Project Management Part 1.pdf

What is a Project?
A project is a time-limited endeavor to create a unique product, service or
result.
We produce unique result in order to achieve the business goals
Definite beginning and end date
2 Y‐Max University (YMU)

Cont’d...
A project may be defined as a group of related activities carried out to
achieve a specific objective.

Project vs Process
Project : Unique
Process: Daily routine

Business Case
It will need to be made showing that the value of the benefits of
completing the project will be greater than the costs of implementing and
operating the new (or revised) system that the project would create.
This will not only need to consider business concerns, but also the
technical difficulties of the project.
 This is underlined by the alternative name of feasibility study for the
business case.

Attributes of the Project
If the proposal is accepted by the organisation, the project that emerges
should have the following attributes:
 A defined start point (when undertaking, resource commitment,...)
 A set of objectives (state clearly)
 A set of outputs or deliverables
 A date by which objective should be met
 A budget setting
 Benefit for organization

Factors To be successful Project
✓To be successful, a project should:
oenable the stated objectives to be achieved;
obe delivered on time and within budget;
odeliver a system that performs to agreed specifications, including those
relating to quality;
osatisfy the project sponsor and other interested parties.

Constraint of Project

Constraints concern Areas
✓- 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 authorise
changes to the budget? Table 1.1: The Triple Constraints

Constraints of Project
1
0
Y‐Max University (YMU)

Scope Creep
✓If scope are not completely defined and described and if there is no
effective change control in a project, scope or requirement creep may
occurs.
✓Scope Creep refers to the uncontrolled changes in a project’s scope.
✓It can happen when the scope of the project is not properly defined,
documented and controlled and can result in time or cost overruns.
1
1

What is Project Management?
✓Project Management is the application of Skills, knowledge and tool to
increase a project’s chance of success.
1
2
✓ Project Management is the
practice of leading the work of a
team to achieve the goal and meet
success criteria at a specified
time.

What is Project Manager?
✓Project Manager is the someone who has to take responsibility for
controlling the work in accordance with the plans.
1
3

Skills required for Project Manager
✓In order to overcome the challenges related to project triangle and meet
the project objectives, the project manager needs to have a range of skills,
which includes:
1
4
• Leadership
• Managing People
• Negotiation
• Time Management
• Effective communication
• Planning
• Controlling
• Conflict resolution
• Problem solving

Project Management Methodology
✓A project management method is a set of processes used to run a project
in a controlled and, therefore, predictable fashion.
✓The design and development procedures by which the objectives of the
project are satisfied – for example, the use of object-oriented analysis –
constitute the development methods.
✓project management methods are applicable to a range of project types,
whereas development methods tend to be specific to projects with
particular types of deliverables or objectives.
1
5

Project Management Methodologies
The traditional Approach
PRINCE2
Scrum
Agile
Six Sigma
Critical Chain Project
Management
16
 Process-based Management
 Extreme Project Management
(XPM)
 Lean Project Management
 Project Production
Management (PPM)
 Benefits Realization
Management
 PMBOK Guide

Defining the Project Success Criteria
✓Project completed on time.
✓Project completed within budgets.
✓Project completed according to quality standard and performance
measures.
✓The resulting information system is acceptable to the customer.
✓Project completed to the satisfaction of of all key holders and
beneficiaries.
1
7

What is a stakeholder?
A stakeholder is
(1) An individual, group or organization
(2) May affect, be affected by, or perceive itself to be affected by a
(3) Decision, activity, or outcome
Of a project
(e.g project sponsor, project team, support staff, customer, users, suppliers)
1
8

Risk
 Risk is defined by potential external events that will have a negative
impact on your project if they occur.
 Risk refers to the combination of the probability the event will occur and
the impact on the project if the event occurs.
 If the combination of the probability of the occurrence and the impact on
the project is too high, you should identify the potential event as a risk and
put a proactive plan in place to manage the risk.
1
9

Activity 1.1
Assume that you are a manager of an office department that is going to be
relocated to a building five miles away. Day-to-day management of the
move will be delegated to one of your staff. What would be the main
sequence of activities needed to plan and carry out the move? You want to
leave as much of the detailed work as possible to your subordinates, but at
which key points would you need to be involved to check progress?
2
0

Project Management Life Cycles
✓Project Management Process (or) Project Management Phases
Initiating
Planning
Executing
Monitoring and Controlling
Closing
2
1

Project Management Life Cycles
2
2

Initiating
✓These processes include defining and authorising a project or project
phase.
✓Initiating processes take place during each phase of a project.
✓For example, in the close-out phase, initiating processes are used to ensure
that the project team completes all the work, that someone documents
lessons learned, and that the customer accepts the work.
2
3

Planning
✓These processes include devising and maintaining a workable scheme to
ensure that the project addresses the organisation’s needs.
✓Projects include several plans, such as the scope management plan,
schedule management plan, cost management plan, and procurement
management plan.
✓These plans define each knowledge area as it relates to the project at a
particular point in time.
2
4

