INFORMATION SYSTEMS PROJECT MANAGEMENT

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INFORMATION SYSTEMS PROJECT MANAGEMENT

• Project Management

Prof. dr. Talib Damij Faculty of
Economics University of Ljubljana
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Project Management

• Project management is "the application of
  knowledge, skills, tools and techniques to
  project activities to meet project requirements
  (Fuller).
• Project management is a method and set of
  techniques based on principles of management used
  for planning, estimating, and controlling work
  activities to reach a desired end result on time
  within budget and according to specification
  (Philips).

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Project Management

• Figure illustrates key elements of project
  management framework include the project
  stakeholders, project management knowledge areas,
  project management tools and techniques, and the
  contribution of successful projects to the
  enterprise.

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Project Management

• 1 PM Knowledge areas
• 2 PM Process Groups
• 3 Process Groups Knowledge Areas
• 4 Life Cycle
• 5 Project Office

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1 PM Knowledge Areas

• Core knowledge areas are
• Project scope management involves defining and
  managing all the work required to complete the
  project successfully.
• Project time management includes estimating how
  long it will take to complete the work,
  developing an acceptable project schedule, and
  ensuring timely completion of the project.
• Project cost management consists of preparing and
  managing the budget for the project.
• Project quality management ensures that the
  project will satisfy the stated or implied needs
  for which it was undertaken.

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1 PM Knowledge Areas

• Facilitating knowledge areas are
• Project human resource management is concerned
  with making effective use of the people involved
  with the project.
• Project communications management involves
  generating, collecting, disseminating, and
  storing project information.
• Project risk management includes identifying,
  analyzing, and responding to risks related to the
  project.
• Project procurement management involves acquiring
  or procuring goods and services for a project
  from outside the performing organization.

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2 PM Process Groups

• Project management process groups are major
  project phases, such as initiating, planning,
  executing, controlling, and closing a project
  (see Figure 1.12).

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2 PM Process Groups

• All of these process groups together are known as
  the project management life cycle.
• The life cycle illustrates all the phases a
  project goes through from concept to completion.
• Each of these major process groups may include
  many subprocesses or activities.

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2 PM Process Groups

• Process Groups In the Project Management Body of
  Knowledge (PMBOK) organizes project management
  processes into five groups of two or more
  processes each.
• These five groups are
• Initiating
• Planning
• Executing
• Controlling
• Closing
• Process groups are linked by the results they
  produce. The output from one process group often
  becomes the input for another.

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2 PM Process Groups

• The relationships among the process groups are
  illustrated in Figure 2.19

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2 PM Process Groups

• Process groups overlap and vary within a phase
  (Figure 2.20). Although projects are conceived
  and described as discrete phases and processes,
  in reality there are many overlaps.

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3 Process GroupsKnowlege Areas

• We can map the main activities of each project
  management process group into the nine project
  management knowledge areas.
• Table 3-1 provides a big-picture view of the
  relationships among the 44 project management
  activities, the process groups in which they are
  typically completed, and the knowledge areas into
  which they fit.

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3 Process GroupsKnowlege Areas
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3 Process GroupsKnowlege Areas
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4 PM Life Cycle

• Project management process groups are major
  project phases.
• Each phase is marked by the completion and review
  of its deliverables.
• All of these process groups together are known as
  the project management life cycle.
• Initiation
• Planning
• Executing
• Controling
• Closing

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4 PM Life Cycle

• Initiation
• Includes defining and authorizing a project.
• To initiate a project
• someone must define the business need for the
  project,
• someone must sponsor the project, and
• someone must take on the role of project manager.
  
• The customer and the project manager come to an
  agreement about several aspects of the project
• What is the problem?
• What is the goal of the project?
• What objectives must be met to accomplish the
  goal?
• What criteria successful project
• Are there any assumptions, risks, or obstacles
  that may affect project success?
• This phase sets the scope of the project

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4 PM Life Cycle

• Planning
• There normally is no single "project plan." There
  are several plans, such as
• the scope management plan,
• schedule management plan,
• cost management plan,
• procurement management plan, and so on.
• defining each knowledge area as it relates to the
  project at that point.
• Who will do what,
• When it will be done,
• What resources will be needed,

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4 PM Life Cycle

• Executing
• Includes
• coordinating people and other resources to carry
  out the various plans and
• produce the products, services, or results of the
  project or phase.
• Examples of executing processes include
• developing the project team,
• directing and managing the project team,
• performing quality assurance,
• distributing information.

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4 PM Life Cycle

• Controlling
• Includes regularly measuring and monitoring
  progress to ensure that the project team meets
  the project objectives.
• The project manager and staff monitor and measure
  progress against the plans and take corrective
  action when necessary.
• A common monitoring and controlling process is
• performance reporting,
• where project stakeholders can identify any
  necessary changes that may be required to keep
  the project on track.

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4 PM Life Cycle

• Closing
• Closing a project is
• a formal means of signaling the completion of the
  project
• delivery of the result to the customer.
• Administrative activities are often involved,
  such as
• archiving project files,
• closing out contracts,
• documenting lessons learned, and
• receiving formal acceptance of the delivered work.

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5 Project Office

• Project Management Office is an organizational
  unit created to centralize and coordinate the
  projects within an organization.
• A project management office is an organizational
  unit oversees the management of projects,
  programs, or both.
• Not all organizations have created to centralize
  project management offices.

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5 Project Office

• In some organizations, the project office may
  provide support for projects, whereas in others,
  the office may actually be responsible for all
  project results.
• In such cases, the project management office will
  delegate authority to the project manager and
  provide him or her with administrative support.
• Between these two extremes are many different
  sets of responsibilities and functions for the
  project office.