Information Technology Project
Management, Seventh Edition
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Understand the growing need for better project
management, especially for information technology (IT)
projects
Explain what a project is, provide examples of IT projects,
list various attributes of projects, and describe the triple
constraint of project management
Describe project management and discuss key elements of
the project management framework, including project
stakeholders, the project management knowledge areas,
common tools and techniques, and project success
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Management, Seventh Edition Copyright 2014 2
Discuss the relationship between project, program, and
portfolio management and the contributions each
makes to enterprise success
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
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Management, Seventh Edition Copyright 2014 3
Many organizations today have a new or renewed
interest in project management
Computer hardware, software, networks, and the
use of interdisciplinary and global work teams have
radically changed the work environment
The world as a whole spends nearly $10 trillion of
its $40.7 trillion gross product on projects of all
kinds
More than 16 million people regard project
management as their profession
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Management, Seventh Edition Copyright 2014 4
A project is “a temporary endeavor undertaken
to create a unique product, service, or result”
(PMBOK® Guide, Fifth Edition, 2012)
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
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Management, Seventh Edition Copyright 2014 5
A team of students creates a smartphone
application and sells it online
A company develops a driverless car
A small software development team adds a new
feature to an internal software application for the
finance department
A college upgrades its technology infrastructure to
provide wireless Internet access across the whole
campus
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Management, Seventh Edition Copyright 2014 6
Project managers work with project sponsors,
project team, and other people involved in a
project to meet project goals
Program managers oversee programs; often act
as bosses for project managers
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Management, Seventh Edition Copyright 2014 7
A program is “a group of related projects,
subsidiary programs, and program activities
managed in a coordinated manner to obtain
benefits and control not available from managing
them individually.”
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Management, Seventh Edition Copyright 2014 8
A portfolio organizes programs, projects, sub-
portfolios, sub-programs, and operations to facilitate
business benefits. The organization groups its
initiatives, investments, projects, and programs
through portfolios or lines of business aligning to the
organization's benefits. The program can have a
group of projects or programs under them aligned to
the respective portfolio or sub-portfolio
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Management, Seventh Edition Copyright 2014 9
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Management, Seventh Edition 10
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Management, Seventh Edition Copyright 2014 11
Project management is “the application of
knowledge, skills, tools and techniques to project
activities to meet project requirements”
(PMBOK® Guide, Fourth Edition, 2012)
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
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Management, Seventh Edition Copyright 2014 12
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Management, Seventh Edition Copyright 2014 13
Stakeholders are the people involved in or
affected by project activities
Stakeholders include
◦ the project sponsor
◦ the project manager
◦ the project team
◦ support staff
◦ customers
◦ users
◦ suppliers
◦ opponents to the project
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Management, Seventh Edition Copyright 2014 14
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)
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Management, Seventh Edition Copyright 2014 15
“Super tools” are those tools that have high use
and high potential for improving project success,
such as:
◦ Software for task scheduling (such as project
management software)
◦ 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
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Management, Seventh Edition Copyright 2014 16
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
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Management, Seventh Edition Copyright 2014 17
1. User involvement
2. Executive support
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
*The Standish Group, “CHAOS Activity News” (August 2011).
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Management, Seventh Edition Copyright 2014 18
Job descriptions vary, but most include
responsibilities like planning, scheduling,
coordinating, and working with people to achieve
project goals
Remember that 97% of successful projects were
led by experienced project managers, who can
often help influence success factors
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Management, Seventh Edition Copyright 2014 19
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
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Management, Seventh Edition Copyright 2014 20
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
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Management, Seventh Edition Copyright 2014 21
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
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Management, Seventh Edition Copyright 2014 22
A project is a temporary endeavor undertaken to
create a unique product, service, or result
Project management is the application of
knowledge, skills, tools, and techniques to project
activities to meet project requirements
A program is a group of related projects managed
in a coordinated way
Project managers play a key role in helping
projects and organizations succeed
The project management profession continues to
grow and mature
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Management, Seventh Edition Copyright 2014 23