Week3: The Project Management Process Groups: A Case Study

Week 15:CS202 Exam Review1Topics covered in IS370Introduction to Project ManagementContext and ProcessesProject Integration ManagementProject Scope ManagementProject Time ManagementProject Cost ManagementProject Quality ManagementProject HR ManagementCommunications ManagementProject Risk ManagementProject Procurement Management

Key Knowledge AreasLearning Objectives3Have knowledge of: Project management methodologies, processes and techniques including critical areas of scope management, time management, cost management, quality management, risk management, communication and human resource management.Have knowledge of: The scientific tools and techniques (both qualitative and quantitative) which project managers can use to improve the chances of success in their projects Have knowledge of: Common project management software tools used by professionals in the Industry.

Learning Objectives4Gain understanding of: How the knowledge in project management areas should be applied and the relationship exist between themGain understanding of: Factors contributing to effective communication among all project stakeholdersGain understanding of: The ongoing need for continuing professional education & development

Learning Objectives5Acquire skills for: Using project management tools, techniques and methodologies effectively to ensure project outcomes satisfy both the specified and the expected requirements of the project stakeholdersAcquire skills for: Identifying problems that occur during the implementation phase of projects and developing strategies to address the situationHave developed attributes which allow students to: Develop their own conceptual framework to assist them in the interaction with their colleagues and other stakeholders towards the success of all future projects in which they may be involvedContext of your learningProjectPlanningProject Management ToolsContextManagerialTechnicalExecutingControllingClosingQualityManagementRiskManagementHRManagementCommunicationManagementProcurementManagementProject IntegrationInitiatingCostManagementTimeManagementScopeManagementProcess GroupsLearning ObjectivesDescribe the five project management process groups, the typical level of activity for each, and the interactions among themUnderstand how the project management process groups relate to the project management knowledge areasDiscuss how organizations develop information technology project management methodologies to meet their needs

7Process GroupsProject Management Process GroupsProject management can be viewed as a number of interlinked processesThe project management process groups includeinitiating processesplanning processesexecuting processescontrolling processesclosing processes8Planning ?RiskManagementContextManagerialTechnicalProcess Groups9

, Process Groups10IT Project Management, Third Edition Chapter 3

Process GroupsLearning Objectives11Understand the concept, development, implementation, and close-out phases of the project life cycleDistinguish between project development and product developmentDiscuss the unique attributes and diverse nature of information technology projectsList the skills and attributes of a good project manager in general and in the information technology field ExecutionA Systems View of Project Management12A systems approach emerged in the 1950s to describe a more analytical approach to management and problem solving

Three parts include:Systems philosophy: View things as systems, interacting components working within an environment to fulfill some purposeSystems analysis: problem-solving approachSystems management: Address business, technological, and organizational issues before making changes to systemsExecutionWhat Helps Projects Succeed?13 According to the Standish Groups report, the following items help IT projects succeed, in order of importance:

Executive supportUser involvementExperienced project managerClear business objectivesMinimized scopeStandard software infrastructureFirm basic requirementsFormal methodologyReliable estimatesExecutionProduct Life Cycles14Products also have life cyclesThe Systems Development Life Cycle (SDLC) is a framework for describing the phases involved in developing and maintaining information systems

Systems development projects can follow predictive models: the scope of the project can be clearly articulated and the schedule and cost can be predictedadaptive models: projects are mission driven and component based, using time-based cycles to meet target dates

ExecutionDistinguishing Project Life Cycles and Product Life Cycles15The project life cycle applies to all projects, regardless of the products being producedProduct life cycle models vary considerably based on the nature of the productMost large IT systems are developed as a series of projectsProject management is done in all of the product life cycle phasesExecutionRUP process architecture16

ExecutionSuggested Skills for a Project Manager17Communication skills: listening, persuadingOrganizational skills: planning, goal-setting, analyzingTeam Building skills: empathy, motivation, esprit de corpsLeadership skills: set examples, be energetic, have vision (big picture), delegate, be positiveCoping skills: flexibility, creativity, patience, persistenceTechnological skills: experience, project knowledge

