pdf

1. Chapter -01
1. Advantages of Using Formal Project Management:
Better control of financial, physical, and human resources
Improved customer relations
Shorter development times
Lower costs and improved productivity
Higher quality and increased reliability
Higher profit margins
Better internal coordination
Positive impact on meeting strategic goals
Higher worker morale
2.What Is a Project?
A project is “a temporary endeavor undertaken to create a unique product, service, or result”
(PMBOK® Guide, Sixth Edition, 2017)
Operations is work done to sustain the business
Projects end when their objectives have been reached or the project has been terminated
People focusing on operations and projects must work together for a smooth transition. Ex. DevOps in
a SW org.
3.Project Attributes
A project
has a unique purpose
is temporary
drives change and enable value creation
is developed using progressive elaboration
requires resources, often from various areas
should have a primary customer or sponsor
The project sponsor usually provides the direction and funding for the project
involves uncertainty
Project managers work with project sponsors, team, and other people involved in a project to achieve
project goals
4. Project Constraints
A project constraint in project management is anything that restricts a project’s scope. It threatens a
project’s speed and quality and can cause it to run over budget. While there are many possible
constraints, the most common is referred to as the triple constraint.
The Triple Constraint Model

2. Every project manager knows (and often fears) the classic project constraints in project management:
• Time: What’s the deadline for delivering the output?
• Scope: What exactly is the expected outcome?
• Cost: How much money is available to achieve this outcome?
If you change one side of this triangle, it will impact the other two. If you’re able to cover the triple
constraint, you’re more likely to deliver a successful project.
How to cover the triple constraint is tricky, but the right project management software can
help. ProjectManager is a work and project management tool that captures real-time data for more
insightful decisions. Project managers can use our reporting tools to dive deep into the data and filter
reports on status, portfolio, tasks, costs and more to understand what’s on track and what isn’t. These
reports are easy to share with stakeholders to provide a quick update. Get started with ProjectManager
today for free.
5.What ia Project Mnagement?
project management involves the planning and organization of a company's resources to move a
specific task, event, or duty towards completion. It can involve a one-time project or an ongoing
activity, and resources managed include personnel, finances, technology, and intellectual property.
6. Project Stakeholders
• Stakeholders are the people involved in or affected by project activities
• Stakeholders include
• the project sponsor
• banks and other financial institutions
• the project manager
• the project team
• support staff
• suppliers
• opponents to the project
7.project management knowledge areas
• Knowledge areas describe the key competencies that project managers must develop
• Project managers must have knowledge and skills in all 10 knowledge areas (scope, schedule, cost,
quality, resource, communications, risk, procurement, stakeholder, and project integration
management)
• This text includes an entire chapter on each knowledge area
8.project managements techniques and tools
Project management tools and techniques assist project managers and their teams in
various aspects of project management
• Some specific ones include

3. • Project charter, scope statement, and WBS (scope)
• Gantt charts, network diagrams, critical path analysis, critical chain scheduling
(time)
• Cost estimates and earned value management (cost)
9.project success-
There are several ways to define project success:
• The project met scope, time, and cost goals
• The project satisfied the customer/sponsor
• The results of the project met its main objective, such as making or saving a
certain amount of money, providing a good return on investment, or simply
making the sponsors happy
10.Top three reasons why federal technology projects succeed
• Adequate funding
• Staff expertise
• Engagement from all stakeholders
11.program and project portfolio management
About one-quarter of the world’s gross domestic product is spent on projects
Two important concepts that help projects meet enterprise goals:
• Use of programs
• Project portfolio management
12.programs
A program is “a group of related projects managed in a coordinated manner to obtain benefits
and control not available from managing them individually”
• Examples of common programs in the IT field include infrastructure, applications
development, and user support
• A program manager provides leadership and direction for the project managers
heading the projects within the program
13.project portfolio managements
As part of project portfolio management, organizations group and manage projects and
programs as a portfolio of investments that contribute to the entire enterprise’s success

4. • Portfolio managers help their organizations make wise investment decisions by helping
to select and analyze projects from a strategic perspective
14.organizational project management
Organizational project management
• Framework in which portfolio, program, and project management are integrated
with organizational enablers in order to achieve strategic objectives
chapter – 2
1. A system view of project managements
• Projects must operate in a broad organizational environment
• Project managers need to use systems thinking:
• Taking a holistic view of carrying out projects within the context of the
organization
2.what is system approach
A systems approach emerged in the 1950s to describe a holistic and analytical approach to
management and problem solving.
• Three parts include:
• Systems philosophy: an overall model for thinking about things as systems
• Systems analysis: problem-solving approach
• Systems management: address business, technological, and organizational
issues before making changes to systems
6. the three sphere model of system managements
Many business and IT students understand the concepts of systems and performing a
systems analysis

5. . At the same time, they often overlook systems management.
Addressing the three spheres of systems management (business, organization, and
technology) can have a huge impact on selecting and managing projects successfully.
7.organizational culture
Organizational culture is a set of shared assumptions, values, and behaviors that characterize
the functioning of an organization
• Many experts believe the underlying causes of many companies’ problems are not the
structure or staff, but the culture
8.Ten charactaristics of organisational culture
Ten characteristics of organizational culture:
• Member identity*
• Group emphasis*
• People focus
• Unit integration*
• Control
• Risk tolerance*
• Reward criteria*
• Conflict tolerance*
• Means-ends orientation
• Open-systems focus*
• *Project work is most successful in an organizational culture where these items are
strong/high and other items are balanced.
9.The importance of top management commitment
People in top management positions are key stakeholders in projects
• A very important factor in helping project managers successfully lead projects is the
level of commitment and support they receive from top management
• Without top management commitment, many projects will fail.

6. • Some projects have a senior manager called a champion who acts as a key proponent
for a project.
10.How top management can help project managers
Providing adequate resources
• Approving unique project needs in a timely manner
• Getting cooperation from other parts of the organization
• Mentoring and coaching on leadership issues