advantages of using project management

Project: - a temporary endeavou undertaken to create a

uniqe product, service ,or result

Operations :- work done to sustain the business

project attributes:-
• Unique purpose
• temporary
• Developed using progressive elaboration
• Requires resources, often from various areas
• primary customer or sponson
• involves uncertainty

Sponsor: provides the funding and direction for project

Project managers :- work with project sponson , project team ,

and other people involved in a project to meet project goals

program :- group of related projects managed in coordinated way to obtain

bene ts and control not available from managing them individually

Program manager :- provides leadership and direction for project managers

heading the projects within the program

Triple constraint

Scope goal Cost goal Time goal

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 what is project management?

is the application of knowledge,skills,tools and techniques to project

activities to meet project requirements

project management framework

{Basic component that lead to successful project}

core Facilitaling
Directly lead to target successful Help support and enable the
achievements of project target objectives

• scope management • Human resource management

• time management • Communications management
• cost management • Risk management
• quality management • procurement management
• stakeholder management

project management toots and techniques :- assist project managers and

their teams in various aspects of project managementa

• Projet charter, WBS

• network diagram
• Cost estimated

super tools:- have high use and high potential for improving project success
• Software for task scheduling
• Scope statement
• Requirements analyses

project success:-
• Project met scope, time....
• Project satisfied the customer /sponsor
• results of the project met its main objective

what helps projects succeed?

skills for project managers
• body of knowledge
• Application area knowledge ,standards ,and regulations
• Project environment knowledge
• General management knowledge and skills
• soft skills on human relations skills

what is difference between leader and the manager?

leader: focuses on long-term goals and big-picture objectives while
inspiring people to reach those goals

Manager :- deals with the day-to-day details of meeting specific goals

• project managers often take on the role of both leader and manager

Ethics:- set of principles that guide our decision making based

on personal values of what is "right" and "wrong"
systems approach:-describe a more analytical approach to
management and problem solving

Three parts:-
• systems philosophy :- an overall model for thinking about this as systems
• system analysis: - problem-solving approach
• system management:- organizonal issues before make change to systems

system management

perspectives on organizations

structural frame Human Resources Political frame Symbolic frame

frame
Roles and Coalitions Symbols and
responsibilities, Providing harmony composed of varied meanings related
coordination, between needs of the individuals and to events. Culture,
and control. organization and interest groups. language,
help describe needs of people. Conflict and power traditions, and
this frame. are key issues. image are all parts
of this frame.
 organizational structures

functional Project Matrix

organizational culture is shared Values and behaviors that

shape how an organization operates.
many experts believe that a Company's problems often stem
from its culture rather than is Structure or staff
10 characteristics of org Culture
Member identity
Group emphasis
People focus
Unit integration
Control
Risk tolerance
Reward criteria
Conflict tolerance
Means-ends orientation
Open-systems focus

Project managers must take time to identify, understand, and manage relationships with
all project stakeholders

people in top management are major project stakeholders are their commitment is
crucial for project success without their support, many projects fail some projects also
have a senior manager known as a champion who strongly advocates for the project
How top management can help project managers ?

Providing adequate resources

Approving unique project needs in a timely manner
Getting cooperation from other parts of the organization
Mentoring and coaching on leadership issues

Standards and guidelines make project managers more

effective. Senior management can support this by
promoting the use of standard forms and software,
creating guidelines for project plans and status reports,
and establishing a project management office or center
of excellence.

project life cycle :- collection of project phases that defines

what work will be performed in each phase
what deliverables will be produced and when
Who is and approves involved in each phase,
How management Will control and approve work produced in each phase

deliverable:- is a product or service produced or provided as part of a project

project phases

early phases Middle phases Final phases of

of a project of a project a project
 Systems development life cycle (SDLC) :- is a Framework for describing the
phases involved in developing and maintaining information system

systems development

predictive life cycle Adaptive software

development (ASD)

recent trends affecting IT project management

Globalization Outsourcing Virtual teams agile project

Advantages management
* Team available 24/7 increases competitiveness.
* Lower costs because no office space is needed.
* More expertise and flexibility from global members.

