PowerPoint Presentation
Information Technology
FIT2002
IT Project Management
Semester 1, 2019
Lecture 1
Introduction to Project Management
Video 1:
Learning Objectives
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 2
Introduction and the motivation to study IT project
management
Explain what a project is, provide examples of IT projects,
list various attributes of projects.
Difference between projects and operations
Introduction
Many organizations today have a new or renewed interest in
project management.
The Project Management Institute estimates demand for 15.7
million project management jobs from 2010 to 2020
The top skills employers look for in new college graduates are all
related to project management: team-work, decision-making,
problem-solving, and verbal communications
According to Hays recruiting expert, digital project manager is
one of the top 10 hottest tech job in 2019
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 3
What Is a Project?
A project is “a temporary endeavor undertaken to create a
unique product, service, or result” (PMBOK® Guide, Sixth Edition,
2013)
Operations is work done to sustain the business
Projects end when their objectives have been reached or the
project has been terminated
Projects can be large or small and take a short or long time to
complete
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 4
Project Attributes
A project
– has a unique purpose
– is temporary, with a definite start and end date
– is developed using progressive elaboration
– requires resources, often from various areas
– should have a primary customer or sponsor
• The project sponsor usually provides the direction and
funding for the project
– involves uncertainty
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 5
What Is IT Project?
An IT project involve using hardware, software, and/or networks
to create a product, service, or result
Information technology projects typically have a:
– Planned beginning and a planned deadline
– Defined outcome and key ‘deliverables’
– Evaluated as to time, cost, scope, performance, quality
assurance and are fit for purpose it is intended
– Budget
– Team of skilled specialist people
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 6
Examples of IT Projects
A team of students creates a smartphone application
A small software development team adds a new feature to an
internal software application for the finance department
A company develops a driverless car
A government group develops a system to track child
immunizations
Mobile-centric applications and interfaces
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 7
Project versus Operations
P
ro
je
c
t
• A temporary group
activity with a start
and end date
• Produces a unique
product, service or
result
• Projects have a
fixed budget O
p
e
ra
ti
o
n
s • Ongoing execution
of activities
• Produce the same
output repeatedly,
or provide a
repetitive service.
• Operations have to
earn profit – it is
work done to
sustain a business
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 8
Video 2:
Learning Objectives
What is project management?
What is the triple constraint?
Discuss key elements of the project management
framework, including project stakeholders, the project
management knowledge areas, common tools and
techniques.
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 9
What is Project Management?
Project management is “the application of knowledge,
skills, tools and techniques to project activities to meet
project requirements” (PMBOK® Guide, Fourth Edition,
2013)
Project managers strive to meet the triple constraint
(project scope, time, and cost goals) and also facilitate the
entire process to meet the needs and expectations of
project stakeholders
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 10
The Triple
Constraint of
Project
Management
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 11
Triple Constraint Juggling Act
Reducing time allowed will increase
cost and may reduce the scope
(functions and features) of the system
Reducing costs (cutting the budget)
will increase time (delay schedule) and
may reduce the scope of the system
Increasing scope (adding features) will
certainly increase time and/or cost
Reducing scope may reduce time and
cost (and it may also negatively affect
quality)
http://scottambler.com/no-common-definition-
ofsuccess.html
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 12
Ref: Methods of IT Project Management,
Brewer and Dittman, 2013, p.16
Figure 1-2 Project Management Framework
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 13
Project Stakeholders
A stakeholder is a person or an organization who has a “stake”
or an interest in the performance or outcome of the project.
Stakeholders include:
– the project sponsor
– the project manager
– the project team
– support staff
– customers
– users
– suppliers
– opponents to the project
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 14
Who is the Project Sponsor?
A project sponsor has a senior management role in the
organisation in which the project is running
A project sponsor might also champion or advocate for the
project.
