Introduction DM 211 Project Development and Management
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DM 211 Project Development and
Management
Why have a Project Plan?
• Developing an initial course of action toward a well-
defined set of objectives
• A mechanism to aid in detecting variance both in the
planned progress of the work and also in the target
objectives.
• The purpose of a project plan is NOT to predict the
future. You lay out.
• A process that will constantly test this course during its
execution for its match with the current, changing
environment.
Development Planning Models
Economic Planning Model (1935-1971)
Development Planning Model (1972)
Corporate Business Planning Models
Educational Planning Model
Eclectic Model
Source: Miclat (2005)
Development Planning and Administration
Development administration has always been one of the central features of the various long and Medium Term Philippine Development Plans since the seventies. The paradigm for bureaucratic reform continues to evolve in various intellectual and practical debates but government continues its work amidst all these. Until recently, all Philippine development plans since the seventies had a specific chapter devoted solely to development administration
Eclectic Model
1. Preparation Organization and staffing Training
2. Environmental Scanning
External environment Internal environment SWOT analysis Strategic planning framework
3. VMGO, policy, objective, and target setting
4. Policy/Strategy formulation
5. Program/Project
Nine Major Steps
Identification
Eclectic Model Nine Major Steps
6. Investment Programming
7. Budgeting
8. Implementation and Monitoring
9. Evaluation and Plan Update
Development Administration (1950s to 1960s) • Development Administration (DA) as a field of study emerged in 1950s and 1960s with the third world countries as the focal point
Nef and Dwivedi (1981) on the other hand, attributed the concept of DA to Goswami in 1955 and later popularized by Riggs and Weidner. They coined the term development administration” to refer to developing countries which are largely found in Asia, Latin America, and Africa.
Source: www.ginandjar.com
Khator (1998) however, argued that DA was built upon several critical assumptions that: (1) development needs are the
most important needs of developing countries,
(2) the development needs of developing and developed countries are inherently different,
(3) development can be administered,
(4) developmental know-hows are transferable; and
(5) the political, social, and cultural context of development can be easily altered
Two foci in Development Administration
Likewise, Fred Riggs, in his “Frontiers of Development,” identified two foci in development administration: development of administration and the administration of development. Most development administration scholars focused more on the latter and it subsequently became synonymous to the administration of development in third world countries. (Khator 1998)
“Management of Innovation”
Given the situations above, DA maybe considered as “Management of Innovation” because it was aimed at helping countries that are undergoing reconstruction and social transformation
Administrative Reform
De Guzman (1986) described administrative reform as one of the core values of DA, and analyzed the structural and behavioral characteristics of the Philippine public bureaucracy. He argued that the “implementation of administrative reform should have two major dimensions: reforming the structures of the bureaucracy and reforming the behavior of those in the bureaucracy.” (De Guzman 1986 as cited in Brillantes 1994: 8)
Project Plan
Development: taking
the results of other
planning processes
(historical information,
organizational policies,
constraints, assumptions)
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
Project Plan Development
• to coordinate all project planning
documents
• 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
Attributes of Project Plans
Just as projects are unique, so are project plans
• Plans should be dynamic • Plans should be flexible • Plans should be updated as
changes occur • Plans should first and foremost
guide project execution
• Introduction or overview of the project
• Description of how the project is organized (Quality of Code)
• Management and technical processes used on the project (project structure, use of tools)
• Work to be done, schedule, and budget information (development practices)
Common Elements of a Project Plan
Source: www.flackventures.com
Two keys to succeed in good project planning : Always think about and say something about each one of the checklist areas (and others that are applicable), regardless of the size of the project, the industry involved, and the product or service being produced. Clearly, the scale of the plan elements will differ, depending on project scope. Plan accordingly.
Good Project
Planning Key
How Detailed should my Project Plan be?
Detailed planning versus light
planning. Just-in-time planning
Measurable and testable goals.
• Do planning at a sufficient level of
detail to search out issues and
problems during the early planning
process itself.
• Build into the plan the hooks for
measuring if you are drifting off
course during the plan's execution.
• Finding the sweet-spot for
planning at-a-distance teams and
outsourced services/development
What is Risk? Risk is a measure of two factors: the
probability of an event occurring, and the
severity of the consequences of that
event. Thus, an event can be either one
that is very likely to occur with moderate
consequences each time it does, or one
that is extremely unlikely but with
catastrophic consequences on each
occurrence.
Removing a risk means either
eliminating the possibility of occurrence of
an event or rending the event completely
harmless when it does occur.
How do keep risk from disrupting implementation of project?
Start the process early, as soon as one other core team member is available for brainstorming. Brainstorm with core team, identifying as many risks as possible. Use previous product experience, personal experience, regulatory input, and common sense.
