IT Project Management - Week 2: Introduction to Project Management (26/12/2021)

‫الجامعة السعودية االلكترونية‬ ‫الجامعة السعودية االلكترونية‬ ‫‪26/12/2021‬‬ College of Computing and Informatics IT362 IT Project Management  Week 2: Introduction to Project Management: Concepts and Definitions Contents: Introduction. What is A Pr...

‫الجامعة السعودية االلكترونية‬ ‫الجامعة السعودية االلكترونية‬ ‫‪26/12/2021‬‬ College of Computing and Informatics IT362 IT Project Management  Week 2: Introduction to Project Management: Concepts and Definitions Contents: Introduction. What is A Project? What is Project Management? Program and Project Portfolio Management. The Role of The Project Manager. Week Learning Outcome: Define what a project is. Identify varying tools and techniques used for project management. Describe the roles of project managers. Discuss the differences between project management and project portfolio management. Describe careers associated with IT project management.  Introduction Many organizations today have a new or renewed interest in project management. Until the 1980s, project management primarily focused on providing schedule and resource data to top management in the military, computer, and construction industries. Today’s project management involves much more, and people in every industry and every country manage projects..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Introduction According to the latest forecast by Gartner: Worldwide IT spending is projected to total $4.1 trillion in 2021, an.increase of 8.4% from 2020 Organizations waste $97 million for every $1 billion spent on projects, according to PMI’s Pulse of the Profession report..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Introduction The world as a whole spends nearly $10 trillion of its $40.7 trillion gross product on projects of all kinds. In 2017, the average annual salary (without bonuses) for someone in the project management profession was $112,00 per year in the United States and $130,866 in Switzerland, the highest-paid country..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Introduction Many organizations assert that using project management techniques provides advantages, such as the following:  Better control of financial, physical,  Higher quality and increased and human resources reliability  Improved customer relations  Higher profit margins  Shorter development times  Better internal coordination  Lower costs and improved  Positive impact on meeting strategic productivity goals  Higher worker morale.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  What is A Project? A project is “a temporary endeavor undertaken to create a unique product, service, or result” (PMBOK Guide, Fourth Edition, 2008, p. 5) Operations is work done to sustain the business Projects end when their objectives have been reached or the project has been terminated Projects can be large or small and take a short or long time to complete.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  What is A Project? Projects come in all shapes and sizes, the following attributes help define a project further:  A project has a unique purpose.  A project requires resources, often  A project is temporary.  A project drives change and enables from various areas.  A project should have a primary value creation.  A project is developed using customer or sponsor.  A project involves uncertainty. progressive elaboration..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  What is A Project? Project managers work with the project sponsors, team, and the other people involved to achieve project goals. 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..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  What is A Project? To create a successful project, a project manager must consider scope, time, and cost and balance these three often- competing goals Figure 1-1 Project constraint.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  What is Project Management? Project management is “the application of knowledge, skills, tools and techniques to project activities to meet project requirements” (PMBOK Guide, Fourth Edition, 2008) Project managers strive to meet the triple constraint by balancing project scope, time, and cost goals.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  What is Project Management? Project Stakeholders are the people involved in or affected by project activities, and include:  the project sponsor  project team  Users  support staff  suppliers  customers  opponents of the project..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  What is Project Management? Figure 1-2 Project management framework.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  What is Project Management? Project management knowledge areas describe the key competencies that project managers must develop. 4 core knowledge areas lead to specific project objectives (scope, Schedule, cost, and quality) 5 facilitating knowledge areas are the means through which the project objectives are achieved (resource, communications, risk, procurement, and stakeholder management 1 knowledge area (project integration management) affects and is affected by all of the other knowledge areas..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  What is Project Management? Project management tools and techniques assist project managers and their teams in various aspects of project management Some specific ones include: Project charter, scope statement, and WBS (scope) Gantt charts, network diagrams, critical path analysis, critical chain scheduling (time) Cost estimates and earned value management (cost) See Table 1-1 for many more.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  What is Project Management? There are several ways to define project success: The project met scope, time, and cost goals The project satisfied 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..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  What is Project Management? Recent research findings show that companies that excel in project delivery capability: Use an integrated project management toolbox (use standard/advanced PM tools, lots of templates) Grow project leaders, emphasizing business and soft skills Develop a streamlined project delivery process Measure project health using metrics, like customer satisfaction or return on investment..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Program and Project Portfolio Management A program is “a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually” (PMBOK® Guide, Fourth Edition, 2008, p. 9) A program manager provides leadership and direction for the project managers heading the projects within the program Examples of common programs in the IT field include infrastructure, applications development, and user support.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Program and Project Portfolio Management Projects Programs Portfolios Definition A project is a A program is a group of A portfolio is a collection temporary endeavour related projects, subsidiary of projects, programs, undertaken to create programs, and program subsidiary portfolios, and a unique product, activities that are managed operations managed as a service, or result. in a coordinated way to group to achieve strategic obtain benefits not objectives. available from managing them individually. Manageme Project managers Programs are managed by Portfolio managers may nt manage the project program managers who manage or coordinate team to meet the ensure that program portfolio management project objectives. benefits are delivered as staff, or expected, by coordinating program and project staff the activities of a that may have reporting program’s components. responsibilities into the aggregate portfolio..