Having a committed project sponsor is critical to the success
of the project
Skills: Establish a good relationship and communication with
Project Manager for:
– Objective setting and Up-front planning
– Key staffing
– Policies and Priority setting
– Monitoring and execution
– Conflict resolution
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 15
Project Team
The success of a project depends on:
• Working together – teamwork
• How well teams communicate with each other and with the
project manager and visa versa
• Commitment
• How efficient project teams are in executing project goals
and objectives
• Correctly mapping tasks to individual team members’
competencies – team skills
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 16
10 Project Management Knowledge Areas
Knowledge areas describe the key competencies that project
managers must develop
Project managers must have knowledge and skills in all 10
knowledge areas:
– Project scope management
– Project time management,
– Project cost management,
– Project quality management
– Project resource management
– Project communications management
– Project risk management
– Project procurement management
– Project stakeholder management
– Project integration management
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 17
Project Management Tools and Techniques
Project management tools and techniques assist project
managers and their teams in various aspects of project
management
Some specific ones include
– Project charter, scope statement, and WBS (scope)
– Gantt charts, network diagrams, critical path analysis,
critical chain scheduling (time)
– Cost estimates and earned value management (cost)
– … and many more that we will explore throughout the
course of our unit
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 18
Super Tools
“Super tools” are those tools that have high use and high potential
for improving project success, such as:
– Software for task scheduling
– Scope statements
– Requirements analyses
– Lessons-learned reports
Tools already extensively used that have been found to improve
project importance include:
– Progress reports
– Kick-off meetings
– Gantt charts
– Change requests
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 19
Project Management Software
There are hundreds of different products to assist in performing
project management
Three main categories of tools:
– Low-end tools: Handle single or smaller projects well, cost
under $200 per user
– Midrange tools: Handle multiple projects and users, cost
$200-$1,000 per user
– High-end tools: Also called enterprise project management
software, often licensed on a per-user basis
Several free or open-source tools are also available
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 20
Video 3:
Learning Objectives
Discuss the relationship between project, program, and
portfolio management and the contributions each makes to
enterprise success
How do we define project success?
How can we ensure project success?
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 21
Program and Project Managers
A program is “a group of related projects managed in a
coordinated way to obtain benefits and control not available from
managing them individually” (PMBOK® Guide, Sixth Edition,
2013)
A program manager provides leadership and direction for the
project managers heading the projects within the program
Program managers oversee programs; often act as bosses for
project managers
Project managers work with project sponsors, project team, and
other people involved in a project to meet project goals
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 22
Project Portfolio Management
As part of project portfolio management, organizations group
and manage projects and programs as a portfolio of investments
that contribute to the entire enterprise’s success
Portfolio managers help their organizations make wise
investment decisions by helping to select and analyze projects
from a strategic perspective
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 23
Project Management Compared to Project Portfolio
Management
24Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning
Sample Project Portfolio Approach
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 25
Project Success
There are several ways to define project success:
– The project met scope, time, and cost goals
– The project satisfied the customer/sponsor
– The results of the project met its main objective, such as
making or saving a certain amount of money, providing a
good return on investment, or simply making the sponsors
happy
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 26
What Helps Projects Succeed?*
1. Executive support
2. User involvement
3. Clear business objectives
4. Emotional maturity
5. Optimizing scope
6. Agile process
7. Project management expertise
8. Skilled resources
9. Execution
10. Tools and infrastructure
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 27
*The Standish Group, “CHAOS Manifesto 2013: Think Big, Act Small” (2013).
Advantages of Using Formal
Project Management
Better control of financial, physical, and human resources
Improved customer relations
Shorter development times
Lower costs
Improved productivity
Higher quality and increased reliability
Higher profit margins
Better internal coordination
Higher worker morale
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 28
What the Winners Do…
Recent research findings show that companies that excel in
project delivery capability:
– Use an integrated project management toolbox (use
standard/advanced PM tools, lots of templates)
– Grow project leaders, emphasizing business and soft skills
– Develop a streamlined project delivery process
– Measure project health using metrics, like customer
satisfaction or return on investment
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 29
Best Practice
A best practice is “an optimal way recognized by industry to
achieve a stated goal or objective”*
Robert Butrick suggests that organizations need to follow basic
principles of project management:
– Make sure your projects are driven by your strategy. Be able to
demonstrate how each project you undertake fits your business
strategy, and screen out unwanted projects as soon as possible
– Engage your stakeholders. Ignoring stakeholders often leads to
project failure. Be sure to engage stakeholders at all stages of a
project, and encourage teamwork and commitment at all times
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 30
*Project Management Institute, Organizational Project Management Maturity Model
(OPM3) Knowledge Foundation (2003), p. 13.