Create a risk analysis document that, at a minimum, contains the identified risk, the event that causes it, a measure of probability, a measure of severity, and a mitigation or elimination strategy.
How do keep risk from disrupting implementation of project?
How do I keep Risk from Disrupting my Project?
Explicitly incorporate the mitigations into either planned project process activities or product requirements. Make the risk analysis part of the project plan that is agreed upon by all stakeholders and team members. Periodically review and amend the risk analysis with new information gained from reviews, inspections, audits, and marketing or customer input.
Project Plan Execution • Involves managing and performing the work described in the project 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
What Went Wrong? Many people have a poor view of plans based
on past experiences. Senior managers often
require a plan, but then no one follows up on
whether the plan was followed.
For example, one project manager said he
would meet with each project team leader within
two months to review their plans. The project
manager created a detailed schedule for these
reviews. He cancelled the first meeting due to
another business commitment. He rescheduled
the next meeting for unexplained personal reasons.
Two months later, the project manager had still not
met with over half of the project team leaders.
Why should project members feel obligated to
follow their own plans when the project manager
obviously did not follow his?
Important Skills for
Project Execution
• General management skills like leadership, communication, and political skills
• Product skills and knowledge
• Use of specialized tools and techniques
Choosing tools
• Having a process
helps choose tools
• Choosing
Inappropriate tool
can do harm
• Build a process if
you don’t have any
Tools and Techniques for Project Execution
• Work Authorization System - a method for ensuring that qualified people do work at the right time and in the proper sequence
• Status Review Meetings - regularly scheduled meetings used to exchange project information
• Project Management Software: special software to assist in managing projects
Build into the plan the activities and
processes that will support dynamic, round-
robin, never-ending measurement during
execution:
Frequent, measurable milestones,
Periodic testing, reviews, and issue
management that will systematically capture
and measure the delta between requirements
and emerging design
Measuring and Checking Progress
Periodic testing of the product or system requirements with
marketing or the customer, to see if the target is changing out
from under you,
Scheduled midcourse corrections of the project plan itself, as
you learn more, and
Early removal of technical risk through prototypes and testing
Three main objectives of change control: • Influence the factors that create changes to ensure they are beneficial
• Determine that a change has occurred
• Manage actual changes when and as they occur
Framework for Project Integration
Management
Integrated change control involves identifying, evaluating, and managing changes throughout the project life cycle
Integrated Change
Control Process
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)
Suggestions for Managing Integrated Change Control
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
Cont. Suggestions for Managing Integrated Change Control
What is project
management?
History of Project Management
• Modern project management began with the Manhattan Project, which the U.S. military led to develop the atomic bomb
• In 1917 Henry Gantt developed the Gantt chart as a tool for scheduling work in job shops
• In 1958, the Navy developed PERT charts
• In the 1970s, the military began using project management software, as did the construction industry
• By the 1990s, virtually every industry was using some form of project management
Project Management Profession
• A 1996 Fortune article called project management the “number one career choice”
• Professional societies like the Project Management Institute (PMI) have grown tremendously
• Average salaries for project managers are over $81,000
MCM 1262 IT Project Mgmt Chap 1 - 35
What is Project Management?
Project management is “the application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements” (PMI*, Project Management Body of Knowledge (PMBOK Guide), 2000, p. 6)
*The Project Management Institute (PMI) is an international
professional society. Their web site is www.pmi.org.
Project Management
Knowledge & skills
Tools & techniques
Core Knowledge Areas
Core Knowledge Areas: Objectives
◦ Scope ◦ Time ◦ Cost ◦ Quality
Facilitating Knowledge Areas: Achievement ◦ Human Resources ◦ Communication ◦ Risk ◦ Procurement ◦ Project Integration Management
• Structure your project properly (use framework if possible)
• Maintain good coding practice in team
• Use tools to increase team efficiency
Integration
Scope Time
Cost
Quality
People Communication
Risk
Procurement
The nine knowledge areas of project management:
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communication Management
Project Risk Management
Project Procurement Management
Project Management Methodology Initiate –potential projects are identified and
evaluated in terms of importance to the
organization
Plan –scope, time, cost and risk management
planning takes place
Execute –project plan is followed
Control –project performance is measured
against the project plan
Close –final paper work completed and sign off
by all stakeholders
Initiate
Plan
Execute
Control
Close
The Approach to Learning Project Management
Process Focus
Team Focus
Technology Focus
PM Software
Group Support Technologies
Knowledge Management and Organizational Memory Systems
Global Focus
PM Professional Focus
MCM 1262 IT Project Mgmt
Chap 1 - 44
Nine Project Management Knowledge Areas
Knowledge areas describe the key competencies that project managers must develop – 4 core knowledge areas lead to specific project objectives (scope, time, cost, and quality) – 4 facilitating knowledge areas are the means through which the project objectives are achieved human resources, communication, risk, and procurement management – 1 knowledge area (project integration management) affects and is affected by all of the other knowledge
areas
MCM 1262 IT Project Mgmt Chap 1 - 45
Project Stakeholders
• Stakeholders are the people involved in or
affected by project activities
• Stakeholders include • the project sponsor and project team
• support staff
• customers
• users
• suppliers
• opponents to the project
MCM 1262 IT Project Mgmt Chap 1 - 46
Project Management Tools and Techniques
• Project management tools and techniques assist project managers and their teams in various aspects of project management
• Some specific ones include – Project Charter and WBS (scope)
– Gantt charts, network diagrams, critical path analysis, critical chain scheduling (resource constraint scheduling)
– Cost estimates and earned value management (cost)
Application of PM
• Project management applies to work as well as personal projects
• Project management applies to many different disciplines (IT, construction, finance, sports, event planning, etc.)
