Project Management Summary PDF

Lecture 1 1. Definition of a Project: A project is a temporary effort to create a unique product, service, or result. Projects have specific goals, are unique, temporary, and require resources from various areas. They have uncertainty and end when objectives are met or termina...

Lecture 1 1. Definition of a Project: A project is a temporary effort to create a unique product, service, or result. Projects have specific goals, are unique, temporary, and require resources from various areas. They have uncertainty and end when objectives are met or terminated. 2. What is Project Management? Project management involves applying knowledge, skills, tools, and techniques to meet project requirements. The key elements of project management include Scope, Time, and Cost (the Triple Constraint), which must be balanced for a successful project. 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? 3. The Context of IT Projects: IT projects vary widely in size, complexity, and resources required. Examples include updating healthcare systems, creating apps, developing driverless cars, and more. IT projects involve diverse technologies and require specialized knowledge. 4. Project Management Institute (PMI): PMI is a leading professional association in project management, offering certifications like the Project Management Professional (PMP). According to PMI, project management skills such as teamwork, decision-making, and problem- solving are highly sought by employers. 5. Why IT Project Management?: IT projects have a mixed success rate, with challenges such as cost overruns and delays. However, formal project management can improve resource control, reduce costs, and increase efficiency. 6. Project Management Framework: Project Stakeholders: People affected by or involved in the project. Knowledge Areas: o 1. Project scope management involves defining and managing all the work required to complete the project successfully. o 2. Project schedule management (formerly called 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. o 3. Project cost management consists of preparing and managing the budget for the project. o 4. Project quality management ensures that the project will satisfy the stated or implied needs for which it was undertaken.  o 5. Project resource management is concerned with making effective use of the people and physical resources involved with the project. o 6. Project communications management involves generating, collecting, disseminating, and storing project information. o 7. Project risk management includes identifying, analyzing, and responding to risks related to the project. o 8. Project procurement management involves acquiring or procuring goods and services for a project from outside the performing organization. o 9. Project stakeholder management includes identifying and analyzing stakeholder needs while managing and controlling their engagement throughout the life of the project. o 10. Project integration management is an overarching function that affects and is affected by all of the other knowledge areas. Project Tools and Techniques: Tools like Gantt charts, network diagrams, and cost estimates help manage projects. 7. Skills for Project Managers: Technical skills (e.g., building project plans and budgets), business expertise (e.g., achieving organizational goals), and interpersonal skills (e.g., leadership and team management) are essential for effective project management. Top 10 skills include people management, leadership, integrity, communication, and problem- solving. 8. Project Phases (PMBOK Process Groups): Projects are divided into phases: Initiation, Planning, Execution, Monitoring & Control, and Closure. o Initiate: Project /Project phases are defined and authorized o Plan: Project objectives are defined, refined, and the planning takes place o Execute: project work carried out o Monitor & Control: monitors/measures progress and identifies ways to make corrections o Close: Formal acceptance of a product, service or result Each phase has specific deliverables and tasks, forming the Project Life Cycle. 9. Project Success Factors: Critical factors for project success include executive support, clear objectives, experienced managers, and firm requirements. 10. Systems Approach: A holistic method to solve complex problems, using systems philosophy, analysis, and management. This approach is vital to understand how projects fit within the larger organizational context. 11. Project Life Cycle (PLC) and System Development Life Cycle (SDLC): The PLC focuses on managing the project, while the SDLC addresses product development, such as information systems. Both cycles interact closely, especially in IT projects. ----------------------------------------------------------------------------------------------------------------------------------  Lecture 2 1. Project Initialization: Defining the Project’s Goal: The first stage of project management involves conceptualizing and defining the project's goal, which guides decisions throughout the project life cycle and is crucial for determining the project’s scope. Strategic Planning: This process helps identify which projects are worth pursuing by aligning them with the organization's vision, mission, and goals. 