1. Project Management What is Project Management?

2. Project Planning What is a Project? Plan Process The Triple Constraint
What is Project Management?
EXAMPLE of a Work Breakdown Structure
The Project Manager
Importance of Project Management
Project Management Framework

3. All projects have a beginning, a middle and an end.
1. What is a Project?
Beginning
Middle
End
Def: A temporary endeavor undertaken to accomplish a unique purpose needs
Major Characteristics of a Project:
Established objectives
Defined life span with a beginning and end
Across-organizational participation
New or unique
Specific time, cost, and performance requirements
All projects have a beginning, a middle and an end.

4. Typically 189% over budget
1994
31% Critical Failures
53%
Challenged
16%
Success
Not even completed
Typically 189% over budget
OTOBOS
Source: CHAOS Report 1995 by the Standish Group
Access it here:
Since 1995 several subsequent versions have been published. Project performance has improved… incrementally.. Over the subsequent decade.
There is still significant improvement opportunities for the IT projects industry.
What do you think is going wrong at your workplace? What can be done to improve things?
The 1995 Standish (CHAOS) report found the following factors common to successful projects1.
User Involvement 15.9%
2. Executive Management Support 13.9%
3. Clear Statement of Requirements 13.0%
4. Proper Planning 9.6%
5. Realistic Expectations 8.2%
6. Smaller Project Milestones 7.7%
7. Competent Staff 7.2%
8. Ownership 5.3%
9. Clear Vision & Objectives 2.9%
10. Hard-Working, Focused Staff 2.4%
Other 13.9%
Source: CHAOS Report 1995 by the Standish Group
Access it here: 1 2 3 4 5 6 7 8

5. A target outcome
A defined life span
Cross organisational participation
New or unique
Time, Cost and performance requirements
Projects have a common set of characteristics which can also be defined by what they are not

6. What a project isn’t Projects have a common set of characteristics
A target outcome
A defined life span
Cross organisational participation
New or unique
Time, Cost and performance requirements
Projects have a common set of characteristics
which can also be defined by what they are not
Explorations
Go on indefinitely
One team or one person working alone
Creating the same thing multiple times
No constraints on time, cost or performance
What a project isn’t

7. All projects typically go through these five processes
2. Planning Process
Initiate
Plan
Monitor & Control
Implement
Close
All projects typically go through these five processes
Tsui uses POMA

8. Step 1 Step 2 Step 3 Result activity inputs outputs
Def: A process is a series of actions directed toward a particular result
Project management can be viewed as a number of interlinked processes
Process groups include:
Initiating processes
Planning processes
Executing processes
Monitoring and controlling processes
Closing processes
A process is a series of actions directed towards a particular result.

9. Figure 1.1 Project Life Cycle (Gray & Larson, 2006, p6)

11. Also known as the IRON TRIANGLE
3. The Triple Constraint
Time
Scope
Cost
Every project is constrained by:
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?
Time
How long should it take to complete the project? What is the project’s schedule?
Cost
What should it cost to complete the project? What is the project’s budget?
Also known as the IRON TRIANGLE

12. Project manager’s duty to balance the three often competing goals
May be good enough to hit the target, or range of triple constraint goals
Important to determine which aspects of the triple constraint are most important
“Quadruple constraint” includes quality as well as scope, time, and cost
Figure 1.1 Triple Constraint of Project Management (Schwalbe, 2006, p8)

13. The Quadruple Constraint
Quality
Time
Scope
Cost
Every project is constrained by:
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?
Time
How long should it take to complete the project? What is the project’s schedule?
Cost
What should it cost to complete the project? What is the project’s budget?
Warning: Quality has many definitions

14. 4. What is Project Management?
Project Management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements
Challenge of Project Management:
Managing temporary, non-repetitive activities and often acting independent of the organization
Getting right people, right time to address the right issues and make the right decisions
Duties of Project Managers: Gather resources for the project Linked to the customer interface Provides direction, coordination, and integration to the project team Responsible for performance and success of the project
Advantages of Project Management
Better control of financial, physical, and human resources
Improved customer relations
Shorter development times
Lower costs & Higher profit margins
Higher quality and increased reliability
Improved productivity & Better internal coordination
Def: Project Management is …
“the application of knowledge, skills, tools and techniques to project activities to meet project requirements” (PMI, 2004, p8).
Challenge of Project Management:
Managing temporary, non-repetitive activities and often acting independent of the organization
Getting right people, right time to address the right issues and make the right decisions
Duties of Project Managers:
Gather resources for the project
Linked to the customer interface
Provides direction, coordination, and integration to the project team
Responsible for performance and success of the project

16. (Schwalbe, 2006, p17)

17. 5. Work Breakdown Structure WBS
Activity
Activity Name Description
Dependencies A1
Planning
Determine SWE activities 3
none A2
Interview with users 2 A3
Information system planning 7
A1 & A2 A4
Requirement
Define req. of sales department 10 A3 A5
Define interface/intranet requirements 15 A6
Database design requirements 12 A7
Analyze & consolidate requirements 3
A4, A5, & A6 A8
Interview with South Retail to confirm requirements 1

18. Work Breakdown Structure WBS
Activity
Activity Name Description
# of Days A1
Planning
Determine SWE activities 3 A2
Interview with users 2 A3
Information system planning 7 A4
Requirement
Define req. of sales department 10 A5
Define interface/intranet requirements 15 A6
Database design requirements 12 A7
Analyze & consolidate requirements A8
Interview with South Retail to confirm requirements 1 A9
Test Plan
Create Test Scenarios for Use Cases
A10
Design
Rough prototype 8
A11
Review rough prototype with SR
A12
Advanced prototype
A13
Review advanced prototype with SR
A14
Initial Implementation
Initial Development of the software product
A15
Initial Testing
Initial Problem monitoring and resolving 4
A16
Functional Implementa
Functional Development of the software product
A17
Interface Implementa
Interface Development of the software product
A18
A19
Functional Testing
Functional Problem monitoring and resolving 13
A20
A21
Usability test
Test with 6 users 5
A22
Help and Training Screen system
Develop and incorporate from user’s comments in ADDS17 additional sub-system

19. 6. The Project Manager Many roles and responsibilities
Managing project is managing complexity
Formulate plans and objectives
Monitor results
take corrective action
expedite activities
solve technical problems
serve as peacemaker
make tradeoffs among time, costs, and project scope
recognize the need to change to keep the project on track
initiate change
provide direction and motivation
innovate and adapt as necessary
integrate assigned resources

20. 7. The Importance of project management
Sponsor & Supporters
Project Team
Suppliers
Customers
Suggested Skills:
Communication skills: listening, persuading
Organizational skills: planning, goal-setting, analyzing
Team Building skills: understanding, motivation,
Leadership skills: sets example, energetic, vision, delegates, positive
Coping skills: flexibility, creativity, patience, persistence
Technological skills: experience, knowledge
Opponents

21. 8. Project Management Framework
Figure 1.2 Project Management Framework (Schwalbe, 2006, p9)