I.T.

PROJECT
MANAGEMENT

COURSE CODE:
ICT 302
A Guide to the Project Management Body of
Knowledge
(PMBOK® Guide) – Fifth Edition
By- Project Management Institute

The Principles of Project Management

By MERI WILLIAMS
Publishers: [Link]
UNIT ONE
What is a project?

A project is any temporary endeavour undertaken to

create a unique product, service or result.
(P.M.B.O.K 5).
 Examples of projects include, but are not
limited to:

 Developing an online Registration System for

CAUC by the third year students;

 Installing a cell site to strengthen the signal

strength of mobile users at Kwadaso;

 Developing or acquiring a new or modified

information system (hardware or software);
 Temporary-nature of projects indicates that a project
has a definite beginning and end. Eg 2years, 40 years

 The end is reached when the project’s objectives have

been:

◦ Achieved

◦ Terminated because its objectives will not or cannot be

met.

◦ When the need for the project no longer exists.

 A project may also be terminated if the client
(customer, sponsor, or champion) wishes to
terminate the project.

Temporary does not necessarily mean the

duration of the project is short. It refers to the
project’s engagement and its longevity.
No of people:
A project can involve:

 Single individual

 Multiple individuals,

 Single organizational unit,

 Multiple organizational units from multiple

organizations.
A project can create
:
A product that can be either a component of:

 Another item,

 An enhancement of an item,

 An end item in itself;

 EXAMPLES OF PROJECTS

 Conducting a research effort for an organisation;

 Constructing a building, industrial plant, or

infrastructure; or

 Implementing, improving, or enhancing existing

business processes and procedures.
 IT projects involve using hardware, software, and
networks to create a product, service, or result:

 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
 OTHER FORMS OF PROJECTS (NON IT PROJECTS)

 Building class rooms for students.

 Collect health data for analysis by the Ministry of Health.

 A college upgrades its technology infrastructure to provide

wireless Internet access across the whole campus.

 A company develops a new system to increase sales force

productivity

 Customer relationship management that will work on various

laptops, smart phones, and tablets
  PROJECT ATTRIBUTES

 PURPOSE: A project has a unique purpose. Every project

should have a well-defined objective.

 TEMPORARY: A project is temporary. A project has a

definite beginning and end.

 RESOURCES: Resources include people, hardware,

software, and other assets. Many projects cross departmental
or other boundaries to achieve their unique purposes .
 SPONSOR: The project sponsor usually provides the direction and
funding for the project
The Relationships Among Portfolios, Programs, and
Projects

 PORTFOLIO-
 portfolio refers to a collection of projects,
programs, sub portfolios, and operations managed
as a group to achieve strategic objectives.

 PROGRAMS-
 Programs are grouped within a portfolio and are
comprised of subprograms, projects, or other work
that are managed in a coordinated fashion in
support of the portfolio.
Program Management

A program is defined as a group of related

projects, subprograms, and program activities
managed in a coordinated way to obtain
benefits not available from managing them
individually.

Programs may include elements of related

work outside the scope of the discrete projects
in the program.
 Individual projects that are either within or
outside of a program are still considered part
of a portfolio.

 Although the projects or programs within the

portfolio may not necessarily be
interdependent or directly related, they are
linked to the organization’s strategic plan by
means of the organization’s portfolio.
 TRIPPLE CONSTRAINT

 Scope:
 What work will be done as part of the project?

 What unique product, service, or result does the

customer or sponsor expect from the project?

 How will the scope be verified?

 Time:
 How long should it take to complete the project?

 What is the project’s schedule?

 How will the team track actual schedule

performance?

 Who can approve changes to the schedule?

 Cost:
 What should it cost to complete the project?

 What is the project’s budget?

 How will costs be tracked?

 Who can authorize changes to the budget?

 THE BALANCE QUADRANT
What is Project Management?
 Project management is the application of knowledge,

skills, tools, and techniques to project activities to

meet the project requirements.

 Project management is accomplished through the

appropriate application and integration of the 47
logically grouped project management processes,
which are categorized into five Process Groups.
THE FIVE PROCESS GROUPS

• Initiating process groups,

• Planning process groups,
• Executing process groups,
• Monitoring and Controlling process groups
• Closing
What is Program Management?

 Program management is the application of

knowledge, skills, tools, and techniques to a program
in order to meet the program requirements and to
obtain benefits and control not available by
managing projects individually.

 Projects within a program are related through the

common outcome or collective capability.
 CONCEPT OF PORTFOLIO/PROGRAM/PROJECT

 For example, a new Bank that has the strategic

objective of “maximizing the return on its
investments” may put together a portfolio that
includes a mix of projects- hardware and software.

