This document provides an introduction to project management concepts for information technology projects. It defines what a project is, provides examples of IT projects, and describes key attributes of projects including the triple constraint of meeting scope, time and cost goals. It also summarizes the growing need for project management, especially for IT projects, and discusses the project management framework including stakeholders, knowledge areas, tools/techniques, and factors that contribute to project success.
This material is intended to provide project leaders with a foundational understanding of leading practice project management processes, activities, tools, techniques, and deliverables as prescribed the Project Management Institute (PMI).
Chap03 the project management process groupsDhani Ahmad
This document discusses the five project management process groups - initiating, planning, executing, controlling, and closing. It provides an overview of each process group and describes how they relate to one another and the knowledge areas. The document then presents a case study of a company applying these process groups to manage an IT project. Key outputs are discussed for each process group stage, such as a project charter, schedule, and risk list. Templates from the case study example are referenced as well.
The document discusses key aspects of managing IT projects according to a three-sphere model dealing with business, organizational, and technological issues. It notes that projects should address business goals and lists examples of relevant business, organizational, and technological questions. The document also outlines the project life cycle and systems development life cycle, and discusses challenges of globalization, outsourcing, and virtual teams in IT project management.
Chapter 3:The Project Management Process Groups: A Case StudyShahid Riaz
The document discusses the five project management process groups - initiating, planning, executing, monitoring and controlling, and closing. It provides examples of key outputs and activities for each process group using a case study about developing a project management intranet site. Overall, the document outlines the typical processes, documentation, and flow of activities involved in managing a project according to the PMBOK framework.
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
Information Technology Project Management - part 08Rizwan Khurram
This document provides an overview of key concepts in project quality management for information technology projects. It discusses defining and planning for quality, quality assurance and control processes, quality tools and techniques like the Seven Basic Tools of Quality and Six Sigma. It also covers quality standards, testing, and how quality relates to project success and failures. The document is from the 7th edition of the textbook "Information Technology Project Management".
Project management involves coordinating activities to complete a unique goal within constraints of time, cost, and quality. It became a separate field due to increased complexity of projects and need for specialized skills. A project has defined start and end points and creates a unique product or service. Project managers coordinate resources and processes to meet objectives while satisfying stakeholder needs.
This material is intended to provide project leaders with a foundational understanding of leading practice project management processes, activities, tools, techniques, and deliverables as prescribed the Project Management Institute (PMI).
Chap03 the project management process groupsDhani Ahmad
This document discusses the five project management process groups - initiating, planning, executing, controlling, and closing. It provides an overview of each process group and describes how they relate to one another and the knowledge areas. The document then presents a case study of a company applying these process groups to manage an IT project. Key outputs are discussed for each process group stage, such as a project charter, schedule, and risk list. Templates from the case study example are referenced as well.
The document discusses key aspects of managing IT projects according to a three-sphere model dealing with business, organizational, and technological issues. It notes that projects should address business goals and lists examples of relevant business, organizational, and technological questions. The document also outlines the project life cycle and systems development life cycle, and discusses challenges of globalization, outsourcing, and virtual teams in IT project management.
Chapter 3:The Project Management Process Groups: A Case StudyShahid Riaz
The document discusses the five project management process groups - initiating, planning, executing, monitoring and controlling, and closing. It provides examples of key outputs and activities for each process group using a case study about developing a project management intranet site. Overall, the document outlines the typical processes, documentation, and flow of activities involved in managing a project according to the PMBOK framework.
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
Information Technology Project Management - part 08Rizwan Khurram
This document provides an overview of key concepts in project quality management for information technology projects. It discusses defining and planning for quality, quality assurance and control processes, quality tools and techniques like the Seven Basic Tools of Quality and Six Sigma. It also covers quality standards, testing, and how quality relates to project success and failures. The document is from the 7th edition of the textbook "Information Technology Project Management".
Project management involves coordinating activities to complete a unique goal within constraints of time, cost, and quality. It became a separate field due to increased complexity of projects and need for specialized skills. A project has defined start and end points and creates a unique product or service. Project managers coordinate resources and processes to meet objectives while satisfying stakeholder needs.