Executing
✓These processes include coordinating people and other resources to carry
out the various plans and create the products, services, or results of the
project or phase.
✓Examples of executing processes include directing and managing project
work, managing project knowledge, acquiring resources, and conducting
procurements.
2
5

Monitoring and Controlling
✓These processes include regularly measuring and monitoring progress to
ensure that the project team meets the project objectives.
✓The project manager and staff monitor and measure progress against the
plans and take corrective action when necessary.
✓A common monitoring and controlling process is reporting performance,
where project stakeholders can identify any necessary changes that may be
required to keep the project on track.
2
6

Closing
✓These processes include formalising acceptance of the project or project
phase and ending it efficiently.
✓Administrative activities are often involved in this process group, such as
archiving project files, documenting lessons learned, and receiving formal
acceptance of the delivered work as part of the phase or project.
2
7

Level of activity for the process groups
2
8

Project Management tools and techniques
 Assist project manager and their teams in carrying out work in all 10 knowledge
areas. E.g popular time management tools – gantt charts, project network
diagram, critical path analysis
 Gantt Chart
 Gantt chart is a bar chart that displays the scheduled information graphically.
These are very useful in the planning and scheduling of the projects.
2
9

IT Projects
 Selection of IT projects (review of Business Objective)
 IT projects typically involve using hardware, software, and networks to create a
product, service, or result. Examples of IT projects include the following:
1) A government develops a system to track COVID-19 immunisations.
2) A company develops a driverless bus, taxi or car.
3) An educational institution develops a learning management system (LMS).
4) A team of students creates a smartphone application and sells it online.
3
0

IT Projects (cont’d...)
5) A university upgrades its technology infrastructure to provide wi-fi access across
the whole campus as well as online access to all academic and student service
information.
6) A company implements a new system to increase sales force productivity and
customer relationship management that will work on various laptops, smartphones,
and tablets.
7) A television network implements a system to allow viewers to vote for
contestants and provide other feedback on programs via social media sites.
8) A multinational firm decides to consolidate its information systems into an
integrated enterprise resource management approach.
3
1

Software Project Life Cycle
3
2

Small Project Life Cycle
3
3

Different Frameworks and Different Phases
3
4

Presale Phase
• Feasibility Analysis/ Feasibility Study
• High-Level Planning
• Contract Negotiation
• Risk Management
3
5

Feasibility Study
• A feasibility study is a preliminary assessment of a proposed project's
potential for success, both in terms of its technical and financial viability.
In the context of project management, a feasibility study is conducted
before the project is initiated to determine whether it's feasible and worth
pursuing.
3
6

Is this “Feasibile”?
• The purpose of a feasibility study is to identify and evaluate potential
issues or obstacles that could impact the success of the project. This
includes analyzing the project's technical requirements, the availability
of resources, and the potential market demand for the project's outcomes.
The study may also consider the regulatory and legal environment in
which the project will operate, and whether the project aligns with the
organization's strategic goals and objectives.
3
7

Is this “Feasibile”? (cont’d…)
• A feasibility study typically includes a comprehensive analysis of the
project's costs and benefits. This can help to determine whether the
project is financially viable, and whether the expected returns justify the
investment. If the project is deemed feasible, the results of the study can
be used to inform the project planning and development process,
including the creation of a detailed project plan, budget, and timeline.
3
8

How?
• Conduct a Preliminary Analysis
• Prepare a Projected Income Statement.
• Conduct a Market Survey
• Plan Business Organization and Operations
• Prepare an Opening Day Balance Sheet
• Review and Analyze all Data
• Make Go/No-Go Decision
3
9

Feasibility Report
• 1. Executive Summary
• 2. Description of Product/service
• 3. Technology considerations
• 4. Product/Service Market Place
• 5. Marketing Strategy
• 6. Organization
• 7. Schedule
• 8. Financial Projections
• 9.Findings and Recommendation
4
0

How?
• Conduct a Preliminary Analysis
• Prepare a Projected Income Statement.
• Conduct a Market Survey
• Plan Business Organization and Operations
• Prepare an Opening Day Balance Sheet
• Review and Analyze all Data
• Make Go/No-Go Decision
4
1

4
2
Y-Max University (YMU)

• Waterfall
• Agile
• Scrum
• Prototyping Model
• PRojects IN Control Environment)
4
3

Waterfall
• This model is used only when the requirements are very well known, clear and
fixed.
• Product definition is stable.
• Technology is understood.
• There are no ambiguous requirements
• Ample resources with required expertises are available freely
• the project is short.
4
4

Waterfall (cont’d…)
4
5

• Linear sequential model sometimes are called classic life cycle or water fall
model.
• it is oldest and most widely used paradigm.
• activities "flow" from one phase to another
• works for well understood problems with minimal or no changes in the
requirements.
4
6

