The document discusses and compares different project management methodologies used for e-governance projects in India. It summarizes the PMBOK, PRINCE2, and SCRUM methodologies. It also presents the results of a survey of 52 Indian project managers that indicated a preference for adaptive, time-efficient, and easy to learn methodologies with limited delegation of authority to project managers. Overall, the document analyzes and evaluates different project management methodologies for their suitability for e-governance projects in India.
The document discusses challenges in implementing project management practices in government organizations and innovative solutions adopted. It describes establishing a Project Management Office to introduce standardized processes, estimate projects more accurately using techniques like function point analysis, measure organizational performance through metrics and models, and implement tools like RFID for effort tracking, a project tracker, and balanced scorecards. The goal is to overcome challenges like rough estimates, scope creep, and improve project delivery in terms of cost, schedule and quality.
This document discusses key challenges that organizations face when adapting agile methodologies. It outlines 7 main challenges: having no clear plan for agile adaptation; believing training is enough without coaching; lack of committed agile coaches; expecting revolutionary changes immediately; viewing openness as a threat; lack of self-discipline and teamwork; and communication gaps within the organization. The document provides an overview of agile methodology and principles and recommends a phased change management approach when transitioning to agile in order to address challenges and have a successful transformation.
This document discusses Project Management as a Service (PMAAS), an innovative approach to managing project management phases and processes through a cloud of project management consultants working on an agile platform. Under PMAAS, individual project management phases and processes are managed independently by cloud-based consultants. Each phase acts as an agile sprint, with information from one phase feeding into the next. This gives project managers visibility while keeping project intricacies abstracted. The concept originated from challenges organizations face developing in-house project management capabilities. PMAAS provides a cost-effective cloud-based solution for managing projects.
The document discusses the importance of tapping into informal project management techniques. It notes that many historical projects in India were completed successfully before the advent of formal project management practices, such as the Taj Mahal which was built over 22 years without any deviations. The document proposes identifying exemplary informal projects, categorizing them, analyzing management approaches used, and developing online databases to document informal techniques. It suggests incorporating learnings into formal project management education to bridge skills gaps. A methodology is outlined, and challenges of institutionalizing informal project management practices are discussed.
This document discusses mantras for innovative project management and creating a happy workforce for software/IT project managers. It analyzes common aspirations of young Indian IT professionals, such as work-life balance, new learning opportunities, and challenging roles. The document proposes that project managers can increase worker happiness and productivity by helping fulfill these aspirations. It presents frameworks for understanding individual aspirations, including an aspiration pyramid with work-life balance at the bottom and career growth aspirations like new learning and challenging roles at the top. The document also provides examples of project-level enablers a manager could implement to help team members achieve their aspirations.
The document discusses the concept of trust in project management. It defines trust and explores how trust is both simple yet complex. The challenges of generating, developing, and maintaining trust are examined. Five case studies from a project manager's experiences are presented and analyzed to illustrate how trust was used as a tool in different scenarios, including with senior management, vendors, and project team members. The analysis finds that trust is a common and potent factor in project success.
This document proposes a mathematical model for monitoring linear infrastructure projects. It begins with an overview of linear projects and the need for an effective monitoring system. It then describes how to decompose large projects into work breakdown structures and analyze stakeholders. The main part of the document presents a 6-step mathematical model that assigns weightages to work breakdown structure elements, calculates physical and financial progress at the element level, and rolls it up to determine overall project status. The model is presented as a sustainable and generic approach for monitoring complex linear projects.
Designing Agile Feedbacks for Agile LearningTathagat Varma
My experience report at Agile India 2014 based on my work on designing agile feedbacks for an in-house agile training series. The key idea is that feedback must be designed to ensure maximum learning can be made in the shortest time, and the feedback must be actionable
The document discusses challenges in implementing project management practices in government organizations and innovative solutions adopted. It describes establishing a Project Management Office to introduce standardized processes, estimate projects more accurately using techniques like function point analysis, measure organizational performance through metrics and models, and implement tools like RFID for effort tracking, a project tracker, and balanced scorecards. The goal is to overcome challenges like rough estimates, scope creep, and improve project delivery in terms of cost, schedule and quality.
This document discusses key challenges that organizations face when adapting agile methodologies. It outlines 7 main challenges: having no clear plan for agile adaptation; believing training is enough without coaching; lack of committed agile coaches; expecting revolutionary changes immediately; viewing openness as a threat; lack of self-discipline and teamwork; and communication gaps within the organization. The document provides an overview of agile methodology and principles and recommends a phased change management approach when transitioning to agile in order to address challenges and have a successful transformation.
This document discusses Project Management as a Service (PMAAS), an innovative approach to managing project management phases and processes through a cloud of project management consultants working on an agile platform. Under PMAAS, individual project management phases and processes are managed independently by cloud-based consultants. Each phase acts as an agile sprint, with information from one phase feeding into the next. This gives project managers visibility while keeping project intricacies abstracted. The concept originated from challenges organizations face developing in-house project management capabilities. PMAAS provides a cost-effective cloud-based solution for managing projects.
The document discusses the importance of tapping into informal project management techniques. It notes that many historical projects in India were completed successfully before the advent of formal project management practices, such as the Taj Mahal which was built over 22 years without any deviations. The document proposes identifying exemplary informal projects, categorizing them, analyzing management approaches used, and developing online databases to document informal techniques. It suggests incorporating learnings into formal project management education to bridge skills gaps. A methodology is outlined, and challenges of institutionalizing informal project management practices are discussed.
This document discusses mantras for innovative project management and creating a happy workforce for software/IT project managers. It analyzes common aspirations of young Indian IT professionals, such as work-life balance, new learning opportunities, and challenging roles. The document proposes that project managers can increase worker happiness and productivity by helping fulfill these aspirations. It presents frameworks for understanding individual aspirations, including an aspiration pyramid with work-life balance at the bottom and career growth aspirations like new learning and challenging roles at the top. The document also provides examples of project-level enablers a manager could implement to help team members achieve their aspirations.