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Program and Project Portfolio Management Projects Programs Portfolios Monitorin Project managers monitor Program managers monitor Portfolio managers g and control the work of the progress of program monitor strategic producing the products, components to ensure that changes and aggregate services, or results that the overall goals, schedules, resource allocation, the project was budget, and benefits of the performance results, and undertaken to produce. program are met. risk of the portfolio. Success Success is measured by A program’s success is Success is measured in product and project measured by the program’s terms of the aggregate quality, timeliness, ability to deliver its intended investment performance budget compliance, and benefits to an organization, and benefit realization of degree of customer and by the program’ the portfolio. satisfaction. efficiency and effectiveness in delivering those benefits..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Program and Project Portfolio Management Figure 1-3 Project management compared to project portfolio management.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Program and Project Portfolio Management Figure 1-4 Sample project portfolio approach.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  The Role of The Project Manager. Project managers need a wide variety of skills, they should:  Be comfortable with change.  Have application area knowledge,  Understand the organizations they standards, and regulations work in and with.  Have project environment knowledge  Be able to lead. teams to accomplish  Have General management project goals knowledge and skills  Have the Project Management Body  Have soft skills or human relations of Knowledge skills.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  The Role of The Project Manager. Job descriptions vary, but most include responsibilities like planning, scheduling, coordinating, and working with people to achieve project goals Remember that 97% of successful projects were led by experienced project managers, who can often help influence success factors..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  The Role of The Project Manager. Ten Most Important Skills and Competencies for Project Managers are: 1. People skills 1. Verbal communication 2. Leadership 2. Strong at building teams 3. Listening 3. Conflict resolution, conflict 4. Integrity, ethical behaviour, management consistent 4. Critical thinking, problem solving 5. Strong at building trust 5. Understands, balances priorities.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  The Role of The Project Manager. A leader focuses on long-term goals and big-picture objectives while inspiring people to reach those goals A manager deals with the day-to-day details of meeting specific goals Project managers often take on the role of both leader and manager Effective project managers provide leadership by example.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  The Role of The Project Manager. Practically, the needed skills vary based on the situations: Large projects: leadership, relevant prior experience, planning, people skills, verbal communication, and team-building skills were most important High uncertainty projects: risk management, expectation management, leadership, people skills, and planning skills were most important Very novel projects: leadership, people skills, having vision and goals, self confidence, expectations management, and listening skills were most important.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  The Role of The Project Manager. In the real world, the profession of project management is growing at a very rapid pace. It is helpful to understand the history of the field, the role of professional societies like the Project Management Institute, and the growth in project management software..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  The Role of The Project Manager. In terms of project management certification, PMI provides certification as a Project Management Professional (PMP) A PMP has documented sufficient project experience, agreed to follow a code of ethics, and passed the PMP exam. The number of people earning PMP certification is increasing quickly. PMI and other organizations offer additional certification programs..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  The Role of The Project Manager. Ethics, loosely defined as a set of principles that guide our decision making based on personal values of what is “right” and “wrong” Project managers often face ethical dilemmas In order to earn PMP certification, applicants must agree to PMI’s Code of Ethics and Professional Conduct Several questions on the PMP exam are related to professional responsibility, including ethics.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  The Role of The Project Manager. There are hundreds of different products to assist in performing project management Three main categories of tools: Low-end tools: handle single or smaller projects well, cost under $200 per user Midrange tools: handle multiple projects and users, cost $200-600 per user, Project 2007 most popular High-end tools: also called enterprise project management software, often licensed on a per-user basis, like VPMi Enterprise Online (www.vcsonline.com) – see front cover for trial version information..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  The Role of The Project Manager. “Super tools” are those tools that have high use and high potential for improving project success, such as:  Software for task scheduling (such as project management software)  Scope statements  Requirements analyses  Lessons-learned reports Tools already extensively used that have been found to improve project importance include:  Progress reports  Kick-off meetings  Gantt charts  Change requests.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Chapter summary A project is a temporary endeavor undertaken to create a unique product, service, or result Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements A program is a group of related projects managed in a coordinated way Project portfolio management involves organizing and managing projects and programs as a portfolio of investments Project managers play a key role in helping projects and organizations succeed The project management profession continues to grow and mature..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K This Presentation is mainly dependent on the textbook: Chapter 1 Information technology: Project management (9th edition) by Kathy Schwalbe Thank You ‫الجامعة السعودية االلكترونية‬ ‫الجامعة السعودية االلكترونية‬ ‫‪26/12/2021‬‬ College of Computing and Informatics IT362 IT Project Management  Week 3: The Project Management and Information Technology Context Contents: A Systems View of Project Management Project and Product Life Cycles The Context of Information Technology Projects Week Learning Outcome: Describe the systems approach for project management. Describe the ten characteristics of an organization's culture and how they affect project management. Identify the elements, purpose, and benefits of using project and life- cycle phases. Describe the characteristics and diverse nature of IT projects. Identify the recent trends that affect IT project management.  