CHAPTER 1 - Project Management.pdf

Introduction to Project
Management
Martins Arasomwan
2019
CHAPTER
ONE
1. The contents of the slides are majorly based on Information Technology Project Management, 8th Ed, 2016 by K. Schwalb
2. The sources of additional information in any of the slides are clearly specified.
Note:

Outline
1. Introduction
2. What Is a Project?
3. What Is Project Management?
4. Program and Project Portfolio Management
5. The Role of the Project Manager
6. The Project Management Profession
7. Summary
2

Learning Objectives
 Understand why there is a growing need for better
project management, especially for information
technology projects
 Understand the concept of a project, be able to
distinguish information technology projects,
understand various attributes of projects, and know
the Triple Constraint of projects.
3

Learning Objectives
 Understand the concept of project management, key
elements of the project management framework,
project stakeholders, the project management
knowledge areas, common tools and techniques,
and project success.
 Understand the relationship between project,
program, and the contributions they each make to
enterprise success.
 Understand the role of the project manager.
4

1.0. INTRODUCTION
 Many people and organizations today have a new
(or renewed) interest in project management.
 Project management is a distinct profession with
degree programs, certifications, and excellent career
opportunities.
 The complexity and importance of IT projects, which
involve using hardware, software, and networks to
create a product, service, or result, have evolved
dramatically.
5

 Companies, governments, and other organizations
need modern project management techniques to be
successful, especially for IT projects.
 To remain competitive in the workplace, skills are
needed to become good project team members and
project managers.
 Many of the concepts of project management help in
our everyday lives as we work with people and
technology on daily basis.
6
1.0. INTRODUCTION

1.1. Motivation for Studying IT
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 cancelled 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.
7

1.2. 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
8

2.0. PROJECT
 A project is “a temporary endeavour undertaken to
create a unique product, service, or result.”
 A project is a temporary endeavour undertaken to
accomplish a unique product or service with a defined
start and end point and specific objectives that, when
attained, signify completion. http://cnx.org/content/col11120/1.11/
 Projects are distinguished from operations and from programs.
 Practice Exercise 1:
 Distinguish a project from operation
 Distinguish a project from program
9

2.1. Examples of IT Projects
 Projects can be large or small and involve one
person or a number of people.
 Projects can take a day, weeks or years to complete.
 Examples of IT projects:
 A team of students creates a smartphone application and
sells it online
 A company develops a driverless car
 A college upgrades its technology infrastructure to provide
wireless Internet access across the whole campus
10

 Examples of IT projects:
 A small software development team adds a new feature to
an internal software application for the finance department
 A government group develops a system to track child
immunizations.
 Give other examples of IT projects
 Give three (3) IT projects you would like to be involves in.
11
2.1. Examples of IT Projects

2.2. Project Attributes
 Projects come in all shapes and sizes. The following
attributes help define a project:
 A project has a unique purpose: Every project should have
a well-defined objective.
 A project is temporary: A project has a definite beginning
and end.
 A project is developed using progressive elaboration:
Projects are often defined broadly when they begin, and as
time passes, the specific details of the project become
clearer. Projects should be developed in increments.
12

2.2. Project Attributes
 A project requires resources, often from various areas:
Resources include people, hardware, software, and other
assets. Many projects cross departmental or other
boundaries to achieve their unique purposes.
 A project should have a primary customer or sponsor: Most
projects have many stakeholders, however someone must
take the primary role of sponsorship for success.
 A project involves uncertainty: Due to the uniqueness of a
project and other external factors, it is sometimes difficult
to define its objectives clearly, estimate how long it will take
to complete, or determine how much it will cost.
13

2.3. Project Constraints
 Every project is often constrained by its scope, time, and
cost goals.
 Scope: What work will be done as part of the project? What
unique product, service, or result does the customer or sponsor
expect from the project? How will the scope be verified?
 Time: How long should it take to complete the project? What is
the project’s schedule? How will the team track actual schedule
performance? Who can approve changes to the schedule?
 Cost: What should it cost to complete the project? What is the
project’s budget? How will costs be tracked? Who can authorize
changes to the budget?
14