• Project management skills can help in everyday life
More Advantages of Project
Management*
• Bosses, customers, and other stakeholders do not like surprises
• Good project management (PM) provides assurance and reduces risk
• PM provides the tools and environment to plan, monitor, track, and manage schedules, resources, costs, and quality
• PM provides a history or metrics base for future planning as well as good documentation
• Project members learn and grow by working in a cross-functional team environment
*Knutson, Joan, PM Network, December 1997, p. 13
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
More and more people are getting
the Project Management Professional
(PMP) certification - increased by
more than 70 percent from 2004 to
2005.
Growth in PMP Certification 1993-2008
1,000 1,900 2,800 4,400 6,415 10,086 18,184
27,052
40,343
52,443
76,550
102,047
175,194
221,144
267,367
318,289
-
50,000
100,000
150,000
200,000
250,000
300,000
350,000
1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
# P
MP
s
Year
That’s why we have to learn
Project Management
Project Management Software • By 2001, there were 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 $200-500 per user, Project 2000
most popular
– High-end tools: Also called enterprise project
management software, often licensed on a
per-user basis
What is a project? • A project is “a temporary endeavor
undertaken to create a unique product, service, or result” (PMBOK® Guide, Fourth Edition)
• Other attributes: Is developed using progressive elaboration
Requires resources, often from various areas
Involves uncertainty
• Operations is work done to sustain the business
What is a program?
• Program: group of related projects managed in
a coordinated way to obtain benefits and control
not available from managing them individually
(PMBOK® Guide, Fourth Edition)
• Program managers oversee programs and
often act as bosses for project managers
• Examples of common programs in the IT field:
infrastructure, applications development, and
user support
Why Project Management ?
Project Management is an in-demand skill
set and one of the fastest growing professional disciplines in North America. Project Management breaks down the chaos of an overwhelming workload into manageable elements -scope, time, cost, quality, human resources, communication, risk, procurement, and integration of projects
Project Management is the discipline of
organizing and managing resources (i.e. human,
financial & material) in such a way that a project
is completed within defined scope, quality, time
and cost constraints.
◦ The first challenge of project management
is to make sure that a projects delivered
within defined constraints.
◦ The second, more ambitious, challenge is
the optimized allocation and integration of
inputs needed to meet pre-defined
objectives.
Five Process of PM
Key ones in PM:
– Executive support
– User involvement
– Experienced project manager
– Well defined scope and requirements
Advantages of Using Formal Project Management Practices
Improvement in customer satisfaction
Better cost performance, higher return on
investment
Better schedule performance, better
allocation of time commitments and better
utilization of resources, higher productivity
Increased quality reducing re-work
Increase in delivering required features
Will make everyone happier (stakeholders,
team members, management)
There are several ways to define
project success
The project met scope, time, and cost goals
The project meets or exceeds stakeholders’
expectations
The results of the project met its main objective,
e.g.,
making or saving a certain amount of money
providing a good return on investment, or
simply delivering the product/services
What the Winners Do?
• 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
Project Manager
Skills
Soft skills: ◦ Leadership ◦ Team building ◦ Negotiation ◦ Conflict management ◦ Organization for self and others ◦ Communication both oral
and written to both technical and non-technical audiences
◦ Change management ◦ Active listening
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Technical Skills: Project Management software
Level of understanding of the
technology being used in the
project (software, hardware,
network, etc.)
Basic knowledge of the
business
Cost estimating and
budgeting
1. manage project scope –make sure the team works on
what is needed for the project and nothing else
2. manage human resources –the team must work
together, this doesn’t just happen it takes a directed
effort
3. manage communications –this occurs at many levels,
teammates, customers, managers, vendors, and others
4. manage schedule –must keep people on schedule
delivering work on time
5. manage quality –need to make sure that all work
performed meets with customer expected levels of
quality
6. manage costs –must keep an eye on the budget to
make sure all the work can be done and not exceed the
allocated budget
Six Basic Functions of Successful PM’s
A Project Manager Manages Projects by:
Setting clear and achievable
objectives
Identifying requirements
Adapting the project to the various
concerns of the stakeholders
Balancing the demands of the triple
constraint
Project Life Cycles
Conceptualization-the development of the
initial goal and technical specifications.