• Advantages
• simple model
• work best when requirements of a problem are resonably well understood
• Disadvantages
• No working software is produced until late during the life cycle.
• Poor model for long and ongoing projects.
• Once an application is in the testing stage, it is very difficult to go back and
change something that was not well-thought out in the concept stage
• Not a good model for complex and object-oriented projects.
4
7

Agile
• Agile is the opposite of the Waterfall method
• As the name a implies, this method favors a fast and flexible approach.
• There is no top-heavy requirement -gathering.
• Rather, it is iterative with small incremental chnges that respond to changing
requirements.
• Scrum is one of the most popular agile frameworks in use today and rightly so- it
is used to develop complex products and systems.
4
8

Agile
4
9

Agile
• Advantages
• Flexibility and Freedom: since there are no fixed stages or focus on
requirements, it gives your resources much more freedom to experiemtn and
make incremental changes. This makes it particularly well-suited for creative
projects.
• Lower risk: With Agile management, you get regular feed back from
stakeholders and make changes accordingly. This drastically(very) reduces the
risk of project failure since the stakeholers are involved at every step.
5
0

Agile
• Disadvantages
• No Fixed plan: The Agile approach empahsizes responding to changes as they
occur. This lack of any fixed plan makes resource management and sechduling
harder. You will constantly have to juggle resources, bringing them on/off on an
ad-hoc basis.
• Collaboration-heavy: the lack of a fixed plan means all involved departments -
inclluding stakeholders and sponsors - willhave to work closely to deliver
results. The feedback-focused approach also means that stakeholders have to be
willing (and available) to offer feedback quickly.
5
1

Scrum and Sprint Agile
• Sprint In product development, a sprint is a set period of time during which
specific work has to be completed and made ready for review.
• Each sprint begins with a planning meeting.
• During the meeting, the product owner (ther person requesting the work) and the
development team agree upon exactly what work will be accomplished during
the sprint.
5
2

Scrum and Sprint Agile
• Scrum
• Scrum, the most popular agile framework in software development, is an
iterative approach that has at its core the sprint - the scrum term for iteration.
• Scrum teams use inspection throughout an gile project to ensure that the team
meets the goals of each part of the process.
• The scrum approach includes assembling the project's requirements and using
them to define the project.
5
3

Sprint
5
4

The Prototyping Model
• The prototyping model is applied when detailed information related to input and
output requirements of the system is not available.
• In this model, it is assumed that all the requirements may not be known at the
start of the development of the system.
• It is usually used when a system does not exist or in case of a large and complex
system where there is no manual process to determine the requirements.
• This model allows the users to interact and experiment with a working model of
the system known as prototype.
5
5

Prototyping Model
5
6

The Prototyping Model
• Advantages
• user are actively involved in the development
• errors can be detected much easier.
• Qucker user feedback is available leading to better solutions.
• Missing functionality can be identified easily
• Disadvantages
• the client involvement is more and it is not always considered by the developer.
• it is a slow process because it takes more time for development.
• many changes can disturb the rhythmm of the development team.
5
7

PRINCE2
• PRINCE2 (PRojects IN Controlled Envrionments) is process-based approach
that focuses on organization and control over the entire project, from start to
finish.
• This approach ensures that you meet the project goals in a logical, systematic,
and organized manner.
• The Prince2 project management methodology also has fairly detailed
monitoring and controlling processes, which in turn ensure smooth project
execution.
• As it has been developed by the UK Governament, Prince2 is the preferred
methodology for executing projects sponsored by the U.K Government.
5
8

PRINCE2 (cont’d…)
• The methodology is based on seven principles, themes, and processes.
• Principles: The seven principles of PRINCE2 are guidelines for good project
management. They are:
• continued business justification,
• learn from experience,
• defined roles and responsibilities,
• manage by stages,
• manage by exception,
• focus on products, and
• tailor to suit the project environment.
5
9

• Themes: The seven themes of PRINCE2 are aspects of the project that need to
be addressed throughout the project lifecycle. They are:
• business case,
• organization,
• quality,
• plans,
• risk,
• change, and
• progress.
6
0

• Processes: The seven processes of PRINCE2 are steps that need to be followed
to manage the project from start to finish. They are:
• starting up a project,
• Initiating a project,
• directing a project,
• controlling a stage,
• managing product delivery,
• managing stage boundaries, and
• closing a project.
6
1

PRINCE2
6
2

Summary (Roundup)
✓Identify potential IT Project
✓ -Review Business Objective
✓ -Select IT Project
✓ -Document Feasibility study
✓ -Considering Risk
✓ -Consulting with Stakeholders
✓ -select suitable Project Methodology
6
3

End of Outcome 1
6
4

Project Management Part 1.pdf

More Related Content

Similar to Project Management Part 1.pdf (20)

Recently uploaded (20)

Project Management Part 1.pdf