1. IT Project Management PART 1
Lecturer: Dr. Gunter SENYURT

2. At this course you will study;
Welcome to the IT415 course...
At this course you will study;
* The general terminology of Project Management
* How to write a project proposal
* How to plan a project
* How to launch a project
* How to monitor and control the project
* How to close a project
* Using MS Project
Lecturer: Dr. Gunter SENYURT

3. What is a Project?
What is a Project?
A project is a sequence of unique, complex and connected activities that have one goal or purpose and that must be completed by a specific time, within budget and accordingly to specifications.
Lecturer: Dr. Gunter SENYURT

4. PROJECT ARK

5. Sequence of Activities:
What is a Project?
What is a Project?
A project is a sequence of unique, complex and connected activities that have one goal or purpose and that must be completed by a specific time, within budget and accordingly to specifications.
Sequence of Activities:
A project includes a number of activities that must be completed in some specified order or sequence. An activity is a defined chunk of work.
For realizing these activities it is better to figure out inputs and outputs of the activities.
The output of an activity or set of activities becomes the input to another activity.
Lecturer: Dr. Gunter SENYURT

6. What is a Project?
What is a Project?
A project is a sequence of unique, complex and connected activities that have one goal or purpose and that must be completed by a specific time, within budget and accordingly to specifications.
Unique Activities:
The activities in a project must be unique. A project has never happened exactly in the same way before, and it will never happen again under the same conditions.
The random nature makes activities to vary for everytime, this forms challenge for the project manager.
Lecturer: Dr. Gunter SENYURT

7. How do you know you are in a software project?

8. What is a Project?
What is a Project?
A project is a sequence of unique, complex and connected activities that have one goal or purpose and that must be completed by a specific time, within budget and accordingly to specifications.
Complex Activities:
The activities that make up the project are not simple, repetitive acts, such as planting seeds, painting the house or washing the car. They are complex, for example, designing an intuitive user interface to an application system is a complex activity.
Lecturer: Dr. Gunter SENYURT

9. How to design it?

10. Connected Activities:
What is a Project?
What is a Project?
A project is a sequence of unique, complex and connected activities that have one goal or purpose and that must be completed by a specific time, within budget and accordingly to specifications.
Connected Activities:
Connectedness implies that there is a logical or technical relationship between pairs of activities.
In case, if you paint every room of a house in a random way we cannot call painting the house as a project. Because there is no connection between painting the rooms.
Lecturer: Dr. Gunter SENYURT

11. EEach part is connected within the IT Network Project

12. What is a Project?
What is a Project?
A project is a sequence of unique, complex and connected activities that have one goal or purpose and that must be completed by a specific time, within budget and accordingly to specifications.
One Goal:
A project must have a single goal. However, very large or complex projects may be divided into several subprojects, each of which is a project in its own right. This division makes for better management control.
Once a project is divided into subprojects, interdependency is formed between the departments. So the project manager must settle the challenge of complexity and communication.
Lecturer: Dr. Gunter SENYURT

13. Subprojects are interdependent

14. cCommunication is vital

15. What is a Project?
What is a Project?
A project is a sequence of unique, complex and connected activities that have one goal or purpose and that must be completed by a specific time, within budget and accordingly to specifications.
Specified Time:
Projects have a specified completion date. This date can be decided in the project group or assigned from an outside authority.
Lecturer: Dr. Gunter SENYURT

16. Time factor in IT Projects

17. What is a Project?
What is a Project?
A project is a sequence of unique, complex and connected activities that have one goal or purpose and that must be completed by a specific time, within budget and accordingly to specifications.
Within Budget:
A project also has resource limits, such as limited amount of people, money or machines that are dedicated to the project.
Lecturer: Dr. Gunter SENYURT

18. Limited resources has implications on IT project management

19. Most valued resource

20. Specification Requirements:
What is a Project?
What is a Project?
A project is a sequence of unique, complex and connected activities that have one goal or purpose and that must be completed by a specific time, within budget and accordingly to specifications.
Specification Requirements:
The client or the recipients of the project’s deliverables, expects a certain level of functionality and quality from the project.
For long term projects, it is unrealistics to expect the specifications to remain fixed throughout the lifecycle of the project. System specifications can and will change, thereby presenting specific challenges to the project manager.
Lecturer: Dr. Gunter SENYURT