A Systems View of Project Management Projects must operate in a broad organizational environment. Project managers need to use systems thinking:  Taking a holistic view of carrying out projects within the context of the organization  Systems Thinking in project management: A case study in success for the NHS; https://www.youtube.com/watch?v=BE34Gu_swXQ Senior managers must make sure projects continue to support current business needs. This Presentation is mainly dependent on the textbook: Information technology: Project management  A Systems View of Project Management A systems approach emerged in the 1950s to describe a more analytical approach to management and problem solving. Three parts include: 1. Systems philosophy: an overall model for thinking about things as systems 2. Systems analysis: problem-solving approach 3. Systems management: address business, technological, and organizational issues before making changes to systems This Presentation is mainly dependent on the textbook: Information technology: Project management  A Systems View of Project Management Three Sphere Model for Systems Management This Presentation is mainly dependent on the textbook: Information technology: Project  A Systems View of Project Management Structural Frame: Human Resources Frame: Focuses on roles and responsibilities, Focuses on providing harmony between coordination and control. Organization needs of the organization and needs of charts help define this frame. people. Political Frame: Symbolic Frame: Assumes organizations are coalitions Focuses on symbols and meanings composed of varied individuals and related to events. Culture is important. interest groups. Conflict and power are key issues. The Four Frames of Organizations This Presentation is mainly dependent on the textbook: Information technology: Project management  A Systems View of Project Management The organization’s structures can be divided into: 1. Functional Organizational: functional managers report to the CEO. 2. Project Organizational: program managers report to the CEO. 3. Matrix Organizational: middle ground between functional and project structures  personnel often report to two or more bosses.  structure can be weak, balanced, or strong matrix. (see Pages 54, 56) This Presentation is mainly dependent on the textbook: Information technology: Project management  A Systems View of Project Management Functional, project, and matrix organizational structures This Presentation is mainly dependent on the textbook: Information technology: Project management and Effective Project Management: Traditional, Agile, Extreme, Hybrid  A Systems View of Project Management Organizational culture is a set of shared assumptions, values, and behaviors that characterize the functioning of an organization. Many experts believe the underlying causes of many companies’ problems are not the structure or staff, but the culture This Presentation is mainly dependent on the textbook: Information technology: Project management  A Systems View of Project Management There are 10 characteristics of organizational culture:  Member identity.  Risk tolerance  Group emphasis.  Reward criteria  People focus.  Conflict tolerance  Unit integration.  Means-ends orientation  Control.  Open-systems focus See page 57, 58. This Presentation is mainly dependent on the textbook: Information technology: Project management  Focusing on Stakeholder Needs Project managers must take time to identify, understand, and manage relationships with all project stakeholders. Using the four frames of organizations can help meet stakeholder needs and expectations. Senior executives/top management are very important stakeholders. This Presentation is mainly dependent on the textbook: Information technology: Project management  A Systems View of Project Management People in top management positions are key stakeholders in projects. A very important factor in helping project managers successfully lead projects is the level of commitment and support they receive from top management. Without top management commitment, many projects will fail. This Presentation is mainly dependent on the textbook: Information technology: Project management  A Systems View of Project Management Top management commitment is crucial to project managers for the following reasons:  Providing adequate resources.  Approving unique project needs in a timely manner.  Getting cooperation from other parts of the organization.  Mentoring and coaching on leadership issues. This Presentation is mainly dependent on the textbook: Information technology: Project management  A Systems View of Project Management It is very difficult for an IT project to be successful if the organization itself does not value IT. Many companies have realized that IT is integral to their business and have created a vice president or equivalent position for the head of IT, often called the Chief Information Officer (CIO). IT governance addresses the authority and control for key IT activities in organizations, including IT infrastructure, IT use, and project management. This Presentation is mainly dependent on the textbook: Information technology: Project management  A Systems View of Project Management Another problem in most organizations is a lack of standards or guidelines to follow when performing project management. Standards and guidelines help project managers be more effective Senior management can encourage:  The use of standard forms and software for project management.  The development and use of guidelines for writing project plans or providing status information.  The creation of a project management office or centre of excellence. This Presentation is mainly dependent on the textbook: Information technology: Project management  Project and Product Life Cycles A project life cycle is a collection of project phases. Projects pass through these phases from their start to their completion. A deliverable is a product or service produced or provided as part of a project. The generic project life cycle to includes the following four phases: Starting the project. Organizing and preparing. Carrying out the work. Finishing the project. This Presentation is mainly dependent on the textbook: Information technology: Project manamgemnt  Project and Product Life Cycles These phases should not be confused with the project management process groups of initiating, planning, executing, monitoring and controlling, and closing. The project life cycle defines: What work will be performed in each phase? What deliverables will be produced and when? Who is involved in each phase ? How management will control and approve work produced in each phase? This Presentation is mainly dependent on the textbook: Information technology: Project management  Project and Product Life Cycles In early phases of a project life cycle: Resource needs are usually lowest The level of uncertainty (risk) is highest Project stakeholders have the greatest opportunity to influence the project In middle phases of a project life cycle: The certainty of completing a project improves More resources are needed The final phase of a project life cycle focuses on: Ensuring that project requirements were met The sponsor approves completion of the project. Note that: It is much more expensive to make major changes to a project during later phases This Presentation is mainly dependent on the textbook: Information technology: Project management  Project and Product Life Cycles A product life cycle is a process used to define, create, and deliver products. The Systems Development Life Cycle (SDLC) is a framework for describing the phases involved in developing and maintaining information systems. Systems development projects can follow : 1. Predictive life cycle: The scope, schedule, and cost are determined early, and changes to scope are carefully managed. PMI also refers to predictive life cycles as waterfall. 