The document discusses the concept of trust in project management. It defines trust and explores how trust is both simple yet complex. The challenges of generating, developing, and maintaining trust are examined. Five case studies from a project manager's experiences are presented and analyzed to illustrate how trust was used as a tool in different scenarios, including with senior management, vendors, and project team members. The analysis finds that trust is a common and potent factor in project success.
This document proposes a mathematical model for monitoring linear infrastructure projects. It begins with an overview of linear projects and the need for an effective monitoring system. It then describes how to decompose large projects into work breakdown structures and analyze stakeholders. The main part of the document presents a 6-step mathematical model that assigns weightages to work breakdown structure elements, calculates physical and financial progress at the element level, and rolls it up to determine overall project status. The model is presented as a sustainable and generic approach for monitoring complex linear projects.
Designing Agile Feedbacks for Agile LearningTathagat Varma
My experience report at Agile India 2014 based on my work on designing agile feedbacks for an in-house agile training series. The key idea is that feedback must be designed to ensure maximum learning can be made in the shortest time, and the feedback must be actionable
This document summarizes recommendations from FICCI and PMI on leveraging project management for India's "Make in India" initiative. It identifies three key issues: improving stakeholder engagement and risk management, establishing nodal agencies to monitor projects, and enhancing training and tools for project management capabilities. Specific recommendations include developing frameworks for stakeholder analysis and engagement, empowering agencies to support projects facing issues, and assessing unique training needs for each project's teams, owners, and processes. The recommendations aim to strengthen project management practices and build capabilities to better realize large initiatives like Make in India.
This document discusses approaches to implementing agile project management processes for distributed teams across multiple locations. It describes two case studies where distributed agile was successfully used. In the first case study, agile allowed for more frequent releases, reduced defects, and leveraged global talent. Best practices like daily stand-ups, estimation games, and tools like JIRA were used. The second case study involved a larger team across more locations developing mobile apps. Specialized teams and automated processes in tools allowed complex work to be completed successfully using distributed agile. Both cases saw benefits like improved velocity, faster turnaround, and time to market.
The document discusses how project managers can leverage recent advances in psychology to better manage human aspects of projects. It provides a framework for applying concepts from evidence-based psychology, positive psychology, and organizational psychology across the project lifecycle. The framework identifies common project management challenges and shows how psychological solutions like focusing on process over results, breaking work into small tasks, and praising effort over talent can address issues around negotiation, team motivation, and performance. The document advocates using a scientific, evidence-based approach to incorporate psychology into project management.
The document discusses a new project management trend called Globally Distributed Delivery Model (GDDM). GDDM involves managing projects with teams located across multiple locations, time zones, cultures and service providers. The key challenges of GDDM include effective communication, collaboration and cultural differences across distributed teams. Some strategies to overcome these challenges are establishing clear communication frequencies and methods, developing trust among team members, and understanding cultural differences. The document provides best practices for project managers to successfully execute GDDM projects.
This document discusses the qualities of an entrepreneurial project manager. It argues that entrepreneurial project managers see beyond the typical constraints of time, cost and scope, and understand how projects fit within an organization's strategic goals and culture. They are able to motivate teams by communicating the bigger picture and building strong relationships. Entrepreneurial managers also anticipate challenges and adapt to changing priorities. While they face barriers like lack of growth opportunities, organizations benefit from supporting entrepreneurial managers through training, mentoring and providing challenging assignments to help them grow with the company.
The document discusses a framework for assessing and planning complementary soft skills for project teams. It identifies three dimensions to consider: project environment, project type, and project role. Different environmental factors, project types, and roles require different soft skill priorities. The framework provides guidance on determining critical soft skills based on these dimensions. An example case study shows how a project manager used the framework to identify soft skill gaps contributing to project issues. Addressing these gaps through an action plan helped improve team morale and client satisfaction.
A critical success factors for software project manager in GVTs within covid-...journalBEEI
The document discusses critical success factors for software project managers during the COVID-19 pandemic. It begins by providing context on the increased reliance on global virtual teams due to the pandemic. Through a systematic literature review and survey, the study identifies 12 critical success factors for software project managers. These include leadership skills, communication skills, decision making skills, analytical thinking skills, technical skills, being optimistic, education background, building trust, teamwork skills, personality, focusing on client needs, and understanding different cultures. The survey respondents ranked leadership skills as the most important critical success factor.
This document discusses a framework called CESR for evaluating the success of organizational change programs. CESR focuses on the "hard side" of change - objective metrics that can be used to measure performance. The key factors of CESR are Commitment, Effort, Schedule, and Review of Results. Commitment refers to support from senior and middle management in terms of budget, time, and communication. Effort looks at work done by those implementing and impacted by the change. Schedule tracks adherence to timelines. Review of Results examines whether objectives were achieved. The document argues that integrating evaluation of these hard factors with softer aspects can help determine if a change program was truly successful.
The document discusses using social networks in project management. It describes how social networks can provide benefits like increased business value, better stakeholder engagement, and improved collaboration for virtual teams. The document outlines how social networks can be applied to various project management areas such as scope definition, communications, collaboration, and risk management. It also provides examples of how tools like Twitter can facilitate project communications and information sharing through features like tweets, hashtags, and lists. Finally, the document discusses considerations for implementing social networks in projects, including training teams and defining rules for privacy and content management.
This document discusses a new approach to managing projects in a multi-project environment implemented at a top pharmaceutical company in India. Traditionally, the company took on more projects than it had capacity for and resources were overloaded working on multiple projects simultaneously. This led to shifting priorities, missed preparations, and inconsistent results. The document introduces Theory of Constraints (TOC) principles to identify the core problems and implement solutions. It analyzes how embedded safety in task estimates is not fully utilized due to human tendencies to delay work and only address issues at the last minute. An implementation of TOC and CCPM concepts significantly improved throughput, reduced cycle times, and increased delivery reliability.
