1. By Kean Tak, MSc, Lecturer at RUPP
What is a project?
Dictionary definition = “a planned activity”
‘planned’ -> know how to carry out a task before you start
‘activity’ -> - non-routine task
- specific objective or product
- pre-determined time span
- involves specialists
- resources are constrained
- multiple stakeholders
- complex and large
What is a SW project mgr.
Other defs: A specific plan or design, A planned undertaking, A large undertaking.
-The first time you do a routine task, it will be like a project. On the other hand, a project t develop a system similar to previous ones that you have developed will hav a a large extent of the routine.
By Kean Tak, MSc, Lecturer at RUPP

2. By Kean Tak, MSc, Lecturer at RUPP
What is a project?(Con.)
-Temporary -Defined Purpose -Beginning & End -Human & Other Resources
By Kean Tak, MSc, Lecturer at RUPP

3. By Kean Tak, MSc, Lecturer at RUPP
What is Management?
Basically, the management involves the
following activities:
Planning- deciding what is to be done
Organizing- making arrangements
Staffing- selecting the right people for the job
Directing- giving instructions
Monitoring- checking on progress
Controlling- taking action to remedy hold-ups
Innovating- coming up with new solutions
Representing- liaising with users, etc.
By Kean Tak, MSc, Lecturer at RUPP

4. By Kean Tak, MSc, Lecturer at RUPP
Main Activities
Feasibility study
Investigate whether a project is worth doing
Evaluate cost versus benefit
Planning
For a large project, outline for whole project + detailed plan for the 1st stage.
feasibility study
planning
project
Is it worth doing?
How do we do it?
Do it!
Project Execution
Design = think and decide about precise form of the products (e.g. external appearance of software: user interface, internal architecture.)
Design
implement
By Kean Tak, MSc, Lecturer at RUPP

5. What is a Project Management?
PM is the application of Skills & Methods
-on Time
-on Budget
-to Specification
By Kean Tak, MSc, Lecturer at RUPP

6. What do we need to be successful?
To be successful we need the following
-Well Defined Scope
-Sponsor
-Will
-Approval
By Kean Tak, MSc, Lecturer at RUPP

7. By Kean Tak, MSc, Lecturer at RUPP
What is an IT Project?
IT Project involves evaluating and buying the
hardware
existing software
integrating hardware and software
or, custom developing software
The Project Management can be used to manage the IT Project.
By Kean Tak, MSc, Lecturer at RUPP

8. Starting and Ending of a Project
All projects begin with a problem statement. The solution of this problem must be the project objectives. All the objectives must be very clearly written down, otherwise the project may go on forever.
Similarly, the project must have a very clearly ending point, otherwise it can go on forever. This is because there will always be changed by the time the project gets near the end. If the changes are done as part of the project, it never ends. So have a clear end point, and make the changes into a new project.
By Kean Tak, MSc, Lecturer at RUPP

9. By Kean Tak, MSc, Lecturer at RUPP
What is a Scope?
Scope is the list of everything that the project will or
will not do. The project must have a very clear Scope
written down, otherwise it can go on forever.
Time &Funds Every project must have a maximum time enough with a clear ending point of time that must be finished. Similarly, it must have maximum enough budget that can be spent for the whole project.
Resources The resources are human and other resources. Every project must have a clear list of resources to be used.
By Kean Tak, MSc, Lecturer at RUPP

10. By Kean Tak, MSc, Lecturer at RUPP
What is a Scope? (Con.)
One Person or Team Project A project can be done by one or more persons. The project management will be more difficult when there are more than one person.
Clear Objectives & Deliverables The deliverables are the results or final outputs of the project. Every project must have clear objectives which are usually to solve the problem producing these deliverables. Both objectives and deliverables must be clearly written down, otherwise the purpose of the project will get lost, the wrong items will be produced.
By Kean Tak, MSc, Lecturer at RUPP

11. By Kean Tak, MSc, Lecturer at RUPP
What is a Scope? (Con.)
Internal & External Project An internal project is produced by internal resources of the organization for internal use by the same organization. can be done by one or more persons. The project management will be more difficult when there are more than one person An external project is produced by one organization for another organization. An example is when a contractor produces a project for some organization.
Size: The size of the project does not matter. The management of the project is the same for all sizes
By Kean Tak, MSc, Lecturer at RUPP

12. By Kean Tak, MSc, Lecturer at RUPP
Why do Projects Fail?
From statistics in the world of IT:
Its Products Cancelled 33% of project are cancelled because they ran out of money or time.
A project may get cancelled because the technology has changed so much.
The business has changed and the client does not need it anymore.
The politics may be also another factor because a new manager does not like the project.
By Kean Tak, MSc, Lecturer at RUPP

13. Why do Projects Fail?(Con.)
Over Budget and Time
A project that costs 50% over budget, or takes 50% over time, is a failure.
Its Products not Used
Many projects are never used. This is usually because their problem are not solved, the projects are too difficult to use, or no one teaches the user.
Major Part Failure
-Failure in the Planning Part
-Failure in the Development Part
-Failure in the Ending Part
By Kean Tak, MSc, Lecturer at RUPP

14. Why do Projects Succeed?
A project is successful if it is:
On Time
On Budget (10-20% over is acceptable)
To the Specification (everyone is happy)
-Project team is not over managed
-The product solves client’s problem
-The management is satisfied with all processes
By Kean Tak, MSc, Lecturer at RUPP

15. Stakeholders
The Stakeholders are all the people involved in the project.
Ministry of Planning & Investment
Contractors PM
Technical Leader
TeamLdr1 TeamLdr2 TeamLdr3
Development Teams
Financial Ministry
HW/SW Vendors
Client Province
Client Ministry
By Kean Tak, MSc, Lecturer at RUPP

16. By Kean Tak, MSc, Lecturer at RUPP
Stakeholders (Con.)
Different types of stakeholder, different objectives
PM has to recognize these different and reconcile them
PM has to create situations where all parties involved benefit from the project.
PM needs to be a good communicator and negotiator
The IT Project Team must know the function of Program Manager, Project Manager, Technical Leader, Team Leaders, and Development Teams.
By Kean Tak, MSc, Lecturer at RUPP

17. By Kean Tak, MSc, Lecturer at RUPP
The Triple Constraint
Every project is constrained in different ways by its
Scope goals: What is the project trying to accomplish?
Time goals: How long should it take to complete?
Cost goals: What should it cost?
It is the project manager’s duty to balance these three often competing goals
By Kean Tak, MSc, Lecturer at RUPP

18. The Triple Constraint (Con.)
By Kean Tak, MSc, Lecturer at RUPP

19. 9 Project Management Knowledge Areas
Knowledge areas describe the key competencies that project managers must develop
4 core knowledge areas lead to specific project objectives (scope, time, cost, and quality)
4 facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management)
1 knowledge area (project integration management) affects and is affected by all of the other knowledge areas
By Kean Tak, MSc, Lecturer at RUPP