2. Iterative life cycle: The scope is determined early, but time and cost estimates are modified as the understanding of the product increases. This approach works best when there is a high degree of change and a low frequency of delivery. This Presentation is mainly dependent on the textbook: Information technology: Project management  Project and Product Life Cycles 3. Incremental life cycle: Deliverables are produced through a series of iteration that add functionality within a set time frame. The deliverable is not complete until after the final iteration. This approach works best when there is a low degree of change and a high frequency of delivery. 4. Adaptive life cycle: Stakeholders define and approve the detailed scope before the start of an iteration, producing a useable product at the end of each iteration. PMI also refers to adaptive life cycles as agile or change driven. This approach works best when there is a high degree of change and a high frequency of delivery. 5. Hybrid life cycle: combination of approaches is used based on the nature of the work. This Presentation is mainly dependent on the textbook: Information technology: Project management  Project and Product Life Cycles There are several predictive SDLC models: 1. Waterfall model: has well-defined, linear stages of systems development and support 2. Spiral model: shows that software is developed using an iterative or spiral approach rather than a linear approach. 3. Incremental build model: provides for progressive development of operational software. 4. Prototyping model: used for developing prototypes to clarify user requirements. 5. Rapid Application Development (RAD) model: used to produce systems quickly without sacrificing quality. This Presentation is mainly dependent on the textbook: Information technology: Project management  Project and Product Life Cycles Please note that the project should successfully pass through each of the project phases in order to continue on to the next. Management reviews, also called phase exits or kill points, should occur after each phase to evaluate the project’s progress, likely success, and continued compatibility with organizational goals. This Presentation is mainly dependent on the textbook: Information technology: Project management  The Context of Information Technology Projects IT projects can be very diverse in terms of size, complexity, products produced, application area, and resource requirements IT project team members often have diverse backgrounds and skill sets IT projects use diverse technologies that change rapidly; even within one technology area, people must be highly specialized This Presentation is mainly dependent on the textbook: Information technology: Project management  The Context of Information Technology Projects Recent trends such as increased globalization, outsourcing, virtual teams, and agile project management are creating additional challenges and opportunities for IT project managers and their teams: 1. Globalization: lower trade and political barriers and the digital revolution have made it possible to interact almost instantaneously with billions of other people across the planet 2. Outsourcing: outsourcing is when an organization acquires goods and/or sources from an outside source; offshoring is sometimes used to describe outsourcing from another country. This Presentation is mainly dependent on the textbook: Information technology: Project management  The Context of Information Technology Projects 3. Virtual teams: a virtual team is a group of individuals who work across time and space using communication technologies. 4. Agile project management: Agile means being able to move quickly and easily, but some people feel that project management, as they have seen it used, does not allow people to work quickly or easily. This Presentation is mainly dependent on the textbook: Information technology: Project management  Globalization Issues Suggestions Communications Employ greater project Trust discipline Common work practices Think global but act local Tools Keep project momentum going Use newer tools and technology This Presentation is mainly dependent on the textbook: Information technology: Project management  Outsourcing Organizations remain competitive by using outsourcing to their advantage, such as finding ways to reduce costs. Their next challenge is to make strategic IT investments with outsourcing by improving their enterprise architecture to ensure that IT infrastructure and business processes are integrated and standardized. Project managers should become more familiar with negotiating contracts and other outsourcing issues This Presentation is mainly dependent on the textbook: Information technology: Project management  Virtual Teams (Advantages) Increasing competitiveness and responsiveness by having a team of workers available 24/7. Lowering costs because many virtual workers do not require office space or support beyond their home offices. Providing more expertise and flexibility by having team members from across the globe working any time of day or night. Increasing the work/life balance for team members by eliminating fixed office hours and the need to travel to work. This Presentation is mainly dependent on the textbook: Information technology: Project management  Virtual Teams (Disadvantages) Isolating team members. Increasing the potential for communications problems. Reducing the ability for team members to network and transfer information informally. Increasing the dependence on technology to accomplish work. See text for a list of factors that help virtual teams succeed, including team processes, trust/relationships, leadership style, and team member selection. This Presentation is mainly dependent on the textbook: Information technology: Project management  Chapter summary Project managers need to take a systems approach when working on projects. Organizations have four different frames: structural, human resources, political, and symbolic. The structure and culture of an organization have strong implications for project managers. Projects should successfully pass through each phase of the project life cycle. Project managers need to consider several factors due to the unique context of information technology projects. Recent trends affecting IT project management include globalization, outsourcing, and virtual teams. This Presentation is mainly dependent on the textbook: Information technology: Project management This Presentation is mainly dependent on the textbook: Chapter 2 Information technology: Project management (9th edition) by Kathy Schwalbe Thank You ‫الجامعة السعودية االلكترونية‬ ‫الجامعة السعودية االلكترونية‬ ‫‪26/12/2021‬‬ College of Computing and Informatics IT362 IT Project Management  Week 3: The Project Management Process Groups Contents: Project management process groups. Mapping the process groups to the knowledge areas. Developing an IT Project Management Methodology. Case Study. Week Learning Outcome: Describe the five project management process groups Relate the project management process groups to the project management knowledge areas. Identify different methodologies used to manage information technology project. Review an organizational case study which incorporates elements for managing a project from start to finish.  