This document discusses modern project management trends, including:
1. Projects are increasingly global with dispersed teams across different time zones and cultures, challenging project managers. New communication tools help facilitate collaboration.
2. Projects are becoming smaller in size due to cloud computing and shadow IT. This increases the total number of projects to manage while integrating diverse technologies.
3. Cloud-based project management tools provide a centralized place for tracking progress, enabling collaboration between dispersed teams. This facilitates management of distributed global projects.
4. Outsourcing project management services is increasing but brings challenges around responsibilities and commercial negotiations that sometimes require the client to intervene.
This document provides an overview of developing a stakeholder management system for large infrastructure projects. It discusses identifying stakeholders, analyzing them to determine their power/interests, and assessing their current engagement levels. The document then outlines developing stakeholder management plans with engagement strategies. These strategies aim to keep supporters engaged, neutralize sceptics, decrease negative impacts, and raise interest of disinterested stakeholders over the project life. The overall goal is an effective system to ensure stakeholder support and participation for project success.
This document summarizes a research paper that examines the role and impact of project management in ERP project implementation lifecycles. It first discusses how ERP systems have become widely implemented business software. It then reviews various project management methodologies and explores the role of the project manager, project team, and project management in ERP implementations. The document analyzes the impact of project management in ERP implementation pre-implementation, during implementation, post-implementation, and discusses organizational culture and risk management considerations. It concludes that applying project management lifecycle theory and methods can help ensure ERP implementation success.
The document discusses using an agile approach called Hybrid ASAP methodology for SAP implementations to overcome the limitations of the traditional waterfall approach. Hybrid ASAP combines aspects of ASAP methodology and agile methods like Scrum. It involves dividing the project team into smaller groups to work in parallel sprints. An initial product backlog is created using SAP accelerators and baseline builds. Then a lean business blueprint is made along with a release plan. Multiple sprints are conducted with dynamic updates to the product backlog at each sprint completion to deliver incremental working software. This allows for faster deployment, reduced risks and improved customer satisfaction over the traditional waterfall approach.
This document discusses applying innovative models and theories to project management. It describes four main innovative concepts: TRIZ, morphological analysis, system concept-knowledge theory, and the method of focal objects. TRIZ involves analyzing patents to identify common inventive principles to solve problems and eliminate conflicts. Morphological analysis works backwards from outcomes to components rather than vice versa. The document argues that using these innovative models in project modeling software could provide more solution options to meet client objectives compared to current practices.
The document describes the five project management process groups - initiating, planning, executing, monitoring and controlling, and closing. It provides details on each process group, including typical activities, inputs, outputs, and how they relate to the nine knowledge areas. It also discusses how organizations develop their own IT project management methodologies. Finally, it presents a case study of a company applying the process groups to an IT project and illustrates key documents used.
This document discusses tools and techniques for managing projects that encounter problems and become "red" or off-track. It provides two case studies of implementing Oracle ERP projects and discusses lessons learned. The objectives are to familiarize audiences with readily available tools to get projects back on schedule, such as enhanced communication, examining the "triple constraints," breaking projects into smaller phases, and reanalyzing and mitigating risks. Keywords include risk identification/mitigation and early warning signs of project issues.
Strategic alignment of horizontal and vertical pmo goals finalTathagat Varma
This document discusses strategies for aligning the goals of horizontal strategic programs and vertical programs in an organization. Vertical programs are focused on product delivery and execute tangible elements of strategy. Horizontal programs address softer, intangible elements like culture change and organizational excellence that span the entire organization. The author proposes that goals be negotiated for both types of programs and tracked together to ensure strategic alignment. A case study of strategic horizontal programs at Yahoo! R&D India is also mentioned.
Explain what a project is, provide examples of IT projects, list various attributes of projects, and describe the triple constraint of project management
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
This document discusses the importance of project management knowledge and education, especially when implementing development projects created by the government. It notes that while India has seen significant growth in infrastructure projects in recent decades, many projects still face delays and cost overruns due to a lack of proper project management practices. The study aims to understand how project management education can help improve implementation of government development projects in terms of communication, execution, and completing projects on time and on budget. It discusses the benefits of project management training, facilitation, and mentoring for government employees working on projects. While some project management topics are taught in Indian universities, the curriculum does not provide comprehensive coverage of modern project management frameworks. This could hinder collaboration with international organizations that use
Projects are activities taken up by organizations large and small, public and private, government
and non-government to execute their near and future term goals. Project is defined as a set of tasks taken up to
achieve a predefined end result within a predefined time, scope and budget. Our country has witnessed
tremendous growth in infrastructure
This document summarizes recommendations from FICCI and PMI on leveraging project management for India's "Make in India" initiative. It identifies three key issues: improving stakeholder engagement and risk management, establishing nodal agencies to monitor projects, and enhancing training and tools for project management capabilities. Specific recommendations include developing frameworks for stakeholder analysis and engagement, empowering agencies to support projects facing issues, and assessing unique training needs for each project's teams, owners, and processes. The recommendations aim to strengthen project management practices and build capabilities to better realize large initiatives like Make in India.
This document discusses approaches to implementing agile project management processes for distributed teams across multiple locations. It describes two case studies where distributed agile was successfully used. In the first case study, agile allowed for more frequent releases, reduced defects, and leveraged global talent. Best practices like daily stand-ups, estimation games, and tools like JIRA were used. The second case study involved a larger team across more locations developing mobile apps. Specialized teams and automated processes in tools allowed complex work to be completed successfully using distributed agile. Both cases saw benefits like improved velocity, faster turnaround, and time to market.
