/2024)

IT Project Management
 Chapter 1: Introduction to IT Project management
([1], [6], [7], [8], [9])
 Chapter 2: The Organization and Process ([1], [6],
[7], [8], [9])
 Chapter 3: Project Scope Management ([1], [4], [5],
[6], [9])
 Chapter 4: Project Time Management ([1], [2], [3],
[4], [5], [6], [9])
 Chapter 5: Project Cost Management ([1], [5], [6],
[9])
 Chapter 6: Project Quality Management ([1], [6], [9])
 Reference
[1] Information Technology Project Management, Kathy Schwable, 2nd
Edition, 2002
[2] IT Project Management: On track from start to finish, Joseph Phillips,
2003
[3] Software Project Management, Bob Hughes and Mike Cotterell, 2001
[4] Basic of Software Project Management, NIIT, Eastern Economy
Edition, 2004
[5] Project Management: Planning & Control Techniques, Rory Burke,
Third Edition, 1999
[6] PMBOK (Project Management Body of Knowledge) PDF File
[7] The Project Management Life Cycle: A complete step-by-step
methodology for initiating, planning, executing & closing a project
successfully, Jason Westland, 2006
[8] Document on Project Management, the steering committee for national
program on information technology, Hanoi 1996
[9] Project Management Communications Bible, William Dow, PMP, and
Bruce Taylor, Wiley India Edition, 2008
 Chapter 1
Introduction to IT Project
Management 
1.1. Concepts

 Definition
* What is a Project?
 A project is “a temporary endeavor undertaken to
accomplish a unique product or service” (PMBOK®
Guide 2000, p. 4)
 Attributes of projects
 unique purpose
 temporary
 require resources, often from various areas
 should have a primary sponsor and/or customer
 involve uncertainty
1.1. Concepts
Examples of projects include:
 Developing a new product or service.

 Effecting a change in structure, staffing, or style of an

organization.
 Designing a new transportation vehicle.

 Developing or acquiring a new or modified information

system.
 Constructing a building or facility.

 Building a water system for a community in a developing

country.
 Running a campaign for political office.

 Implementing a new business procedure or process.

1.1. Concepts

* What is Project Management?

Project management is “the application of
knowledge, skills, tools, and techniques to project
activities in order to meet project requirements”
(PMI*, Project Management Body of Knowledge
(PMBOK® Guide), 2000, p. 6)

*The Project Management Institute (PMI) is an international

professional society. Their web site is www.pmi.org.
1.1. Concepts

* What is Project Management?

Project
management
is

Project activities Project

- Knowledge
requirements
-
- Skill
- -
- Tools
Apply
-
To meet -
- Techniques - -
-
1.1. Concepts
* What is an IT Project?
• IT: Hardware (HW), software (SW), integration and
people
• Integrating the HW and SW, usually on a client server,
networked computer system.
• IT projects involve:
- evaluating and buying the HW
- evaluating and buying existing SW, or, custom
developing the SW
1.1. Concepts
* The Context of IT Projects
• IT projects can be very diverse in terms of size,
complexity, products produced, application area, and
resource requirements
• IT project team members often have diverse
backgrounds and skill sets
• IT projects use diverse technologies that change rapidly.
Even within one technology area, people must be highly
specialized
1.1. Concepts

 Beginning, Ending
 All project begin with a problem statement. The solution
of this problem must be the objectives for the project.
The objectives of the project must be very clearly written
down, otherwise the project may go on forever.
 Similarly, the project must have a very clearly defined
ending point, otherwise it can go on forever. This is
because there will always be changes by the time the
project gets near the end. If the changes are done as
part of the project, it never ends. So have a clear end
point, and make the change into a new project.
1.1. Concepts

 Scope
 Scope is the list of everything that the
project will do (and may be a list of things it
will not do). As before, the project must have
a Scope clearly written down, otherwise it
can go on forever.
1.1. Concepts

 Time, Funds
 Every project must have a maximum time, or
an ending point when it must be finished.
 Similarly, every project must have a
maximum budget, or a maximum amount of
money that can be spent
1.1. Concepts

 Human Resources
 Resources are the people that the project
uses. Every project must have a list of
resources that it can use.
1.1. Concepts

 Risk
 Risk is something that makes the project
take longer than planned, or cost more than
planned.
1.1. Concepts

 Why do Projects Fail?

From statistics in the world of IT projects:
 Cancelled: 33% of project are cancelled because they ran out of
money or time. A project may get cancelled because the
technology has changed so much that the project would be
useful. Or, the business has changed and the client does not
need it anymore. Politics: a new election or new manager does
not like the project.
 50 - 100% over: A project that costs 50% over budget, or take
50% more time, is a failure.
 Not used: Many projects are never used. This is usually
because they either do not solve the problem or they are too
difficult to use, or no one teaches the user.
1.1. Concepts

Examples of reasons for

 Failure in the Planning Part
 Failure in the Development Part
 Failure in the Ending Part
1.1. Concepts

 Why do Projects Succeed?