Information Technology Project Management - part 09Rizwan Khurram
The document discusses human resource management for IT projects. It covers defining project human resource management and its processes. Some key topics include planning human resource management, acquiring and developing project teams, motivation theories, and tools for managing project teams. The document provides an overview of considering people and human resource management as critical factors for project success.
In this chapter, you will learn how to:
✔ Use the Backstage view to open and save Project files.
✔ Work with commands on different tabs of the ribbon interface, the major visual
change introduced in Project 2010.
✔ Use different views to see Project information presented in different ways.
Information Technology Project Management - part 12Rizwan Khurram
The document describes the key processes involved in project procurement management: planning procurements, conducting procurements by obtaining seller responses and selecting sellers, controlling procurements by managing relationships and monitoring performance, and closing procurements by completing contracts. It discusses determining procurement needs, preparing procurement documents, soliciting bids, evaluating bids, and awarding and administering contracts. The goal is to acquire necessary goods and services from outside sources to complete project tasks.
Introduction of software project managementREHMAT ULLAH
This document discusses software project management. It defines software project management as a process of managing, allocating, and timing resources to develop computer software that meets requirements. The document outlines the key tasks in software project management, including problem identification, definition, planning, organization, resource allocation, scheduling, tracking, reporting, controlling, and project termination. It emphasizes that software project management plans, implements, monitors, and controls software projects from start to finish.
Introduction to Software Project ManagementSaadi Jadoon
Project management software is software used for project planning, scheduling, resource allocation and change management. It allows project managers (PMs), stakeholders and users to control costs and manage budgeting, quality management and documentation and also may be used as an administration system.
Project management involves planning, scheduling, controlling, and closing a project to meet specified goals of scope, time, and cost. It includes identifying requirements and stakeholders, creating a work breakdown structure and schedule, estimating costs, monitoring and controlling the project, and managing risks, quality, human resources, communications, procurement, and documents. The project management process groups are initiation, planning, execution, monitoring and controlling, and closing.
Introduction to Project Portfolio Management (PPM)Kimmy Chen
Introduction to project portfolio management
PPM is generally defined as a strategic, mission driven, dynamic decision making process whereby a business list of active projects is constantly updated and revised [Cooper 2001].
Pillars of PPM
- Organization (Executive support, PMO, steering committees)
- Processes (Project feasibility to Project Acquisition)
- Technology (Repository, Document management, Knowledge management)
Benefits of PPM
- Right selection of projects
- Alignment with strategic goals
These slides give a very basic introduction about project management. You will find here about the definition of project, Types , Project Life cycle etc.
Will be very helpful to the engineering students for the subject Project Management.
Organizational influences and project life cycleAli Adil
This document discusses how organizational factors influence project management and the typical project life cycle. It covers how an organization's culture, structure, communications and other assets can shape how projects are performed. Different types of organizational structures like functional, projectized and matrix are described. The stages of a typical project life cycle are outlined as starting the project, organizing, carrying out work and closing. Project life cycles can be predictive, iterative/incremental or adaptive depending on the needs of the project. Stakeholders, governance and team composition are also highlighted as important influences on project management.
The document provides tips for creating a project management plan. It summarizes each of the key sections that should be included in the plan: integration, scope management, schedule management, cost management, quality management, human resource management, communication management, risk management, and procurement management. For each section, it provides high-level descriptions of the types of information that should be included as well as tips for developing each part of the plan.
The three key principles of project management are planning, communication, and risk management. Planning involves defining the project activities, schedule, resources, and dependencies. Communication involves regularly informing all stakeholders about the project. Risk management involves identifying, evaluating, and mitigating potential risks to the project. Regular monitoring and adaptation are also important aspects of effective project management.
Project communication management involves planning, collecting, distributing, and managing project information. The key processes are:
1. Plan Communications Management - Developing a communication plan based on stakeholder needs and a communication requirements analysis.
2. Manage Communications - Creating, distributing, and storing project information according to the communication plan using various communication methods and technology.