2. Pre-Initiation Tasks: Tasks like determining the project's scope, time, and cost constraints; identifying the project sponsor; selecting the project manager; and developing a business case are part of this phase. These actions ensure the right projects are started for the right reasons. 3. Project Charter: The project charter is a key deliverable that formalizes the project’s existence. It outlines the objectives, scope, schedule, budget, and quality standards, and grants the project manager the authority to manage the project. It serves as a reference document throughout the project’s life cycle. 4. Project Proposal vs. Project Charter: A project proposal is a persuasive document used to convince stakeholders of the need for a project, while the project charter defines the objectives and management details once the proposal is approved. The charter serves as the foundation for executing the project. 5. Writing a Problem Statement: A problem statement defines the issue the project seeks to solve. It should be simple, clear, and devoid of bias towards any specific solution. The key is to keep asking "why" to ensure a thorough understanding of the problem. Example: A company may state that it needs more office space due to growth rather than jumping to the solution of building a new office. 6. Project Goals and Objectives: After defining the problem, set project goals (high-level targets) and objectives (intermediate results or tasks to achieve the goals). Objectives are crucial for defining the project scope and can range from business to technical, financial, quality, and performance objectives. These should be Specific, Measurable, Realistic, and Time-bound (SMART). 7. Choosing a Strategy: Once goals and objectives are defined, different strategies to achieve them are explored. Brainstorming sessions can be used to generate creative ideas, and strategies should be evaluated based on their feasibility, risks, and alignment with organizational culture. The decision-making process involves weighing strategies and assessing whether they meet the objectives effectively. 8. Evaluating Strategies: To choose the best strategy, the group should analyze how each option meets the objectives and whether it is feasible within the constraints of budget, technology, and organizational fit. Risks should be considered and acceptable. ---------------------------------------------------------------------------------------------------------------------------------- Lecture 3 1. Initiation Steps: Problem, Goal, and Objectives: Clearly define the problem the project addresses, set the overall goal, and outline specific objectives. Choose Strategy: Determine the best approach to achieve the project's goals. Gather Requirements: Identify what is needed to complete the project, ensuring that unnecessary requirements are excluded to avoid extra costs and effort. Understand Deliverables and Success Criteria: Define the tangible outcomes (deliverables) of the project and establish clear criteria to measure their success. 2. Gathering Requirements: This involves identifying the specific needs of the project. Techniques can vary depending on the type of project, from re-using past documentation to creating quick prototypes for new projects where requirements are unclear. It is crucial to communicate with end-users through observation, interviews, and meetings to capture all necessary requirements. 3. Deliverables and Success Criteria: Deliverables are the expected outcomes of the project, which could be products or services. They help define the project scope and measure progress. Success Criteria must be clear and quantifiable to evaluate how well deliverables meet project goals. 4. Identifying Assumptions and Risks: Assumptions are things believed to be true but not confirmed, and they must be identified and discussed to avoid surprises. Keep asking questions to clarify expectations. Risks are potential events that could negatively impact the project. Analyzing risks and understanding their probability helps in deciding whether to proceed or adjust plans. Both assumptions and risks should be documented for better management. 5. Creating a Scope Statement: The Scope Statement defines what the project includes and excludes. It ensures the project does only what is necessary, preventing scope creep—the expansion of the project due to unplanned additions. A good scope statement includes geographical boundaries, quantities, and categories. 6. Identifying Stakeholders: Stakeholders are individuals or groups with an interest in the project, including customers, sponsors, managers, and team members. Identifying key stakeholders early helps clarify who contributes, who influences the project, and who approves deliverables. Stakeholders’ expectations, influence, and resources need to be managed effectively throughout the project. 