A project is successful if it is:
 On Time, on Budget (10-20% over is acceptable)
 Everyone is happy
 Project team is not over managed (Too much
project management can disturb the development
team).
 The client will be happy if The product solves his
problem
1.1. Concepts

* 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:
 Executive support
 User involvement
 Experienced project manager
 Clear business objectives
 Minimized scope
 Standard software infrastructure
 Firm basic requirements
 Formal methodology
 Reliable estimates
 1.1. Concepts
 The Triple Constraint
 Every project is constrained in different ways by its
 Scope goals: What is the project trying to accomplish?
What unique product, service, or result does the customer or
sponsor expect from the project?
 Time goals: How long should it take to complete?
What is the project’s schedule?
 Cost goals: What should it cost?
What is the project’s budget?
 It is the project manager’s duty to balance these three
often competing goals
Figure 1.1: The Triple Constraint of
Project Management
1.1. Concepts
 The Triple Constraint
 Successful project management means
meeting all three goals (scope, time and cost)
and satisfying the project sponsor (Quality).
 That is called the Quadruple Constraint:
Scope, Time, Cost and Quality.
 A change in one constraint will automatically
effect other constraints. (Find an example for
group discussion)
1.1. Concepts
 Project Stakeholders
 Stakeholders are the people involved in or
affected by project activities
 Stakeholders can be internal to the organization,
external to the organization, directly involved in the
project, or simply affected by the project.
 Stakeholders include
 the project sponsor and project team
 support staff
 customers
 users
 suppliers
 opponents to the project
Figure 1.2: Project Stakeholders
Steering
Committee
The IT Project Team
Office of Steering must know the function
Committee
of each of the following:
PM
Ministry of Contractors  Program Manager
Planning
Technical Leader
 Project Manager
Team Team Team HW, SW  Technical Leader
Ministry of Leader1 Leader2 Leader.3
Vendors
Finance  Team Leader
Development
Teams
 Development Teams
Client
Client
Ministry
Province
1.1. Concepts
11 Project Management Knowledge Areas
Knowledge areas describe the key competencies that
project managers must develop
 4 core knowledge areas lead to specific project
objectives (scope, time, cost, and quality)
 4 facilitating knowledge areas are the means
through which the project objectives are achieved
(human resources, communication, risk, and
procurement management)
 1 knowledge area (project integration management)
affects and is affected by all of the other knowledge
areas
Figure 1.3: Project Management
Framework
1.1. Concepts
12 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, Chapter 3)
 Gantt charts, network diagrams, critical path
analysis, critical chain scheduling (time, Chapter 4)
 Cost estimates and earned value management
(cost, Chapter 5)
 1.2. Anticipating the Risk
How do we look ahead? It is best to see a list
of risks that happen in the IT industry. Here they
are:
A. GENERAL FACTORS
 Lack of resources: Not enough good technical
people.
* Third parties (we need them but no authority): A
“third party” is anyone else except the user (first
party), our organization (second party). It is most risk
if we have no authority or control over this third party.
For example, outside contractors, or other
departments or ministries.
 1.2. Anticipating the Risk
A. GENERAL FACTORS
 Crash project:
Every project has three constraints:
 The project can be fast (Time),
 It can be good (quality), or
 It can be cheap (cost).
Every time one of the three constraints is emphasized, the
other two may get worse. This is called a trade-off.
* A crash project is a project where Fast is
emphasized. For example, a project that would
normally take 6 months has to be done in 3. The risk
is that the good and the cheap will be traded.
 1.2. Anticipating the Risk
A. GENERAL FACTORS
 Special conditions (law issues, regulatory
agencies)
For example, there are many regulations about
how we get data, who we keep data on, who
we give data to, etc.
B. TECHNICAL FACTORS
 No experience with the system (h/w, s/w,
application)
 Bad requirements
 1.2. Anticipating the Risk
C. FINANCIAL FACTORS
The following usually takes longer, so cost
more than estimated:
 Definition, testing, documentation
 “Distributed” project management
* This is when the project manager is in one
city, the technical experts in another, the users
in a third, the contractor in a fourth, etc. Travel
takes a lot of time.
 1.2. Anticipating the Risk
C. FINANCIAL FACTORS
 Too much reporting to management
 User not available

 Crash project

* You can usually make a project go faster by

adding more people or using better tools.
These all cost extra money. But to make a
project go 50% faster, you usually have to
spend 100% more money on it.
 Group discussion
1) In quadruple constraint: a change in one
constraint will automatically effect other
constraints. Find an example.
2)ដំណ ោះស្រាយចំណ ោះកង្វោះធនធានមនុស្ស (Lack
of resources)
3) ដំណ ោះស្រាយចំណ ោះ Crash Project
4) ដំណ ោះស្រាយចំណ ោះលកខខណ្ឌពិណស្ស្ (ចាប់
ណ ើបនឹង្ណចញ)
5) ដំណ ោះស្រាយចំណ ោះ “Distributed project
management”
 Oral Questions
1) What is a project?(Describe its attributes,
more detail see on pages 2, 3 of text book)
2) Find out an example of IT project and use its
attributes to explain
3) What is the triple constraint? Quadruple
constraint?
4) What is the trade-off of project?
5) What is “Distributed” project management?
Top Ten Most in Demand IT Skills 

Rank IT Skill/Job Average Annual Salary

1 SQL Database Analyst $80,664
2 Oracle Database Analyst $87,144
3 C/C++ Programmer $95,829
4 Visual Basic Programmer $76,903
5 E-commerce/Java Developer $89,163
6 Windows NT/2000 Expert $80,639
7 Windows/Java Developert $93,785
8 Security Architect $86,881
9 Project Manager $95,719
10 Network Engineer $82,906
Paul Ziv, “The Top 10 IT Skills in Demand,” Global Knowledge Webcast
(www.globalknowledge.com) (11/20/2002).