Video 4:
Learning Objectives
Understand the role of project managers by describing what
they do, what skills they need, and career opportunities for
IT project managers
Describe the project management profession, including its
history, the role of professional organizations like the
Project Management Institute (PMI), the importance of
certification and ethics, and the advancement of project
management software
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 31
The Role of the Project Manager
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 32
Holding project kickoff meeting Encouraging the team to focus on
deadlines
Laying out the project targets,
plan and workflow
Evaluating the performance
Negotiating for resources Briefing the project sponsor
Establishing the project’s policies
and procedures
Managing the costs –
procurement
Obtaining funds Briefing the team
Executing the plan Briefing the customer
Closing out the project
Suggested Skills for Project Managers
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
Technical skills
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 33
Ten Most Important Skills and Competencies
for Project Managers
1. People skills
2. Leadership
3. Listening
4. Integrity, ethical behavior, consistent
5. Strong at building trust
6. Verbal communication
7. Strong at building teams
8. Conflict resolution, conflict management
9. Critical thinking, problem solving
10. Understands, balances priorities
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 34
Different Skills Needed in Different Situations
Large projects: Leadership, relevant prior experience,
planning, people skills, verbal communication, and team-
building skills were most important
High uncertainty projects: Risk management, expectation
management, leadership, people skills, and planning skills
were most important
Very novel projects: Leadership, people skills, having vision
and goals, self confidence, expectations management, and
listening skills were most important
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 35
Importance of Leadership Skills
Effective project managers provide leadership by example
A leader focuses on long-term goals and big-picture objectives
while inspiring people to reach those goals
A manager deals with the day-to-day details of meeting specific
goals
Project managers often take on the role of both leader and
manager
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 36
History of Project Management
Early Project Management
Until 1900: most civil engineering projects were managed by
engineers, creative architects, and master builders.
In the 1950s: organizations started to systematically apply
project management tools and techniques to complex
engineering projects.
Two forefathers of project management are:
– Henry Gantt
Called the father of planning and control techniques
– Henry Fayol
Famous for his creation of the management functions that
form the foundation of the body of knowledge
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 37
Project Management Offices (PMO)
In the 1990s, many companies began creating PMOs to help
them handle the increasing number and complexity of projects
A Project Management Office (PMO) is an organizational
group responsible for coordinating the project management
function throughout an organization
3 key factors that are playing major roles in the growth of
PMOs:
– 1. The growing strategic value of the PMO
– 2. The increased role of the PMO in training
– 3. The ever-present challenge of resource management
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 38
The Project Management Institute
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 39
The Project Management Institute (PMI) is an international
professional society for project managers founded in 1969
PMI provides certification as a Project Management
Professional (PMP)
PMI has continued to attract and retain members, reporting
more than 658,523 active PMPs worldwide by April 2015 and
continues to grow
There are communities of practices in many areas, like
information systems, financial services, and health care
Students can join PMI at a reduced fee and earn the Certified
Associate in Project Management (CAPM) certification(visit
www.pmi.org)
http://www.pmi.org/
Ethics in Project Management
Ethics, loosely defined, is a set of principles that guide our
decision making based on personal values of what is “right” and
“wrong”
Project managers often face ethical dilemmas
In order to earn PMP certification, applicants must agree to PMI’s
Code of Ethics and Professional Conduct
Several questions on the PMP exam are related to professional
responsibility, including ethics
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 40