7. Obtaining Approval: Approval is necessary to formally start the project. Understanding stakeholder expectations, promoting the project, keeping people informed, and demonstrating leadership are key strategies to gain approval. Approval can be sought through meetings, video conferences, or by presenting the project summary. 8. Project Charter: The Project Charter is a formal document that authorizes the project and defines its objectives, scope, schedule, and budget. It also gives authority to the project manager to proceed with project tasks. The charter serves as a reference throughout the project’s life cycle, and it needs to be signed by key stakeholders to signify agreement. Project Charter Attachments: o Project name o Purpose o Project manager o Responsibilities o Authority o Sponsor’s support ---------------------------------------------------------------------------------------------------------------------------------- Lecture 4 1. Project Planning Overview: A project plan outlines the work to be done, who will do it, how long it will take, when tasks will happen, and how much it will cost. The plan includes strategies for running the project, communication, change control, and risk management. It acts as a guide for directing, tracking, correcting, and communicating during the project. 2. Key Components of a Project Plan: Work Breakdown Structure (WBS): A hierarchical breakdown of tasks required to complete the project. Schedule: When tasks will start and finish. Resources and Organization: Who will complete the tasks. Budget: Estimated costs and expenditure limits. Includes task breakdown, cost, and resources allocation. 3. Work Breakdown Structure (WBS): Definition: WBS breaks the project into progressively smaller, manageable tasks. Purpose: Helps identify work and assign it to team members. Improves scope visualization. Provides detail for estimating time and costs. Serves as a foundation for progress measurement. Types of Tasks: Summary Tasks: High-level tasks, such as software or house design. Work Packages: Detailed, lower-level tasks, like designing a use case diagram or painting a room. 4. Building a WBS: Top-Down Approach: 1) Identify high-level tasks using project deliverables and the scope statement. 2) Break high-level tasks into smaller subtasks with input from specialized teams. 3) Review and revise to ensure accuracy and completeness. When to Stop: 1) Progress is measurable. 2) Task duration is reasonable (8–80 hours). 3) Costs and timelines are easily estimated. 4) Work packages have a clear start and finish and can progress independently. 5. Defining Work Packages: 1. Include detailed descriptions of tasks, deliverables, and measurable outcomes. 2. If tasks are unfamiliar, consult specialists for accurate definitions. 3. Create a work package document to standardize the process. 6. Building a Schedule: WBS identifies what needs to be done but doesn’t indicate timing. To schedule tasks: 1. Organize tasks sequentially. 2. Identify dependencies (e.g., sequential or parallel tasks). 3. Estimate time required for each task. 4. Assign people and resources. 5. Account for constraints like deadlines. Gantt Charts are a common tool for scheduling, as they are familiar and straightforward 7. Key Concepts in Scheduling: Dependencies: Relationships between tasks (e.g., "Finish-to-Start," where one task must finish before the next begins). Constraints: Limitations such as deadlines, resource availability, or external factors affecting scheduling. ---------------------------------------------------------------------------------------------------------------------------------- Lecture 5 1. Identifying Resources: Clearly define the chain of command and roles to ensure smooth project execution. Importance: Resolves conflicts over responsibilities. Identifies areas of the project lacking ownership. Clarifies interactions between stakeholder groups. 2. Responsibility Levels: A responsibility matrix defines roles for team members and stakeholders: R (Responsible): Group or individual tasked with completing the work. I (Inform): Group or individual that needs updates about the task. C (Consulted): Group or individual consulted for decisions. A (Accountable): Group or individual with authority to make decisions, approve deliverables, and delegate tasks. 3. Steps for Identifying Resources: 1) Create a Responsibility Matrix. 2) Review the matrix with stakeholders and address comments. 3) Resolve decision-making conflicts and establish owner authority. 4) Identify third-party roles if external resources are involved. 5) Build a hierarchy chart to streamline communication and reporting. 6) Use a Skills Matrix to identify the number of skilled workers needed. 