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Learning Objectives
Project Management • What is “A Project” and what represents
“Project Management”?
Lecture 1: Overview and Processes

• Key elements of the project management

framework, including project stakeholders,
the project management knowledge areas,
zexnam@gmail.com
common tools and techniques, and project
Compiled by E. NAMACHA success factors.

Objectives (Cont’d) Objectives (Cont’d)

• Definition of PM and project management • Describe the project management
framework profession, such as the Project
• Understand the role of the project Management Institute, the importance of
manager, what skills they need, and what certification and ethics, and the growth of
the career field is like for information project management software.
technology project managers.

Introduction to the PMBOK PMBOK Defined

• Identifies good practices for a project and
• Purpose of the PMBOK- identify and project manager
codify good practices • Even though the PMBOK is ANSI
• The team decided what parts of the Standard the details of every topic are not
PMBOK practices to use elaborated

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Purpose of the PMBOK What is a project?

• A group of tasks (activities) performed within a
– Generally recognized practices definable time period (schedule) in order to meet a
specific set of goals/objectives (performance) within a
– Provides a shared vocabulary and budget (cost plan)
structure for discussion • A project generally exhibits most of the following
– The PMBOK is a foundational publication conditions:
R It is unique
for reference, preparation for certification,
R A project is finite
standardized training R Usually complex
R A project is homogeneous
R Non-repetitive
R Requires multiple resources from a finite resource pool
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OVERVIEW OF PROJECT
What Is a Project? MANAGEMENT

• A project is “a temporary endeavor undertaken to

create a unique product, service, or result.”*

• Operations is work done to sustain the business.

• A project ends when its objectives have been reached,

or the project has been terminated.
RESOURCES
• Projects can be large or small and take a short or long
time to complete.

PERFORMANCE/TECHNOLOGY
*PMI, A Guide to the Project Management Body of Knowledge
(PMBOK® Guide) (2004), p. 5.

Project Characteristics Project Life Cycle

• Have a specific objective (which may be
unique or one-of-a-kind) to be completed
within certain specifications
• Have defined start and end dates
• Have funding limits (if applicable)
• Consume human and nonhuman resources
(i.e., money, people, equipment)

• Be multifunctional (cut across several

functional lines)

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PM Processes (PDCA) Examples of IT Projects

• A help desk or technical worker replaces

laptops for a small department.

• A small software development team adds a

new feature to an internal software application.

• A college campus upgrades its technology

infrastructure to provide wireless Internet
access.
Plan – Do – Check – Action Cycle
Source: PMBOK 2004

Examples of IT Projects More Examples

• A cross-functional task force in a company • Starting a new Business
decides what software to purchase and how it • Building construction
will be implemented. – Domestic building
– Facility
• A television network develops a system to allow
viewers to vote for contestants and provide other – Industrial park
feedback on programs. • Infrastructure construction
– Highway
• A government group develops a system to track – Interchange
child immunizations. – MRT
– HSRW

More examples Project and Program Managers

• Project managers work with project sponsors, project
• SARS task force teams, and other people involved in projects to meet
• Academic research project project goals.
• Home land security project • Program: “A group of related projects managed in a
coordinated way to obtain benefits and control not
… available from managing them individually.”*
• Program managers oversee programs and often act as
bosses for project managers.

*PMI, A Guide to the Project Management Body of Knowledge

(PMBOK® Guide) (2004), p. 16.

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What is Project Management? The Triple Constraint

• Project management is “the application • Every project is constrained in different ways
of knowledge, skills, tools and techniques by its:
to project activities to meet project
– Scope goals: What work will be done?
requirements.”*
– Time goals: How long should it take to complete?

– Cost goals: What should it cost?

• It is the project manager’s duty to balance

*PMI, A Guide to the Project Management Body of Knowledge these three often-competing goals.
(PMBOK® Guide) (2004), p. 8.