ExecutionLearning Objectives18Describe an overall framework for project integration management as it relates to the other project management knowledge areas and the project life cycleDescribe project plan development, including project plan content, using guidelines and templates for developing plans, and performing a stakeholder analysis to help manage relationshipsExplain project plan execution, its relationship to project planning, the factors related to successful results, and tools and techniques to assist in project plan executionUnderstand the integrated change control process, planning for and managing changes on information technology projects, and developing and using a change control systemDescribe how software can assist in project integration management

IntegrationThe Key to Overall Project Success: Good Project Integration Management19Project managers must coordinate all of the other knowledge areas throughout a projects life cycle

Many new project managers have trouble looking at the big picture and want to focus on too many details

Project integration management is not the same thing as software integrationIntegrationProject Integration Management Processes20Project Plan Development: taking the results of other planning processes and putting them into a consistent, coherent documentthe project plan

Project Plan Execution: carrying out the project plan

Integrated Change Control: coordinating changes across the entire projectIntegrationProject Plan Development21A project plan is a document used to coordinate all project planning documentsIts main purpose is to guide project executionProject plans assist the project manager in leading the project team and assessing project statusProject performance should be measured against a baseline planExecutionStakeholder Analysis22A stakeholder analysis documents important (often sensitive) information about stakeholders such asstakeholders names and organizationsroles on the projectunique facts about stakeholderslevel of influence and interest in the projectsuggestions for managing relationshipsExecutionIntegrated Change Control Process23

ExecutionChange Control on Information Technology Projects24Former view: The project team should strive to do exactly what was planned on time and within budgetProblem: Stakeholders rarely agreed up-front on the project scope, and time and cost estimates were inaccurateModern view: Project management is a process of constant communication and negotiationSolution: Changes are often beneficial, and the project team should plan for themExecutionSuggestions for Managing Integrated Change Control25View project management as a process of constant communications and negotiationsPlan for changeEstablish a formal change control system, including a Change Control Board (CCB)Use good configuration managementDefine procedures for making timely decisions on smaller changesUse written and oral performance reports to help identify and manage changeUse project management and other software to help manage and communicate changesExecutionLearning Objectives26Discuss the scope definition process and construct a work breakdown structure using the analogy, top-down, bottom-up, and mind mapping approachesUnderstand the importance of scope verification and scope change control to avoid scope creep on information technology projectsDescribe how software can assist in project scope management

ScopeScope Verification and Scope Change Control27It is very difficult to create a good scope statement and WBS for a projectIt is even more difficult to verify project scope and minimize scope changesMany IT projects suffer from scope creep and poor scope verificationFoxMeyer Drug filed for bankruptcy after scope creep on a robotic warehouse21st Century Insurance Group wasted a lot of time and money on a project that could have used off-the-shelf components

What factors might present problems for a WBS and consequently the Project??ScopeLearning ObjectivesUnderstand the importance of project schedules and good project time managementDefine activities as the basis for developing project schedulesDescribe how project managers use network diagrams and dependencies to assist in activity sequencingExplain how various tools and techniques help project managers perform activity duration estimating and schedule developmentUse a Gantt chart for schedule planning and tracking schedule information

28IS370 Project Management Dr Pat HalloranScopePERT Formula and ExamplePERT weighted average formula: optimistic time + 4X most likely time + pessimistic time6Example:PERT weighted average = 8 workdays + 4 X 10 workdays + 24 workdays = 12 days6

where 8 = optimistic time, 10 = most likely time, and 24 = pessimistic time29IS370 Project Management Dr Pat HalloranScopeSimple Example of Determining the Critical PathConsider the following project network diagram. Assume all times are in days.30IS370 Project Management Dr Pat Halloran

a. How many paths are on this network diagram? b. How long is each path? c. Which is the critical path? d. What is the shortest amount of time needed to complete this project?ScopeDetermining the Critical Path for Project X

