Intro to IT Project Management Course Packet 1 PDF

Intro to IT Project Management ITNW0613 – Course Packet 1 IT Project Management Cherry A. Collera, PhD Learning Outcome Recognize the basic concepts and terms on IT Project Identify IT Project...

Intro to IT Project Management ITNW0613 – Course Packet 1 IT Project Management Cherry A. Collera, PhD Learning Outcome Recognize the basic concepts and terms on IT Project Identify IT Project Management and categories Discuss the role of an IT Project Manager  Accountability Process to achieve IT Project Management Information Managing the Technology plan (IT) goals technology Organization Operations and General PM Management IT project management includes managing of projects for software development application development hardware installations network upgrades cloud computing internet of things business analytics data management projects implementing IT services  IT Project Management Categories Needs assessment Research Software development Change management and deployment Service Infrastructure 5 Process Groups 10 Project Management Knowledge Areas Project scope management involves defining and 1 managing all the work required to complete the project successfully Project time management includes estimating how long it 2 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 Project quality management ensures that the project 4 will satisfy the stated or implied needs for which it was undertaken Project human resource management is 5 concerned with making effective use of the people involved with the project 10 Project Management Knowledge Areas Project communications management involves 6 generating, collecting, disseminating, and storing project information 7 Project risk management includes identifying, analyzing, and responding to risks related to the project Project procurement management involves 8 acquiring or procuring goods and services for a project from outside the performing organization Project stakeholder management includes identifying and 9 analyzing stakeholder needs while managing and controlling their engagement throughout the life of the project Project integration management is an 10 encompassing function that affects and is affected by all of the other knowledge areas A project manager should be someone who can: get the job done promptly and satisfactorily possess both technical and administrative credibility be perceived as having the technical knowledge to direct the project be current with the technologies pertinent to the project requirements be conversant with the industry’s terminologies Project Types Large projects High-uncertainty projects Very novel projects PORTFOLIO MANAGEMENT which involves organizing and managing projects as a portfolio of investments that contribute to the whole project’s success  Software Development Life Cycle developing and a framework maintaining SDLC information describing the systems phases  Phases in SDLC 5 Support 1 Information 4 Systems Planning Implementation SDLC 2 3 Analysis Design  1 Predictive 3 Distinct IT PM Life 2 Iterative Cycles 3 Adaptive ITERATIVE LIFE CYCLE ADAPTIVE LIFE CYCLE Activity Sheet 1 - Pen & Paper Sketchnoting expressing ideas visually simple icons are the most helpful here mix of drawings, doodles, text and when you want to convey a structural elements (arrows, boxes, metaphoric meaning grids) (e.g. lightbulb = idea, creativity) visualize something you want to not an artistic masterpiece memorize, understand or explain to others Activity Sheet 2 - Digital Sketchnoting To be posted in the GClassroom  Do you have any questions? [email protected] Thank You! ITPM CHERRY A. COLLERA, PhD Course Packet 2 Learning Outcome Recognize the various types of project Choose the applicable management methodology for the methodologies IT project Develop an IT Project Plan for the case study Course Packet 2 Topics Types of Types of Trends project Project Project Charter Affecting IT management Management in Agile IT Project methodologies Across Project Management and techniques Industries  A set of principles, tools and techniques that are used to plan, execute and manage projects. Project management methodologies help project managers lead team members and manage work while facilitating team collaboration (Westland, 2021)  Hybrid AI Project EQ Mgt. Approaches Data Advanced Analytics PM Tools Remote and Numbers and Solutions Working Sustainability & Green PM Constantly Changing Digital Tools & Technology L ATE ST TY P E S P M METH OD OL OG IES widely used in IT project Agile management a type of Agile methodology Scrum visual project management methodology is gaining Kanban popularity in IT project management This methodology focuses on reducing waste and increasing Lean efficiency PRINCE2 L ATE ST TY P E S P M METH OD OL OG IES This methodology is widely PRINCE2 used in the UK and Europe a comprehensive guide to project management PMBOK data-driven methodology Six Sigma Method L ATE ST TY P E S P M METH OD OL OG IES Agile a method based on iterative and incremental development, in which requirements and solutions evolve through collaboration Agile, the PMBOK® Guide, and a New Certification The PMBOK® Guide describes best practices for what should be done to manage projects. Agile is a methodology that describes how to manage projects. The Project Management Institute (PMI) recognized the increased interest in Agile, and introduced a new certification in 2011 called Agile Certified Practitioner (ACP).  