 These limitations are
sometimes referred to in
project management as
the triple constraints.
 Managing the triple
constraint involves
making trade-offs
between scope, time,
and cost goals for a
project.
15
Figure 1: Triple constraints

 If time is most important, you must often change the
initial scope and cost goals to meet the schedule.
 If scope goals are most important, you may need to
adjust time and cost goals.
 Other factors might also be crucial to a particular
project are:
 Quality (often a key factor in projects)
 Resources
 Risk
16
The project manager should
be communicating with the
sponsor throughout the
project to make sure it is
meeting expectations.

 An example of a project that
cut quality because the
project costs were fixed.
 Located in the Roncador
Field, Campos Basin,
Brazil, and was operated by
Petrobras.
 Was the largest footing
production platform in the
world capable of processing
180,000 barrels of oil per
day and 5.2 million cubic
meters of gas per day.
17
Figure 2: The Petrobras P-36 oil
platform. P36 No 010 by
Richard Collinson
https://www.flickr.com/photos/richard_collinson/

 The following quotes are from a Petrobras executive, citing the
benefits of cutting quality assurance and inspection costs on the
project:
“Petrobras has established new global benchmarks for the generation of
exceptional shareholder wealth through an aggressive and innovative
program of cost cutting on its P36 production facility.”
“Conventional constraints have been successfully challenged and replaced
with new paradigms appropriate to the globalized corporate market place.”
“Elimination of these unnecessary straitjackets has empowered the
project’s suppliers and contractors to propose highly economical solutions,
with the win-win bonus of enhanced profitability margins for themselves.”
“The P36 platform shows the shape of things to come in the unregulated
global market economy of the 21st century.”
18

 In March 2001, the P-36 was producing around 84,000
barrels of oil and 1.3 million cubic meters of gas per day.
 Became destabilized by two explosions.
 Sank in 3,900 feet of water with 1,650 short tons of
crude oil remaining on board, killing 11 people.
 Attributed to a complete failure in quality assurance,
and pressure for increased production which led to
compromised safety procedures.
 Listed as one of the most expensive accidents with a
price tag of $515,000,000.
19

 The dynamic trade-offs between the project constraint
values have been humorously and accurately described
in the illustration from Barron & Barron Project Management
for Scientists and Engineers:
20
https://cnx.org/contents/8KeV8AMJ@4/What-is-Project-Management

 The best projects have
a perfectly balanced
triangle.
 Maintaining this balance
is difficult because
projects are prone to
change.
21
Figure 3: A schematic of the triple constraint triangle. The triad constraints by
John M. Kennedy T.
COST SCHEDULE
Quality
S
COPE

 A project team may meet scope, time, and cost
goals but might fail to meet quality standards and
satisfy the sponsor.
 How can you avoid the problems that occur when
you meet scope, time, and cost goals, but lose sight
of customer satisfaction?
 The answer is good project management, which
includes more than managing project constraints.
22

23
3.0. PROJECT MANAGEMENT
Figure 4:
A typical scenario where
effective project management
is missing.

 Project management is “the application of knowledge,
skills, tools, and techniques to project activities to
meet project requirements.”
 The key elements of a typical project management
framework include:
 project stakeholders
 project management knowledge areas
 project management tools and techniques
 contribution of successful projects to the enterprise
24

Figure 5: Project management framework
25

3.1. Project Stakeholders
 Stakeholders are the people involved in or affected
by project activities:
 Project sponsor
 Project team
 Support staff
 Customers
 Users
 Suppliers
 Opponents of the project
26

3.1. Project Stakeholders
 The different stakeholders in projects often have
different interests.
 Stakeholders’ needs and expectations are important
in the beginning and throughout the life of a project.
 Successful project managers develop good
relationships with project stakeholders to understand
and meet their needs and expectations.
 Given a project of building a new house, identify the
several stakeholders.
27