3. Control Communications - Monitoring and controlling communications throughout the project to ensure stakeholder information needs are met. This includes reviewing performance reports, issues logs, and work performance data.
This document provides an introduction to project management concepts. It outlines the course objectives which are to understand the role of project management and project managers in achieving project success. It also aims to comprehend project management concepts, tools, techniques and terminology according to PMI standards. The document discusses the need for project management, the project life cycle, and key roles like the project manager. It introduces core concepts like the triple constraints of time, cost and quality. Overall, the summary provides a high-level overview of fundamental project management principles covered in the introduction.
This document discusses project control and monitoring for construction management. It begins with an introduction of the presenter and defines project control as monitoring and controlling processes to track, review, and regulate a project's progress and performance. It then discusses key aspects of project control like what to monitor and control, who is responsible, and documents used. Specific project aspects that are monitored are performance, time/schedule, and cost. Resources available for project control are also outlined as money, manpower, materials, and machinery. The document concludes with discussing elements of project control like re-allocating resources, and mechanisms used like cybernetic, go/no-go, and post-control approaches.
The document outlines a presentation on project communication management. It discusses the importance of communication management, defining it as ensuring timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and disposition of project information. It also covers communicating with stakeholders, various communication forms and tools, developing a communication plan, addressing requirements problems, and controlling communications.
This document provides an overview of project management basics including definitions of key terms, methodologies, processes, and knowledge areas. It defines a project, differentiates projects from operations, and describes the triple constraints of time, quality, and budget. The document also summarizes project life cycles, stakeholders, risk management, and popular project management methodologies from PMI as well as websites for starting a career in project management.
Information Technology Project Management - part 01Rizwan Khurram
This document provides an overview of the 7th edition of the textbook "Information Technology Project Management". It discusses key topics covered in the textbook such as the history and growth of project management as a profession, the role of the project manager, challenges in IT project management, and best practices for project success. The textbook aims to explain fundamental concepts in project management and discuss their application to information technology projects.
Chap01 introduction to project managementDhani Ahmad
This chapter introduces project management concepts. It defines a project, discusses the triple constraint of scope, time and cost, and describes the nine knowledge areas and processes of project management. It provides examples of IT projects and discusses how project management has evolved as a profession, including the growth of PMI certification and project management software tools. Overall it serves to motivate the study of IT project management and provide foundational concepts.
This chapter introduces key concepts of project management including defining projects and differentiating them from operations. It describes the project life cycle and project management life cycle. It identifies important stakeholders and discusses how organizational structure, such as functional, matrix, and projectized, can influence a project. The chapter aims to explain these fundamental concepts and how they relate to effective project management.
This document discusses entity relationship (ER) modeling and how ER diagrams (ERDs) are used to represent the main components of a conceptual database, including entities, relationships, and attributes. It covers key aspects of ERDs such as connectivity, cardinality, and how to handle many-to-many relationships. The document also notes that database design involves reconciling conflicting goals through compromises.
This chapter discusses project integration management, which involves coordinating all aspects of a project throughout its life cycle. It describes strategic planning, project selection methods like financial analysis and weighted scoring, and developing key integration documents like the project charter and scope statement. The chapter also covers developing the project management plan, executing project work, monitoring/controlling, and closing projects. Good integration is key to overall project success.
Information Technology Project Management - part 09Rizwan Khurram
The document discusses human resource management for IT projects. It covers defining project human resource management and its processes. Some key topics include planning human resource management, acquiring and developing project teams, motivation theories, and tools for managing project teams. The document provides an overview of considering people and human resource management as critical factors for project success.
In this chapter, you will learn how to:
✔ Use the Backstage view to open and save Project files.
✔ Work with commands on different tabs of the ribbon interface, the major visual
change introduced in Project 2010.
✔ Use different views to see Project information presented in different ways.