The document discusses how project managers can leverage recent advances in psychology to better manage human aspects of projects. It provides a framework for applying concepts from evidence-based psychology, positive psychology, and organizational psychology across the project lifecycle. The framework identifies common project management challenges and shows how psychological solutions like focusing on process over results, breaking work into small tasks, and praising effort over talent can address issues around negotiation, team motivation, and performance. The document advocates using a scientific, evidence-based approach to incorporate psychology into project management.
The document discusses a new project management trend called Globally Distributed Delivery Model (GDDM). GDDM involves managing projects with teams located across multiple locations, time zones, cultures and service providers. The key challenges of GDDM include effective communication, collaboration and cultural differences across distributed teams. Some strategies to overcome these challenges are establishing clear communication frequencies and methods, developing trust among team members, and understanding cultural differences. The document provides best practices for project managers to successfully execute GDDM projects.
This document discusses the qualities of an entrepreneurial project manager. It argues that entrepreneurial project managers see beyond the typical constraints of time, cost and scope, and understand how projects fit within an organization's strategic goals and culture. They are able to motivate teams by communicating the bigger picture and building strong relationships. Entrepreneurial managers also anticipate challenges and adapt to changing priorities. While they face barriers like lack of growth opportunities, organizations benefit from supporting entrepreneurial managers through training, mentoring and providing challenging assignments to help them grow with the company.
The document discusses a framework for assessing and planning complementary soft skills for project teams. It identifies three dimensions to consider: project environment, project type, and project role. Different environmental factors, project types, and roles require different soft skill priorities. The framework provides guidance on determining critical soft skills based on these dimensions. An example case study shows how a project manager used the framework to identify soft skill gaps contributing to project issues. Addressing these gaps through an action plan helped improve team morale and client satisfaction.
A critical success factors for software project manager in GVTs within covid-...journalBEEI
The document discusses critical success factors for software project managers during the COVID-19 pandemic. It begins by providing context on the increased reliance on global virtual teams due to the pandemic. Through a systematic literature review and survey, the study identifies 12 critical success factors for software project managers. These include leadership skills, communication skills, decision making skills, analytical thinking skills, technical skills, being optimistic, education background, building trust, teamwork skills, personality, focusing on client needs, and understanding different cultures. The survey respondents ranked leadership skills as the most important critical success factor.
This document discusses a framework called CESR for evaluating the success of organizational change programs. CESR focuses on the "hard side" of change - objective metrics that can be used to measure performance. The key factors of CESR are Commitment, Effort, Schedule, and Review of Results. Commitment refers to support from senior and middle management in terms of budget, time, and communication. Effort looks at work done by those implementing and impacted by the change. Schedule tracks adherence to timelines. Review of Results examines whether objectives were achieved. The document argues that integrating evaluation of these hard factors with softer aspects can help determine if a change program was truly successful.
The document discusses using social networks in project management. It describes how social networks can provide benefits like increased business value, better stakeholder engagement, and improved collaboration for virtual teams. The document outlines how social networks can be applied to various project management areas such as scope definition, communications, collaboration, and risk management. It also provides examples of how tools like Twitter can facilitate project communications and information sharing through features like tweets, hashtags, and lists. Finally, the document discusses considerations for implementing social networks in projects, including training teams and defining rules for privacy and content management.
This document discusses a new approach to managing projects in a multi-project environment implemented at a top pharmaceutical company in India. Traditionally, the company took on more projects than it had capacity for and resources were overloaded working on multiple projects simultaneously. This led to shifting priorities, missed preparations, and inconsistent results. The document introduces Theory of Constraints (TOC) principles to identify the core problems and implement solutions. It analyzes how embedded safety in task estimates is not fully utilized due to human tendencies to delay work and only address issues at the last minute. An implementation of TOC and CCPM concepts significantly improved throughput, reduced cycle times, and increased delivery reliability.
This document discusses modern project management trends, including:
1. Projects are increasingly global with dispersed teams across different time zones and cultures, challenging project managers. New communication tools help facilitate collaboration.
2. Projects are becoming smaller in size due to cloud computing and shadow IT. This increases the total number of projects to manage while integrating diverse technologies.
3. Cloud-based project management tools provide a centralized place for tracking progress, enabling collaboration between dispersed teams. This facilitates management of distributed global projects.
4. Outsourcing project management services is increasing but brings challenges around responsibilities and commercial negotiations that sometimes require the client to intervene.
This document provides an overview of developing a stakeholder management system for large infrastructure projects. It discusses identifying stakeholders, analyzing them to determine their power/interests, and assessing their current engagement levels. The document then outlines developing stakeholder management plans with engagement strategies. These strategies aim to keep supporters engaged, neutralize sceptics, decrease negative impacts, and raise interest of disinterested stakeholders over the project life. The overall goal is an effective system to ensure stakeholder support and participation for project success.
This document summarizes a research paper that examines the role and impact of project management in ERP project implementation lifecycles. It first discusses how ERP systems have become widely implemented business software. It then reviews various project management methodologies and explores the role of the project manager, project team, and project management in ERP implementations. The document analyzes the impact of project management in ERP implementation pre-implementation, during implementation, post-implementation, and discusses organizational culture and risk management considerations. It concludes that applying project management lifecycle theory and methods can help ensure ERP implementation success.
The document discusses using an agile approach called Hybrid ASAP methodology for SAP implementations to overcome the limitations of the traditional waterfall approach. Hybrid ASAP combines aspects of ASAP methodology and agile methods like Scrum. It involves dividing the project team into smaller groups to work in parallel sprints. An initial product backlog is created using SAP accelerators and baseline builds. Then a lean business blueprint is made along with a release plan. Multiple sprints are conducted with dynamic updates to the product backlog at each sprint completion to deliver incremental working software. This allows for faster deployment, reduced risks and improved customer satisfaction over the traditional waterfall approach.