3.2. Project Management
Knowledge Areas
 Project management knowledge areas describe the key
competencies that project managers must develop:
 Project scope management: defining and managing all the
work required to complete the project successfully.
 Project time management: estimating how long it will take
to complete the work, developing an acceptable project
schedule, and ensuring timely completion of the project.
 Project cost management: preparing and managing the
budget for the project.
28

Knowledge Areas
 Project quality management: ensuring the project satisfies
the stated or implied needs for which it was undertaken.
 Project human resource management: making effective
use of the people involved with the project.
 Project communications management: generating,
collecting, disseminating, and storing project information.
 Project risk management: identifying, analysing, and
responding to risks related to the project.
 Project procurement management: acquiring or procuring
goods and services for a project from outside the
performing organization.
29

Knowledge Areas
 Project stakeholder management: identifying and analysing
stakeholder needs while managing and controlling their
engagement throughout the life of the project.
 Project integration management: overarching function that
affects and is affected by all of the other knowledge areas.
 Project managers must have knowledge and skills in all
the 10 areas listed above.
 Each of the areas shall be considered in the subsequent
lectures in the course.
30

3.3. Project Management Tools
and Techniques
 Project management tools and techniques assist
project managers and their teams in carrying out
work in all 10 knowledge areas.
 The following Table lists some commonly used tools
and techniques by knowledge area.
 It is easier to manage smaller projects.
 Researchers suggest that organizations strive to
break large projects into a sequence of smaller ones
in a process they call optimization.
31

and Techniques 32
Knowledge Area/Category Tools and Techniques Super Tools
Integration management Project selection methods
PM methodologies
Stakeholder analyses
Work requests
Project charters
PM plans
Change control boards
Project review meetings
PM software
Change requests
Lessons-learned report
Scope management Statements of work
Scope management plans
Scope verification techniques
Scope change controls
Scope statement
Work breakdown structures
Requirements analyse
Table 1: Common project management tools and techniques by knowledge areas

and Techniques 33
Time management Project network diagrams
Critical path analysis
Crashing Fast tracking
Schedule performance
measurements
Gantt chart
Cost management Project budgets
Net present value
Return on investment
Payback analysis
Earned value management
Project portfolio management
Cost estimates
Cost management plans
Cost baselines

and Techniques 34
Quality management Quality metrics
Checklists
Quality control charts
Pareto diagrams
Fishbone diagrams
Maturity models
Statistical methods
Test plans
Human resource
management
Motivation techniques
Empathic listening
Responsibility assignment matrices
Project organizational charts
Resource histograms
Team building exercises

and Techniques 35
Communications
management
Communications mgmt plans
Conflict management
Communications media selection
Status reports
Virtual communications
Templates Project websites
Kick-off meetings
Progress reports
Risk management Risk management plans
Risk registers
Probability/impact matrices
Risk rankings
Procurement management Make-or-buy analyses
Contracts Requests for
proposals or quotes
Source selections
Supplier evaluation matrices

3.4. Project Success
 Common criteria for measuring the success of a
project:
 The project met scope, time, and cost goals.
 The project satisfied the customer/sponsor.
 The results of the project met its main objective, e.g.
saving a certain amount of money, providing a good return
on investment, or making the sponsors happy.
36

 User involvement
 Executive support
 Clear business objectives
 Emotional maturity
 Optimizing scope
37
 Agile process
 Project management expertise
 Skilled resources
 Execution
 Tools and infrastructure
Source: The Standish Group, “CHAOS Manifesto 2013: Think Big, Act Small” (2013).
 What helps Projects Succeed:

 A 2011 U.S. government report listed the top three
reasons why federal technology projects succeed:
 Adequate funding
 Staff expertise
 Engagement from all stakeholders .
 Explain why the CHAOS study list (see the slide before
this) does not include adequate funding.
38

 Research comparing companies that excel in project
delivery (the winners) from those that do not found
four significant best practices:
 Use an integrated toolbox: They carefully select tools, align
them with project and business goals, link them to metrics,
and provide them to project managers for positive results.
 Grow project leaders: They often grow or develop their
project leaders internally, providing them with career
opportunities, training, and mentoring.
39