 From this mix, the Bank may choose to manage

related projects as one program. All of the software
projects may be grouped together as a software
progam.

 Similarly, all of the hardware projects may be

grouped together as a hardware program.
 Thus, the hardware program and the
software program become integral
components of the enterprise portfolio of
the infrastructure firm.
PROJECT MANAGEMENT AREAS

1. Project scope management involves defining and

managing all the work required to complete the project
successfully.

2. Project time management includes estimating how

long it will take to complete the work, developing an
acceptable project schedule, and ensuring timely
completion of the project.
3. Project cost management consists of preparing and
managing the budget for the project.

4. Project quality management ensures that the

project will satisfy the stated or implied needs for
which it was undertaken.

5. Project human resource management is concerned

with making effective use of the people involved with
the project.
6. Project communications management involves
generating, collecting, disseminating, and storing
project information.

7. Project risk management includes identifying,

analyzing, and responding to risks related to the project
8. Project procurement management involves acquiring or
procuring goods and services for a project from outside the
performing organization.

9. Project stakeholder management includes identifying

and analyzing stakeholder needs while managing and
controlling their engagement throughout the life of the project

10. Project integration management is an overarching

function that affects and is affected by all of the other
knowledge areas.


 Business Value

 Delivering value is the only reason to undertake a

project.

 Business value is a concept that is unique to each

organization.

 Business value is defined as the entire value of the

business; the total sum of all tangible and intangible
elements.
 Project Manager. Who is he/she?

 The project manager is the person assigned by the

performing organization to lead the team that is
responsible for achieving the project objectives.

 The role of a project manager is distinct from a

functional manager or operations manager.

 .

 Typically the functional manager is focused on
providing management oversight for a functional or a
business unit, and operations managers are
responsible for ensuring that business operations are
efficient
 Depending on the organizational structure, a project
manager may report to a functional manager.

 In other cases, a project manager may be one of

several project managers who report to a program or
portfolio manager who is ultimately responsible for
enterprise-wide projects.
In this type of structure, the project manager works
closely with the program or portfolio manager to
achieve the project objectives and to ensure the project
management plan aligns with the overarching program
plan.
Interpersonal Skills of a Project Manager

Project managers accomplish work through the project

team and other stakeholders.

Effective project managers require a balance of ethical,

interpersonal, and conceptual skills that help them
analyse situations and interact appropriately.
• Leadership,
• Team building,
• Motivation,
• Communication,
• Influencing,
• Decision making,
• Political and cultural awareness,
.
• Negotiation,
• Trust building,
• Conflict management, and
• Coaching
 UNIT TWO
ORGANISATIONAL INFLUENCE AND PROJECT
LIFE CYCLE
INTRODUCTION

Projects and project management take place in an

environment that is broader than that of the project
itself.

Understanding this broader context helps ensure that

work is carried out in alignment with the organization’s
goals and managed in accordance with the
organization’s established practices.
Organizational Influences on Project Management

 An organization’s culture, style, and structure

influence how its projects are performed.

 The organization’s level of project management

maturity and its project management systems can also
influence the project.
NOTE

When a project involves external entities such as those

that are part of a joint venture or partnering agreement,
the project will be influenced by more than one
organization.
What are Organizations?

They are systematic arrangements of entities (persons

and/or departments) that is aimed at accomplishing a
purpose, which may involve undertaking projects.

An organization’s culture and style affect how it

conducts projects
COMMON EXPERIENCES•

• Shared visions, mission, values, beliefs, and expectations;

• Regulations, policies, methods, and procedures;

• Motivation and reward systems;

• Risk tolerance;

• View of leadership, hierarchy, and authority relationships;

• Code of conduct, work ethic, and work hours; and

• Operating environments.
Influence of Organizational Structures on Projects

This interaction determines project characteristics such

as:

• Project manager’s level of authority,

• Resource availability and management,
• Entity controlling the project budget,
• Project manager’s role, and
• Project team composition
Question

The project manager has little authority over the

available resources. What type of organisation does
the project manager works?
STAKEHOLDERS

A stakeholder is an individual, group, or organisation

who may affect, be affected by, or perceived itself to be
affected by a decision, activity or outcome of a project.

Project Stakeholders
Stakeholders include all members of the project team as
well as all interested entities that are internal or external
to the organization
Stakeholders may be actively involved in the project or
have interests that may positively or negatively be
affected by the performance or completion of the
project.