Information Technology Project Management - part 12Rizwan Khurram
The document describes the key processes involved in project procurement management: planning procurements, conducting procurements by obtaining seller responses and selecting sellers, controlling procurements by managing relationships and monitoring performance, and closing procurements by completing contracts. It discusses determining procurement needs, preparing procurement documents, soliciting bids, evaluating bids, and awarding and administering contracts. The goal is to acquire necessary goods and services from outside sources to complete project tasks.
Introduction of software project managementREHMAT ULLAH
This document discusses software project management. It defines software project management as a process of managing, allocating, and timing resources to develop computer software that meets requirements. The document outlines the key tasks in software project management, including problem identification, definition, planning, organization, resource allocation, scheduling, tracking, reporting, controlling, and project termination. It emphasizes that software project management plans, implements, monitors, and controls software projects from start to finish.
Introduction to Software Project ManagementSaadi Jadoon
Project management software is software used for project planning, scheduling, resource allocation and change management. It allows project managers (PMs), stakeholders and users to control costs and manage budgeting, quality management and documentation and also may be used as an administration system.
Project management involves planning, scheduling, controlling, and closing a project to meet specified goals of scope, time, and cost. It includes identifying requirements and stakeholders, creating a work breakdown structure and schedule, estimating costs, monitoring and controlling the project, and managing risks, quality, human resources, communications, procurement, and documents. The project management process groups are initiation, planning, execution, monitoring and controlling, and closing.
Introduction to Project Portfolio Management (PPM)Kimmy Chen
Introduction to project portfolio management
PPM is generally defined as a strategic, mission driven, dynamic decision making process whereby a business list of active projects is constantly updated and revised [Cooper 2001].
Pillars of PPM
- Organization (Executive support, PMO, steering committees)
- Processes (Project feasibility to Project Acquisition)
- Technology (Repository, Document management, Knowledge management)
Benefits of PPM
- Right selection of projects
- Alignment with strategic goals
These slides give a very basic introduction about project management. You will find here about the definition of project, Types , Project Life cycle etc.
Will be very helpful to the engineering students for the subject Project Management.
Organizational influences and project life cycleAli Adil
This document discusses how organizational factors influence project management and the typical project life cycle. It covers how an organization's culture, structure, communications and other assets can shape how projects are performed. Different types of organizational structures like functional, projectized and matrix are described. The stages of a typical project life cycle are outlined as starting the project, organizing, carrying out work and closing. Project life cycles can be predictive, iterative/incremental or adaptive depending on the needs of the project. Stakeholders, governance and team composition are also highlighted as important influences on project management.
The document provides tips for creating a project management plan. It summarizes each of the key sections that should be included in the plan: integration, scope management, schedule management, cost management, quality management, human resource management, communication management, risk management, and procurement management. For each section, it provides high-level descriptions of the types of information that should be included as well as tips for developing each part of the plan.
The three key principles of project management are planning, communication, and risk management. Planning involves defining the project activities, schedule, resources, and dependencies. Communication involves regularly informing all stakeholders about the project. Risk management involves identifying, evaluating, and mitigating potential risks to the project. Regular monitoring and adaptation are also important aspects of effective project management.
Project communication management involves planning, collecting, distributing, and managing project information. The key processes are:
1. Plan Communications Management - Developing a communication plan based on stakeholder needs and a communication requirements analysis.
2. Manage Communications - Creating, distributing, and storing project information according to the communication plan using various communication methods and technology.
3. Control Communications - Monitoring and controlling communications throughout the project to ensure stakeholder information needs are met. This includes reviewing performance reports, issues logs, and work performance data.
This document provides an introduction to project management concepts. It outlines the course objectives which are to understand the role of project management and project managers in achieving project success. It also aims to comprehend project management concepts, tools, techniques and terminology according to PMI standards. The document discusses the need for project management, the project life cycle, and key roles like the project manager. It introduces core concepts like the triple constraints of time, cost and quality. Overall, the summary provides a high-level overview of fundamental project management principles covered in the introduction.