 Develop a streamlined project delivery process: All
projects go through clear stages and clearly define key
milestones. All project leaders use a shared road map,
focusing on key business aspects of their projects while
integrating goals across all parts of the organization.
 Measure project health using metrics: They use
performance metrics to quantify progress. Metrics often
include customer satisfaction, return on investment, and
percentage of schedule buffer consumed.
40

4.0. PROGRAM AND PROJECT
PORTFOLIO MANAGEMENT
 Projects make up a significant portion of work in
most business organizations or enterprises.
 Managing those projects successfully is crucial to
enterprise success.
 Two important concepts that help projects meet
enterprise goals are the use of
 Programs management.
 Project portfolio management.
41

4.1. Programs
 A program is “a group of related projects managed
in a coordinated way to obtain benefits and control
not available from managing them individually”.
 More economical to group projects together; helps
streamline management, staffing, purchasing, and
other work.
 Examples of common programs in the IT field:
 Infrastructure.
 Applications development.
 User support.
42

4.1. Programs
 Responsibilities of a program manager:
 Provides leadership and direction for the project managers
heading the projects within a program.
 Coordinate the efforts of project teams, functional groups,
suppliers, and operations staff supporting the projects to
ensure that products and processes are implemented to
maximize benefits.
 A change agent responsible for the success of products
and processes developed by those projects.
43

4.1. Programs
 Responsibilities of a program manager:
 Review meetings with all their project managers to share
important information and coordinate important aspects of
each project.
 Shares their wisdom and expertise with their project
managers.
 Must possess strong business knowledge, leadership
capabilities, and communication skills
44

4.2. Project Portfolio
Management
 Project portfolio management is a practice whereby
organizations group and manage projects and
programs as a portfolio of investments that
contribute to the entire enterprise’s success.
 Project portfolio management is “the continuous
process of selecting and managing the optimum set
of project initiatives that deliver maximum business
value.” – Eric Burke
 Eric Burke was a Pacific Edge Software’s product
manager
45

Management
Figure 6: Project management compared to project portfolio management
46

Management
 Portfolio managers help their organizations make
wise investment decisions by helping to select and
analyse projects from a strategic perspective.
 They may or may not have previous experience as project
or program managers.
 Should have strong financial and analytical skills
 Understand how projects and programs can contribute to
meeting strategic goals.
 Many organizations use a more disciplined approach
to portfolio management by developing guidelines
and software tools to assist in it.
47

Management
 Best Practice: an optimal way recognized by
industry to achieve a stated goal or objective.
 Rosabeth Moss Kanter, a professor at Harvard
Business School suggests the following exercise
regimen for business leaders who want to adapt
best practices in an intelligent way to help their own
organizations:
 Reach high. Stretch. Raise standards and aspirations. Find
the best of the best and then use it as inspiration for
reaching full potential.
48

Management
 Help everyone in your organization become a professional.
Empower people to manage themselves through
benchmarks and standards based on best practice
exchange.
 Look everywhere. Go far afield. Think of the whole world
as your laboratory for learning.
 The following figure illustrates one approach for
project portfolio management in which one large
portfolio exists for the entire organization.
49

Management
Figure 7: Sample project portfolio approach
50

Management
 Many organizations use specialized software to
organize and analyse all types of project data into
project portfolios.
 Enterprise project management software or project
and portfolio management software:
 integrates information from multiple projects to show the
status of active, approved, and future projects across an
entire organization.
 helps organizations prioritize project portfolio investment to
deliver results with the best business value.
 Microsoft Project is in the lead.
51

5.0. THE ROLE OF THE PROJECT
MANAGER
 Project managers are organized, passionate, and
goal-oriented individuals who drive business results
by leading projects.
 They work with project sponsors, project team, and
other people involved in a project to meet project goals.
 They smoothly link management, clients and staff to
keep projects rolling.
 They are change agents who work well under
pressure and enjoy challenging work environments.
52

5.0. THE ROLE OF THE PROJECT
MANAGER
 Experienced and effective project managers help
projects succeed.
 Demand for project managers is high.
 Success in a project management job requires
 People skills
 Business acumen
 Technical competence.
 Understanding the roles of project manager equips
team members to help their project managers.
53