31IS370 Project Management Dr Pat Halloran a. How many paths are on this network diagram? b. How long is each path? c. Which is the critical path? d. What is the shortest amount of time needed to complete this project?ScopeWords of Caution on Using Project Management SoftwareMany people misuse project management software because they dont understand important concepts and have not had good training

You must enter dependencies to have dates adjust automatically and to determine the critical path

You must enter actual schedule information to compare planned and actual progress32IS370 Project Management Dr Pat HalloranScopeTHE SEVEN PHASES OF A PROJECT

Wild enthusiasmPlanningDisillusionmentFear / Panic / ChaosSearch for the guiltyPunishment of the innocentPraise and Honors for the Non-Participants Quick ReviewExecutionConflict Intensity Over the Life of a Project

34ExecutionLearning Objectives35Understand the importance of project quality management for information technology products and servicesDefine project quality management and understand how quality relates to various aspects of information technology projectsDescribe quality planning and its relationship to project scope managementDiscuss the importance of quality assuranceDescribe how leadership, cost, organizational influences, and maturity models relate to improving quality in information technology projectsDiscuss how software can assist in project quality managementQualityProject Quality Management Processes36Quality planning: identifying which quality standards are relevant to the project and how to satisfy them

Quality assurance: evaluating overall project performance to ensure the project will satisfy the relevant quality standards

Quality control: monitoring specific project results to ensure that they comply with the relevant quality standards while identifying ways to improve overall qualityQualityShewhart Cycle (Deming)37

QualityImproving Information Technology Project Quality38Several suggestions for improving quality for IT projects includeLeadership that promotes qualityUnderstanding the cost of qualityFocusing on organizational influences and workplace factors that affect qualityFollowing maturity models to improve qualityQualityLearning Objectives-39Explain the importance of good human resource management on projects, especially on information technology projectsDefine project human resource management and understand its processesSummarize key concepts for managing people by understanding the theories of Abraham Maslow, Frederick Herzberg, David McClelland, and Douglas McGregor on motivation, H. J. Thamhain and D. L. Wilemon on influencing workers, and Stephen Covey on how people and teams can become more effectiveHRLearning Objectives-40Discuss organizational planning and be able to create a project organizational chart, responsibility assignment matrix, and resource histogramUnderstand important issues involved in project staff acquisition and explain the concepts of resource assignments, resource loading, and resource levelingAssist in team development with training, team-building activities, and reward systemsDescribe how project management software can assist in project human resource managementHRWhat is Project Human Resource Management?-41Project human resource management includes the processes required to make the most effective use of the people involved with a project.

Processes includeOrganizational planningStaff acquisitionTeam developmentHRKeys to Managing People-42Psychologists and management theorists have devoted much research and thought to the field of managing people at work

Important areas related to project management includemotivation (intrinsic and extrinsic)influence and powereffectivenessHRProject Resource Management Involves Much More Than Using Software-43Project managers must Treat people with consideration and respectUnderstand what motivates themCommunicate carefully with them

Focus on your goal of enabling project team members to deliver their best work

HRLearning Objectives44Understand the importance of good communication on projects and describe the major components of a communications management planDiscuss the elements of project communications planning, including information distribution, performance reporting, and administrative closureDiscuss various methods for project information distribution and the advantages and disadvantages of eachUnderstand individual communication needs and how to determine the number of communications channels needed for a project

CommunicationsImportance of Good Communications45The greatest threat to many projects is a failure to communicateOur culture does not portray IT professionals as being good communicatorsResearch shows that IT professionals must be able to communicate effectively to succeed in their positionsStrong verbal skills are a key factor in career advancement for IT professionals