Project Charter in Agile IT Project Vision Success Criteria this will answer “Why this will answer “What to create this determine the success project?” of the project” must be SMART Mission this will answer “How to achieve the project vision?” L ATE ST TY P E S P M METH OD OL OG IES SCRUM is the leading agile development method for completing projects with a complex and innovative scope of work (Scrum Alliance)  primary role 1 Product owner potential role 4 Stakeholders Scrum primary role 2 Roles Scrum Master potential role 5 Agile Mentor primary role 3 Scrum team or development team  Product owner – the person responsible for the business value of the project and for deciding what work to do and in what order when using a Scrum method. Scrum Master – a person who ensures that the team is productive, facilitates the daily Scrum, enables close operation across all roles and Primary Roles functions, and removes barriers that prevent the team from being effectives. Scrum team or development team – a cross-functional team of five to nine people who organize themselves and the work to produce the desired results for each sprint. Stakeholders – people involved in or affected by Potential Roles project activities. Agile mentor - normally outside of the project team and has significant experience of agile projects Scrum Artifacts An artifact is a useful object created by people 01 Product Backlog 02 Sprint Backlog 03 Burndown Chart Scrum artifacts include the following: Product Backlog – a single list of features prioritized by business value. Sprint backlog – the highest-priority items from the product backlog to be completed in a sprint. Burndown chart – a chart that shows the cumulative work remaining in a sprint on a day-to-day basis. L ATE ST TY P E S P M METH OD OL OG IES L ATE ST TY P E S P M METH OD OL OG IES L ATE ST TY P E S P M METH OD OL OG IES L ATE ST TY P E S P M METH OD OL OG IES L ATE ST TY P E S P M METH OD OL OG IES across industries 01 Construction and Engineering 02 Finance and Insurance 03 Healthcare 04 Technology across industries 05 Advertising and Marketing 06 Fast-Moving Consumer Goods (FMCG 07 Defense 08 Energy 09 Pharmacy  Agile Project Charter a living, updateable document that serves as a roadmap through the Agile process. It outlines a project's scope, objectives, and deliverables, ensuring that everyone is working toward a common purpose Schedule a team meeting to discuss the charter Identify the project's purpose, goals, and objectives Define the project's scope and limitations Identify the project's stakeholders and their roles Define the project's timeline and milestones Identify the project's risks and assumptions Define the project's budget and resources Define the project's success criteria ITPM [email protected] IT Project Management Course Packet 3 Project Initiation Cherry A. Collera, PhD Project Initiation Withings U-Scan The sensor located in the toilet bowl tracks: LH (Luteinizing Hormone) for precise menstrual cycle prediction & ovulation window determination; Specific gravity for water balance; pH for protein-vegetable balance https://ictandhealth.com/our-favorite-innovations-for-health-and-well-being-at-ces-2023/news/ https://zapier.com/blog/best-ai-productivity-tools/  Infographics Why Project Integration Management??? You need project integration management when there are interactions between different processes and teams When projects have competing objectives or scheduling conflicts Project Integration Management 1 Involves coordinating all elements of a project, including tasks, resources, stakeholders, and deliverables 2 To ensure that processes run efficiently and meet predefined goals Many people consider integration 3 management to be the key to overall project success There must be someone who will take 4 responsibility for coordinating all of the people, plans, and work required to complete a project 5 The project manager is responsible for accomplishing all these tasks Trade-offs a.k.a. Triple Constraint Project trade offs means that in case one (or more than one) constraint is no longer aligned with the original project plan, then the project manager will rectify the situation by playing with the remaining constraints A remote web design team uses Trello to discuss their trade-offs on an upcoming project. https://www.atlassian.com/team-playbook/plays/trade-offs https://www.atlassian.com/team-playbook/plays/trade-offs According to the PMBOK Guide 2017, there are 7 main processes involved in project integration management PMBOK Guide | Project Management Institute (pmi.org) 1.) Development of the project charter 2.) Development of the preliminary project scope statement 3.) Development of the project management plan 4.) Direct and manage