5.1. Project Manager Job
Description
 A project manager can have many different job
descriptions, which can vary tremendously based on
the organization and the project.
 Most project managers perform similar tasks
regardless of these differences
 Reach high. Stretch. Raise standards and aspirations. Find
the best of the best and then use it as inspiration for
reaching full potential.
54

Description
 Project manager for a consulting firm:
 Plans
 Schedules, and controls activities to fulfil identified
objectives applying technical, theoretical, and managerial
skills to satisfy project requirements.
 Coordinates and integrates team and individual efforts
 Builds positive professional relationships with clients and
associates.
55

Description
 Project manager for a computer systems firm:
 Works independently within established practices to assist
in the development and implementation process of projects
involving departmental, vendor relationships, and/or cross-
functional teams.
 Coordinates with internal/external clients to gather
business requirements and coordinate project plans.
 Monitor projects from initiation through delivery ensuring
completion of the project on schedule.
56

Description
 IT project manager for a non-profit consulting firm:
 Business analysis.
 Requirements gathering.
 Project planning.
 Budget estimating.
 Development, testing, and implementation.
 Responsible for working with various resource providers to
ensure development is completed in a timely, high-quality,
and cost-effective manner.
57

5.2. Suggested Skills for
Project Managers
 Project managers need to have a wide variety of
skills and be able to decide which skills are more
important in different situations
 Recommended by PMBOK®; project management
team understand and use expertise in the following
areas:
 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
58

Project Managers
 Three dimensions of project management
competency by PMBOK®:
 Project management knowledge: knowing about project
management.
 Performance competency: being able to apply project
management knowledge.
 Personal competency: attitudes and personality
characteristics.
59

Project Managers
 Seven skills project managers need in order to be
effective and successful in leading IT projects:
 Be highly organized.
 Take charge and know how to lead.
 Be an effective communicator.
 Know how and when to negotiate.
 Be detail-oriented.
 Recognize and solve problems quickly.
 Possess the necessary technical skills.
60

Project Managers
 All project managers should continue to develop
 Knowledge and experience in project management,
 General management
 Business skill
 Soft skills
 The industries they support.
 IT project managers should develop more than their
technical skills to be productive team members and
successful project managers.
61

5.3. Importance of People
Skills and Leadership Skills
 People skills
 Leadership
 Listening
 Integrity, ethical
behaviour, consistency
 Strength at building trust
 Verbal communication.
62
 Strength at building teams
 Conflict resolution, conflict
management
 Critical thinking, problem
solving
 Understanding and balancing
of priorities.
 Ten most important skills and competencies for
effective project managers:

 Skills and competencies most important in various
project situations:
 Large projects: Leadership, relevant experience, planning,
people skills, verbal communication, and team-building
skills.
 High-uncertainty projects: Risk management, expectation
management, leadership, people skills, and planning skills.
 Innovative projects: Leadership, people skills, vision- and
goal-setting, self-confidence, expectations management,
and listening skills.
63

 Note the following:
 A few skills and competencies not cited in the top 10 list were
mentioned.
 The general emphasis on people and leadership skills.
 To be most effective, project managers require a
changing mix of skills and competencies depending on
the project being delivered.
 Remember: all project managers, especially those
working on technical projects, need to demonstrate
leadership and management skills.
64

 Project managers often take on the role of both
leader and manager.
 Good project managers focus on achieving positive
results.
 The best project managers have leadership and
management characteristics.
 Leadership and management are terms often used
interchangeably, although there are differences.
Differentiate between a manager and leader.
65

Figure 8: The most common career paths for Project Manager, IT
66
5.4. Careers for IT Project
Managers
https://www.payscale.com/research/ZA/Job=Project_Manager%2C_Information_Technology_(IT)/Salary
Skills in Project
Management,
Microsoft Project,
Microsoft Office
and Business
Analysis are
correlated to pay
that is above
average. Skills
that pay less than
market rate
include Microsoft
Excel.