4. Skills Matrix: A tool to match the required skills for project tasks with available team members. Helps estimate labor costs and ensures the right talent is assigned to appropriate roles. 5. Types of Resources: Resources vary depending on the project and may include: Work Resources: People and equipment whose time affects the project schedule. Material Resources: Items consumed during the project (e.g., concrete, steel, or paper). Cost Resources: Miscellaneous expenses, such as travel, training, or meeting rentals. 6. Building the Project Budget: The budget is the total cost of the project and a critical decision-making tool for management. Components of the budget include: Labor Costs: Salaries and benefits of employees. Time-Based Resources: Costs of equipment, rent, or leases. Materials: Supplies consumed during the project. Other Costs: Travel, training, and fees that don’t fit the above categories. ---------------------------------------------------------------------------------------------------------------------------------- Lecture 6 1. Project Schedule Management: Project schedule management involves six key processes to ensure the timely completion of a project: Planning Schedule Management: Establishes the procedures for planning, executing, and controlling the schedule. Defining Activities: Identifying specific tasks needed to produce deliverables. Sequencing Activities: Documenting relationships between tasks. Estimating Activity Durations: Determining the time required for each task. Developing the Schedule: Analyzing sequences, resources, and time to create a comprehensive timeline. Controlling the Schedule: Managing changes to ensure the project stays on track. 2. Project Schedule: A project schedule is a timetable that organizes tasks, resources, and due dates in an optimal sequence. It helps ensure the project is completed on time. 3. Estimation: Estimating costs and time accurately is crucial. If estimates are too low, objectives may be unmet; if too high, the project may take longer and cost more. Methods include using existing information, parametric models (e.g., cost per square foot), and Program Evaluation and Review Technique (PERT), which looks at best, worst, and most likely outcomes. 4. Estimation Techniques: Delphi Technique: Involves experts independently producing estimates, then refining them collectively until a final value is reached. Top-down: Starting with high-level estimates and breaking them down into smaller tasks. Bottom-up: Starting with smaller tasks and building up to the full project estimate. 5. Task Sequencing: Dependencies define how tasks are related: o Finish-to-Start (FS): One task must finish before the next starts. o Start-to-Start (SS): Tasks start simultaneously. o Finish-to-Finish (FF): Tasks finish together. o Start-to-Finish (SF): The start of one task controls the finish of another (rarely used). 6. Work Duration and Units: Work: number of hours or days to complete a task. Duration: the time between start and end. Units: amount of work in a duration (percentage). 7. Milestones: Milestones mark key points in the project (e.g., decisions, events, deliveries). They help track progress and indicate whether the project is ahead or behind schedule. 8. Realistic Scheduling: Assign tasks based on actual work hours and ensure individuals are not overloaded. Limit workers to a maximum of three concurrent tasks to maintain focus and productivity. ---------------------------------------------------------------------------------------------------------------------------------- Lecture 7 1. Project Planning Framework: The framework for project scheduling involves using various tools and techniques to create a project network plan that defines the sequence of activities and their dependencies. 2. Project Management Tools: Gantt Charts Project Network Diagrams: These diagrams provide a visual representation of the workflow of activities and their dependencies, based on the work breakdown structure (WBS). They help determine when tasks should start, finish, and which tasks may be delayed without impacting the project deadline. o Activity on the Node (AON): A technique where tasks are represented as nodes and their relationships are shown using arrows. This allows for easy visualization of task dependencies and sequence. o Critical Path Analysis o Program Evaluation and Review Technique (PERT) o Precedence Diagramming Method (PDM) 3. Critical Path Analysis: The Critical Path is the longest path in a project network and determines the shortest time in which the project can be completed. Tasks on this path have zero slack, meaning any delay directly impacts the overall schedule. Slack (Float): The amount of time a task can be delayed without affecting the project's completion date. Projects can have more than one critical path. 4. Program Evaluation and Review Technique (PERT): PERT is a statistical tool that helps project managers estimate task durations when uncertainty exists. It involves calculating three different estimates for each