Project management process groups A process is a series of actions directed toward a particular result. Project management can be viewed as a number of interlinked processes. The project management process groups include: Initiating processes Planning processes Executing processes Monitoring and controlling processes Closing processes.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Project management process groups The level of activity and length of each process group varies for every project. According to Andy Growe, “Spending more time on planning should pay off in execution”, and that was not an opinion..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Project management process groups Figure 3-1 Percentage of time spent on each process group.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Project management process groups pure and simple, good, methodology-centric, predictable, and repeatable project management is the SINGLE greatest factor in the success (or in this case failure) of any project. When a key stakeholder says, “I didn’t know how bad things were,” it is a direct indictment of the project manager’s communications management plan. Phillip A. Pell, Comments posted at Elaine Varron, “No Easy IT Fix for IRS”, CIO.com (April 1, 2004)..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Mapping the process groups to the knowledge areas You can map the main activities of each PM process group into the nine knowledge areas using the PMBOK® Guide 2017 Note that there are activities from each knowledge area under the planning and monitoring and controlling process groups. You can map the main activities of each project management process group into the 10 project management knowledge areas..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Mapping the process groups to the knowledge areas Knowledge Area Project Management Process Groups Initiating Process Planning Process Group Executing Process Monitoring and Controlling Closing Process Group Group Process Group Group Project - Develop Project - Develop Project - Direct and - Monitor and Control - Close Project or Integration Charter Management Plan Manage Project Project Work Phase Management Work - Perform Integrated - Manage Project Change Control Knowledge Project Scope - Plan Scope Management - Validate Scope Management - Collect Requirements - Control Scope - Define Scope - Create WBS Project - Plan Schedule - Control Schedule Schedule Management Manageme - Define Activities nt - Sequence Activities - Estimate Activity Durations - Develop Schedule.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Mapping the process groups to the knowledge areas Knowledge Area Project Management Process Groups Initiating Process Planning Process Group Executing Process Monitoring and Controlling Closing Process Group Group Process Group Group Project Cost - Plan Cost Management - Control Costs Management - Estimate Costs - Determine Budget Project - Plan Quality - Manage - Control Quality Quality Management Quality Management Project - Plan Resource - Acquire - Control Resources Resource Management Resources Management - Estimate Activity - Develop Team Resources - Manage Team Project - Plan Communications - Manage - Monitor Communicati Management Communication Communications ons s Management.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Mapping the process groups to the knowledge areas Knowledge Area Project Management Process Groups Initiating Planning Process Group Executing Process Monitoring and Closing Process Group Group Controlling Process Group Process Group project Risk - Plan risk management - Implement risk - Monitor risks Management - Identify risks responses - Perform qualitative risk analysis - Perform quantitative risk analysis - Plan risk responses Project - Plan procurement - Conduct - Conduct Procurement management procurements procurements Management Project - Identify - Plan stakeholder Manage - Monitor stakeholder Stakeholder stakeholder engagement stakeholder engagement Management s engagement.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Developing an IT Project Management Methodology Just as projects are unique, so are approaches to project management. Many organizations develop their own project management methodologies, especially for IT projects. A methodology describes how things should be done; a standard describes what should be done..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Developing an IT Project Management Methodology many organizations use other guides or methods, such as the following:  PRINCE2, Agile, RUP, and Six Sigma provide different project management methodologies. PMI estimates that poor project performance costs over $109 million for every $1 billion invested in projects and programs..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Case Study (JWD Consulting’s Project Management Intranet Site Project) The following fictitious case provides an example of the elements involved in managing a project from start to finish. This example also uses Microsoft Project to demonstrate how project management software can assist in several aspects of managing a project. Several templates illustrate how project teams prepare various project management documents..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Case Study (JWD Consulting’s Project Management Intranet Site Project) Project Pre-initiation In project management, initiating includes recognizing and starting a new project. An organization may initiate IT projects for several reasons, but the most important reason is to support business objectives. It is good practice to lay the groundwork for a project before it officially starts..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Case Study (JWD Consulting’s Project Management Intranet Site Project) Project Pre-initiation Senior managers often perform several pre-initiation tasks, including the following:  Determine the scope, time, and cost constraints for the project  Identify the project sponsor  Select the project manager  Develop a business case for a project (see Table 3-2 for an example)  Meet with the project manager to review the process and expectations for managing the project  Determine if the project should be divided into two or more smaller projects.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Case Study (JWD Consulting’s Project Management Intranet Site Project) Project initiation The main goal is to formally select and start off projects. The main tasks were to identify all of the project stakeholders and to develop the project charter. The main outputs are a project charter and a stakeholder register..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Case Study (JWD Consulting’s Project Management Intranet Site Project) Project initiation Knowledge Area Initiating Process Outputs Project Integration Develop project charter Project charter Management Assumption log Project Stakeholder Identify stakeholders Stakeholder register Management Change requests Project management plan updates Project documents updates Project initiation knowledge areas, processes, and outputs.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Case Study (JWD Consulting’s Project Management Intranet Site Project) Project initiation A stakeholder analysis is a technique that project managers can use to help understand and increase the support of stakeholders throughout the project. Results of the stakeholder analysis can be documented in a stakeholder register or in a separate stakeholder management strategy. This strategy includes basic information such as stakeholder names, level of interest in the project, level of influence on the project, and potential management strategies for gaining support or reducing obstacles from each stakeholder..