This document discusses applying innovative models and theories to project management. It describes four main innovative concepts: TRIZ, morphological analysis, system concept-knowledge theory, and the method of focal objects. TRIZ involves analyzing patents to identify common inventive principles to solve problems and eliminate conflicts. Morphological analysis works backwards from outcomes to components rather than vice versa. The document argues that using these innovative models in project modeling software could provide more solution options to meet client objectives compared to current practices.
The document describes the five project management process groups - initiating, planning, executing, monitoring and controlling, and closing. It provides details on each process group, including typical activities, inputs, outputs, and how they relate to the nine knowledge areas. It also discusses how organizations develop their own IT project management methodologies. Finally, it presents a case study of a company applying the process groups to an IT project and illustrates key documents used.
This document discusses tools and techniques for managing projects that encounter problems and become "red" or off-track. It provides two case studies of implementing Oracle ERP projects and discusses lessons learned. The objectives are to familiarize audiences with readily available tools to get projects back on schedule, such as enhanced communication, examining the "triple constraints," breaking projects into smaller phases, and reanalyzing and mitigating risks. Keywords include risk identification/mitigation and early warning signs of project issues.
Strategic alignment of horizontal and vertical pmo goals finalTathagat Varma
This document discusses strategies for aligning the goals of horizontal strategic programs and vertical programs in an organization. Vertical programs are focused on product delivery and execute tangible elements of strategy. Horizontal programs address softer, intangible elements like culture change and organizational excellence that span the entire organization. The author proposes that goals be negotiated for both types of programs and tracked together to ensure strategic alignment. A case study of strategic horizontal programs at Yahoo! R&D India is also mentioned.
Explain what a project is, provide examples of IT projects, list various attributes of projects, and describe the triple constraint of project management
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
This document discusses the importance of project management knowledge and education, especially when implementing development projects created by the government. It notes that while India has seen significant growth in infrastructure projects in recent decades, many projects still face delays and cost overruns due to a lack of proper project management practices. The study aims to understand how project management education can help improve implementation of government development projects in terms of communication, execution, and completing projects on time and on budget. It discusses the benefits of project management training, facilitation, and mentoring for government employees working on projects. While some project management topics are taught in Indian universities, the curriculum does not provide comprehensive coverage of modern project management frameworks. This could hinder collaboration with international organizations that use
Projects are activities taken up by organizations large and small, public and private, government
and non-government to execute their near and future term goals. Project is defined as a set of tasks taken up to
achieve a predefined end result within a predefined time, scope and budget. Our country has witnessed
tremendous growth in infrastructure
Indian CST is a public charitable Trust with a mission to work towards realization of a national vision set out in Article 51A (j) of the Indian Constitution regarding the
Fundamental Duty of Indian Citizens i.e.
“to strive towards excellence in all spheres of
individual and collective activity
so that the nation constantly rises to
higher levels of endeavor and achievement.”
IRJET- Portfolio Management of Multiple Building Projects using EPPMIRJET Journal
This document discusses portfolio management of multiple building construction projects using Primavera EPPM P6v16.1 software. It analyzes 4 commercial building projects, calculating quantities and scheduling activities. The projects were planned, scheduled and baseline budgets created in Primavera P6. A portfolio of the projects was then prepared to evaluate cash flow, optimize resource use, reduce warehousing and administrative costs. Prior research on using Primavera P6 for project planning, scheduling and monitoring is also reviewed. The objective is to develop the project portfolio and analyze cash flow using the Primavera software.
The document discusses project management, defining a project as a temporary endeavor to create a unique product or service. It explains that project management involves planning, organizing, staffing, directing, monitoring, controlling, and innovating to meet goals related to scope, time, and cost. The document also outlines various tools, techniques, and knowledge areas involved in project management.
This document discusses tools and techniques for managing projects that have encountered difficulties and are at risk of failing. It provides two case studies as examples. The first case study describes a project that was 25% complete that was using a "big bang" approach across several countries. Early warning signs identified communication, team, and scope issues. The project was turned around by improving communication, quantifying scope changes, and better business/project alignment. The second case study describes a project 70% through time that faced significant technology challenges. Issues involved new technology, expanded scope, dispersed teams, and unaddressed risks. The project was salvaged by addressing these issues.
A Comparative Analysis Of Various Methodologies Of Agile Project Management V...Brittany Allen
This document provides a comparative analysis of project management methodologies, specifically comparing the Project Management Body of Knowledge (PMBOK) and various agile project management approaches. It first describes the key processes and knowledge areas of PMBOK. It then outlines some popular agile methodologies like Scrum, Extreme Programming (XP), and Feature Driven Development (FDD). The document aims to identify similarities and differences between the traditional PMBOK framework and more flexible agile approaches.
The document discusses 7 keys to sustaining project excellence: 1) Establishing project management processes; 2) Defining an organizational structure with roles and responsibilities; 3) Selecting project management tools to support processes; 4) Ensuring capable people are in key roles; 5) Establishing involvement and communication guidelines; 6) Implementing project performance management; and 7) Leadership commitment to a high-performing project organization. The article provides examples of how organizations have implemented these keys to improve project success rates and better achieve business results. Sustaining excellence requires a long-term, comprehensive approach rather than a single quick fix.
Ict project management in theory and practiceKennedy Kiprono
This briefing note discusses key concepts for managing information and communication technology (ICT) projects for development. It identifies three vital elements of ICT projects: people, process, and technology. Defining, balancing, and integrating these elements can optimize project performance. The note also outlines important project management disciplines like scope, time, cost, and quality management. It emphasizes that defining requirements, balancing resources, and integrating tasks are critical for success. Finally, it stresses the importance of local ownership, capacity building, and multi-stakeholder partnerships to ensure post-project sustainability.