task: o Optimistic (best-case scenario) o Most Likely (average scenario) o Pessimistic (worst-case scenario) The expected duration is calculated using these estimates to provide a more accurate project timeline. PERT is especially useful in complex projects with many unknowns. Example: Activity Predecessor Optimistic Most Pessimistic Expected Estimates Likely Estimates Duration (Days) Estimates (Days) (Days) (a+4b+c) 6 A None 1 2 4 2.2 B A 3 5 8 5.2 C B 2 4 5 3.8 D B 2 3 6 3.3 E B 1 1 1 1.0 F C,D 2 4 6 4.0 G D,E 2 3 4 3.0 H F,G 1 2 5 2.3 I G 4 5 9 5.5 J H,I.5 1 3 1.3 Possible Path Total Paths Path 1 A+B+C+F+H+J 18.8 2.2+5.2+3.8+4.0+2.3+1.3 Path 2 A+B+D+F+H+J 18.3 2.2+5.2+3.3+4.0+2.3+1.3 Path 3 A+B+D+G+H+J 18.6 2.2+5.2+3.3+3.0+2.3+1.3 Path 4 A+B+D+G+I+J 20.5* 2.2+5.2+3.3+3.0+5.5+1.3 Path 5 A+B+E+G+I+J 18.2 2.2+5.2+1.0+3.0+5.5+1.3 * The Critical Path ----------------------------------------------------------------------------------------------------------------------------------  Lecture 8 1. Monitoring and Controlling: Definition: Monitoring: Collecting, recording, and reporting information on project performance. Controlling: Using monitoring data to align actual performance with planned performance. Importance: Minimizes the impact of unexpected issues on the schedule and budget. Helps identify and address problems early to prevent chain reactions affecting other activities. What to Monitor: Resources (human, machines, materials) Costs, time, activities Quality and technical performance. How to Monitor: Tools: Critical Path Analysis, PERT Charts, Gantt Charts, Earned Value Analysis. Activities: Stakeholder meetings, milestone reviews, inspections, and staggered deliveries. Systems: Project Management Information Systems (PMIS). 2. Project Control: Ensures resources are utilized efficiently while keeping the project on track. Alerts project managers to issues, measures performance, and holds individuals accountable. Controls can be internal (set by project methodologies) or external (set by regulatory standards). All monitoring and control activities must be clearly communicated to stakeholders. 3. Project Communication: Keys to Effective Communication: Focus on individual and group needs. Use formal and informal communication methods. Provide timely, relevant information. Set expectations for delivering bad news. Understand communication channels. Challenges: Poor communication is a primary cause of project failure, especially in IT projects. Gaps in knowledge between technical and business stakeholders exacerbate problems. 4. Project Communication Plan: Tailored to stakeholder needs and project size. Developed using stakeholder analysis to identify: o Who needs what information, when, and how. A lack of communication fosters speculation and negativity; keeping everyone informed is critical. 5. Information Distribution: Focuses on delivering the right information to the right people in the correct format. Includes meeting minutes, reports, and project-related documentation. 6. Performance Reporting: Status Reports: Compare actual progress to baseline plans, including variance analysis. Progress Reports: Document completed tasks compared to the original schedule. Forecast Reports: Predict project completion dates and costs using trend analysis. 7. Communication Methods: Face-to-Face: Best for complex issues or sensitive topics; allows for observation of expressions and body language. Telecommunication (Email, Phone): Efficient for distributed teams, though less personal. Collaboration Technology: Tools like intranets, extranets, or project management software enhance collaboration. 8. Project Metrics: Metrics provide observable, quantifiable data to gauge project efficiency and effectiveness. Examples: Scope, schedule, budget, resources, quality, and risk. ----------------------------------------------------------------------------------------------------------------------------------  Lecture 9 1. Project Execution: Definition: The phase where the project plan is carried out, and the team works to achieve the objectives. This phase consumes the majority of the project’s time, budget, and resources. Key Processes: 1) Execute the project plan. 2) Perform quality assurance. 3) Acquire and develop the project team. 4) Manage the project team. 5) Distribute information. 6) Manage stakeholder expectations. 7) Execute the procurement plan. Quality Assurance: Ensures the work is done correctly the first time. Procurement: Involves acquiring necessary materials and services to meet project requirements. 2. Project Implementation: Focuses on deploying the project’s major deliverables, such as information systems, into operational environments. Implementation Approaches: Direct Cutover: Old system is immediately replaced with the new one; risky but fast. Parallel: Old and new systems run concurrently, providing a safety net. Phased: New system is implemented in modules or stages, allowing for incremental improvements. 