The Triple Constraint of Project Advantages of Using Formal

Management Project Management
• Better control of financial, physical, and
human resources.
Successful project • Improved customer relations.
management means
meeting all three
• Shorter development times.
goals (scope, time, • Lower costs.
and cost) – and
satisfying the • Higher quality and increased reliability.
project’s sponsor! • Higher profit margins.
• Improved productivity.
• Better internal coordination.
Information Technology 22

• Higher
Project Management,
Fourth Edition worker morale (less stress).

Project Stakeholders Nine Project Management

Knowledge Areas
• Stakeholders are the people involved in or • Knowledge areas describe the key competencies
affected by project activities. that project managers must develop.
• Stakeholders include: – Four core knowledge areas lead to specific project
– Project sponsor objectives (scope, time, cost, and quality).
– Project manager – Four facilitating knowledge areas are the means
– Project team through which the project objectives are achieved
– Support staff (human resources, communication, risk, and
procurement management).
– Customers
– One knowledge area (project integration management)
– Users affects and is affected by all of the other knowledge
– Suppliers areas.
– Opponents to the project – All knowledge areas are important!

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Five Project Management Processes

Project Management Framework
• Initiating Processes
• Planning Processes
• Executing Processes
• Controlling Processes
• Closing Processes

Relationships Among Process Groups Relationships Among Process Groups

and Knowledge Areas and Knowledge Areas (cont’d)

PMBOK® Guide 2004, p. 69

Project Management Tools and

Project Success Factors*
Techniques
1. Executive support 7. Firm basic requirements
• Project management tools and techniques assist
2. User involvement 8. Formal methodology
project managers and their teams in various
3. Experienced project 9. Reliable estimates
aspects of project management. manager 10. Other criteria, such as
• Specific tools and techniques include: 4. Clear business objectives small milestones, proper
– Project charters, scope statements, and WBS (scope). 5. Minimized scope planning, competent staff,
6. Standard software and ownership
– Gantt charts, network diagrams, critical path analyses,
critical chain scheduling (time). infrastructure
• Research direction!?è ID
– Cost estimates and earned value management (cost). influential factors for a
– Others… specific industry
*The Standish Group, “Extreme CHAOS” (2001).

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Fifteen Project Management Job

The Role of the Project Manager
Functions*
• Define scope of project.
• Job descriptions vary, but most include • Evaluate project requirements.
• Identify stakeholders, decision- • Identify and evaluate risks.
responsibilities such as planning, makers, and escalation • Prepare contingency plan.
procedures. •
scheduling, coordinating, and working with Identify interdependencies.
• Develop detailed task list (work • Identify and track critical
people to achieve project goals. breakdown structures). milestones.
• Estimate time requirements. • Participate in project phase review.
• Develop initial project • Secure needed resources.
• Remember that 97 percent of successful management flow chart. • Manage the change control
process.
projects were led by experienced project • Identify required resources and
budget. • Report project status.
managers.

Suggested Skills for Project Suggested Skills for Project

Managers Managers
• Project managers need a wide variety of skills.
• Project managers need both “hard” and
• They should: “soft” skills.
– Be comfortable with change.
– Hard skills include product knowledge and
– Understand the organizations they work in and with. knowing how to use various project
management tools and techniques.
– Lead teams to accomplish project goals.
– Soft skills include being able to work with
various types of people.

Suggested Skills for Project

Managers The Technical and
Sociocultural Dimensions
of the Project
• Communication skills: Listens, persuades. Management Process

• Organizational skills: Plans, sets goals, analyzes.

• Team-building skills: Shows empathy, motivates
• Leadership skills: Sets examples, provides vision (big
picture), delegates, positive, energetic.
• Coping skills: Flexible, creative, patient, persistent.
• Technology skills: Experience, project knowledge.

