1. Week 15: CS202 Exam Review

2. Topics covered in IS370 Key Knowledge Areas
Introduction to Project Management
Context and Processes
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project HR Management
Communications Management
Project Risk Management
Project Procurement Management
Key Knowledge Areas

3. Learning Objectives
Have knowledge of: Project management methodologies, processes and techniques including critical areas of scope management, time management, cost management, quality management, risk management, communication and human resource management.
Have knowledge of: The scientific tools and techniques (both qualitative and quantitative) which project managers can use to improve the chances of success in their projects
Have knowledge of: Common project management software tools used by professionals in the Industry.

4. Learning Objectives
Gain understanding of: How the knowledge in project management areas should be applied and the relationship exist between them
Gain understanding of: Factors contributing to effective communication among all project stakeholders
Gain understanding of: The ongoing need for continuing professional education & development

5. Learning Objectives
Acquire skills for: Using project management tools, techniques and methodologies effectively to ensure project outcomes satisfy both the specified and the expected requirements of the project stakeholders
Acquire skills for: Identifying problems that occur during the implementation phase of projects and developing strategies to address the situation
Have developed attributes which allow students to: Develop their own conceptual framework to assist them in the interaction with their colleagues and other stakeholders towards the success of all future projects in which they may be involved

6. Context of your learning
Process
Groups
Project
Quality
Management
Risk
Management
Managerial
Initiating
Cost
Management
Technical
Planning
Time
Management
Scope
Management
Executing
Context HR
Management
Controlling
Communication
Management
Project Integration
Closing
Procurement
Management
Project Management Tools

7. Process
Groups
Learning Objectives
Describe the five project management process groups, the typical level of activity for each, and the interactions among them
Understand how the project management process groups relate to the project management knowledge areas
Discuss how organizations develop information technology project management methodologies to meet their needs

8. Project Management Process Groups
Project management can be viewed as a number of interlinked processes
The project management process groups include
initiating processes
planning processes
executing processes
controlling processes
closing processes
Managerial
Planning ?
Risk
Management
Technical
Context

9. Process
Groups ,

10. Process
Groups
IT Project Management, Third Edition Chapter 3

11. Execution
Learning Objectives
Understand the concept, development, implementation, and close-out phases of the project life cycle
Distinguish between project development and product development
Discuss the unique attributes and diverse nature of information technology projects
List the skills and attributes of a good project manager in general and in the information technology field

12. A Systems View of Project Management
Execution
A systems approach emerged in the 1950s to describe a more analytical approach to management and problem solving
Three parts include:
Systems philosophy: View things as systems, interacting components working within an environment to fulfill some purpose
Systems analysis: problem-solving approach
Systems management: Address business, technological, and organizational issues before making changes to systems

13. What Helps Projects Succeed?
Execution
What Helps Projects Succeed?
According to the Standish Group’s report, the following items help IT projects succeed, in order of importance:
Executive support
User involvement
Experienced project manager
Clear business objectives
Minimized scope
Standard software infrastructure
Firm basic requirements
Formal methodology
Reliable estimates

14. Product Life Cycles Products also have life cycles
Execution
Product Life Cycles
Products also have life cycles
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
predictive models: the scope of the project can be clearly articulated and the schedule and cost can be predicted
adaptive models: projects are mission driven and component based, using time-based cycles to meet target dates

15. Distinguishing Project Life Cycles and Product Life Cycles
Execution
Distinguishing Project Life Cycles and Product Life Cycles
The project life cycle applies to all projects, regardless of the products being produced
Product life cycle models vary considerably based on the nature of the product
Most large IT systems are developed as a series of projects
Project management is done in all of the product life cycle phases

16. RUP process architecture
Execution
RUP process architecture

17. Suggested Skills for a Project Manager
Execution
Communication skills: listening, persuading
Organizational skills: planning, goal-setting, analyzing
Team Building skills: empathy, motivation, esprit de corps
Leadership skills: set examples, be energetic, have vision (big picture), delegate, be positive
Coping skills: flexibility, creativity, patience, persistence
Technological skills: experience, project knowledge

18. Integration
Learning Objectives
Describe an overall framework for project integration management as it relates to the other project management knowledge areas and the project life cycle
Describe project plan development, including project plan content, using guidelines and templates for developing plans, and performing a stakeholder analysis to help manage relationships
Explain project plan execution, its relationship to project planning, the factors related to successful results, and tools and techniques to assist in project plan execution
Understand the integrated change control process, planning for and managing changes on information technology projects, and developing and using a change control system
Describe how software can assist in project integration management

19. Integration
The Key to Overall Project Success: Good Project Integration Management
Project managers must coordinate all of the other knowledge areas throughout a project’s life cycle
Many new project managers have trouble looking at the “big picture” and want to focus on too many details
Project integration management is not the same thing as software integration

20. Project Integration Management Processes
Project Plan Development: taking the results of other planning processes and putting them into a consistent, coherent document—the project plan
Project Plan Execution: carrying out the project plan
Integrated Change Control: coordinating changes across the entire project