CommunicationsProject Communications Management Processes46Communications planning: determining the information and communications needs of the stakeholdersInformation distribution: making needed information available in a timely mannerPerformance reporting: collecting and disseminating performance informationAdministrative closure: generating, gathering, and disseminating information to formalize phase or project completion

CommunicationsSuggestions for Improving Project Communications47Manage conflicts effectivelyDevelop better communication skillsRun effective meetingsUse e-mail effectivelyUse templates for project communications

CommunicationsDeveloping a Communications Infrastructure48A communications infrastructure is a set of tools, techniques, and principles that provide a foundation for the effective transfer of informationTools include e-mail, project management software, groupware, fax machines, telephones, teleconferencing systems, document management systems, and word processorsTechniques include reporting guidelines and templates, meeting ground rules and procedures, decision-making processes, problem-solving approaches, and conflict resolution and negotiation techniquesPrinciples include using open dialog and an agreed upon work ethirCommunicationsLearning ObjectivesUnderstand what risk is and the importance of good project risk managementDiscuss the elements involved in risk management planningList common sources of risks on information technology projectsDescribe the risk identification process and tools and techniques to help identify project risksDiscuss the qualitative risk analysis process and explain how to calculate risk factors, use probability/impact matrixes, the Top Ten Risk Item Tracking technique, and expert judgment to rank risks

, 49RISKLearning Objectives Explain the quantify risk analysis process and how to use decision trees and simulation to quantitative risksProvide examples of using different risk response planning strategies such as risk avoidance, acceptance, transference, and mitigationDiscuss what is involved in risk monitoring and controlDescribe how software can assist in project risk managementExplain the results of good project risk management

50RISKWhat is Project Risk Management?The goal of project risk management is to minimize potential risks while maximizing potential opportunities. Major processes includeRisk management planning: deciding how to approach and plan the risk management activities for the projectRisk identification: determining which risks are likely to affect a project and documenting their characteristicsQualitative risk analysis: characterizing and analyzing risks and prioritizing their effects on project objectivesQuantitative risk analysis: measuring the probability and consequences of risksRisk response planning: taking steps to enhance opportunities and reduce threats to meeting project objectivesRisk monitoring and control: monitoring known risks, identifying new risks, reducing risks, and evaluating the effectiveness of risk reduction51RISKLearning ObjectivesUnderstand the importance of project procurement management and the increasing use of outsourcing for information technology projectsDescribe the procurement planning process, procurement planning tools and techniques, types of contracts, and statements of workDiscuss what is involved in solicitation planning and the difference between a request for proposal and a request for quoteExplain what occurs during the solicitation process

52ProcurementLearning ObjectivesDescribe the source selection process and different approaches for evaluating proposals or selecting suppliersDiscuss the importance of good contract administrationDescribe the contract close-out processDiscuss types of software available to assist in project procurement management

53ProcurementImportance of Project Procurement ManagementProcurement means acquiring goods and/or services from an outside sourceOther terms include purchasing and outsourcingWorldwide information technology outsourcing market exceeds $300 billionU.S. federal spending on IT outsourcing is projected to increase from $6.6 billion in 2002 to nearly $79 billion by 2010due to an emphasis on e-government, homeland security, and the shortage of IT workers in government54Procurement

Chart20.230.270.210.180.260.20.150.30.350.240.260.270.130.190.370.240.250.320.150.150.150.30.150.160.120.080.130.16

AverageTotal ConflictSchedulesPrioritiesManpowerTechnical opinionsProceduresCostPersonality conflictsConflict Intensity

Sheet1Project FormationEarly PhasesMiddle PhasesEnd PhasesSchedules0.230.30.370.3Priorities0.270.350.240.15Manpower0.210.240.250.16Technical opinions0.180.260.320.12Procedures0.260.270.150.08Cost0.20.130.150.13Personality conflicts0.150.190.150.16

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AverageTotal ConflictSchedulesPrioritiesManpowerTechnical opinionsProceduresCostPersonality conflictsConflict Intensity

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