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Most Significant Characteristics of Effective and Top Ten Most

Ineffective Project Managers In-Demand IT Skills
Effective Project Managers Ineffective Project Managers
Rank IT Skill/Job Average Annual Salary
• Leadership by example • Sets bad example 1 SQL Database Analyst $80,664
• Visionary • Not self-assured 2 Oracle Database Analyst $87,144
• Technically competent • Lacks technical expertise 3 C/C++ Programmer $95,829
• Decisive • Poor communicator 4 Visual Basic Programmer $76,903
5 E-commerce/Java Developer $89,163
• Good communicator • Poor motivator 6 Windows NT/2000 Expert $80,639
• Good motivator 7 Windows/Java Developert $93,785
• Stands up to upper 8 Security Architect $86,881
management when 9 Project Manager $95,719
necessary 10 Network Engineer $82,906
• Supports team members Paul Ziv, “The Top 10 IT Skills in Demand,” Global Knowledge Webcast
(www.globalknowledge.com) (11/20/2002).
• Encourages new ideas

Top Information Technology Skills History of Project Management

70%
60%
• Some people argue that building the Egyptian
58%
60% pyramids was a project, as was building the
Percentage of 50%
42% 41% Great Wall of China.
Respondents 40%

30%
• Most people consider the Manhattan Project
20%
to be the first project to use “modern” project
10%
management.
0%
Application Project management Database Networking
development management – This three-year, $2 billion (in 1946 dollars) project
had a separate project and technical managers.
Information Technology (IT) Skill
Cosgrove, Lorraine, “January 2004 IT Staffing Update,” CIO Research Reports (February 3, 2004).

Sample Gantt Chart Figure 1-5. Sample Network Diagram

Work Breakdown Structure (WBS)

Each box is a project task from the WBS. Arrows show dependencies
between tasks. The bolded tasks are on the critical path. If any task on
the critical path takes longer to complete than planned, the whole
The WBS is shown on the left, and each task’s start and finish dates project will slip unless something is done. Network diagrams were
are shown on the right. First used in 1917, early Gantt charts were first used in 1958 on the Navy Polaris project before project
drawn by hand. management software was available.

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Project Management Office (PMO) Project Management Software

• A PMO is an organizational group responsible for
coordinating the project management function throughout • Enterprise PM software integrates
an organization. information from multiple projects to show
• Possible goals include: the status of active, approved, and future
– Collect, organize, and integrate project data for the entire
organization.
projects across an entire organization.
– Develop and maintain templates for project documents. • It also provides links to more detailed
– Develop or coordinate training in various project management
topics. information on each project.
– Develop and provide a formal career path for project managers. • Many managers like to see status in
– Provide project management consulting services.
– Provide a structure to house project managers while they are color – red, yellow, and green.
acting in those roles or are between projects.

Sample Enterprise Project The Project Management

Management Tool (Project Mgmt. Info. Sys.) Profession
• Professional societies such as the Project
Management Institute (PMI) have grown
significantly.
• There are specific interest groups in
many areas, such as engineering,
financial services, health care, and IT.
• Project management research and
certification programs continue to grow.

Project Management Growth in PMP Certification,

Certification 1993-2003
80,000
• PMI provides certification as a Project 76,550

70,000
Management Professional (PMP).
60,000
• A PMP has documented sufficient project 52,443
50,000
experience, agreed to follow a code of ethics,
# PMPs

40,343
and passed the PMP exam. 40,000
30,000
• The number of people earning PMP certification 27,052

is increasing quickly. 20,000 18, 184

10,000 6, 415
10,086
4,400
1,900 2,800
1,000
0
1 99 3 19 9 4 1 9 95 19 9 6 1 9 97 1 99 8 1 9 99 20 0 0 2 0 01 2 00 2 2 0 03

Y ear

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Ethics in Project Management Project Management Software

• Ethics is an important part of all professions. • There are currently hundreds of different products
to assist in performing project management.
• Project managers often face ethical dilemmas.
• Three main categories of tools:
• In order to earn PMP certification, applicants – Low-end tools: Handle single or smaller projects well;
must agree to the PMP code of professional cost under $200 per user.
conduct. – Midrange tools: Handle multiple projects and users;
cost $200-500 per user; Project 2003 most popular
• Several questions on the PMP exam are (includes an enterprise version).
related to professional responsibility, including – High-end tools: Also called enterprise project
ethics. management software; often licensed on a per-user
basis; VPMi Enterprise Online (www.vcsonline.com).