21. Be ready for unexpected changes in specifications

22. What is a Program?
What is a Program?
A program is a collection of related projects. The projects must be completed in a specific order for the program to be considered complete. Because programs include multiple projects, they are larger in scope than a single project.
Unlike projects, programs can have many goals. For example, every launch of a new mission in the NASA space program includes several dozen projects in the form of science experiments.
Lecturer: Dr. Gunter SENYURT

23. A program is a collection of projects

24. The following five constraints operate on every project:
Scope Triangle
The following five constraints operate on every project:
1. Scope 2. Quality 3. Cost
4. Time 5. Resource
These constraints form an interdependent set – a change in one constraint can require a change in another constraint in order to restore the equilibrium of the project.
In this context, the set of five parameters form a system that must remain in balance for the project to be in balance, because they are so important to the success or failure of the project.
Lecturer: Dr. Gunter SENYURT

25. The following five constraints operate on every project:
Scope Triangle
The following five constraints operate on every project:
1. Scope 2. Quality 3. Cost
4. Time 5. Resource
SCOPE:
Scope is a statement that defines the boundaries of the project. It tells not only what will be done but also what will not be done.
In the information system industry, scope is often referred to as functional specifications.
It is critical that the scope be correct.
It is no secret that a project’s scope can change. You do not know how or when, but it will change. Detecting that change and deciding how to accommodate it in the project plan are major challenges for the project manager.
Lecturer: Dr. Gunter SENYURT

26. ScScope changes are not unexpected

27. The following five constraints operate on every project:
Scope Triangle
The following five constraints operate on every project:
1. Scope 2. Quality 3. Cost
4. Time 5. Resource
QUALITY:
The following two types of quality are part of every project:
Product Quality: The quality of deliverable from the project.
Process Quality: The quality of the project management process itself. The focus is on how well the project management process works and how it can be improved.
It helps organizations use their resources more effectively and efficiently by reducing waste and revisions.
Lecturer: Dr. Gunter SENYURT

28. Product quality is closely related to quality management

29. The following five constraints operate on every project:
Scope Triangle
The following five constraints operate on every project:
1. Scope 2. Quality Cost
4. Time 5. Resource
COST:
The dollar cost of doing the project is another variable that defines the project.
Cost is a major consideration throughout the project management life cycle.
Lecturer: Dr. Gunter SENYURT

30. No one asks for the cost but the quality

31. Cost Factor

32. The following five constraints operate on every project:
Scope Triangle
The following five constraints operate on every project:
1. Scope 2. Quality Cost
4. Time Resource
TIME:
The client specifies a time frame or deadline date within which the project must be completed. To a certain extent, cost and time are inversely related to one another.
Time is an interesting resource. It cannot be invented, it is consumed whether you use it or not. The objective for the project manager is to use the future time allotted to the project in the most effective and productive way possible.
Lecturer: Dr. Gunter SENYURT

33. tTime is money

34. AA successful project keeps in track with its time allocations

35. The following five constraints operate on every project:
Scope Triangle
The following five constraints operate on every project:
1. Scope 2. Quality Cost
4. Time Resource
RESOURCE:
Resources are assets such as people, equipment, physical facilities, or inventory that have limited availabilities, can be scheduled, or can be leased from an outside party.
For system development projects, people are the major resource.
Lecturer: Dr. Gunter SENYURT

36. The greatest asset in an IT project: Able human resources

37. Envision the Scope Triangle as a System in Balance
The geographical area in the triangle represents scope and quality. They are bounded by time, cost and available resources. If you want to maintain the scope and quality of your project, to change a variable will effect to change at least one another variable.
Lecturer: Dr. Gunter SENYURT

38. Envision the Scope Triangle as a System in Balance
The project manager controls resource utilizations and work schedules. Management controls cost and resource level . The client controls scope, quality and delivery dates. Scope, quality and delivery dates suggest a hierarchy for the project manager as solution to accommodate the changes are sought.
Lecturer: Dr. Gunter SENYURT

39. Managing the Creeps
CREEPS:
Creeps here refer to minute changes in the project due to the strange and for a while unnoticeable, actions of team members. There are four type of creeps that will be faced at any project, these are:
1. Scope Cr Hope Cr Effort Cr Feature Cr.
Lecturer: Dr. Gunter SENYURT