3. Project Closure: Types of Closure: Normal: As planned. Premature: Early termination. Perpetual: Project never ends. Failed: Unsuccessful completion. Changed Priority: Terminated due to shifting priorities. Key Activities: 1) Verify all deliverables and open items are complete. 2) Obtain formal acceptance from the sponsor or customer. 3) Archive project documentation and deliverables. 4) Release resources (team members, technology, facilities). 5) Conduct evaluations and reviews. 6) Close project accounts and celebrate success. 4. Final Project Report: Compares planned vs. actual outcomes. Highlights: Final costs. Delivery dates and milestones. Variance analysis. Significant changes and their reasons. Lessons learned and risks encountered. 5. Project Evaluation: Individual Performance Review: Focus on specific behaviors, not individuals. Aim for constructive feedback and consensus on improvements. Postmortem Review: Assess the original objectives (MOV), scope, schedule, budget, quality, and team performance. Review deliverables and compliance with the Project Management Body of Knowledge (PMBOK) areas. Project Audit: Conducted by an impartial auditor to ensure fairness and transparency. Evaluates overall success, adherence to objectives, and ethical conduct. Evaluating Success: Determine if the project met its MOV (Measure of Value). Assess sponsor satisfaction and team performance. Identify what went well and areas for improvement. 6. Lessons Learned: Share insights on what worked, what didn’t, and what could be improved. Documentation of lessons learned helps future projects avoid pitfalls and replicate successes. ---------------------------------------------------------------------------------------------------------------------------------- Lecture 10 1. Overview of Project Human Resource Management: Involves organizing, managing, and leading project teams effectively. Key Processes: 1) Develop Human Resource Plan: o Define roles, responsibilities, organizational charts, and staffing management plans. 2) Acquire Project Team: o Assign personnel to project tasks. 3) Develop Project Team: o Train members and build teamwork skills. 4) Manage Project Team: o Track performance, provide feedback, resolve conflicts, and coordinate changes. 2. Organizational Planning: Focuses on roles, responsibilities, and relationships among stakeholders, both internal and external. Involves creating a structure that supports efficient communication and resource allocation. 3. Types of Organizational Structures: Functional: Based on specialized departments. Matrix: Combines functional and project-based responsibilities. Project-Based: Entirely focused on the project. 4. Building the Project Team: Selection and Staffing: Recruit and assign skilled individuals with technical and non-technical expertise. Balance technology skills (e.g., programming, networking) with business domain knowledge. Team Environment: Provide a physical space, technology, office supplies, and a collaborative culture. Develop a team charter to define roles, values, and conflict resolution processes. 5. The Role of the Project Manager: Selects and leads the team. Focuses on acquiring resources and creating a conducive project environment. Resolves conflicts, supports team development, and ensures alignment with project goals. 6. People Capability Maturity Model (P-CMM): A framework for improving workforce capabilities through five levels: 1) Assessment: Evaluate current HR practices. 2) Planning: Develop a strategy to address gaps. 3) Implementation: Execute workforce improvement actions. 4) Monitoring: Track progress and adjust plans. 5) Continuous Improvement: Refine HR practices for evolving needs. 7. Managing Team Dynamics: Communicate roles and responsibilities clearly. Provide achievable goals and support. Offer timely feedback and respect team members. Address conflicts and people issues promptly. 8. Gathering and Tracking Data: Collect data on hours worked, money spent, and task progress. Track actual work hours and compare them to planned schedules. Automate data tracking where possible. 9. Progress Evaluation: Examine schedules and costs compared to the plan. Analyze progress from multiple angles to identify problems. 10. Effective Communication: Tailor messages to the audience, emphasize positivity, and use email or apps efficiently. Run meetings effectively: Define purpose and desired outcomes. Prepare agendas and limit attendees. Start and finish on time while taking detailed notes. ---------------------------------------------------------------------------------------------------------------------------------- Lecture 11 1. Project Risk Management Definition of Risk: An event or condition with potential positive or negative effects on project objectives (scope, schedule, cost, and quality). Categories of Risks: 1) Market Risk: Concerns about usability, marketability, and competition. 2) Financial Risk: Financial viability and alignment with ROI, NPV, and payback estimates. 