Chapter 1: Introduction To Project Management PDF

CHAPTER 1: INTRODUCTION TO PROJECT MANAGEMENT CSC 3653 PROJECT MANAGEMENT Project management is not something new… CSC3563 SESSION 1 2023 EDITION 2 1.1 Project and Project Management A project is “a temporary endeavor undertaken to create a unique product, service, or res...

CHAPTER 1: INTRODUCTION TO PROJECT MANAGEMENT CSC 3653 PROJECT MANAGEMENT Project management is not something new… CSC3563 SESSION 1 2023 EDITION 2 1.1 Project and Project Management A project is “a temporary endeavor undertaken to create a unique product, service, or result” (PMBOK® Guide, Third Edition, 2004, p. 5) Project management is “the application of knowledge, skills, tools, and techniques to project activities to meet project requirements.” Project managers must strive not only to meet specific scope, time, cost, and quality goals of projects, they must also facilitate the entire process to meet the needs and expectations of people involved in project activities or affected by them. CSC3563 SESSION 1 2023 EDITION 3 1.1 Project and Project Management (continue) Example of IT projects CSC3563 SESSION 1 2023 EDITION 4 1.1 Project and Project Management (continue) 1.1.1 Project Attributes A project has a unique purpose. Every project should have a well-defined objective. For example, Anna Roberts, the director of the Project management officer might sponsor an IT collaboration project to develop a list and initial analysis of potential IT project that might improve operations for the company. The unique purpose of this project would be to create a collaborative report with ideas from people throughout the company. A project is a temporary. A project has a definite beginning and end. In the IT collaboration project, a project manager might form a team of people to work immediately on the project, and then expect a report and an executive presentation of the results in one month. A project requires resources, often from various areas Resources include people, hardware, software and other assets. 5 CSC3563 SESSION 1 2023 EDITION  1.1 Project and Project Management (continue) Project Attributes (continue) A project involves uncertainty Because every project is unique, it is sometimes difficult to define its objectives clearly, estimate how long it will take to complete or determine how much it will cost. A project is developed using progressive elaboration. Projects are often defined broadly when they begin, and as time passes, the specific details of the project become clearer. Therefore, projects should be developed in increments. A project team should develop initial plans and then update them with more detail based on new information. A project should have a primary customer or sponsor The project sponsor usually provides the direction and funding for the project CSC3563 SESSION 1 2023 6 EDITION  1.1.2 Project Constraints Every project is constrained in different ways, often by its scope, time, and cost goals. These limitations are sometimes referred to in project management as the triple constraint. What work will be done How long should it take to What should it cost to as part of the project? complete the project? complete the project? What unique product, What is the project’s What is the project’s service, or result does schedule? budget? the How will the team track actual How will costs be customer or sponsor schedule performance? tracked? expect from the project? Who can approve changes to Who can authorize How will the scope be the schedule? changes to the budget? verified? Scope Time Cost CSC3563 SESSION 1 2023 EDITION 7 1.1.3 Project Success 1 2 3 The project met scope, The project satisfied time, and cost goals the customer/sponsor The results of the project met its main objective, such as making or saving a certain amount of money, providing a good return on investment, or simply making the sponsors happy CSC3563 SESSION 1 2023 EDITION 8 1.2 Relationship Among Portfolios, Programs and Projects Overview of Portfolio, Programs and Projects Projects Programs Portfolios Definition A projects is a temporary Program is a group of Portfolio is a collection of endeavor undertaken to projects, subsidiary projects, programs, create a unique product, programs and program subsidiary portfolios and service or result activities that are managed operations managed as a in a coordinated manner to group to achieve strategies obtain benefits not objectives available form managing them individually scope Have defined objectives. Have scope that Have an organized scope encompasses the scope of that will changes with the its program components strategies objectives of the organization. CSC3563 SESSION 1 2023 EDITION 9 1.2 Relationship Among Portfolios, Programs and Projects It illustrates a sample portfolio structure indicating relationships between the programs, projects, shared resources, and stakeholders. The portfolio components are grouped together in order to facilitate the effective governance and management of the work that helps to achieve