Figure 9: Pay by Experience Level for Project Manager, IT
67
5.4. Careers for IT Project
Managers
https://www.payscale.com/research/ZA/Job=Project_Manager%2C_Information_Technology_(IT)/Salary
Popular Skills for
Project Manager, IT:
 Project
Management
 Microsoft Project
 Microsoft Office
 Business
Analysis
 Microsoft Excel

 Companies are very much in need of your skills.
 Competitive Salaries.
 Different skills and tasks.
 Many opportunities to grow and advance.
 You can work in almost every industry.
 Your work is very important and really makes a
difference
68
5.5. Why Project Management
is good as a Career
https://www.skillsacademy.co.za/project-management-as-a-career/

 This refers to project management that does not
necessarily fall under a certain specialized window like
IT or Sales.
 It refers to Project Management roles and duties that
can be used in any environment.
 General Project Management Job Titles:
69
5.6. General Project
Management
 Project Coordinator
 Resource Manager
 Procurement Manager
 Budget Manager
 Project Director
 Project Assistant
 Program Manager
 Project Lead
 Risk Manager
 Quality Control
Manager

 Various types of Project Managers:
 IT Project Manager
 Technical Project Manager
 Construction Project Manager
 Healthcare Project Manager
 Some industries you can work in:
70
5.6. General Project
Management
 Construction
 Entertainment
 Marketing & Advertising
 Finance
 Technology
 Engineering
 Architecture
 IT Industry
 Insurance
 Manufacturing
 Business

6.0. THE PROJECT MANAGEMENT
PROFESSION
 The project management profession is growing at a
very rapid pace.
 It is helpful to understand the
 History of the field
 Role of professional societies like the Project Management
Institute (PMI)
 Growth in project management software.
71

 Project management has been around since 2550
B.C.E.
 In 1917, long before the Manhattan project, Henry
Gantt developed the famous Gantt chart for
scheduling work in factories.
 Most agree that the modern concept of project
management began with the Manhattan Project led
by the U.S. military led to develop the atomic bomb
in World War II, in 1943 – 1946.
72
6.1. History of Project
Management

 The Cold War years of the 1950s and ‘60s saw the
refinement of several project management
techniques.
 In 1958, members of the U.S. Navy Polaris
missile/submarine project first used network
diagrams.
 By the 1970s, the U.S. military and its civilian
suppliers had developed software to assist in
managing large project, e.g. Artemis.
73
Management

 As computer hardware became smaller and more
affordable and software companies developed
graphical, easy-to-use interfaces, project
management software became less expensive and
more widely used.
 In the 1990s, many companies began creating
Project Management Offices (PMO) to help them
handle the increasing number and complexity of
projects.
74
Management

 By the end of the 20th century, people in virtually
every industry around the globe began to investigate
and apply different aspects of project management
to their projects.
 Many colleges, universities, and companies around
the world now offer courses related to different
aspects of project management.
75
Management

 A Project Management Office (PMO): organizational
group responsible for coordinating the project
management function throughout an organization.
 There are different ways to structure a PMO, and
they can have various roles and responsibilities.
 Organizations with very mature project management
processes and experienced managers – a small PMO
focusing on organizing all project data might be all that is
needed.
 Organization new to project management – a larger PMO
might be needed focusing on training and standards.
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Management

Figure 10: Growth in the
number of PMOs
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Management
This increase shows the
growing importance of
using standard project
management processes in
organizations of all sizes.

 Organizations continue to modify their PMOs to
ensure they add value to their unique situations.
 Three key factors that are playing major roles in the
growth of PMOs:
 The growing strategic value of the PMO
 The increased role of the PMO in training
 The ever-present challenge of resource management
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Management

 Possible goals of a PMO:
 Collect, organize, and integrate project data for the entire
organization.
 Ensure that the organization’s approaches for project
management include accepted and validated best
practices.
 Audit project documentation and offer feedback on project
managers’ approaches and compliance with standards.
 Develop and maintain templates, tools, and standards for
project documents and project methodologies to be used.
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Management