This document discusses project control and monitoring for construction management. It begins with an introduction of the presenter and defines project control as monitoring and controlling processes to track, review, and regulate a project's progress and performance. It then discusses key aspects of project control like what to monitor and control, who is responsible, and documents used. Specific project aspects that are monitored are performance, time/schedule, and cost. Resources available for project control are also outlined as money, manpower, materials, and machinery. The document concludes with discussing elements of project control like re-allocating resources, and mechanisms used like cybernetic, go/no-go, and post-control approaches.
The document outlines a presentation on project communication management. It discusses the importance of communication management, defining it as ensuring timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and disposition of project information. It also covers communicating with stakeholders, various communication forms and tools, developing a communication plan, addressing requirements problems, and controlling communications.
This document provides an overview of project management basics including definitions of key terms, methodologies, processes, and knowledge areas. It defines a project, differentiates projects from operations, and describes the triple constraints of time, quality, and budget. The document also summarizes project life cycles, stakeholders, risk management, and popular project management methodologies from PMI as well as websites for starting a career in project management.
Information Technology Project Management - part 01Rizwan Khurram
This document provides an overview of the 7th edition of the textbook "Information Technology Project Management". It discusses key topics covered in the textbook such as the history and growth of project management as a profession, the role of the project manager, challenges in IT project management, and best practices for project success. The textbook aims to explain fundamental concepts in project management and discuss their application to information technology projects.
Chap01 introduction to project managementDhani Ahmad
This chapter introduces project management concepts. It defines a project, discusses the triple constraint of scope, time and cost, and describes the nine knowledge areas and processes of project management. It provides examples of IT projects and discusses how project management has evolved as a profession, including the growth of PMI certification and project management software tools. Overall it serves to motivate the study of IT project management and provide foundational concepts.
This chapter introduces key concepts of project management including defining projects and differentiating them from operations. It describes the project life cycle and project management life cycle. It identifies important stakeholders and discusses how organizational structure, such as functional, matrix, and projectized, can influence a project. The chapter aims to explain these fundamental concepts and how they relate to effective project management.
This document discusses entity relationship (ER) modeling and how ER diagrams (ERDs) are used to represent the main components of a conceptual database, including entities, relationships, and attributes. It covers key aspects of ERDs such as connectivity, cardinality, and how to handle many-to-many relationships. The document also notes that database design involves reconciling conflicting goals through compromises.
This chapter discusses project integration management, which involves coordinating all aspects of a project throughout its life cycle. It describes strategic planning, project selection methods like financial analysis and weighted scoring, and developing key integration documents like the project charter and scope statement. The chapter also covers developing the project management plan, executing project work, monitoring/controlling, and closing projects. Good integration is key to overall project success.
Business intelligence and data warehousesDhani Ahmad
This chapter discusses business intelligence and data warehouses. It covers how operational data differs from decision support data, the components of a data warehouse including facts, dimensions and star schemas, and how online analytical processing (OLAP) and SQL extensions support analysis of multidimensional decision support data. The chapter also discusses data mining, requirements for decision support databases, and considerations for implementing a successful data warehouse project.
This document discusses advanced data modeling concepts in database systems, including the extended entity relationship (EER) model and its main constructs such as entity supertypes, subtypes, and clusters. It covers specialization hierarchies, inheritance, subtype discriminators, and guidelines for selecting primary keys. Special design cases demonstrate flexible design approaches and proper identification of primary keys and foreign keys.
The document discusses key concepts of the relational database model including tables, rows, columns, keys, relationships, and relational operators. It covers the basic components of relations, how relations map to tables, different types of keys and their purposes, handling data redundancy and integrity, and using indexes to access data. The chapter aims to explain the logical view of data provided by the relational model.
This document discusses database administration and security. It describes the roles and responsibilities of database administrators including managing resources, enforcing policies and procedures, ensuring security, and performing technical tasks using tools in Oracle like creating tablespaces and users. Database security involves securing the system through policies, audits, and access controls to maintain data confidentiality, integrity and availability. The document outlines the technical and managerial skills required of DBAs.
This document discusses database design and the systems development life cycle (SDLC). It explains that the SDLC traces the history of an information system through planning, analysis, design, implementation, and maintenance phases. Within the information system, the database life cycle (DBLC) describes the history of the database through initial study, design, implementation, testing, operation, and maintenance/evolution phases. The chapter also covers conceptual database design strategies like top-down vs. bottom-up and centralized vs. decentralized design.