21. Project Plan Development
Execution
Project Plan Development
A project plan is a document used to coordinate all project planning documents
Its main purpose is to guide project execution
Project plans assist the project manager in leading the project team and assessing project status
Project performance should be measured against a baseline plan

22. Execution
Stakeholder Analysis
A stakeholder analysis documents important (often sensitive) information about stakeholders such as
stakeholders’ names and organizations
roles on the project
unique facts about stakeholders
level of influence and interest in the project
suggestions for managing relationships

23. Integrated Change Control Process
Execution
Integrated Change Control Process

24. Change Control on Information Technology Projects
Execution
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

25. Suggestions for Managing Integrated Change Control
Execution
Suggestions for Managing Integrated Change Control
View project management as a process of constant communications and negotiations
Plan for change
Establish a formal change control system, including a Change Control Board (CCB)
Use good configuration management
Define procedures for making timely decisions on smaller changes
Use written and oral performance reports to help identify and manage change
Use project management and other software to help manage and communicate changes

26. Scope
Learning Objectives
Discuss the scope definition process and construct a work breakdown structure using the analogy, top- down, bottom-up, and mind mapping approaches
Understand the importance of scope verification and scope change control to avoid scope creep on information technology projects
Describe how software can assist in project scope management

27. Scope Verification and Scope Change Control
It is very difficult to create a good scope statement and WBS for a project
It is even more difficult to verify project scope and minimize scope changes
Many IT projects suffer from scope creep and poor scope verification
FoxMeyer Drug filed for bankruptcy after scope creep on a robotic warehouse
21st Century Insurance Group wasted a lot of time and money on a project that could have used off-the-shelf components
What factors might present problems for a WBS and consequently the Project??

28. IS370 Project Management Dr Pat Halloran
Learning Objectives
Scope
Understand the importance of project schedules and good project time management
Define activities as the basis for developing project schedules
Describe how project managers use network diagrams and dependencies to assist in activity sequencing
Explain how various tools and techniques help project managers perform activity duration estimating and schedule development
Use a Gantt chart for schedule planning and tracking schedule information
IS370 Project Management Dr Pat Halloran

29. PERT Formula and Example
Scope
PERT Formula and Example
PERT weighted average formula:
optimistic time + 4X most likely time + pessimistic time 6
Example:
PERT weighted average =
8 workdays + 4 X 10 workdays + 24 workdays = 12 days
where 8 = optimistic time, 10 = most likely time, and 24 = pessimistic time
IS370 Project Management Dr Pat Halloran

30. Simple Example of Determining the Critical Path
Scope
Simple Example of Determining the Critical Path
Consider the following project network diagram. Assume all times are in days.
a. How many paths are on this network diagram?
b. How long is each path?
c. Which is the critical path?
d. What is the shortest amount of time needed to complete this project?
IS370 Project Management Dr Pat Halloran

31. Determining the Critical Path for Project X
Scope
Determining the Critical Path for Project X
a. How many paths are on this network diagram?
b. How long is each path?
c. Which is the critical path?
d. What is the shortest amount of time needed to complete this project?
IS370 Project Management Dr Pat Halloran

32. Words of Caution on Using Project Management Software
Scope
Words of Caution on Using Project Management Software
Many people misuse project management software because they don’t understand important concepts and have not had good training
You must enter dependencies to have dates adjust automatically and to determine the critical path
You must enter actual schedule information to compare planned and actual progress
IS370 Project Management Dr Pat Halloran

33. THE SEVEN PHASES OF A PROJECT
Quick Review
Execution
THE SEVEN PHASES OF A PROJECT
Wild enthusiasm
Planning
Disillusionment
Fear / Panic / Chaos
Search for the guilty
Punishment of the innocent
Praise and Honors for the Non- Participants

34. Conflict Intensity Over the Life of a Project
Execution
Conflict Intensity Over the Life of a Project

35. Quality
Learning Objectives
Understand the importance of project quality management for information technology products and services
Define project quality management and understand how quality relates to various aspects of information technology projects
Describe quality planning and its relationship to project scope management
Discuss the importance of quality assurance
Describe how leadership, cost, organizational influences, and maturity models relate to improving quality in information technology projects
Discuss how software can assist in project quality management

36. Project Quality Management Processes
Quality planning: identifying which quality standards are relevant to the project and how to satisfy them
Quality assurance: evaluating overall project performance to ensure the project will satisfy the relevant quality standards
Quality control: monitoring specific project results to ensure that they comply with the relevant quality standards while identifying ways to improve overall quality

37. Shewhart Cycle (Deming)
Quality
Shewhart Cycle (Deming)

38. Improving Information Technology Project Quality
Several suggestions for improving quality for IT projects include
Leadership that promotes quality
Understanding the cost of quality
Focusing on organizational influences and workplace factors that affect quality
Following maturity models to improve quality