The pipeline project was designed to connect GAIL’s natural gas terminal in Vijaipur in Madhya Pradesh in central India to a terminal in Dadri in Uttar Pradesh in north India. It would then extend to a power plant in Bawana that supplies power to Delhi. The project was part of GAIL’’s infrastructure enhancement program aimed at integrating the country’s gas grid. www.pmi.org.in
The document summarizes a study on planning and scheduling a building project in India using Microsoft Project software compared to traditional methods. The study:
1) Analyzed scheduling techniques using network models like critical path method to visualize project activities and dependencies.
2) Found that using Microsoft Project to reschedule activities by reducing parallel tasks duration resulted in shorter total project duration compared to traditional methods.
3) Noted Microsoft Project allowed defining worker calendars and fixed work times to ease workload while respecting holidays, improving labor conditions.
4) Determined proper resource allocation in Microsoft Project reduced overall project costs compared to traditional scheduling approaches.
Spyros Ktenas
Project Management for Software Development Projects
KTH Royal Institute of Technology
This is the part of the slides relevant to
GE.SI.PMF – Generic Simple Project Management Framework
Doesn’t include PM tools, risk, communication, stakeholders,
PRINCE2, PMBok etc.
International Journal of Engineering Research and Development (IJERD)IJERD Editor
This document discusses applying agile software development methodology in a dynamic business environment. It begins by defining the traditional software development life cycle and some common development methodologies. It then discusses the principles of agile development, focusing on the Agile Manifesto and Scrum methodology. Some key benefits of agile development discussed include continuous customer feedback, developing products faster through iterative releases, managing change through prioritized backlogs, and continuous risk management through short iterations. Overall, the document argues that agile methods allow for more flexibility and rapid response to changes that are needed in dynamic business environments.
Using Machine Learning embedded in Organizational Responsibility Model, added to the ten characteristics of the CIO Master and the twelve competencies of the workforce can help lead the Digital Transformation of the traditional public organizations to the Exponential.
Indian CST's GPMS Products Portfolio 2015Raja Seevan
This document provides an overview of products and services offered by Indian CST, including their Global Project Management System (GPMS). GPMS is a cloud-based project management tool that aims to increase efficiency, transparency, and accountability in government projects. It uses best practices and crowd-sourcing to analyze information and transform it into actionable intelligence. Key features include metrics tracking to monitor goals over time, gap analysis between current and desired states, and strategies to address challenges commonly seen in construction projects. The system aims to improve documentation, reduce risks, support decision making, and ensure quality.
This document discusses project planning, execution, and closure for an ERP implementation project. It explains that decision making can impact a project's budget, schedule, and resources. The memorandum also discusses factors to consider when accepting or rejecting vendor proposals, such as background, finances, relationships, and technology. Parties involved in decision making and factors that need agreement are also addressed.
IRJET- Planning and Scheduling for a Multi-Storied Building using MS-ProjectIRJET Journal
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Deciding project management methodology for e governance projects in india
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Deciding Project Management Methodology
for E-Governance Projects in India
Ashish Karan, PhD student :2017RHS9002, Dept. Of Humanities and Social Sciences,
Malviya National Institute of Technology, Jaipur, India
ABSTRACT
The UN E-Government Survey 2018 has ranked India under top 100 at 98th position, a jump of
22 places from the last survey in 2016. The index reflects the magnitude of E-Governance
initiatives rolled out by the country. E-Governance is the use of Information and Communication
Technology to improve the relationship between the government and its citizens. The country has
taken a number of initiatives to computerize various processes that were previously done
manually. Each conversion process is accomplished in a form of a Project which requires
planning and execution in the most professional manner to avoid failures and wastage of
national resources. The success of the project depends on government officials, the suppliers and
the users. An important aspect of the project management is the use of best practices available in
the market. PMP, Prince2 and SCRUM (also called project methodologies) are some of the best
practices available in the market. The paper brings out the preferred attributes sought by project
managers in a project management methodology in India through an online survey taken by 52
project managers.
KEYWORDS: PMP, PROJECT MANAGEMENT, E-GOVERNANCE, PRINCE2, AGILE,
SCRUM, PM METHODS, PMBOK, AGELOS, PMI
INTRODUCTION
1. E-Governance is the usage of internet technology as a means for exchanging information,
delivering services and transacting with citizens, business organisations, and other segments of
government. E-Governance provides a full proof strategy to effective overall governance. It
definitely improves accountability, transparency and efficiency of government processes, but in
addition to it, it also facilitates sustainable and inclusive growth. E-Governance also provides a
mechanism of direct delivery of citizen centric services to all segments of the society including
those in the remotest corners, without having to deal with intermediaries. The computerization
process is rolled out in the form of project which requires application off skills and knowledge to
make it a success. Ineffective project management has led to failure of E-Governance projects
across the world. This has led various governments and IT organizations to implement proven
frameworks of project management.
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BACKGROUND
2. Governance. The art of managing the functioning of an organization by the people who
are authorized to do so is called governance.
3. E-Government. It is the use of ICT by the government to offer its citizens and
businesses organizations the opportunity to interact and conduct operations with government by
making use of different communication media such as telephones, fax, smart cards, e-mail /
Internet etc. It is also about how government administers, rules, regulates and frameworks to
carry out service delivery and the coordination, communication and integration of processes
takes place within itself.
4. E-Governance. E-Governance is the use of IT infrastructure comprising of
IT hardware, software and Internet to computerize the mundane manual processes.
“Sambandhta”, which led to computerization of affiliation process of schools by Central Board
of Secondary Education, MHRD, Government of India.
5. Project: A project is a temporary (start and end date) endeavor undertaken to create
a unique (not repetitive/ routine) product, service or a result and it ceases when the objective has
been achieved. Project team (a set of people) is therefore temporary who come together (may be
spread across different geographical locations) to finish the project and the team is disbanded
once the project is over.
6. Project management: Application of knowledge, skills, methods, experience, tools and
techniques on project activities that make up the project. It is the function within the
organization.
7. Project Management Requirement. The need for Project Management in E-Governance
can be summarized in following points
Monopolistic in nature.