Issues Suggestions * Better work/life balance without fixed office hours or commuting.
Disadvantages
◦ Employ greater project discipline * Team member isolation.
◦ Communications * Possible communication problems.
◦ Trust ◦ Think global but act local * Less informal information sharing.
◦ Common work practices ◦ Keep project momentum going * Heavy dependence on technology.
◦ Use newer tools and technology Success depends on processes, trust, leadership, and member selection.
◦ Tools
Organizations stay competitive by using outsourcing to reduce costs. Agile suggests working quickly and easily, but traditional project management and the waterfall
Their next challenge is to make strategic IT investments by improving model were often slow and rigid, especially when requirements kept changing.
their enterprise architecture so that IT infrastructure and business As projects became more complex, Agile emerged as an iterative and incremental approach
processes are integrated and standardized. where requirements evolve through collaboration.
Project managers should also become more skilled in negotiating
contracts and handling outsourcing-related issues. Some experts warn against the hype, noting that organizations must still prove ROI when
adopting Agile.
offshoring : outsourcing from another country In 2001, the Agile Alliance created the *Agile Manifesto*, which values:
* Individuals and interactions over processes and tools
* Working software over extensive documentation
* Customer collaboration over contract negotiation
* Responding to change over following a plan
scrum :
According to the Scrum Alliance, Scrum is the
leading agile development method for completing
projects with a complex, innovative scope of work.
The term was coined in 1986 in a Harvard
Business Review study that compared high-
performing, cross-functional teams to the scrum
formation used by rugby teams
 Process:- is a series of actions directed toward A particular result

project management can be viewed as a number of interlinked processes

the project management process groups

initiating
initiating processesPlanning Executing Monitoring Closing
processes processes processes and controlling processes
processes
what went wrong?
Philip A. Pell, PMP, emphasized that strong, methodical, and repeatable project
management is the most critical factor in determining a project’s success or failure. He
stated that the project manager holds ultimate responsibility for project outcomes.

A 2014 U.S. Government Accountability Office (GAO) report supported this view by
revealing that more than 68% of the IRS’s major IT projects suffered from significant cost
and schedule variances, indicating weaknesses in the agency’s project management
practices.

Mapping Project Management

Process Groups to Knowledge Areas
 methodology: describes how things should be done
Ex PRINCE2 , RUP, Six Sigma provide
Standard : describes what should be done

Two-thirds of organizations in some stage of Agile adoption are

realizing key software and business bene ts in terms of faster delivery of products to
the customer, an improved ability to manage changing requirements, and higher
quality and productivity in IT.
◦ Organizations struggle with the magnitude of the cultural shift required for Agile,
opposition to change, a lack of coaching and help in the Agile adoption process, and a
lack of quali ed people.
◦ The daily stand-up, iteration planning, and release planning are the most commonly
used practices, while paired programming and open workspaces are not popular

Project Pre-initiation
lay groundwork
tasks:-
• Determine the scope, time and cost constraints for the project
• Identify the project sponson
• Spect project manager
• Develop business case for project
• Review the process and expectation for managing the project
• Determine if the project should be dvided

Project initiation
Recognizing and starting a new project or project phase
Main goal is to formally select and start off the project

Project Charters and Kick-off Meetings

Charters are normally short and include key
project information and stakeholder signatures
It’s good practice to hold a kick-off meeting at the beginning
of a project so that stakeholders can
meet each other, review the goals of the project,
and discuss future plans

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Project Planning
Main purpose of project planning to guide execution.

Key Outputs:-
• A team contract
• Project scope
• Work beakdown structure (WDS)
• Project schedule { Gantt chart}
• List of prioritized risk

Project executing
Most time and resources to perform
Managers must use their leadership skills to handle the many challenges
sponsors and customers focus on deliverables related to providing the products
services or results desired project
Milestone report → focus on completing major milestones

Project monitoring and controlling

involves measuring progress toward project objectives, monitoring deviation from the
plan, and keeking correction actions
affects all other process groups and occursdaring all phases of the project life cycle
Outputs:-
• performance reports
• Change requests
• Updates to various plans

Project closing
involves gaining stakeholder and customer acceptance of final products and services
Even if projects are not completed they should be closed out to learn from the past

