2. Projects and Project Managers
Project – a [temporary] sequence of unique, complex, and
connected activities having one goal or purpose and that must be
completed by specific time, within budget, and according to
specification.
Project manager - the person responsible for supervising a
systems project from initiation to conclusion

3. What is Project Management?
Project management is the application of
knowledge, skills, tools, and techniques to project activities to
meet project requirements.

4. Project Management
and Process Management
Project management – the process of
scoping, planning, staffing, organizing, directing, and controlling
the development of an acceptable system at a minimum cost within
a specified time frame.
Process management – the activity of
documenting, managing, and continually improving the process of
systems development.
• The more you know about your project, the better you are able to
manage it.

5. Why Projects Fail?
• changing customer requirements
• ambiguous/incomplete requirements
• an unrealistic deadline is established
• an honest underestimate of effort
• predictable and/or unpredictable risks
• technical difficulties
• miscommunication among project staff
• failure in project management

6. Major Causes of Project Success
• A constructive goal-oriented culture
• Technically competent team
• Effective (and committed) team
• Excellent communication
• Trust

7. 10 Hints for Project Leadership
1. Be Consistent.
2. Provide Support.
3. Don’t Make Promises You Can’t Keep.
4. Praise in Public; Criticize in Private.
5. Be Aware of Morale Danger Points.
6. Set Realistic Deadlines.
7. Set Perceivable Targets.
8. Explain and Show, Rather Than Do.
9. Don’t Rely on Just Status Reports.
10. Encourage a Good Team Spirit.
4-7

8. Project Management Functions
• Scoping – setting the boundaries of the project
• Planning – identifying the tasks required to complete the project
• Estimating – identifying the resources required to complete the project
• Scheduling – developing the plan to complete the project
• Organizing – making sure members understand their roles and
responsibilities
• Directing – coordinating the project
• Controlling – monitoring progress
• Closing – assessing success and failure

9. Scope
Scope defines the boundary of the project. A project manager must scope
project expectations and constraints in order to plan activities, estimate
costs and manage expectation.
Planning
Planning identifies the tasks required to complete the project. This based
on the manager’s understanding of the project scope and the
methodology used to achieve the goal.
Estimating
Each task that is required to complete the project must be estimated. How
much time will be required? How many people will be needed? What skills
will be needed? What tasks must be completed before other tasks are
started? Can some of the task overlap? How much will it cost? These are all
estimating issues.

10. Scheduling
Given the project plan, the project manager is responsible for scheduling
all project activities. The project schedule should be developed with an
understanding of the required task, task duration and task pre-requisites.
Organizing
The project manager should make sure the members of the project team
understand their own individual roles and responsibilities as well as heir
reporting relationship to the project manager.
Directing
One the project has begun, the project manager must direct the team’s
activities. Every project manager must demonstrate people management
skills to coordinate, delegate, motivate advise, appraise and reward team
members.

11. Controlling
The manager’s most difficult and important function is controlling the
project. Few plans will be executed without problems and delays. The
project manager must monitor and report progress against goals.
Closing
Good project managers always assess successes and failures at the
conclusion of the project. They learn from their projects and plan for
continuous improvement of the system development process.

12. Project Management Tools
& Techniques
PERT chart – a graphical network model used to depict the
interdependencies between a project’s tasks.
Gantt chart – a bar chart used to depict project tasks against a
calendar.

13. Project Management Life Cycle
1. Negotiate scope
2. Identify tasks
3. Estimate Task Durations
4. Specify Intertask Dependencies
5. Assign Resources
6. Direct the Team Effort

14. Project Management Life Cycle..(cont)
7. Monitor and control progress
8. Assess project results and experiences

15. NEGOTIATE SCOPE
Scope defines the boundaries of the project– the parts of the business
that are to be studied, analyzed, designed, constructed, implemented
and ultimately improved the answers of five basic questions influence
the negotiation of project scope.
Product : What do you want?
Quality : How good do you want it to be?
Time : When do you want it?
Cost : How much you are willing to pay for it?
Resources : what resources are you willing or able to bring to
the table
IDENTIFY TASKS
The next activity is to identify project tasks. Tasks identify the work to
be done. We need to break down information system int oactivities and
tasks until each task represents an manageable amount of work that
can be planned, scheduled and assigned.

16. ESTIMATE TASK DURATION
The project manager must estimate duration for each task. Duration of
any task includes such as:
• The size of the team
• Number of users
• Availability of users
• Aptitude of users
• Complexity of the business systems
• Time committed for projects
SPECIFY INTERTASK DEPENDENCIES
The start or completion of individual tasks may depend on the start or
completion of other tasks. There are four types of intertask
dependencies.
• Finish-to-Start (FS)
• Start-to-Start (SS)
• Finish-to-Finish (FF)
• Start-to-Finish (SF)

17. ASSIGN RESOURCES
Resources includes the following categories
People : includes all the system owners, users, analysts, designers,
builders.
Services : includes services such as quality review
Facilities and Equipment : includes all rooms and technology that will
be needed to complete the project
MONITOR AND CONTROL PROGRESS
While executing the project, the project manager must control the
project, that is, monitor its progress against the scope, schedule and
budget. The manger must report progress and when necessary , adjust
scope, schedule and resources.

18. ASSESS PROJECT RESULTS AND EXPERIENCES
Project managers must learn from their mistakes. They should embrace
continuous process improvements. This final activity involves soliciting
feedback from project team members (including customers) concerning
their project experiences and suggestions aimed at improving the
project and process management of the organizations.
• Did the final product meet or exceed user expectations?
– Why or why not?
• Did the project come in on schedule?
– Why or why not?
• Did the project come in under budget?
– Why or why not?

19. Activity 4 – Specify Intertask
Dependencies
• Finish-to-start (FS)—The finish of one task triggers the start of
another task.
• Start-to-start (SS)—The start of one task triggers the start of
another task.
• Finish-to-finish (FF)—Two tasks must finish at the same time.
• Start-to-finish (SF)—The start of one task signifies the finish of
another task.

20. Scheduling Strategies
Forward scheduling – a project scheduling approach that establishes a
project start date and then schedules forward from that date.
Reverse scheduling – a project scheduling strategy that establishes a
project deadline and then schedules backward from that date.

21. Activity 5 – Assign Resources
• People – includes all system
owners, users, analysts, designers, builders, external agents, and
clerical help involved in the project in any way.
• Services – includes services such as a quality review that may be
charged on a per use basis.
• Facilities and equipment – includes all rooms and technology
that will be needed to complete the project.
• Supplies and materials – everything from
pencils, paper, notebooks to toner cartridges, and so on.
• Money – includes a translation of all of the above into budgeted
dollars!

22. Activity 7 – Monitor and
Control Progress
• Progress reporting
• Change management

23. Change Management
Change management – a formal strategy in which a process is established
to facilitate changes that occur during a project.

24. Project Manager Competencies
• Business awareness • Anticipation of impact
• Commitment to quality • Resourceful use of influence
• Initiative • Motivating others
• Information gathering • Communication skills
• Analytical thinking • Developing others
• Conceptual thinking • Monitoring and controlling
• Interpersonal awareness • Self-confidence
• Organizational awareness • Stress management
• Concern for credibility
• Flexibility

25. THANK YOU!