40. Managing the Creeps
CREEPS:
Creeps here refer to minute changes in the project due to the strange and for a while unnoticeable, actions of team members. There are four type of creeps that will be faced at any project, these are:
1. Scope Cr Hope Cr Effort Cr Feature Cr.
Scope Creep:
Scope creep is the term that has come to mean any change in the project that was not in the original plan. Actually change is constant, because time and environment changes by the time being. The point is, Scope creep is not necessarily anyone’s fault. It is just a reality that has to be dealt with, accordingly, by the project manager.
Lecturer: Dr. Gunter SENYURT

41. The way a failed product can be achieved

42. Managing the Creeps
CREEPS:
Creeps here refer to minute changes in the project due to the strange and for a while unnoticeable, actions of team members. There are four type of creeps that will be faced at any project, these are:
1. Scope Cr Hope Cr Effort Cr Feature Cr.
Hope Creep:
Hope creep happens when a project team member falls behind schedule but reports that he or she is on schedule, hoping to get back on schedule by the next report date.
The project manager must be able to verify the accuracy of the status reports received from the team members.
Random checks can be used effectively.
Lecturer: Dr. Gunter SENYURT

43. Managing the Creeps
CREEPS:
Creeps here refer to minute changes in the project due to the strange and for a while unnoticeable, actions of team members. There are four type of creeps that will be faced at any project, these are:
1. Scope Cr Hope Cr Effort Cr Feature Cr.
Effort Creep:
Effort creep is the result of team members working but not making progress proportionate to the work expended.
Other than random checks, the only effective thing that the project manager can do is to increase the frequency of status reporting by those team members who seem to suffer from effort creep.
Lecturer: Dr. Gunter SENYURT

44. Performance must be level with the project requirements

45. Managing the Creeps
CREEPS:
Creeps here refer to minute changes in the project due to the strange and for a while unnoticeable, actions of team members. There are four type of creeps that will be faced at any project, these are:
1. Scope Cr Hope Cr Effort Cr Feature Cr.
Feature Creep:
Closely related to scope creep is feature creep. Feature creep results when team members arbitrarily add functions and features to the deliverable that they think the client would want to have.
While a programmer is coding a software he may think that an additional option can be helpful for the user and so he adds it on. But because this option was not mentioned in the system requirements document it was not tested and will create more problems.
Lecturer: Dr. Gunter SENYURT

46. fFeature creeps are not unexpected

47. Managing the Creeps
CREEPS:
Creeps here refer to minute changes in the project due to the strange and for a while unnoticeable, actions of team members. There are four type of creeps that will be faced at any project, these are;
1. Scope Cr Hope Cr Effort Cr Feature Cr.
Feature Creep:
These sort of unnoticed attempts may occur, for these actions a formal change request must be filed and if it is approved, the project plan and all related activities will be appropriately modified.
Lecturer: Dr. Gunter SENYURT

48. Applying the Scope Triangle (ST) :
The ST will have at least two major applications, these are:
1. Problem escalation strategy
2. A reference for the project impact statement.
Problem resolutions:
The ST enables you to ask “Who owns what?”, the answer will give you a pathway from project team to resource manager to client.
In solving a problem, the project manager should try to find a solution within the constraints of how time, budget and resources are used. They don’t need to go outside of their sphere of control.
Lecturer: Dr. Gunter SENYURT

49. Applying the Scope Triangle (ST) :
The ST will have at least two major applications, these are;
1. Problem escalation strategy
2. A reference for the project impact statement.
Problem resolutions:
The ST enables you to ask “Who owns what?”, the answer will give you a pathway from project team to resource manager to client.
In the next step the project manager asks the resource manager to find a solution for the problem condition. The resource manager owns who gets assigned to a project as well as any changes to that assignment that may rise.
Lecturer: Dr. Gunter SENYURT

50. PProblem escalation

51. Applying the Scope Triangle (ST) :
ST will have at least two major applications, these are;
1. Problem escalation strategy
2. A reference for the project impact statement.
Problem resolutions;
ST enables you to ask “Who owns what?”, the answer will give you a pathway from project team to resource manager to client.
The final step in the problem escalation strategy is to appeal to the client. They control the amount of time that has been allocated. Finally they control the scope of the project.
Lecturer: Dr. Gunter SENYURT