39. HR
Learning Objectives
Explain the importance of good human resource management on projects, especially on information technology projects
Define project human resource management and understand its processes
Summarize key concepts for managing people by understanding the theories of Abraham Maslow, Frederick Herzberg, David McClelland, and Douglas McGregor on motivation, H. J. Thamhain and D. L. Wilemon on influencing workers, and Stephen Covey on how people and teams can become more effective -

40. HR
Learning Objectives
Discuss organizational planning and be able to create a project organizational chart, responsibility assignment matrix, and resource histogram
Understand important issues involved in project staff acquisition and explain the concepts of resource assignments, resource loading, and resource leveling
Assist in team development with training, team- building activities, and reward systems
Describe how project management software can assist in project human resource management -

41. What is Project Human Resource Management?HR
What is Project Human Resource Management?
Project human resource management includes the processes required to make the most effective use of the people involved with a project.
Processes include
Organizational planning
Staff acquisition
Team development -

42. Keys to Managing PeopleHR
Keys to Managing People
Psychologists and management theorists have devoted much research and thought to the field of managing people at work
Important areas related to project management include
motivation (intrinsic and extrinsic)
influence and power
effectiveness -

43. Project Resource Management Involves Much More Than Using SoftwareHR
Project Resource Management Involves Much More Than Using Software
Project managers must
Treat people with consideration and respect
Understand what motivates them
Communicate carefully with them
Focus on your goal of enabling project team members to deliver their best work -

44. Communications
Learning Objectives
Understand the importance of good communication on projects and describe the major components of a communications management plan
Discuss the elements of project communications planning, including information distribution, performance reporting, and administrative closure
Discuss various methods for project information distribution and the advantages and disadvantages of each
Understand individual communication needs and how to determine the number of communications channels needed for a project

45. Importance of Good Communications
The greatest threat to many projects is a failure to communicate
Our culture does not portray IT professionals as being good communicators
Research shows that IT professionals must be able to communicate effectively to succeed in their positions
Strong verbal skills are a key factor in career advancement for IT professionals

46. Project Communications Management Processes
Communications planning: determining the information and communications needs of the stakeholders
Information distribution: making needed information available in a timely manner
Performance reporting: collecting and disseminating performance information
Administrative closure: generating, gathering, and disseminating information to formalize phase or project completion

47. Suggestions for Improving Project Communications
Manage conflicts effectively
Develop better communication skills
Run effective meetings
Use effectively
Use templates for project communications

48. Developing a Communications Infrastructure
A communications infrastructure is a set of tools, techniques, and principles that provide a foundation for the effective transfer of information
Tools include , project management software, groupware, fax machines, telephones, teleconferencing systems, document management systems, and word processors
Techniques include reporting guidelines and templates, meeting ground rules and procedures, decision-making processes, problem-solving approaches, and conflict resolution and negotiation techniques
Principles include using open dialog and an agreed upon work ethir

49. RISK
Learning Objectives
Understand what risk is and the importance of good project risk management
Discuss the elements involved in risk management planning
List common sources of risks on information technology projects
Describe the risk identification process and tools and techniques to help identify project risks
Discuss the qualitative risk analysis process and explain how to calculate risk factors, use probability/impact matrixes, the Top Ten Risk Item Tracking technique, and expert judgment to rank risks ,

50. RISK
Learning Objectives
Explain the quantify risk analysis process and how to use decision trees and simulation to quantitative risks
Provide examples of using different risk response planning strategies such as risk avoidance, acceptance, transference, and mitigation
Discuss what is involved in risk monitoring and control
Describe how software can assist in project risk management
Explain the results of good project risk management

51. What is Project Risk Management?
The goal of project risk management is to minimize potential risks while maximizing potential opportunities. Major processes include
Risk management planning: deciding how to approach and plan the risk management activities for the project
Risk identification: determining which risks are likely to affect a project and documenting their characteristics
Qualitative risk analysis: characterizing and analyzing risks and prioritizing their effects on project objectives
Quantitative risk analysis: measuring the probability and consequences of risks
Risk response planning: taking steps to enhance opportunities and reduce threats to meeting project objectives
Risk monitoring and control: monitoring known risks, identifying new risks, reducing risks, and evaluating the effectiveness of risk reduction

52. Procurement
Learning Objectives
Understand the importance of project procurement management and the increasing use of outsourcing for information technology projects
Describe the procurement planning process, procurement planning tools and techniques, types of contracts, and statements of work
Discuss what is involved in solicitation planning and the difference between a request for proposal and a request for quote
Explain what occurs during the solicitation process

53. Procurement
Learning Objectives
Describe the source selection process and different approaches for evaluating proposals or selecting suppliers
Discuss the importance of good contract administration
Describe the contract close-out process
Discuss types of software available to assist in project procurement management

54. Importance of Project Procurement Management
Procurement means acquiring goods and/or services from an outside source
Other terms include purchasing and outsourcing
Worldwide information technology outsourcing market exceeds $300 billion
U.S. federal spending on IT outsourcing is projected to increase from $6.6 billion in 2002 to nearly $79 billion by 2010due to an emphasis on e-government, homeland security, and the shortage of IT workers in government