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Case Study (JWD Consulting’s Project Management Intranet Site Project) Project initiation Name Position Internal/ Project role Contact information External Joe Fleming CEO Internal Sponsor [email protected] m Erica Bell PMO Director Internal Project [email protected] Manager Michael Senior Internal Team Member [email protected] om Chen Consultant Kim Phuong Business external Advisor [email protected] Analyst Louise Mills PR Director Internal Advisor [email protected] Stakeholder register m.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Case Study (JWD Consulting’s Project Management Intranet Site Project) Project initiation Name Level of Level of Potential Management Strategies interest influence Joe Fleming High High Joe likes to stay on top of key projects and make money. Have a lot of short, face-to-face meetings and focus on achieving the financial benefits of the project. Louise Mills Low High Louise has a lot of things on her plate, and she does not seem excited about this project. She may be looking at other job opportunities. Show her how this project will help the company and her resume. Stakeholder management strategy.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Case Study (JWD Consulting’s Project Management Intranet Site Project) Drafting the Project Charter Charters are normally short and include key project information and stakeholder signatures. It’s good practice to hold a kick-off meeting at the beginning of a project so that stakeholders can meet each other, review the goals of the project, and discuss future plans..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Case Study (JWD Consulting’s Project Management Intranet Site Project) kick-off meeting The main topics in an agenda:  Meeting objective.  Agenda (lists in order the topics to be discussed).  A section for documenting action items, who they are assigned to, and when each person will complete the action.  A section to document the date and time of the next meeting..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Case Study (JWD Consulting’s Project Management Intranet Site Project) kick-off meeting.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Case Study (JWD Consulting’s Project Management Intranet Site Project) Project planning Main purpose of project planning is to guide execution. Every knowledge area includes planning information (see pages 106- 108) Key outputs included in the JWD project include:  A team contract  A project scope statement  A work breakdown structure (WBS)  A project schedule, in the form of a Gantt chart with all dependencies and resources entered  A list of prioritized risks (part of a risk register).This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Case Study (JWD Consulting’s Project Management Intranet Site Project) Project planning JWD Consulting intranet site project baseline Gantt chart.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Case Study Rankin g Potential Risk (JWD Consulting’s Project 1 Lack of inputs from internal consultants Management Intranet Site Project) 2 Lack of inputs from client representatives 3 Security of new system Project planning 4 Outsourcing/purchasing for the article retrieval and Ask the Expert Features 5 Outsourcing/purchasing for processing online payment transactions 6 Organizing the templates and examples in a useful fashion 7 Providing an efficient search feature 8 Getting good feedback from Michael Chen and other senior consultants 9 Effectively promoting the new system 10 Realizing the benefits of the new system within one year List of prioritized risks.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Case Study (JWD Consulting’s Project Management Intranet Site Project) Project Execution Executing the project involves taking the necessary actions to complete the activities. Usually takes the most time and resources to perform project execution. Project managers must use their leadership skills to handle the many challenges that occur during project execution. A milestone report can help focus on completing major milestones..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Case Study (JWD Consulting’s Project Management Intranet Site Project) Project Execution For Executing processes and outputs (see pages 118 - 119). For the complete Milestone report (see pages 120- 121)..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Case Study (JWD Consulting’s Project Management Intranet Site Project) Part of Milestone Report (Table 3-12).This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Case Study (JWD Consulting’s Project Management Intranet Site Project) Project Monitoring and Controlling Monitoring and controlling is the process of measuring progress toward project objectives, monitoring deviation from the current plan, and taking corrective action to match progress with the current plan. Monitoring and controlling is done throughout the life of a project and involves all 10 project management knowledge areas. Affects all other process groups and occurs during all phases of the project life cycle. For Monitoring and controlling processes and outputs (see pages 123- 124)..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Case Study (JWD Consulting’s Project Management Intranet Site Project) Project Monitoring and Controlling Project team members submitted a brief progress report every Friday (that may vary) to show work performance information. In addition to progress reports, an important tool for monitoring and controlling For Sample weekly progress report (see page 125)..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Case Study (JWD Consulting’s Project Management Intranet Site Project) Project Closing The closing process involves gaining stakeholder and customer acceptance of the final products and services and then bringing the project or project phase to an orderly end. It includes verifying that all of the deliverables are complete, and it often includes a final project report and presentation. Even though many IT projects are cancelled before completion, it is still important to formally close any project and reflect on what can be learned to improve future projects..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Case Study (JWD Consulting’s Project Management Intranet Site Project) Project Closing Knowledge Area Closing Process Outputs Project Integration Close project or - Project documents updates Management phase - Final product, service, or result transition - Final report - Organizational process assets updates Closing processes and output.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Case Study (JWD Consulting’s Project Management Intranet Site Project) Project Closing Outputs include project archives and lessons learned, part of organizational process assets. Most projects also include a final report and presentation to the sponsor/senior management. For Final project report table of contents (see page 129)..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Chapter summary The five project management process groups are initiating, planning, executing, monitoring and controlling, and closing. You can map the main activities of each process group to the nine knowledge areas. Some organizations develop their own information technology project management methodologies. The JWD Consulting case study provides an example of using the process groups and shows several important project documents..