Lack of adequate and appropriate skills within the public sector.
Larger number of stakeholders, often with conflicting interests.
Elaborate bureaucratic processes of projects approval, funds release, reporting, and
monitoring.
Larger, and more complex, projects.
Sometimes ambiguous goals or goals not properly linked with organizational (i.e.
national development) goals.
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Extensive external dependencies and influences, i.e. from politicians, citizens, external
funding agencies etc.
Diluted personal responsibilities and accountability, sometimes driven by attitude of
„passing the buck‟.
Shorter planning and financial horizons (or perspectives).
Subject to laws, regulations and oversight that exceed those on private organizations
8. Project Management Methods practiced in India. Most often used project management
methodologies, practiced in managing E-governance projects in India are as follows:
PMP which is presented as a compendium of best practices and is published by the
Project Management Institute (PMI) based in the USA.
PRINCE2 by the Organization of Government Commerce (OGC), UK, as a standard
for project management by the UK Government.
SCRUM which follows the AGILE framework.
9. Research Hypothesis. PMP, PRINCE2 and SCRUM are the three best Project
Management methodologies in practice in India.
PROJECT MANAGEMENT METHODOLGIES
10. Project Management Methodologies. Project Management Methodology can be
considered as a well defined set of proven management practices, methods and processes that
determine how best the project functions of planning, developing, controlling, delivering etc can
should be carried out for successful completion and termination of project. It‟s a tested and
proven to project design, execution and completion.
11. Prince2 Methodology. It is a full stack waterfall project management methodology
that combines principles, themes, and processes. It was designed by the UK government in 1996
basically for IT projects. „PRINCE‟ stands for Projects IN Controlled Environments. Prince2
divided the entire project into stages and each stage into various work pages. The project is done
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in a defines process-oriented manner. The methodology describes inputs and outputs for every
phase of a project so that nothing is left to chance. The system maintains the support of the
course taken by a business, and so the first step knows an apparent demand for the project, who
the target customer is, whether there are real benefits, and a thorough cost assessment. A project
board has the project and is responsible for its success. This board represents the structures for
the team, while a project manager oversees the lower level day-to-day activities. This
methodology is based on eight high-level processes and provides organizations more significant
control of resources and the ability to decrease risk ultimately. Prince to as a method is extremely
thorough and an excellent framework for running large, expected and enterprise projects.
PRINCE2 is designed for large scale IT projects. The Figure below shows the sequence of
steps carried out in project management using Prince2.
FIGURE-1: PRINCE2 FLOW CHART OF STEPS IN PROJECT MANAGEMENT
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12. SCRUM Method. Scrum is a project management methodology which introduces
principles and manner to change delivery. Within software development, Scrum is one of the
most popular and straightforward frameworks to put the principles of agile in practice. Scrum is
a light approach and describes a simple set of roles, meetings, and tools to efficiently, iteratively,
and incrementally deliver consistent shippable functionality. Scrum suggests using a small,
cross-functional organization of up to 8-9 people who work on items in a backlog – a set of user
stories – that have been defined and prioritized by a Product Owner. At the end of each sprint,
work is then reviewed in a sprint review conference to learn together with the Product Owner if
it gives the Definition of Done. Scrum is promoted and served by a Scrum Master who facilitates
and leads the scrums, sprint reviews, managing the development team to do their best work as
well as a starting a „sprint retrospective‟ after each sprint, to secure the team is continually
optimizing and improving. Scrum was initially being designed for software development, so
while there are agile artefacts from Scrum though that can be leveraged – scrum does not fit
easily into the usually more strategic and productive agency world. That‟s not to state it cannot
work, on construction projects – agency project managers can act as scrum masters and
consumers as product owners in one big happy hybrid team.
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FIGURE-2: SCRUM PROCESS FLOW CHART
12. PMI PMBOK. The PMI‟s project management methodology is not a
methodology but a set of rules which refers to the five process levels of project management,
which they represent their Project Management Body of Knowledge (PMBOK). These are
beginning, planning, executing, controlling, and closing. This is a framework of standards,
conventions, sequential processes (as shown in Figure 3), best practices, terminologies, and
guidelines that are taken as standards within the project management industry. It is therefore
theoretical and very popular in IT world of project management.. You can‟t run a PMI or
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PMBOK project, but you can take advantage of the standards to create a universal language and
best practice about a project. In relating to PRINCE2, you could conceivably consider PMI‟s
PMBOK and PRINCE2 as complementary to one another rather than two distinct or separate
waterfall approaches. In Adaptive Framework method, the project scope is shifting, but the time
and the cost are fixed, making it likely to adjust the project scope during the performance to get
the maximum business value from the project. Still, others like PRiSM, Critical Path, PERT, and
many, many more exist but are not so important to the world of project management in agencies.
FIGURE-3: PROCESS FLOW CHART : PMBOK
CHOICE OF METHOD.
14. Project Managers Choice of Methodology A survey was done online to ascertain the
different characteristics desired by a project manager in a project management methodology. An
online questionnaire was made and sent project managers working in both public and private
sectors including academicians in different institutes. 52 project managers have responded to
the questionnaire. The analysis of the questionnaire, which are enumerated in paragraphs below
is shown in table below. Descriptive analysis has been done using IBM SPSS tool on the data.
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15. Adaptive vs Rigid More than 95% of project managers preferred an adaptive method
over rigid one. This basically means that they prefer a method which allows project managers to
make permissible changes in the project scope during its execution. Project management
methods based strictly on waterfall model (sequential) have the requirement/ scope frozen at the
beginning itself and the final product is visible at the end only. This kind of PM method has the
disadvantage of running into complete failure as the customer is shown the final product at the
end only. PM like PMBOK and Prince2 follow the waterfall method to greater extent with little
or no scope for change of scope during execution. SCRUM follows the adaptive framework
where the project is executed in form of sprints (iterative process of 30 days). The user has the
benefit of witnessing the product evolving after every sprint and therefore the chance of
catastrophic failure is less.