project execution According to the PMBOK Guide 2017, there are 7 main processes involved in project integration management 5.) Monitor and control the project work 6.) Perform integrated change control 7.) Close the project How to Implement Project Integration Management In order to coordinate all aspects of a project, project integration PROJECT CHARTER management needs to create a number of deliverables Information Technology Planning Process Four-stage planning process for selecting IT projects  Strategic planning Identify potential SWOT analysis projects Involves determining long-term objectives, predicting future trends, Strength Use realistic methods to select which projects to and projecting the need work on for new products and Weaknesses services Opportunities Formalize project initiation by issuing a Threats Project Charter SWOT analysis is a method of strategic planning which identifies the factors internal and external environment of the firm and divides them into 4 categories SWOT Analysis Example Project Charter Allows an IT project manager to use the organizational resources to complete the project It should be signed by key project stakeholders to acknowledge agreement on the need for and the intent of the project Project Charter Template A Project Charter lists the main goals of a project as well as a detailed plan for how to attain those goals This detailed plan involves identifying the relevant stakeholders and determining the roles and responsibilities of each individual involved with the project Project Charter is beneficial because it can be created for an existing or future project, making it a useful project management tool Project Charter is an effective presentation tool for upper-level management, organizational clients, or potential investors and can be used as an accountability mechanism that ensures each member of the project team is doing their job and has a shared understanding of the project 17 Project Charter Complete the project charter using an existing data from a Project. Keep this charter a living document as your project evolves over time. Project Name Edit this text with project name Project Owner Edit this text with owner’s name Vision Edit this text with project’s vision statement Sponsor Edit this text with sponsor’s name Mission Edit this text with project’s mission statement Project Manager Edit this text with project manager’s name Edit this text with project’s scope Edit this text with project member’s name In Scope Edit this text with project’s limitation Project Members Out Time Edit this text with start and end dates Key Milestones (scheduling of each project objectives) Constraints mm/dd/yyyy Edit this text with milestone Budget Edit this text to describe budget limits (Php 000,000,000.00) mm/dd/yyyy Edit this text with milestone mm/dd/yyyy Edit this text with milestone Edit this text to outline major deliverables (project objectives) Deliverables mm/dd/yyyy Edit this text with milestone mm/dd/yyyy Edit this text with milestone Edit this text listing key resources needed (Software, hardware requirements) Key Resources Project Approval mm/dd/yyyy Cherry A. Collera, PhD 18 Project Management Plan a formal document used to coordinate all project planning documents and help guide a project’s execution and control It also documents project planning assumptions and decisions regarding choices, facilitate communication among stakeholders, define the content, extent, and timing of key management reviews, and provide a baseline for progress measurement and project control A project management plan should be dynamic, flexible, and subject to change when the environment or project changes It should also assist the project manager in leading the project team and assessing the project status.  Common Elements in Project Management Plans Introduction or overview of the project description of how the project is organized management and technical processes used on the project work to be done, schedule, and budget information Common Elements in Project Management Plans $$$ The introduction or overview of the project includes, as a minimum, the following information: Brief Description Names Of The of the Project and Project Manager the Need it And Key Team Addresses Members Project Name Sponsor’s Name should be unique should clearly the project to help distinguish outline the goals of manager should each project and the project and includes the always be the avoid confusion why it is being name, title, and contact for project among related done; should be contact information information; projects written in layman’s of the sponsor depending on the terms, avoid size and nature of technical jargon, the project, names and include a of key team rough time and members may also cost estimate be included The introduction or overview of the project includes, as a minimum, the following information: List Of Important Deliverables Of Reference Materials The Project List of definitions and acronyms, if listing important appropriate should briefly list documents or and describe the meetings related to a products that will be project