52. Applying the Scope Triangle (ST) :
ST will have at least two major applications, these are;
1. Problem escalation strategy
2. A reference for the project impact statement.
Scope Change Impact Analysis;
The second application of ST is as an aid in the preparation of the project impact statement. This is a statement of the alternative ways of accommodating a particular scope change request of the client.
Lecturer: Dr. Gunter SENYURT

53. Establishing a rule for classifying projects:
Importance of Classifying Projects
Establishing a rule for classifying projects:
Projects are unique and there is no “one-size-fits-all” approach. But by some of the characteristics of the projects we can classify and manage them in a better way.
The first approach is about the characteristics of the project, and the next is about the type of the project.
Lecturer: Dr. Gunter SENYURT

54. Establishing a rule for classifying projects:
Importance of Classifying Projects
Establishing a rule for classifying projects:
Characteristics of projects;
At this approach projects are classified accordingly;
* Risk
* Business Value
* Length
* Complexity
* Technology used
* Number of departments affected and
* Cost
By these variables four type of projects can be classified by a table which is given next.
Lecturer: Dr. Gunter SENYURT

55. LIKELIHOOD OF PROBLEMS
Importance of Classifying Projects
Establishing a rule for classifying projects:
Characteristics of projects;
Type A ;
Introduction of a new technology into an existing product that has been vary profitable for company (first android phone)
CLASS
DURATION
RISK
COMPLEXITY
TECHNOLOGY
LIKELIHOOD OF PROBLEMS
Type A
> 18 m
High
Breakthrough
Certain
Type B
9-18 m
Medium
Current
Likely
Type C
3-9 m
Low
Best of breed
Some
Type D
< 3m
Very Low
Practical
None
Lecturer: Dr. Gunter SENYURT

56. LIKELIHOOD OF PROBLEMS
Importance of Classifying Projects
Establishing a rule for classifying projects:
Characteristics of projects;
Type B ;
These projects generally have good business value and are technologically challenging. Many product devlopment projects fall in this category.(Windows 8)
CLASS
DURATION
RISK
COMPLEXITY
TECHNOLOGY
LIKELIHOOD OF PROBLEMS
Type A
> 18 m
High
Breakthrough
Certain
Type B
9-18 m
Medium
Current
Likely
Type C
3-9 m
Low
Best of breed
Some
Type D
< 3m
Very Low
Practical
None
Lecturer: Dr. Gunter SENYURT

57. LIKELIHOOD OF PROBLEMS
Importance of Classifying Projects
Establishing a rule for classifying projects:
Characteristics of projects;
Type C ;
Many are projects that deal with the infrastructure of the organization. A typical team consists of 4 people, the project lasts six months, and the project is based on a less-than-sufficient scope statement. (Windows updates)
CLASS
DURATION
RISK
COMPLEXITY
TECHNOLOGY
LIKELIHOOD OF PROBLEMS
Type A
> 18 m
High
Breakthrough
Certain
Type B
9-18 m
Medium
Current
Likely
Type C
3-9 m
Low
Best of breed
Some
Type D
< 3m
Very Low
Practical
None
Lecturer: Dr. Gunter SENYURT

58. LIKELIHOOD OF PROBLEMS
Importance of Classifying Projects
Establishing a rule for classifying projects:
Characteristics of projects;
Type D ;
These projects involves making a minor change in an existing process or procedures or revising a course in the training curriculum (Updating the class lists for new education year.)
CLASS
DURATION
RISK
COMPLEXITY
TECHNOLOGY
LIKELIHOOD OF PROBLEMS
Type A
> 18 m
High
Breakthrough
Certain
Type B
9-18 m
Medium
Current
Likely
Type C
3-9 m
Low
Best of breed
Some
Type D
< 3m
Very Low
Practical
None
Lecturer: Dr. Gunter SENYURT

59. ■■ Installing software ■■ Recruiting and hiring
Importance of Classifying Projects
There are many situations in which an organization repeats projects that are of the same type. Following are some examples of project types:
■■ Installing software
■■ Recruiting and hiring
■■ Setting up hardware in a field office
■■ Soliciting, evaluating, and selecting vendors
■■ Updating a corporate procedure
■■ Developing application systems
These projects may be repeated several times each year and probably will follow a similar set of steps each time they are done.
Lecturer: Dr. Gunter SENYURT