organizational strategies and priorities. CSC3563 SESSION 1 2023 EDITION 10 1.3 Benefits of Project Management Meet business objectives; Satisfy stakeholder expectations; Be more predictable; Increase chances of success; Deliver the right products at the right time; Resolve problems and issues; Respond to risks in a timely manner; Optimize the use of organizational resources; CSC3563 SESSION 1 2023 EDITION 11 1.3 Benefits of Project Management (continue) Identify, recover, or terminate failing projects; Manage constraints (e.g., scope, quality, schedule, costs, resources); Balance the influence of constraints on the project (e.g., increased scope may increase cost or schedule); Manage changes in a better manner. CSC3563 SESSION 1 2023 EDITION 12 1.4 The Project Management Life Cycle A project life cycle is the series of phases that a project passes through from its start to its completion. It provides the basic framework for managing the project. Types of Project Management life cycles Predictive life cycle /Waterfall Model / Fully Plan Driven Life Cycle Iterative life cycle Adaptive life cycles / Agile / Change driven incremental life cycle hybrid life cycle CSC3563 SESSION 1 2023 EDITION 13 Predictive life cycle /Waterfall Model / Fully Plan Driven Life Cycle The project scope, time, and cost are determined in the early phases of the life cycle. Any changes to the scope are carefully managed. The project team put its best effort to ensure the plan is executed and the impact on it due to changes is minimized. CSC3563 SESSION 1 2023 EDITION 14 Iterative life cycle, Iterative life cycle is closer to predictive life cycle. The project scope is generally determined early in the project life cycle, but time and cost estimates are routinely modified as the project team's understanding of the product increases. Iterations develop the product through a series of repeated cycles. The approach is to develop the basic functionality or the minimum viability of the product in the first iteration, while increments successively add to the functionality of the product. CSC3563 SESSION 1 2023 EDITION 15 Adaptive life cycles / Agile / Change driven It’s the opposite of predictive, adaptive life cycle is adapt to changes. The detailed scope is defined and approved before the start of an iteration. All project activities are performed several times delivering a small piece of the project each time. The pieces are called increments. Agile is based on delivering valuable increments to the customer ASAP. The life cycle is repeated several times, the changes can be easily accommodated in the next iteration without disrupting the work. In addition to providing an opportunity to accommodate changes, each iteration also provide the opportunity to incorporate feedback and even change the scope of the project. CSC3563 SESSION 1 2023 EDITION 16 Incremental life cycle ▪ Increment life cycle is closer to adaptive life cycle. the deliverable is produced through a series of iterations that successively add functionality within a predetermined time frame. I It should be noted that the increments (small pieces of the project) must be combined in the final iteration to produce the final product. CSC3563 SESSION 1 2023 EDITION 17 Hybrid life cycle A hybrid life cycle is a combination of a predictive and an adaptive life cycle. Those elements of the project that are well known or have fixed requirements follow a predictive development life cycle, and those elements that are still evolving follow an adaptive development life cycle. CSC3563 SESSION 1 2023 EDITION 18 Project Life Cycle Phase Project initiation Project Planning Project Execution Project Monitoring & Controlling Project Closure (will be discussed in the next chapter) CSC3563 SESSION 1 2023 EDITION 19 1.5 Role of the Project Manager The project manager is the person assigned by the performing organization to lead the team responsible for achieving the project objectives. The project manager's reporting relationships are based on the organizational structure and project governance. CSC3563 SESSION 1 2023 EDITION 20  1.5 Role of the Project Manager (continue) In addition to any specific technical skills and general management proficiencies required for the project, project managers should have at least the following attributes: ✓ Knowledge about project management, the business environment, technical aspects, and other information needed to manage the project effectively; ✓ Skills needed to effectively lead the project team, coordinate the work, collaborate with stakeholders, solve problems, and make decisions; ✓ Abilities to develop and manage scope, schedules, budgets, resources, risks, plans, presentations, and reports; ✓ Other attributes required to successfully manage the project, such as personality, attitude, ethics, and leadership. CSC3563 SESSION 1 2023 EDITION 21  1.5 Role of the Project Manager (continue) Project managers accomplish work through the project team and other stakeholders. Project managers rely on important interpersonal