3) Technology Risk: Feasibility, availability, and reliability of technologies. 4) People Risk: Availability of skilled personnel and managerial support. 5) Structure/Process Risk: Organizational change, user satisfaction, and system integration. Risk Management Processes: 1) Planning Risk Management: o Determine the approach for identifying and mitigating risks. o Output: Risk management plan. 2) Identifying Risks: o Document potential risks and their characteristics. o Output: Risk register and risk report. 3) Performing Qualitative Risk Analysis: o Prioritize risks based on likelihood and impact. o Output: Updated project documents.  4) Performing Quantitative Risk Analysis: o Numerically estimate risk effects on objectives. o Output: Updated project documents. 5) Planning Risk Responses: o Develop strategies to enhance opportunities and minimize threats. o Output: Risk response strategies and change requests. 6) Implementing Risk Responses: o Execute the risk response plans. o Output: Change requests and updates. 7) Monitoring Risks: o Track identified risks, identify new ones, and evaluate response effectiveness. o Outputs: Performance information, change requests, and updated documents. 2. Project Quality Management Definition of Quality: According to ISO, quality is the degree to which inherent characteristics fulfill requirements. Focuses on conformance to requirements and fitness for use. Quality Management Processes: 1) Planning Quality Management: o Identify relevant quality standards and define how to achieve them. o Output: Quality management plan and metrics. 2) Managing Quality: o Translate the plan into actionable quality activities adhering to organizational policies. o Outputs: Quality reports, test results, and change requests. 3) Controlling Quality: o Monitor project results to ensure they meet standards and customer expectations. o Tools include Pareto charts, quality control charts, and statistical sampling. o Outputs: Verified deliverables, performance information, and change requests. Risk Management: Proactively identify, analyze, and respond to risks throughout the project life cycle. Quality Management: Ensure deliverables meet stakeholder expectations and project standards through planning, execution, and control. ----------------------------------------------------------------------------------------------------------------------------------  Lecture 12 1. Project Procurement Management Definition: Procurement involves acquiring goods and services from external sources to meet project needs. Common terms: Suppliers, vendors, contractors, subcontractors. Processes: 1) Planning Procurement: o Determine what, when, and how to procure. o Decide what to outsource and select the type of contract. o Describe work requirements for potential sellers. 2) Conducting Procurement: o Obtain seller responses, select sellers, and award contracts. 3) Controlling Procurement: o Manage relationships with sellers, monitor performance, make changes, and close contracts. 2. Project Change Management Definition: Focuses on managing the human and organizational aspects of change to align with corporate strategies. Reactions to Change: Resistance is common and can arise due to disruptions, loss of familiarity, or externally imposed changes. Change involves a process that includes: o Unfreezing: Preparing for change. o Changing: Transition to the new state. o Refreezing: Solidifying the new processes. Nature of Change: Change is stressful, emotional, and requires adjustment. Assimilation issues occur when multiple changes happen simultaneously. 3. Change Management Plan: 1) Assess Readiness: o Evaluate the willingness, readiness, and ability of individuals and teams to adapt. 2) Develop a Strategy: o Rational-Empirical: Emphasize benefits. o Normative-Reeducation: Focus on values and culture. o Power-Coercive: Enforce compliance. o Environmental-Adaptive: Help adapt to the new normal. 3) Implement and Track: o Communication is critical; address rumors and share both explicit and implicit messages. 4) Evaluate and Learn: o Document experiences to improve future change efforts. 4. Resistance and Conflict Management: Causes of Resistance: o Disruption to routines, externally imposed changes, or poorly communicated plans. Conflict Management: Types of Conflict: o Traditional View: Avoid all conflict. o Contemporary View: Accept conflict as natural; use it constructively. o Interactionist View: Leverage conflict to improve performance. Approaches: Avoidance: Ignore conflict. Accommodation: Appease conflicting parties. Forcing: Use authority to resolve conflicts. Compromise: Find a middle ground. Collaboration: Integrate diverse perspectives to find solutions. 5. Best Practices for Managing Change: Consistent communication and engagement. Emphasize “What’s in it for me” (WIIFM) for stakeholders. Provide support and quick wins to build confidence. Address resistance directly and listen actively.