Outputs:-
• project fils
• Lessons-learned reports { part of organization process assets }
• Final report
• Presentation to the sponsor/senior management
 agile
project team typically uses several iterations or deliveries of software
instead of waiting until the end of the project to provide one product

Project suitable for Agile methods

• Less rigid constraints
• Experienced and preferably and preferably co-located teams
• Smaller risk
• Unclear requirements
• More exible

Scram roles
product owners: -the person responsible for the business value of the project and for deciding
what work to do and in what order, as documented in the product backlog

Scrum master:- the person who ensures that the team is productive, facilitates the daily scrum,
enables close cooperation across all roles and function, andremoves barriers that prevent the
team from being effective

Scrum team or development team:- A cross - functional team of 5-9 people who organize them
solves and the work to produce the desired results for each sprint which normally lasts 2_4weeks

scrum artifacts

product backlog Sprint backlog Barndown chart

A list of features The highest-priority Shows the cumulative
prioritized by business items from the product work remaining in a
value backlog to be completed sprint on a day-by-day
within a sprint basis

scrum ceremonies

sprint planning session Daily scrum sprint reviews sprint retrospectives

meeting with the team to select a A short meeting for the Meeting in which the team meeting in which the team looks for
set of work from the product development team to share demonstrates to product way sto improve the product and the
backlog to deliver during a sprint progress and challegens and owner what it has completed process based on review of the actual
plan work for the day during the sprint
performance of the development team
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planing
Not different from BMPOK guide
Still create a scope statement and use gantt chart..…
Different
Descriptions of work are identi ed in the product and sprint backlogs ,more detailed work
documented in technical stories ,estimatea velocity or capacity for each sprint ; release roadmap
often used forschedde

Executing
Not different from BMPOK guide { produce products , lead people …… }
Different
Produce several releases - users of the new software might be confused by getting several
iterations of the product instead of just one
communications different because the project team meets every mornings physically or virtually

Monitoring and controlling

Not different from BMPOK guide { check actual work vs. Planned work …… }
Different
Names of key reviews → daily scrum and sprint review
Sprint board is used instead of tracking gant chart
Use a "burndoen chart " vs " earned value chart "

Closing
Not different from BMPOK guide { acceptance of deliverables and reflection …… }
Different
The retrospective is similar to a lessons-learned
report, but it focuses on a shorter period of time. It is
intended to answer two fundamental questions:
What went well during the last sprint that we should continue
doing?
What could we do differently to improve the product or process?
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ch 4 :- project integration management
project managers must coordinate all of the other knowledge areas
throughout a project's life cycle

project integration management is not the same thing as

software integration

project integration
management process

developing the developing the Directing and

project charter project plan managing project work
involves working with involves coordinating involves carrying out the
stakeholders to create all planning efforts to project management plan
the document the create a consistent, by performing the activities
formally authorizes a coherent docume. included it
project

Monitoring and Performing integrated Closing the project

controlling project change control
involves overseeing Identifying evaluating and Finalizing all activities to
activities to meet the managing changes throughout formally close the project or
performance objectives the project life cycle phase
of the project

strategic planning :- involves determining long-term objective,

predicting future trends, and projecting the need former products
and services

SWOT: - analysis strengths, weaknesses , opportunities ,threats

why is some companies are consistently
successful in NPD?
Because they use a discipline, systematic
approach to NPD project based on best practices

methods for selecting projects :-

• Focusing on broad organisational need
• Categorizing informing technology project
• Performing net present value or other nancial analyses
• Using weighted scoring model
• Implementing a balanced scorecard

net present value analysis {NPV} analysis is method of

calculating the expectednet gain or loss from a project by
discounting cell expected future cash in ows and out ows
To the present point in time
higher NPV ,the petter
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discount rate =‫نسبة الخصم‬
Present value = future value / ( 1 +discount rate)
 developing a project charter

project charter: document that formally recognizes the existence of a

project and provides direction on the project objectives and management

inputs for project charter

A project A business Agreement Enterprise Organizational

statementof work case environmental process assets
factors

developing project management plan:- document

used to coordinate all planning documents and
help guide a projects execution and control

elements ofproject plan

introduction or Description of Management and Work to be done ,

overview of the how the project technical schedules budget
project organized processes
 ch 5:-project scope management

scope : all the work involved in creating the products of the

project and the processes used to create them

Deliverable: product produced as part of a project

project scope management : the processes involved in de ning and

controlling what is or is not included in a project

what the project scope management processes?