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K This Presentation is mainly dependent on the textbook: Chapter 3 Information technology: Project management (9th edition) by Kathy Schwalbe The templates available on the companion Web site www.cengage.com/mis/sch walbe and the author’s Thank You ‫الجامعة السعودية االلكترونية‬ ‫الجامعة السعودية االلكترونية‬ ‫‪26/12/2021‬‬ College of Computing and Informatics IT362 IT Project Management  Week 4: Project Integration Management Contents: What is Project Integration Management? Strategic Planning and Project Selection. Developing a Project Charter. Project Management Plans. Project Execution. Directing and Managing Project Work. Change Control Management. Using Software to Assist in Project Integration Management. Week Learning Outcome: Describe the main process included in project integration management. Explain the strategic planning process and why it is important. Identify and describe the components of a project charter. Describe the tools and techniques used for directing and implementing projects. Describe the three main objectives of integrated change control.  What is Project Integration Management? Project integration management involves coordinating all of the other project management knowledge areas throughout a project’s life cycle. This integration ensures that all the elements of a project come together at the right times to complete a project successfully. Project integration management is not the same thing as software integration.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  What is Project Integration Management? Project Integration Management Processes are: 1. Developing the project charter involves working with stakeholders to create the document that formally authorizes a project—the charter. 2. Developing the project management plan involves coordinating all planning efforts to create a consistent, coherent document—the project management plan. 3. Directing and managing project work involves carrying out the project management plan by performing the activities included in it..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  What is Project Integration Management? 4. Managing project knowledge involves using existing knowledge and creating new knowledge to achieve project objectives while also contributing to organizational learning. 5. Monitoring and controlling project work involves overseeing activities to meet the performance objectives of the project. 6. Performing integrated change control involves identifying, evaluating, and managing changes throughout the project life cycle. 7. Closing the project or phase involves finalizing all activities to formally close the project or phase..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  What is Project Integration Management? The inputs, tools and techniques, and outputs.of project integration management.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Strategic Planning and Project Selection Strategic planning involves determining long-term objectives, predicting future trends, and projecting the need for new products and services. Organizations often perform a SWOT analysis (Analyzing Strengths, Weaknesses, Opportunities, and Threats). As part of strategic planning, organizations: Identify potential projects. Use realistic methods to select which projects to work on. Formalize project initiation by issuing a project charter..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Strategic Planning and Project Selection Mind map of a SWOT analysis to help identify potential projects.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Strategic Planning and Project Selection Planning process for selecting IT projects.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Strategic Planning and Project Selection Aligning IT projects with business strategy is at the heart of selecting IT projects. IT governance helps organizations maximize their investments in IT and address IT-related risks and opportunities. The organization must develop a strategy for using IT to define how it will support the organization’s objectives. This IT strategy must align with the organization’s strategic..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Strategic Planning and Project Selection Selecting projects is not an exact science, and many methods exist for selecting projects. Five common techniques are as follows: Focusing on broad organizational needs Categorizing IT projects Performing net present value or other financial analyses Using a weighted scoring model Implementing a balanced scorecard.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Strategic Planning and Project Selection In practice, many organizations use a combination of these approaches to select Projects. Each approach has advantages and disadvantages, and it is up to management to determine the best approach for selecting projects based on their particular organization..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Strategic Planning and Project Selection Projects that address broad organizational needs are much more likely to be successful because they will be important to the organization. One method for selecting projects based on broad organizational needs is to determine whether they first meet three important criteria: There is a need for the project. There are funds available. There’s a strong will to make the project succeed..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Strategic Planning and Project Selection Another method for selecting projects is based on the impetus, and that could be : Problems. Opportunity. Directives. Organizations can also categorize IT projects based on timing, or priority..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Strategic Planning and Project Selection Financial considerations are often an important consideration in selecting projects Three primary methods for determining the projected financial value of projects: Net present value (NPV) analysis Return on investment (ROI) Payback analysis.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Strategic Planning and Project Selection Net present value (NPV) analysis is a method of calculating the expected net monetary gain or loss from a project by discounting all expected future cash inflows and outflows to the present point in time. Projects with a positive NPV should be considered if financial value is a key criterion. The higher the NPV, the better..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Strategic Planning and Project Selection.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Strategic Planning and Project Selection To calculate NPV we need first to calculate the discount factor as follow: Discount factor = 1 / (1 + r) t Where r = discount rate, t = year JWD Consulting NPV Example : For example, the discount factors used in the following figure are calculated as follows:  Strategic Planning and Project Selection JWD Consulting NPV Example.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Strategic Planning and Project Selection Determine estimated costs and benefits for the life of the project and the products it produces. Determine the discount rate (check with your organization on what to use). Calculate the NPV (see text for details). Notes: Some organizations consider the investment year as year 0, while others start in year 1; some people enter costs as negative numbers, while others do not..