helps project helps avoid confusion produced as part of stakeholders the project understand the history of a project The description of how the project is organized includes the following information: organizational charts - show the lines of authority, responsibilities, and communication for the project project responsibilities - should describe the major project functions and activities and identify those individuals who are responsible for them other organizational or process-related information - documentation of major processes followed on the project The section of the project management plan describing management and technical approaches includes the following information: Management Objectives - view of the project, priorities for the project, and any major assumptions or constraints Technical Processes - describes specific Project Controls - methodologies a project describes how to might use and explains monitor project progress how to document and handle changes information Risk Management - Project Staffing - addresses how the describes the number project team will identify, and types of people manage, and control required for the project risks The section of the project management plan describing the work to be done and reference the scope management plan should summarize the following: major work packages - summarizes the work packages other work related information - for the project and refer to highlights key information related appropriate sections of the scope to the work performed on the management plan project key deliverables - lists and describes the key products produced as part of the project The project schedule information section includes the following: other schedule-related information - documents major summary schedule - lists only assumptions and highlights other key deliverables and their necessary information related to planned completion dates the project schedule detailed schedule - provides detailed information on the project schedule The budget section includes the following: other budget-related information - documents major assumptions and highlights summary budget - includes other necessary information the total estimate of the overall related to financial aspects of project’s budget the project. detailed budget - summarizes what is in the cost management plan and includes detailed budget information Project Kick-off Meeting one of the most important meetings for a project IT PROJECT MANAGEMENT STEPS 1. Initiation 1.1 Project Conceptualization 1.2 Develop Project Charter 1.3 Signed and approved Project Charter 2. Planning 2.1 Preliminary Scope Statement 2.2 Project Team 2.3 Project Team Kick-off Meeting 2.4 Project Management Plan 2.4.1 Wireframes 2.4.2 Site Structures 3. Execution 3.1 Project Team Kick-off Meeting 3.2 Verify and Validate User Requirements 3.3 Create Work Breakdown Structures (WBS) 3.4 Create Network Diagram and Gantt Chart 3.5 System Designs 3.6 System Development and Implementation 3.7 User Manual 4. Monitoring and Control 4.1 Quality Management Plan 4.2 Project Implementation Plan 4.3 Quality Metrics 4.4 Quality Checklists 5. Closing 5.1 Final Project Management Plan 5.2 Gain Formal Acceptance Additional wireframe and site structure should be include in scope Site Wireframe structure Site Structure  Do you have any questions? [email protected] Thank You! IT Project Management Course Packet 4 Scope Planning Cherry A. Collera, PhD Project Scope Project scope is the definition of all the work needed to successfully meet the project objectives  PROJECT SCOPE MANAGEMENT The processes involved in defining and controlling what work is or is not included in a project DELIVERABLE describes a product produced as part of a project. It can be product-related, such as a piece of hardware or software, or process- related, such as a planning document or meeting minutes  involves developing documents to provide the basis for future project decisions includes the criteria for determining if a project or phase has been completed successfully Scope as a result of the scope planning process, the project Planning team creates a scope management plan Scope Statement is a document used to develop and confirm a common understanding of the project scope This includes the following: Project justification which describes the business needs that sparked the creation of the project Brief description of the project’s products which summarizes the characteristics of the products or services that the project will produce Summary of all project deliverables that would list the deliverables of the project What determines project success which lists the quantifiable criteria that must be met for project success, such as cost, schedule, and quality measures SCOPE INPUTS-TECHNIQUES Interviewing - a fact-finding technique that is 1 normally done face to face, but can also occur through phone calls, e-mail, or instant messaging 2 Focus groups - is an interactive discussion among the people involved in the discussion Facilitated groups– group dynamic that designs and 3 plan the group process to select tools that help the group to