1-Planning scop 2-collecting requirements 3-Defining scope

how the project scope and De ning and documenting the reviewing the project charter,
requirement will be features and functions of the requirements,documents,
management products and the processes used organizational process to create a
scope statement

6-controlling scope 5-validating scope 4-creating the WBS

controlling changes formalizing acceptance of the Subdividing the major project

project deliverables deliverables into smaller more
mangeable components

planing scope management

uses expert judgment and meetings → scope management plane , requirements management plane
what the content of scope management plane?

How to {
Prepare a detailed project scope statement
Create WBS
Maintain and approve the WBS
Obtain formal acceptance of the completed project deliverables
Control request changes to he project scope }
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 requirements : conditions or capabilities that must be met by the project or
present in the product, service, result to satisfy an agreement or other
formally imposed speci cation

requirements management plan :documents how projects requirements will

be analyzed, documented, and managed

collecting requirements

what are the categories of requirement

development processes?

Elicitiaion analysis specification validation

why you must used "iterative approach "→

they often unclear requirement early in a projes

what the methods for collecting requirements?

• interviewing
• Focus groups and facilitated workshops
• group creativity and decision-making techniques
• Questionnaires and surveys
• Observation
• Prototyping
• Benchmarking

requirements traceability matrix : table that list requirements , various attributes of each
req, and the status of the req to ensure that all req are addressed
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 Defining scope
project scope statements include:
1. product scope description
2. product user acceptance criteria
3. Detailed informationon all project deliverables
4. Scope-related information → boundaries, constraints , and assumptions
5. Supporting documents

Creating WBS
WBS: deliverable-oriented grouping of the work involved in a project that
de nes the total scope of the project

WBS: foundation documents that provides that basis for planning and managing
project schedules,cost, resources, and change

decomposition: subdividing project deliverables into smaller pieces

work package : task at the lowest level of the WBS

Scope baseline → project scope statement + associated WBS + WBS dictionary

document that describes detailed

information about each WBS item

what the approaches to developing WBS

Using guidelines Analogy approach Top-down Bottom-up Mind -mapping

approach approach approach
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Validating scope

scope validation :- formal acceptance of the completed project deliverables.

acceptance is often achieved by a customer inspection and then sign-off on key deliverables

Controlling scope
controlling changes to the project scope

Goals:-
• Reduce the causes of scope change
• ensure all changes follow formal change control procedures
• manage changes effectively when they occur

variance : - difference between planned and actual performance

 ch6:- project time management

what process of project time management ?

planning schedule De ning Sequencing Estimating activity

management activities activities resources
Determining any think that will Identifying the speci c activities to Identifying and documenting the relation estimating how many resources project
use for planning executing, and produce the project deliverables ships between project activities team should use to perform project
controlling

Estimating activity Developing the Controlling the

durations schedule schedule
estimating the number of work Periods that analyzing activity sequences, activity resource Controlling and managing changes to the
are needed to complete individual activity estimates, and activity duration estimates to create project schedule
the project schedule

planning schedule management

project team uses expert judgment, analytical techniques ,

meetings to develop the schedule management plan ‫كيف سنتعامل مع الجدول الزمني؟‬

Mention the main components of the Schedule Management Plan.

what schedule management plan includes?
• project schedule model development
• the scheduling methodology
• level of accuracy andumits of measure ‫ يوم‬1± ‫يتم تقدير املدد باأليام وبدقة‬
• Control thresholds
• Rules of performance measurement SPI < 0.9 ‫ وإذا كان‬،EVM ‫يتم قياس األداء شهريًا باستخدام‬
• Reporting formats ‫يتم اتخاذ إجراء‬

• Process descriptions
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 Defining activities WBS : work breakdown structure

what the activity{task}?

Involves developing a more Detailed WBS and supporting explanations to

understand all the work to be done so you can develop realistic cost and
duration estimates

Task has an expected duration, a cost and resource requirements

activity list is a tabulation of activities to be included on project schedule

what activitylist includes?