The project manager should manage the influences of

these various stakeholders in relation to the project
requirements to ensure a successful outcome.
Source: PMBOK 5
SPECIAL GROUP OF STAKEHOLDERS

PROJECT BOARD: is a small group of people whose

main responsibility is to make the really big project
decision.
o Technical and Business Advisor-
Are the people to provide technical and business
perspective advice to the project sponsor.

The sponsor may not understand the full technical or

business process implication of certain decisions that
need to be made through the project.
STAKEHOLDERS

Customers and users. Customers are the persons or

organizations who will approve and manage the
project’s product, service, or result. Users are the
persons or organizations who will use the project’s
product, service, or result.

Sellers. Sellers, also called vendors, suppliers, or

contractors, are external companies that enter into a
contractual agreement to provide components or
services necessary for the project.
Business partners. Business partners are external
organizations that have a special relationship with the
enterprise.

Business partners provide specialized expertise or fill a

specified role such as installation, customization,
training, or support.

Organizational groups. Organizational groups are

internal stakeholders who are affected by the activities
of the project team.
Functional managers. Functional managers are key
individuals who play a management role within an
administrative or functional area of the business, such as
human resources, finance, accounting, or
procurement.

Other stakeholders. Additional stakeholders, such as

procurement entities, financial institutions, government
regulators, subject matter experts. etc
PROJECT TEAM
The project team includes the project manager and the
group of individuals who act together in performing the
work of the project to achieve its objectives.

The project team includes the project manager, project

management staff, and other team members who carry
out the work but who are not necessarily involved with
management of the project.
Composition of Project Teams

• Dedicated. In a dedicated team, all or a majority of the

project team members are assigned to work full-time on the
project. The project team may be colocated or virtual and
usually reports directly to the project manager

• Part-Time. Some projects are established as temporary

additional work, with the project manager and team members
working on the project while remaining in their existing
organizations and continuing to carry out their normal functions
PROJECT LIFE CYCLE
A project life cycle is the series of phases that a project
passes through from its initiation to its closure.
Project Phases
A project may be divided into any number of phases.

A project phase is a collection of logically related

project activities that culminates in the completion of
one or more deliverables.

Eg.
Doing Feasibility studies and Project Initiation
Document- Deliverable (Phase1)

Designing the Database & Designing GUI -

Deliverable(Phase 2)
 Phase-to-Phase Relationships

 Predictive ,

 Adaptive,

 Iterative and Incremental Life Cycles

Phase-to-Phase Relationships

• Sequential relationship. In a sequential

relationship, a phase starts only when the previous
phase is complete.

• Overlapping relationship. In an overlapping

relationship, a phase starts prior to completion of the
previous one
• Overlapping relationship. In an overlapping
relationship, a phase starts prior to completion of the
previous one.
Predictive Life Cycles

Predictive life cycles (also known as fully plan-driven)

are ones in which the project scope, the time and cost
required to deliver that scope, are determined as early in
the project life cycle as practically possible.

The work performed in each phase is usually different

in nature to that in the preceding and subsequent phases,
therefore, the makeup and skills required of the project
team may vary from phase to phase.
Iterative and Incremental Life Cycles

Iterative and incremental life cycles are ones in which

project phases (also called iterations) intentionally
repeat one or more project activities as the project
team’s understanding of the product increases.

Eg. Coding in the software project

Adaptive Life Cycles
Adaptive life cycles (also known as change-driven or
agile methods) are intended to respond to high levels
of change and on-going stakeholder involvement.

Adaptive methods are also iterative and incremental,

but differ in that iterations are very rapid (usually with a
duration of 2 to 4 weeks) and are fixed in time and cost.
 Iterations develop the product through a series of
repeated cycles, while increments successively add to
the functionality of the product.

 These life cycles develop the product both iteratively

and incrementally
PROJECT MANAGEMENT
PROCESSES
UNIT THREE
LEARNI NGO BJ E CTIVE S

After reading this chapter, you will be able to:

• Describe the five project management process groups,

the typical level of activity for each, and the interactions
among them.

• Understand how the project management process

groups relate to the project management knowledge
areas
 What is project management?
 Project management is the application of knowledge,

skills, tools, and techniques to project activities to

meet the project requirements.

 This application of knowledge requires the effective

management of the project management processes.
What is a process?
A process is a set of interrelated actions and activities
performed to create a pre-specified product, service, or
result.

