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Project Management Concepts - Coggle Diagram
Project Management Concepts
Project Scope Management
Scope
: All the work and processes involved in creating the products of the project
Project scope management
: The processes involved in defining and controlling what is/is not included in a project
Software to Assist Project Scope Management
Word-processing software
Help create scope-related documents
Spreadsheets / Presentation software
Develop charts, graphs and matrix
Mind-mapping software
Develop WBS
Project management software
Create WBS & Gantt chart
Specialized software
Available to assist in project scope management
Project Scope Management Processes
1. Planning Scope Management
develop 2 outputs
.
Scope management plan contents
Detailed project scope statement
Create, maintain & approve WBS (work breakdown structure)
Obtain formal acceptance of completed project deliverable
Control requests for changes
Requirements management plan contents
How to
plan, track & report
requirements activities
How to
perform configuration
management activities
How to
prioritize requirements
How to
use product metrics
How to
trace & capture attributes
of requirements
Requirements:
Condition/capability that is necessary to be present in a product/service/result to satisfy a business need
2. Collecting Requirements
How?
interview stakeholders
hold focus groups & facilitated workshops
use group creativity & decision-making techniques
utilize questionnaires
conduct observation studies
benchmarking
RTM Requirements Traceability Matrix
table that lists requirements, attributes of each requirement & status of requirements
ensure all the requirements are addressed
3. Defining Scope
Important element of project scope statement
Product scope description
Product user acceptance
Detailed information on all project deliverables
Others
Project boundaries, constraints & assumptions
Supporting document references
Scope of project should be more clear & specific as time progress
Inaccurate requirements gathering causes project failure
Need to develop people, processes & culture to improve requirements managment
4. Creating the WBS
Work Breakdown Structure (WBS): deliverable-oriented work grouping in a project, defines the total scope of project
Main tool: Decomposition
Subdividing project deliverable
Work packages is a task at the lowest level of the WBS
Outputs: scope baseline & project documents updates
Scope baseline includes approved project scope statements & WBS dictionary
5. Validating Scope
Involves
formal acceptance
of the completed project deliverable
Acceptance is achieved by a
customer inspection
& sign-off on the key deliverable
Scope that is too broad & bold can cause severe problems (large projects)
6. Controlling scope
Involves
controlling changes
to the project scope
Goals of scope control
Influence factors that cause scope changes
Ensure changes are processed according to procedures developed as part of integrated change control
Manage changes when they occur
Variance:
Difference between planned and actual performance
How to improve user input?
Develop good project selection
Find sponsors from the user organization
Place users in project team
Conduct regular meetings with defined agendas
Deliver to users & sponsors regularly
Don't promise to deliver what you cannot deliver
Locate users with the developers
How to reduce incomplete changing requirements?
Develop & follow a requirements management process
Employ techniques (prototyping, use case modelling, JAD)
Put in it writing & keep it updated
Create requirement management database for documenting & controlling purposes
Provide adequate testing throughout project life cycle
Review changes from system perspective
Emphasize completion dates
Allocate resources for handling change request
Considerations of Agile/Adaptive Environments
Stakeholders define & approve the detailed scope before the start of an iteration with an agile/adaptive project life cycle
Detailed scope develops over time
Produce usable products at the end of each iteration
Agile approach provides several usable products during the project
Life Cycles
Project Life Cycle
Early phase:
resource needs are usually lowest
the level of risk is highest
project stakeholders have the greatest opportunity to influence the project
Middle phase:
the certainty of completing a project improves
more resources are needed
Final phase:
ensuring that project requirements were met
the sponsor approves completion of the project
Product Life Cycle
Systems development projects can follow:
Predictive life cycle
Iterative life cycle
Incremental life cycle
Adaptive life cycle
Hybrid life cycle
Predictive Life Cycle Models
Waterfall model
: has well-defined, linear stages of systems development and support
Spiral model
: shows that software is developed using an iterative or spiral approach rather than a linear
approach
Prototyping model
: used for developing prototypes to clarify user requirements
Rapid Application Development (RAD) model
: used to produce systems quickly without sacrificing quality
Project Pre-Initiation and Initiation
Pre-Initiation Tasks:
Determine the scope, time, and cost constraints for the project
Identify the project sponsor
Select the project manager
Develop a business case for a project
Meet with the project manager to review the process and expectations for managing the project
Determine if the project should be divided into two or more smaller projects
Initiating Tasks:
Develop project charter
Identify stakeholders
Drafting the project charter
Holding a project kick-off meeting
Project Charter
A project charter is a document that formally recognizes the existence of a project and provides direction on
the project’s objectives and management
Inputs for developing a project charter:
Business case
Benefits management plan
Agreements
Enterprise environmental factors
Organizational process assets
Ethics in Project Management
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
Project Management Software
Three main categories of tools:
Low-end: Handle smaller projects (cost under $200 per user)
Midrange: Handle multiple projects and user (cost $200 - $1000 per user)
High-end: often licensed on a per-user basis
PROJECT
A project is a temporary endeavor undertaken to create a unique product, service, or result
Examples of IT Project
A company develops a driverless car
A government group develops a system to track child immunizations
A team of students creates a smartphone application and sells it online
Top Strategic Technologies for 2018 (Gartner)
Artificial Intelligence (AI) Foundation
Intelligent Things
Cloud to the Edge
Immersive Experience
Project Attributes
A project
has a unique purpose
is temporary
drives change and unable value creation
is developed using progressive elaboration
requires resources, often from various areas
Project managers work with project sponsors, team, and other people involved in a project to achieve project goals
Project Stakeholders
People involved in or affected by project activities
Includes project sponsor, banks and other financial institutions, project manager, project team, support staff, suppliers, opponents to the project.