 Possible goals of a PMO:
 Develop or coordinate training in various project
management topics.
 Provide a formal career path for project managers.
 Provide project management consulting services.
 Provide a structure or department that project managers
belong to while they are assigned to a project or are
between projects.
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Management

 The Project Management Institute (PMI) is an
international professional society for project
managers founded in 1969.
 PMI has communities of practice for members to
share ideas about project management in their
particular application areas, e.g. information
systems, government, aerospace/defense, financial
services, healthcare, etc.
 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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6.2. The Project Management
Institute

 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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Institute

 Other project management professional societies:
 International Project Management Association (IPMA)
 Association for Project Management (APM).
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Institute

 Professional certification is an important factor in
recognizing and ensuring quality in a profession.
 As a Project Manager, your chances of employment,
promotion and outlook greatly increase when you are
certified.
 Some Project Management Certifications you can gain:
 Project Management Professional (PMP) Certification
 Certified Project Manager (CPM)
 Advanced Project Manager Certification (APMC)
 For a complete list of Project Management Certifications:
84
Certification
https://blog.teamweek.com/2018/10/the-11-best-project-management-certifications-2019/

 Many employers today require specific certifications to
ensure that their workers have current skills
 Job seekers find that they often have an advantage
when they earn and maintain marketable certifications.
 Project management certification is also enabling
professionals in the field to share a common base of
knowledge
 Sharing a common base of knowledge is important
because it helps advance the theory and practice of project
management.
85
Certification

 Ethics is a set of principles that guides decision
making based on personal values of what is
considered right and wrong.
 Making ethical decisions is an important part of
project managers’ personal and professional lives –
it generates trust and respect with other people.
 Project managers often face ethical dilemmas:
 If project managers can make more money by taking
bribes, should they?
 Should project managers accept subpar work to meet a
deadline?
86
6.4. Ethics in Project
Management

 PMI approved a Code of Ethics and Professional
Conduct that took effect in January 2007.
 This code applies not only to PMPs but to all PMI
members who hold a PMI certification, apply for a PMI
certification, or serve PMI in a volunteer capacity.
 The PMI Code of Ethics and Professional Conduct
includes short chapters addressing:
 Vision and applicability
 Responsibility
 Respect
 Fairness
 Honesty
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Management

 A few excerpts from this document include the
following:
 “As practitioners in the global project management
community:
 We make decisions and take actions based on the best
interests of society, public safety, and the environment.
 We accept only those assignments that are consistent with
our background, experience, skills, and qualifications.
 We fulfil the commitments that we undertake – we do what
we say we will do.
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Management

 We inform ourselves about the norms and customs of
others and avoid engaging in behaviours they might
consider disrespectful.
 We listen to others’ points of view, seeking to understand
them.
 We approach directly those persons with whom we have a
conflict or disagreement.
 We demonstrate transparency in our decision-making
process.
 We constantly reexamine our impartiality and objectivity,
taking corrective action as appropriate.
89
Management

 We proactively and fully disclose any real or potential
conflicts of interest to appropriate stakeholders.
 We earnestly seek to understand the truth.
 We are truthful in our communications and in our
conduct.”
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Management

 There are enough options that deciding which project
management software to use has become a project
in itself.
 Hundreds of project management software tools
provide specific functionality for managing projects
and performing portfolio management. Microsoft
Project is in the lead.
 These software tools can be divided into three
general categories based on functionality:
 Low-end tools: Provide basic project management features.
Recommended for small projects and single users.
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Software

 Midrange tools: Designed to handle larger projects, multiple
users, and multiple projects.
 High-end tools: Sometimes referred to as enterprise project
management software. Provide robust capabilities to handle
very large projects and dispersed workgroups.
 Several free or open-source tools are also available:
 Basecamp
 Trello
 Asana
 ProjectLibre
 LibrePlan
 OpenProject
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Software

7.0. SUMMARY
 A project is a temporary endeavour undertaken to
create a unique product, service, or result.
 Project management 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.
93

7.0. SUMMARY
 Project managers play a key role in helping projects
and organizations succeed .
 The project management profession continues to
grow and mature.
94

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