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Strategic Planning and Project Selection Return on investment (ROI) is calculated by subtracting the project costs from the benefits and then dividing by the costs ROI = (total discounted benefits - total discounted costs) / discounted costs The higher the ROI, the better. Many organizations have a required rate of return or minimum acceptable rate of return on investment for projects. Internal rate of return (IRR) can by calculated by finding the discount rate that makes the NPV equal to zero..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Strategic Planning and Project Selection Another important financial consideration is payback analysis. The payback period is the amount of time it will take to recoup, in the form of net cash inflows, the total dollars invested in a project. Payback occurs when the net cumulative discounted benefits equals the costs. Many organizations want IT projects to have a fairly short payback period..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Strategic Planning and Project Selection Charting the payback period for the JWD Consulting project.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Strategic Planning and Project Selection A weighted scoring model is a tool that provides a systematic process for selecting projects based on many criteria:  Identify criteria important to the project selection process.  Assign weights (percentages) to each criterion so they add up to 100%.  Assign scores to each criterion for each project.  Multiply the scores by the weights and get the total weighted scores. The higher the weighted score, the better. (see page 168 ).This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Strategic Planning and Project Selection Sample weighted scoring model for project selection.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Strategic Planning and Project Selection Drs. Robert Kaplan and David Norton developed this approach to help select and manage projects that align with business strategy A balanced scorecard is a methodology that converts an organization’s value drivers, such as customer service, innovation, operational efficiency, and financial performance, to a series of defined metrics. See www.balancedscorecard.org for more information.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Developing a Project Charter After deciding what project to work on, it is important to let the rest of the organization know. A project charter is a document that formally recognizes the existence of a project and provides direction on the project’s objectives and management. Key project stakeholders should sign a project charter to acknowledge agreement on the need and intent of the project; a signed charter is a key output of project integration management. (see pages 172, 173).This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Project Management Plans A project management plan is a document used to coordinate all project planning documents and help guide a project’s execution and control. Plans created in the other knowledge areas are subsidiary parts of the overall project management plan. Many organizations use guidelines to create project management plans..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Project Management Plans Project management plans should be dynamic, flexible, and receptive to change when the environment or project changes. common elements to most project management plans, as follows: 1. Introduction/overview of the project. 1. Work to be performed (scope). 2. Project organization. 2. Schedule and budget information. 3. Management and technical 3. References to other project planning processes (including project lifecycle documents. description and development approach, as applicable)..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Project Execution Project execution involves managing and performing the work described in the project management plan. The majority of time and money is usually spent on execution. The application area of the project directly affects project execution because the products of the project are produced during execution. Project planning and execution are intertwined and inseparable activities. Project managers must solicit input from the team to develop realistic plans..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Project Execution Tools and Techniques Expert judgment: experts can help project managers and their teams make many decisions related to project execution Project management information systems: there are hundreds of project management software products available on the market today, and many organizations are moving toward powerful enterprise project management systems that are accessible via the Internet.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Directing and Managing Project Work Project managers must lead by example to demonstrate the importance of creating and then following good project plans. Organizational culture can help project execution by: Providing guidelines and templates Tracking performance based on plans.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Directing and Managing Project Work Changes are inevitable on most projects, so it’s important to develop and follow a process to monitor and control changes Monitoring project work includes collecting, measuring, and disseminating performance information A baseline is the approved project management plan plus approved changes.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Change Control on Information Technology Projects Former view: the project team should strive to do exactly what was planned on time and within budget Problem: stakeholders rarely agreed up-front on the project scope, and time and cost estimates were inaccurate. Modern view: project management is a process of constant communication and negotiation. Solution: changes are often beneficial, and the project team should plan for them..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Change Control Management Change Control System is a formal, documented process that describes when and how official project documents and work may be changed, and describes who is authorized to make changes and how to make them. Change Control Board (CCB) is A formal group of people responsible for approving or rejecting changes on a project. CCBs provide guidelines for preparing change requests, evaluate change requests, and manage the implementation of approved changes..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Integrated Change Control Three main objectives are: Influencing the factors that create changes to ensure that changes are beneficial Determining that a change has occurred Managing actual changes as they occur.This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Configuration Management Ensures that the descriptions of the project’s products are correct and complete Involves identifying and controlling the functional and physical design characteristics of products and their support documentation. Configuration management specialists identify and document configuration requirements, control changes, record and report changes, and audit the products to verify conformance to requirements..This Presentation is mainly dependent on the textbook: Information technology: Project management (9th edition) by Schwalbe, K  Closing Projects and Phases To close a project or phase, you must finalize all activities and transfer the completed or cancelled work to the appropriate people. Main outputs include: Final product, service, or result transition Organizational process asset updates.This Presentation is mainly dependent on the textbook: I