Database connectivity and web technologiesDhani Ahmad
This chapter discusses database connectivity and web technologies. It covers various database connectivity interfaces like ODBC, OLE-DB and ADO.NET that allow applications to connect to databases. It also discusses web-to-database middleware, client-side extensions, web application servers and XML - which has become important for exchanging structured data over the web. The chapter aims to explain how databases can be integrated with web applications and internet.
Distributed database management systemsDhani Ahmad
This chapter discusses distributed database management systems (DDBMS). A DDBMS governs storage and processing of logically related data across interconnected computer systems. The chapter covers DDBMS components, levels of data and process distribution, transaction management, and design considerations like data fragmentation, replication, and allocation. Transparency and optimization techniques aim to make the distributed nature transparent to users.
This document provides an overview of database management systems and the relational database model. It defines what data is, discusses the limitations of traditional file-based data storage, and describes how databases address these issues. The key aspects covered include the four main types of database management system approaches - hierarchical, network, relational, and object-oriented. Relational databases are identified as the preferred approach, with tables containing records made up of fields and attributes being the primary components.
This chapter discusses database management and describes key concepts. It explains that data must be organized and processed to become useful information. Various techniques are presented for maintaining high quality data, including adding, changing, deleting records, and validating data. The chapter differentiates between a file processing system and database approach, describing how databases reduce redundancy and improve access. It also outlines the functions of database management systems and characteristics of different database types like relational, object-oriented and multidimensional. Finally, the roles of database analysts, administrators and users are discussed.
The document discusses several analytical methods used for strategic analysis including SWOT analysis, critical success factors analysis, matrix analysis, value chain analysis, and Porter's five forces analysis. It provides details on how to conduct a SWOT analysis, including examining a company's internal strengths and weaknesses as well as external opportunities and threats. It also outlines the key components of Porter's five forces model which examines the competitive environment including threats from new entrants, power of suppliers and buyers, and rivalry among existing competitors.
Types of islamic institutions and recordsDhani Ahmad
There are eleven categories of Islamic institutions in Malaysia that create and manage various records. These institutions include Islamic educational institutions, Islamic courts, Islamic museums, Islamic banks, zakat institutions, Islamic preaching organizations, Islamic libraries, non-governmental Islamic organizations, Islamic training centers, Islamic insurance companies, and Islamic foundation organizations. The records managed by these institutions provide information on Islamic knowledge, laws, history, financial transactions, religious obligations, training programs, and more, depending on the specific role and functions of each organization.
The document discusses data modeling and different data models. It describes the evolution of data models from hierarchical to network to relational models. It also covers the entity relationship and object-oriented models. The key points are that data modeling helps reconcile different views of data, business rules inform database design, and the conceptual model provides an integrated global view of the database.
Project management IT Project Management Amanda Haddad
This document provides an overview of information technology project management. It defines IT project management as the process of planning, organizing, and assigning responsibility for completing an organization's specific IT goals. These goals can include software development, hardware installation, network upgrades, and other IT services. The document then discusses key aspects of project management including the project life cycle, managing project knowledge areas, and factors that can affect IT project success such as technology advances. It provides details on the five process groups that make up the project management life cycle: initiation, planning, execution, monitoring/controlling, and closing. Finally, it outlines the ten knowledge areas that project managers use to segment different project management actions.
Database design, implementation, and management -chapter04Beni Krisbiantoro
The document discusses entity relationship (ER) modeling and how it forms the conceptual basis for database design. The ER model uses entities, attributes, and relationships to represent how data is connected. It also covers keys, connectivity, cardinality, and other components that define the relationships between real-world entities. Effective ER modeling requires reconciling conflicting goals around performance, standards compliance, and meeting user needs.
This document defines key concepts related to information systems. It distinguishes between data and information, noting that information involves processed data that is meaningful. It also categorizes different types of information systems, including transaction processing systems, knowledge work systems, office automation systems, management information systems, decision support systems, and executive information systems. Finally, it provides examples of information systems that various organizational functions may use at different levels, from operational to strategic.