16. Time vs Cost Around 60% of the project managers would like to choose a time efficient
method over a cost efficient one.
17. Ease of Learning More than 80% of the project mangers choose to learn a method
which is easy to learn and use. This makes sense when we look at the other option of choosing
time efficiency over cost. I today‟s world an easily deployed method which can be quickly learnt
and put to use is the choice of project managers.
18. Delegation of authority. A project is driven by the mandate of the business owner
(private sector) or a senior official ( public sector) . The project manager is a middle level
management reporting to the Project Director/ Steering Committee. As per the survey more than
75% are in favour to delegate only limited power o the project manager , enough to meet the day
to day requirement of the project. The maximum power stays with the Director/ Steering
Committee.
19. Product vs Process. Around 70% of project managers favored a process oriented
method as it ensures nothing is left . It is a slow but steady way of achieving the target which
mitigates the risk of project failure.
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20. The PMBOK by PMI is like the bible for the project managers which provides an
essential set of rules and standardized terminology. It breaks the entire project into five steps
which are Initiation, Planning, and execution, controlling and closing. PMBOK should be used
as a framework, a guide and a defacto standard. It is process oriented and defines the knowledge
needed to manage the entire project using these processes. Every process has defined input,
tools, techniques and output. It is highly standardized in nature and can be used by any industry
for building its own tailored practices. It is not recommended for small projects as it will increase
overhead of documentation. Due to its framework nature it has to be adapted to the industry in
which it has to be applied depending upon scope, time, cost, quality and cost of project. In
Indian industry PMBOK is being used as a bible for project management to understand the
science and art of PM completely.
21. PRINCE2 is the official management method of UK government which means that it‟s
already in practice in public sector in UK. Based on seven principles, seven themes and seven
processes, it requires extensive documentation which is useful for business planning, tracking
performance and limiting risks. Due to extensive documentation the method is hardly flexible
and therefore it is difficult to accommodate changes. Any change in requirement calls for
redoing of documentation and reallocation of resources which has an adverse affect on project
time efficiency. The method is suited for large and complex projects with fixed requirements. It
is misfit for smaller projects that requires agility and flexibility.
22. SCRUM is one of the methodologies of the Agile form of project management which
prefers Individuals and interactions over process and tools, working software over
comprehensive documentation, customer collaboration over contract negotiation and responding
to change over following a plan. Table 1 depict the various differences in the methodologies.
PMBOK PRINCE2 SCRUM
Flexibility rigid rigid flexible
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Time/Cost efficient * * Time efficient
Theoretical/Practical theoretical practical practical
Ease of learning Difficult easy easiest
Documentation extensive extensive less
Product/ process
oriented
Process process product
Ease of
Implementation
Difficult to implement
in totality
Less difficult than
PMBOK
easiest
Team expertise
required
Process based Role based High expertise,
disciplined and self
motivated (Critical
requirement)
Location USA UK *
Application Management
programs (General)
Dep. Projects (
functional)
Engg. Projects
(technical)
Industry specific
processes
Product development
9marketing)
Govt. Programs
Large and complex
projects with fixed
requirements.
UK Government
requirement.
Complex software
development.
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(Public)
Development Projects
Essential Pre-requisite
Advantages Used as framework.
As a bible of PM.
In depth knowledge of
all processes.
Standardization of PM
terminology
structured Adaptable to change.
Aims to reach
completion as quickly
as possible.
Team focused.
Rapid iteration.
Regular stakeholder
feedback.
Disadvantages Unfit for smaller
projects.
Requires to be
adapted to the
application area.
Hard to accommodate
change due to
extensive
documentation.
Scope creep
Higher risk in case of
inefficient team
members.
Not flexible for large
teams.
Stakeholder
Interaction
* * Regular
Iteration of process * * rapid
Authority with project
manager
Full authority Limited authority Less/hardly any
authority
TABLE 1: COMPARISION OF DIFFERENT PROJECT MANAGEMENT METHODS
Note: *: Unsure result.
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RECOMMENDATION: DECIDING THE PROJECT MANAGEMENT METHOD
23 The decision to choose from Adaptive/Agile methods (SCRUM , KANBAN) and
Waterfall method ( PMBOK, PRINCE2) is recommended to be taken on various aspects like
time, cost, quality, scope, risk and benefits. The flow chart shown below depicts the sequence of
steps to be taken to take the decision. It is pertinent to mention here that agile methodology can
be only chosen if the expertise level of team is high.
FIGURE-4 : FLOW CHART FOR DECIDING THE PROJECT MANAGEMENT METHOD
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CONCLUSION
24. There is no one method of project management which can be said to suit for the entire
spectrum of projects. It is therefore very important to choose the project methodology correctly
for the success of your project. Choosing the right method depends on many factors like location
(Prince2 if it‟s UK), type of requirement (fixed / changing), project size, project complexity,
time, availability of stakeholders and expertise in hand etc.
REFERENCES
Journal article:
Karan, Ashish (2017). Cybercrime analysis using criminal information management system: An
e-governance measure by ministry of home affair. International Journal of Advanced
Research,Ideas and Innovations in Technology), V4I3-1548 , 1-6
Karan, Ashish (2017). Project Management Challenges in Implementation of e-Governance in
India. International Journal of Advanced Research, Ideas and Innovations in Technology, V4I3-
1548 , 1-3
Karan, Ashish (2017). E-Governance: Project Management Practices through Information
Technology Infrastructure Library. International Journal of Advanced Research, Ideas and
Innovations in Technology, V4I3-1548 , 1-4
Books:
PMBOK 6Th
Edition, by PMI, USA
Prince2 Study Guide by David Hinde
Websites
http://www.maxwideman.com
https://www.slideshare.net