skills, including, but not limited to: ✓ Leadership, ✓ Team building, ✓ Motivating, ✓ Communicating, ✓ Influencing, ✓ Decision making, ✓ Political and cultural awareness, ✓ Negotiating, ✓ Facilitating, ✓ Managing conflict, and ✓ Coaching. CSC3563 SESSION 1 2023 EDITION 22 1.6 Project Management Knowledge Areas The Project Management Knowledge Areas are fields or areas of specialization that are commonly employed when managing projects. A Knowledge Area is a set of processes associated with a particular topic in project management. These 10 Knowledge Areas are used on most projects most of the time. The needs of a specific project may require additional Knowledge Areas. CSC3563 SESSION 1 2023 EDITION 23 CSC3563 SESSION 1 2023 EDITION 1.6 Project Management Knowledge Areas The 10 Knowledge Areas are: Project Scope Management: 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 successfully. Project Time Management: Project Schedule Management includes the processes required to manage the timely completion of the project. Project Cost Management: Project Cost Management includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so the project can be completed within the approved budget. 24 CSC3563 SESSION 1 2023 EDITION 1.6 Project Management Knowledge Areas Project Quality Management: Project Quality Management includes the processes for incorporating the organization's quality policy regarding planning, managing, and controlling project and product quality requirements, in order to meet stakeholders’ expectations. Project Resource Management: Project Resource Management includes the processes to identify, acquire, and manage the resources needed for the successful completion of the project. Project Communications Management: Project Communications Management includes the processes required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and ultimate disposition of project information. 25 CSC3563 SESSION 1 2023 EDITION 1.6 Project Management Knowledge Areas (continue) Project Risk Management: Project Risk Management includes the processes of conducting risk management planning, identification, analysis, response planning, response implementation, and monitoring risk on a project. Project Procurement Management: Project Procurement Management includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team. Project Stakeholder Management: Project Stakeholder Management includes the processes required to identify the people, groups, or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution. Project Integration Management: Project Integration Management includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups. 26 CSC3563 SESSION 1 2023 EDITION 1.7 Project Management Process Groups A Project Management Process Group is a logical grouping of project management processes to achieve specific project objectives. This standard describes the project management processes employed to meet project objectives. Project management processes are grouped in five Project Management Process Groups: Initiating Process Group: The process(es) 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: The process(es) 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. 27 CSC3563 SESSION 1 2023 EDITION 1.7 Project Management Process Groups Executing Process Group: The process(es) performed to complete the work defined in the project management plan to satisfy the project requirements. Monitoring and Controlling Process Group: The process(es) 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: The process(es) performed to formally complete or close a project, phase, or contract. Closing processes are described in Section 6 28 1.8 Code of Ethics and Professional Conduct PMI's Code of Ethics and Professional Conduct defines fairness, honesty, responsibility and respect as they relate to the project management profession. But it's up to individuals to integrate those values into the project at hand. And that can't be done without a true understanding of the local culture. PMI Code of Ethics and Professional Conduct www.pmi.org/PDF/AP_PMICodeofEthics.pdf Requires a commitment to honesty, fairness and transparency from all PMI-related professionals Defines and offers insight into dealing with conflict- of-interest situations CSC3563 SESSION 1 2023 EDITION 29 CSC3563 SESSION 1 2023 EDITION 1.8 Code of Ethics and Professional Conduct PMI Code of Ethics and Professional Conduct Responsibility : duty to take ownership for the decisions we make or fail to make, the actions we take or fail to take, and the consequences that result Respect : duty to show a high regard for ourselves, others, and the resources entrusted. Resources entrusted may include people, money, reputation, the safety of others, and natural or environmental resources. Fairness : duty to make decisions and act impartially and objectively. Must be free from competing self interest, prejudice, and favoritism. Honesty : duty to understand the truth and act in a truthful manner both in our communications and in our conduct 30