Importance of Project Stakeholder Management
To identify all people or organizations affected by a project, to analyze stakeholder expectations, and to effectively engage stakeholders
Project often cause changes in organizations, and some people may lose their jobs when a project is completed
Project managers might be viewed as enemies
Could be viewed as allies if they lead a project that helps increase profits, produce new jobs, or increase pay for certain stakeholders
Project managers must learn to
identify, understand
, and
work
, with a variety of stakeholders
Project stakeholder management processes:
Identifying stakeholders
Planning stakeholder management
Managing stakeholder engagement
Monitoring stakeholder engagement
Project Success
Ways to define project success:
Project met scope, time and cost goals
Project satisfied customer/sponsor
Result of project met its main objective
Factors of Success
Executive sponsorship (15 pts)
Emotional maturity (15 pts)
User involvement (15 pts)
Optimization (15 pts)
Skilled resources (10 pts)
Agile processes (7 pts)
Modest execution (6 pts)
Project management expertise (5 pts)
Clear business objectives (4 pts)
3 reasons why federal technology projects succeed:
Adequate funding
Staff expertise
Engagement from all stakeholders
Companies that excel in project delivery capability:
Use an integrated toolbox
Grow project leaders
Develop a streamlined project delivery process
Measure project health metrics
Project Management
“the application of knowledge, skills, tools and techniques to project
activities to meet project requirements”
Strive to meet the triple constraint
(project scope, time, and cost goals)
Facilitate the entire process to meet the needs and expectations of project stakeholders
Tools and Techniques
To assist project managers and their teams in various
aspects of project management
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)
PMBOK® Guide – Sixth Edition lists tools and techniques
Data gathering
Data analysis
Data representation
Decision making
Communication
Interpersonal and team skills
Ungrouped
Programs
Definition
: "a group of related projects managed in a coordinated manner to obtain benefits and control not available from managing them individually” (PMBOK® Guide — Sixth Edition, 2017)
Examples of common programs in the IT field:
infrastructure
applications development
user support
A
program manager
provides
leadership and direction for the project managers
heading the projects within the program
Project Portfolio Management
Organizations groups
- 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
Difference between
Project Management
&
Project Portfolio Management
Project Management
(Tactical Goals)
Are we carrying out projects well?
Are projects on time and on budget?
Do project stakeholders know what they should be doing?
Project Portfolio Management
(Strategic Goals)
Are we working on the right projects?
Are we investing in the right areas?
Do we have the right resources to be competitive?
Best Practice
Definition
: an optimal way recognized by industry to achieve a stated goal or objective
Projects are driven by your strategy.
Able to demonstrate how each project fits your business strategy, and screen out unwanted projects ASAP.
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.
Organizational Project Management
Framework in which portfolio, program, and project management are integrated with organizational enablers in order to achieve strategic objectives
IT Project Portfolio Categories
Discretionary Cost
Venture:
Transform the business
(High risk, value, timing)
Growth:
Grow the business
(Medium risk, value, timing)
Nondiscretionary Cost
Core:
Run the business
(Low risk, value, timing)
Project Manager
Role:
Work closely with the other stakeholders on a project, especially the sponsor and project team
More effective if they are familiar with the 10 project management knowledge areas and the various tools and techniques related to project management
Job Description
Usually include responsibilities like planning, scheduling, coordinating, and working with people to achieve project goals
Project management is a skill needed in every major IT field
Suggested Skills
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
Highly effective traits:
Be a strategic business partner
Encourage and recognize valuable contributions
Respect and motivate stakeholders
Be fully vested in success
Stress integrity and accountability
Work in the gray/Be able to deal with ambiguity
Careers for IT Project Managers
10 Hot IT skills that employers need, 2017
Full-stack software development
2. Project management
Cybersecurity
Networking
User experience/User interface (UX/UI) design
Quality assurance (QA) / testing
Cloud engineering
Big data
Machine Learning/Artificial Intelligence
DevOps
Project Management Institute (PMI)
An international professional society for project managers founded in 1969
Facts
Have more than 500,000 members worldwide by late 2017
There are communities of practices in many areas, like information systems, financial services, and health care
Project management research and certification programs continue to grow
Project Management Certification
PMI provides certification as a
Project Management Professional (PMP®)
A PMP® has documented sufficient project experience, agreed to follow a code of ethics, and passed the PMP® exam
Number of people earning PMP® certification is increasing quickly
PMI Talent Triangle® and the Importance of Leadership Skills
Talent triangle:
Technical project management skills
Strategic and business management skills
Leadership skills
Leadership styles
Laissez-faire
Transactional
Servant leader
Transformational
Charismatic
Interactional