Each process is characterized by its inputs, the tools and

techniques that can be applied, and the resulting
outputs.
 In order for a project to be successful, the project
team should:

 Select appropriate processes required to meet

the project objectives;

 Use a defined approach that can be adapted to

meet requirements;

 Establish and maintain appropriate

communication and engagement with
stakeholders;
 Comply with requirements to meet stakeholder needs
and expectations; and

 Balance the competing constraints of scope,

schedule, budget, quality, resources, and risk to
produce the specified product, service, or result.
PROJECT PROCESS

The project processes are performed by the project team

with stakeholder interaction and generally fall into one
of two major categories:

• Project management processes. These processes

ensure the effective flow of the project throughout its
life cycle.

These processes encompass the tools and techniques

involved in applying the skills and capabilities
described in the Knowledge Areas.
Product-oriented processes. These processes specify
and create the project’s product.

Product oriented processes are typically defined by the

project life cycle and vary by application area as well as
the phase of the product life cycle.
THE FIVE PROJECT MANAGEMENT
PROCESSES

Project management processes are grouped into five

categories known as Project Management Process
Groups (or Process Groups):
• Initiating Process Group. Those processes performed
to define a new project or a new phase of an existing
project by obtaining authorization to start the project or
phase.

• Planning Process Group. Those processes required to

establish the scope of the project, refine the objectives,
and define the course of action required to attain the
objectives that the project was undertaken to achieve.
• Executing Process Group. Those processes performed
to complete the work defined in the project management
plan to satisfy the project specifications.

• Monitoring and Controlling Process Group. Those

processes required to track, review, and regulate the
progress and performance of the project; identify any
areas in which changes to the plan are required; and
initiate the corresponding changes.
• Closing Process Group.
Those processes performed to finalize all activities
across all Process Groups to formally close the project
or phase.
PROJECT MANAGEMENT PROCESS
GROUP
ACTIVITIES DONE AT EACH OF THE
MANAGEMENT PROCESS

INITIATION PROCESS

Develop Project Charter—

The process of developing a document that formally
authorizes the existence of a project and provides the
project manager with the authority to apply
organizational resources to project activities.
HOW TO DEVELOP A PROJECT CHARTER

 Project Statement of Work

The project statement of work (SOW) is a narrative
description of products, services, or results to be
delivered by a project.

For internal projects, the project initiator or sponsor

provides the statement of work based on business
needs, product, or service requirements.
• Business need. An organization’s business need may be
based on a market demand, technological advance, legal
requirement, government regulation, or environmental
consideration.

• Product scope description. The product scope

description documents the characteristics of the product,
service, or results that the project will be undertaken to
create.
• Strategic plan.
The strategic plan documents the organization’s
strategic vision, goals, and objectives and may contain a
high-level mission statement.

All projects should be aligned with their organization’s

strategic plan.
PLANNING PROCESS GROUP

Develop Project Management Plan—

The process of defining, preparing, and coordinating
all subsidiary plans and integrating them into a
comprehensive project Management plan.

The project’s integrated baselines and subsidiary

plans may be included within the project
management plan.
.
 Project Management Plan
The project management plan contains subsidiary
plans concerning all aspects of the project.

Those subsidiary plans related to project work

include, but are not limited to:

• Scope management plan

• Requirements management plan
• Schedule management plan
• Cost management plan
• Stakeholder management plan
Direct and Manage Project Work—The process of
leading and performing the work defined in the project
management plan and implementing approved changes
to achieve the project’s objectives.
 Project Management Plan
 Approved changes
Monitor and Control Project Work—The process of
tracking, reviewing, and reporting project progress against
the performance objectives defined in the project
management plan.

Perform Integrated Change Control—The process of

reviewing all change requests; approving
changes and managing changes to deliverables,
organizational process assets, project documents,
and the project management plan; and communicating
their disposition.
Close Project or Phase—The process of finalizing all
activities across all of the Project Management Process
Groups to formally complete the phase or project.
Strategic plan. The strategic plan documents the
organization’s strategic vision, goals, and objectives and
may contain a high-level mission statement.

All projects should be aligned with their organization’s

strategic plan.
TOOLS &TECHNIQUES FOR
DEVELOPING THE CHARTER
• Other units within the organization,
• Consultants,
• Stakeholders, including customers or
sponsors,
• Professional and technical associations,
• Industry groups,
• Subject matter experts (SME), and
• Project management office (PMO).
Group Assignment
 Look for a sample Project Charter online. ….
PROJECT SCOPE
MANAGEMENT
UNIT FOUR
“If you fail to plan, you
plan to fail”
 Is everything about a project-work content as
well as expected outcomes.

 It consist of naming all activities to be

performed, the resources, consumed and the
end product that results including standards
Definition

Project scope management includes the processes

required to ensure that the project includes all the work

required, and only the work required to complete the

project. (PMBOK 5)
It ensures that the project team and stakeholders have

the same understanding of what products the project

will produce and what processes the project team will

use to produce them.