• Activity name
• activity identi er or number
• brief description of the activity

explain the concepts of activity attributes in project management?

• predecessors
• successors
• logical relationships
• leads and lags
• resource requirements
• constraints
• Imposed dates
• Assumption

milestones:- significant event that normally has no duration

often takes several activities and a

lot of work to complete a milestone

sequencing activities
what the sequencing activitys ?

reviewing activities and determining dependencies

Dependency : the sequencing of project activities

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 What are the main types of project dependencies?

Dependencies

mandatory dependencies Discretionary dependencies External dependencies

Inherent in nature of Defined by project team relationships between
the work being soft logic project and non-project
performed hard logic should be used with care since they may activities
limit later scheduling options

network diagrams
what's the network diagrams?

schematic display of the logical relationship among, or sequencing of project activities.

Network diagrams

Arrow diagramming Precedence diagramming

method (ADM) (PDM)

activity on arrow (AOA)

what the type of task dependency

• nish to start(FS)
• nish to nish (FF)
only show finish-to-start • start to start (SS)
• start to nish (SF)

bursts : when a single node is followed by two or more activities

Merge : when two or more modes proced a single node
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 estimating activity resources
resources : people, equipment , materials

important issues
how Deficit will it be to do specific activities on this project?
What is the organization history
Are the required resources available?

Resource breakdown structure: hierarchical structure that

identi es the project resources by category and type

activity duration estimating

duration: actual amount of time work on an activity plus elapsed time

effort : number of workdays or work hours required to complete a task

Three-point estimate Optimistic, most likely, pessimistic

Developing the schedule

uses results of the other time management processes to
determine the start and end date.
create A realistic project schedule the provides a basis for monitoring project progress
for the time dimension of the project

gents charts, critical path analysis ,critical chain scheduling ,pert

Gantt charts standard format for display project schedule information by listing project
activity and their correspondingl start and nish data

milestones emphasiZe important event or accomplishments

milestones should be
• speci c
• measurable
• Assignable
• realistic
• time- framed

critical path method (CPM): network digramming technique used to predict total project curation

critical path: project is the series of activities that determines the earliest time by which
the project can be completed
FF :- min(ESi+1)- EF
TF = LS-ES
forward pass → early start and nish date
Backward pass → last start and nish date
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main techniques for shortening schedules :-
1. Shorting durations of critical activities by adding more resources or change scope
2. Crashing
3. Fast tracking

critical chain scheduling : method of scheduling that considered limited resources and
includes buffers to protect the project completion date.

theory of constrains (TOC) → attempts to minimize multitasking

buffer:- additional time to complete task

PERT : network analysis techniques used to estimate program

duration the in a high degree of uncertainty

Uses probabilistic time estimates

controlling the schedule

Goals {
Know the status of schedules
Influence factors that cause schedule changes
Schedule has changed
Manage changes }

project uncertainty and risk management

probability of completing the project (Z)

NORMDIST(D,M, , TRUE )
project cost management

cost : resource sacri ced or foregone to achieve a speci c objective or something

given up in exchange

Project cost management : the processes required to en sure that the project is completed
within an approved budget

project cost management processes

planning cost Estimating cost Determining Controlling costs

management the budget
Includes:-
• Monitoring cost-performance
• ensuring that only appropriate
project change are included in
revised cost basline
includes:- Rom→budgetary→de nitive cost baseline • Informing project stakeholders

level of accuracy and units of

measure PV
Organizational procedure links EV
control thresholds AC
Control thresholds
Rules of performance tools and techniques:
measurement
• analogous / top-down
Reporting formats
Process descriptions • button-up
• parametric modeling

software development estimate:

labor estimate
function point estimate
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 profits: are revenues minus expenditures
profit margin : ratio of revenues to profits
Life cycle costing : considers the total cost of ownership on
development plus support costs for project

cash ow analysis: determines the estimated annual costs and bene ts for project and the
resulting annual cash ow

Types of costs and benefits

tangible cost Intangible cost Direct cost InDirect cost sunk cost

learning curve theory

reserves
Contingency reserves ( known unknown)
management reserves( unknown unknown)
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ch 8 : project quality management