Database design, implementation, and management -chapter02Beni Krisbiantoro
This document provides an overview of data modeling concepts. It discusses the importance of data models for organizing data for different users and as a communication tool. It also describes the basic building blocks of entities, attributes, and relationships. Additionally, it covers the evolution of different data models including hierarchical, network, relational, entity relationship, and object oriented models. It provides examples of hierarchical and network data structures.
This document provides an introduction to Oracle 10g, including its architecture and components. It discusses the Oracle instance, System Global Area (SGA) and Program Global Area (PGA). It describes the key background processes like SMON, PMON, DBWn, LGWR, CKPT and ARCn. It also explains the critical Oracle files - parameter file, control files, redo log files and data files. Finally, it outlines Oracle's logical data structures of tablespaces, segments, extents and data blocks.
This chapter introduces project management concepts. It discusses the growing need for project management, especially for IT projects, and defines what a project is. It describes key elements of project management including stakeholders, knowledge areas, tools/techniques, and factors for success. It also discusses the roles of project, program, and portfolio management and skills needed by project managers.
The document provides an introduction to project management and information technology project management. It discusses the growth of IT project spending worldwide. It also summarizes challenges with past IT projects, the advantages of using project management, and the role of the Project Management Institute in establishing standards and professional development for the field.
This document provides an overview of the textbook "Information Technology Project Management, Sixth Edition". It discusses key topics that will be covered in the textbook, including understanding the need for IT project management, defining what a project is, describing the project management framework and knowledge areas, explaining the relationship between project, program, and portfolio management, and factors that contribute to project success. The document also provides examples of IT projects and lists attributes of projects.
This document provides an introduction to project management concepts. It defines what a project is, discusses key elements of project management including stakeholders, knowledge areas, tools and techniques. It describes the roles of project, program and portfolio management. The document also outlines important skills for project managers in IT and discusses the growing project management profession.
This document provides an overview and introduction to information technology project management. It defines what a project is, provides examples of IT projects, and describes the key elements of project management including the triple constraint of scope, time and cost. It also outlines the 9 knowledge areas, importance of tools and techniques, and discusses factors that contribute to project success or failure. The goal is to understand the fundamentals of IT project management.
1. The document discusses the fundamentals of managing information technology projects including defining what a project is, describing the role of a project manager, and outlining the key elements of project management.
2. It notes that the field of project management is growing significantly with over 16 million people regarding it as their profession and billions being spent annually on projects globally.
3. The success rate of IT projects has improved in recent decades but still needs work, with better tools and processes as well as experienced project managers helping to increase successful project outcomes.
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 describes the five project management process groups - initiating, planning, executing, monitoring and controlling, and closing. It discusses how activities in each process group map to the nine knowledge areas. It also provides a case study of a company applying these process groups to an IT project, highlighting the importance of effective initiation, planning, execution, monitoring and control, and closing for project success. Templates for project documents are available on the companion website.
This document provides an introduction to project management concepts. It defines what a project is, provides examples of IT projects, and describes the triple constraint of meeting project goals for scope, time and cost. It also defines project management, discusses the project management framework including stakeholders, knowledge areas, tools/techniques. Additionally, it covers the relationships between project, program and portfolio management and their contributions to organizational success. It discusses the role of the project manager and career prospects. Finally, it provides statistics on IT spending and the project management profession.
This document discusses key aspects of project management for information technology projects. It defines what a project and program are, explains the triple constraints of scope, time and cost. It describes the role of the project manager and important elements they oversee like stakeholders, knowledge areas, and tools/techniques. The document also notes the growing importance and professionalization of project management, with over 16 million regarding it as their profession and certification numbers rising.
This document provides an overview of the 7th edition of the textbook "Information Technology Project Management". It discusses key topics covered in the textbook such as the history and growth of project management as a profession, the role of the Project Management Institute in establishing standards, and factors that contribute to IT project success or failure. The document also previews several chapters that will cover frameworks for project management, the role of the project manager, and emerging trends in the field.