Planning–all detailed specifications,
schedules, schematics, and plans are
developed
Execution–the actual ―work‖ of the
project is performed
Termination–project is transferred to the
customer, resources reassigned, project is
closed out.
Process Groups
Initiating processes–authorizing the beginning or
ending of a project or phase
Planning processes –ensuring that the objectives of
the project are achieved in the most appropriate way
Executing processes –coordinating all resources
(people and material) during the implementation of the
project plan
Controlling processes –monitoring of project
variances from what was planned to actual progress
Closing processes –formal acceptance of the project
or a phase and updating of the project information base
with lessons learned
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Process Groups
Process groups supply a roadmap to
follow, and the knowledge areas describe
the methods (for example, car, plane,
bus) of how to get to our destination,
which is project success
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Initiation Phase
The Initiating stage of project management
includes examining the strategic fit for a proposed
project. Before beginning a new project, an
organization must determine that the project fits in with
its strategic goals. Understanding the organization’s
goals can help executives identify certain proposed
projects focusing on mission-critical activities as high-
priority, and other projects peripheral to organization
goals as lower priority. During the Initiating stage, an
executive sponsor should be identified. A high-level
evaluation of the project’s business case should be
developed, along with project limitations and technical
and financial requirements.
Project Initiation
• Link a Project to An Underlying Business
Need
• Analyze and Understand the Stakeholders
• Build the Business Case
• Identify Constraints
• Document Assumptions
• Develop a Preliminary Scope Statement
Planning Phase
• Planning –Create the Plan & Assign Resources
• The Planning stage devises a workable scheme to accomplish the project’s intended goals and outcomes. In the Planning stage, you identify the project’s milestones, deliverables, and tasks. This plan can be your work breakdown structure (WBS). You develop and refine the schedule, and identify the resources needed to implement the project.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Project Planning
• The Activities:
• Develop a Work Breakdown Structure(WBS)
• Estimate Resource Requirements Personnel
TimeLine
Budget
• Determine the Milestones
• Develop the Work‐plan
Execution Phase
Execution-Update and keep track
Controlling–Communicate & Report
The Executing/Controlling stage coordinates
people and other resources to carry out the plan
as defined in the project plan. The deliverables in
this stage focus on managing change, entering
schedule updates, tracking progress, and
communicating project information. Each team
member performs defined tasks within the
project scope, ensuring their contribution to the
project’s success.
Structured Project Management
Identify Risk
◦ Assess
◦ Quantify
◦ Manage
Mitigation Strategies
Contingency Planning
Formal Change Control Processes
Managing Organizational Change
Communications
Expectations
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Project Execution
The Interrelationships ◦ Planning ◦ Execution ◦ Control
The Constraints ◦ Scope ◦ Schedule ◦ Cost
Project Control
Monitoring and Control ◦ The Work ◦ The Time ◦ The Budget ◦ The Deliverables ◦ The Communications ◦ The Quality ◦ The Completion
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Closing Phase
The Closing stage includes final details for
completing a project. Resolve any final project
details, and obtain customer acceptance of
final deliverables. Conduct a Lessons Learned
session, recording information about areas for
improvement and best practices. Make any
final updates to the project plan. Finally, archive
the project plan according to your
organization’s project data archival guidelines.
Source: MS Project Quick Reference Guide
Source: MS Project Quick Reference Guide
Managing Expectation
• Identify Stakeholder Requirements • Deliverables
• On‐going Communications
• Define Roles and Responsibilities
• Manage Expectations
Project Closure
• Gain Acceptance for Deliverables
• Implement the Transition Plan
• Assess the Lessons Learned
• Archive Information
• Closeout the Team
• Conclude the Project
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MCM 1262 (2009) IT Project Mgmt Advanced
Information Technology Institute
Janet Yu, Frank Lo (2010) Project Management
& Quality Assurance
Anthony Bowen (2010) Basic Project Management
Introduction and Overview of Project Management.
Information Technology Project Management ... –
CengageBrain www.cengagebrain.com.au/
.../schwalbe21758_1111221758_01.01_toc....
Emran Hasan (2010) Developing better PHP projects
Josefina B. Bitonio (2012) Modern Public
Administrationhttp://www.slideshare.net/jobitonio/m
odern-public-administration
Information Technology Project Management ... –
CengageBrain www.cengagebrain.com.au/
.../schwalbe21758_1111221758_01.01_toc....
www.ginandjar.com
Kate Pynn (2008) Project Plan Development - A
FlackVentures Training Example.
FlackVentures, Inc
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