Introduction DM 211 Project Development and Management

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