There are six main process to help in determining the
scope of a project.

 Planning scope management

 Collecting requirements
 Defining scope
 Creating the WBS
 Validating scope
 Controlling the scope
 The six main process are:
1. Planning scope management- involves determining
how the project’s scope and requirements will be
managed.

The project team works with appropriate stakeholders to

create a scope management plan and requirements
management plan.
2. Collecting requirements -involves defining and documenting

the features and functions of the products for the project as well

as the processes used for creating them

3. Defining scope - involves reviewing the scope
management plan, project charter, requirements
documents, and organizational process assets to create a
scope statement, adding more information as
requirements are developed and change requests are
approved.

4. Creating the WBS- involves subdividing the major

project deliverables into smaller, more manageable
components.
5. Validating scope- involves formalizing acceptance of
the project deliverables.

Key project stakeholders, such as the customer and

sponsor for the project, inspect and then formally accept
the deliverables during this process.

If the deliverables are not acceptable, the customer or

sponsor usually requests changes.

6. Controlling scope- involves controlling changes to

project scope throughout the life of the project—a
challenge on many IT projects.
COLLECTING INFORMATION

 Interviewing
 Focus groups and facilitated workshops
 Using group creativity and decision-making

techniques
 Questionnaires and surveys
 Observation
 Prototyping
 Software tools
THE NATURE OF INFORMATION TO BE
COLLECTED

The project’s size, complexity, importance, and other

factors affect how much effort is spent on collecting
requirements.
DOCUMENTING REQUIREMENTS

A requirements management plan describes how

project requirements will be analysed, documented, and
managed

A requirements traceability matrix (RTM) is a table

that lists requirements, various attributes of each
requirement, and the status of the requirements to
ensure that all requirements are addressed
3. DEFINING SCOPE
The next step in project scope management is to provide
a detailed definition of the work required for the project.

Good scope definition is very important to project

success because it helps improve the accuracy of time,
cost, and resource estimates, it defines a baseline for
performance measurement and project control, and it
aids in communicating clear work responsibilities
TOOLS AND TECHNIQUES IN DEFINING SCOPE

Expert judgment,

Product analysis,

Alternatives generation,

and facilitated workshops.

4- CREATING THE WORK BREAKDOWN
STRUCTURE(WBS)
After collecting requirements and defining scope, the next
step in project scope management is to create a work
breakdown structure.

A work breakdown structure (WBS) is a deliverable

oriented grouping of the work involved in a project that
defines its total scope.

Decomposition- is subdividing project deliverables into

smaller pieces
Work package- is a task at the lowest level of the WBS
DIFFERENT WAYS OR FORMS OF
ORGANISING/REPRESENTING WBS
A project team often organizes the WBS around

 project products,
 project phases,
 the project management process groups.
WBS- ORGANISED AROUND PRODUCT
WBS- ORGANISED AROUND PHASES
GANNT CHART- USING MS PROJECT
 APPROACHES TO DEVELOPING THE WBS
 Analogy approach- reviews WBS of similar projects and
tailor to your project.

 Top-down approach- start with largest items of the

project and break them down

 Bottom-up approach- start with the specific tasks and

roll them up
WBS DICTIONARY AND SCOPE BASELINE

Many WBS tasks are vague and must be explained more

so people know what to do and can estimate how long it
will take and what it will cost to do the work

A WBS dictionary is a document that describes

detailed information about each WBS item.

The approved project scope statement and its WBS and

WBS dictionary form the scope baseline , which is used
to measure performance in meeting project scope goals
VERIFYING/VALIDATING SCOPE

Scope verification involves formal acceptance of the

completed project scope by the stakeholders.

Acceptance is often achieved by a customer inspection

and then sign-off on key deliverables.
CONTROLLING THE SCOPE

Scope control involves controlling changes to the

project scope.

Goals of scope control are to:

 Influence the factors that cause scope changes

 Assure changes are processed according to procedures

developed as part of integrated change control

 Manage changes when they occur

SUMMARY
Project scope management includes the processes required to
ensure that the project addresses all the work required, and
only the work required, to complete the project successfully

Main processes include:

Planning
Collect requirements
Define scope
Create WBS
Verify scope
Control scope
Question:

Vodacom has secured a contract from Ghana

Gov’t to provide I.T solutions to Ghanaian
students to study at home. The project is titled
‘stay at home, study at home’

As the project manager of ‘stay at home, study

at home’ write a one page essay on how to
manage the scope of this project.