achieve the progress outcome 4 Group creativity techniques such as brainstorming 5 Prototyping – a process building a model of a system SCOPE INPUTS-TECHNIQUES Observation – an act or process of carefully 6 watching someone or something to gain 7 Questionnaires and surveys – a method of gathering information and analyzing it SCOPE INPUTS-SOURCES Project sponsor - person who Users – an entity that has the right to provides the direction and use an application, resources or funding for a project system Customers – the person who Management – is an purchase goods or services from administration of an organization. others Strategic Plan – documenting a process in establishing direction Competitors – a rival or one who in the business goal. competes one another Regulations - are rules made in Suppliers – an entity that supply order to control the way goods or services to others. something is done or the way people behave by the authority..  a table that lists requirements, their various attributes, and the status of the requirements to ensure that all are addressed set up a process of documenting the links between the user requirements proposed by the client to the system being built a high-level document to map and trace user requirements with test cases to ensure that for each and every requirement adequate level of testing is being achieved. Work Breakdown Structure (WBS) is a hierarchical outline of the tasks required to complete a project It “breaks down” the structure of a project into manageable deliverables Each deliverable is assigned a task, or series of tasks that can be further broken down into subtasks to meet the needs of the project It is a foundation document in project management because it provides the basis for planning and managing project schedules, costs, and changes  The main inputs for creating a WBS are project scope statement and project management plan The main tools and techniques for performing this process include using WBS templates and using decomposition— subdividing project deliverables into smaller pieces. Example: Example:  Using guidelines The approaches Analogy approach used to develop Top-down approach WBS are the Bottom-up approach Mind-mapping approach following: Using guidelines Analogy Approach If you have a similar project, you could tailor it to your project For example, if I have an eCommerce website and I have already worked on similar kind of project That is simple for me to break down based on past experience  WBS Task Sheet Top-down Approach Starts with the largest items of the project and breaks them into their subordinate items It involves refining the work into greater and greater levels of detail  Bottom up Approach Team members first identify as many specific tasks related to the project as possible Then, aggregate the specific tasks and organize them into summary activities, or higher levels in the WBS  Mind Mapping Approach Uses branches radiating out from a core idea to structure thoughts and ideas  Here are the basic principles for creating a WBS: A unit of work should appear at only one place in the WBS. The work content of a WBS item is the sum of the WBS items below it. A WBS item is the responsibility of only one individual, even though many people may be working on it. The WBS must be consistent with the way the work is actually going to be performed; it should serve the project team first, and then other purposes only if practical. Project team members should be involved in developing the WBS to ensure consistency and buy-in. Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item. The WBS must be a flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project according to the scope statement. Week 7 Activity Sheet 6 – Week 7 Activity Sheet 7 – WBS Task Sheet WBS Chart  Do you have any questions? [email protected] Thank You! IT Project Management Course Packet 5 Project Schedule Planning Cherry A. Collera, PhD Project Schedule Planning Project Schedule  sequence of activities  the duration for each activity  relationships or dependencies between the beginning and end of different activities  should be created after the project scope planning  has created the WBS  Milestone - a significant event that Dependency - the sequencing of project normally has no duration. There are 3 basic reasons for creating dependencies among project activities DISCRETIONARY MANDATORY DEPENDENCIES - sometimes DEPENDENCIES - inherent in EXTERNAL DEPENDENCIES - referred to as soft logic and the nature of work being done involve relationships between should be used with care since on a project; sometimes referred project and non-project activities these may limit later scheduling to as hard logic options How to manage dependencies in project management Engage with stakeholders Make a risk log Make contingency plans Task Tracker Task Definition Deliverable Done the result of a kick- off meeting by the project team in developing a more Define Activities detailed WBS and WBS with supporting explanations Activity No. 1 a tabulation of activities to be – 1st Kick-off Meeting ? included on a project Activity No. 2 schedule – Tasks Activity List (activity name, Planning activity identifier or number, and a short Activity No. 3 description of the – Budget activity) Planning  Using Network Diagrams and Gantt Chart tools and techniques in sequence of activities that are defined by the project managers  an output type of the process ‘sequencing activities’ (according to PMI’s Guide to the Project Management Body of Knowledge (PMBOK®, 6th ed., ch. 6.3.3). a schematic display of logical relationships NETWORK among, or sequencing of project activities DIAGRAMS also known as PERT chart or PERT/CPM used to determine the critical path Software such as Microsoft Project can be used to create a network diagram The Activity-on-Arrow (AOA) or the Arrow Diagramming Method (ADM) is a network diagramming technique in which activities are represented by arrows and connected at points called nodes to illustrate the sequence of activities. A NODE is the starting and ending point of an activity. The first node signifies the start of a project and the last node represents the end of a project. How Do You Create a Schedule Network Diagram? Relevant inputs list of defined activities estimated durations of these activities logical relationships among them (also referred to as dependencies) To draw a schedule network diagram, you will need to 1. Draw a starting point 2. Insert activities on the (future) nodes of your diagram, including details and additional data 3. Connect the activities with arrows that represent the type of logical relationships 4. Add details to each relationship, such as the type of dependency (e.g. SS, FS), whether it is required or discretionary, leads and lags, as well as other data relevant for your scheduling 5. Create an endpoint of the diagram Example of a Project Schedule Network Diagram Activities-on-Nodes (AON) Example of an Activities-on-Arrow Network Diagram  Logical Relationships The diagram is based on and often enriched with information about the type of logical relationship between activities The 4 types of dependencies are  Finish to finish (FF)  Finish to start (FS)  Start to start (SS)  Start to finish (SF) Lead and Lag Lead is a unique concept that is Lag is not restricted by the type of only applicable to ‘finish to start’ relationship relationships It refers to the time delay between It refers to the time by which the tasks when no resources are in use succeeding tasks get accelerated with reference to the preceding tasks While undesirable, lag time is sometimes necessary to ensure the While the FS relationship demands completion of the project that the succeeding tasks cannot start before the end of preceding tasks, project managers apply lead times to reduce the overall time of the project Example: The project comprises of the phases Designing Technical design of module A (duration: 10 days), Technical design of module B (duration: 5 days), Developing Development of module A (duration: 15 days), Development of module B (duration: 20 days), Development of feature F in module B Implementing (duration: 1 day), The activities are as follows: Implementation of module A (duration: 5 days), Implementation of module B (duration: 7 days), Testing Testing of module A (duration: 6 days), Testing of module B (duration: 10 days), Integration testing (duration: 5 days), Deploying the software Deployment (duration: 1 DAY). Project Schedule Network Diagram  Determining the Activity Path Follow the arrows along each sequence of activities and add the durations as well as the lead and lag times to determine the duration of a path. The path of module A, from its design to its deployment, consists of the following activities: technical design of module A (duration: 10 days), development of module A (duration: 15 days), implementation of module A (duration: 5 days), testing of module A (duration: 6 days), integration testing (duration: 5 days), deployment (duration: 1 day)  Critical Path Method (CPM) Also called critical path analysis The critical path method (CPM) is a technique where you identify tasks that are necessary for project completion and determine scheduling flexibilities A critical path in project management is the longest sequence of activities that must be finished on time in order for the entire project to be complete  GANTT CHART A Gantt chart provides a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format illustrated in the sample figure below (using MS Project) Gantt chart is a horizontal bar chart with a list of activities on the left and a timeline on the horizontal axis. A traditional Gantt chart does not show dependencies; many current Gantt charts add the critical path and arrows to indicate tasks that precede other tasks. The different symbols used in the Gantt chart are the following: The black diamond symbol represents a milestone – a significant event on a project with zero duration. The thick black bars with arrows at the beginning and end represent summary tasks. The light gray horizontal bars. Arrows connecting these symbols showing the relationships or dependencies between tasks.  Do you have any questions? [email protected] Thank You!