This document introduces key concepts in project management. It defines a project, provides examples of IT projects, and describes the triple constraint of scope, time and cost that projects aim to balance. It outlines the project management framework including knowledge areas, tools/techniques, and success factors. The role of the project manager is discussed, along with important skills. A brief history is given of the field and how the profession continues to grow through organizations, certification, and software tools.
Project management process groups case studyDhani Ahmad
This chapter describes the five project management process groups of initiating, planning, executing, monitoring and controlling, and closing. It provides an example case study of an organization applying these process groups to manage an IT project to develop a project management intranet site. The case study illustrates how effective use of each process group, including project initiation documents, project planning documents, milestone reports, and lessons learned, can contribute to project success.
1 a. introduction to project managementDr.R. SELVAM
This document provides an introduction to project management. It discusses what constitutes a project, examples of IT projects, and the objectives and types of projects. It also covers project organization, management, certification, and key aspects like the triple constraint of meeting scope, time and cost goals. Overall, the document serves as a high-level overview of project management concepts and frameworks.
The document provides an introduction to project management, discussing key concepts such as what constitutes a project, examples of IT projects, and an overview of project management frameworks and processes. It notes that the US spends $2.3 trillion annually on projects, and discusses poor historical rates of project success as well as improvements over time. Career opportunities for IT project managers are also briefly covered.
Chapter 3 The Project Management Process Groups A Case Study.pptAhmadTawfigAlRadaide
The document summarizes key aspects of project management process groups and knowledge areas as described in the textbook "Information Technology Project Management, Seventh Edition". It provides an overview of the five process groups - initiating, planning, executing, monitoring and controlling, and closing. It also describes how a case study of a project illustrates the application of the process groups and related outputs. Additionally, it summarizes how a second version of the case study demonstrates differences when using an agile approach like Scrum.
This chapter introduces project management concepts. It discusses that the world spends $10 trillion annually on projects while over 16 million people are project managers. Formal project management provides benefits like improved control, quality and profitability. A project is a temporary endeavor to create a unique product or service. Attributes include a purpose, resources, customers, and uncertainty. Programs comprise groups of related projects. Portfolio management optimizes all organizational projects. Certification and software can help project managers succeed.
This document discusses key topics in information technology project management. It explains that stakeholder management and top management commitment are critical for project success. Project managers must identify and manage relationships with stakeholders, including securing support from top executives. The document also covers IT project life cycles and phases, and how recent trends like globalization, outsourcing, and virtual teams introduce new challenges and opportunities for project management.
This document introduces the key concepts of project management. It discusses how project management has grown in importance with changes in technology and work environments. It defines what a project and program are, outlines the triple constraint of scope, time and cost, and describes the roles of project and program managers. It also summarizes nine knowledge areas, common tools and techniques, and factors that contribute to project success.
The document provides an introduction to project management. It discusses that the world spends $10 trillion annually on projects, over 16 million people are project managers, and IT projects have a poor track record. Formal project management provides advantages like improved control, relations, quality and costs. A project is a temporary endeavor to create a unique product or service. Project management involves resources from various areas to meet a sponsor's goals under conditions of uncertainty. The role of project managers is to work with teams and stakeholders to meet goals. Experience and skills in areas like leadership, communication and problem solving are important for project managers.
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This document discusses strategic issues for information systems planning (SISP) in the 1990s. It notes key business forces of globalization, competition, and productivity requirements. Strategic issues include increased connectivity within and between organizations, as well as new information technology opportunities from advances in networks, databases, and interfaces. SISP aims to align information systems with organizational objectives and strategies in a cost-effective way that provides competitive advantage. It helps prioritize investments, integrate systems, and manage information and relationships between users and IT specialists.
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This document discusses the need for information security. It covers threats to information security like human error, hackers, malware attacks, and natural disasters. The document is from an Illinois Institute of Technology course on information security and outlines objectives, threats, and examples of common threats like software attacks, intellectual property theft, and power outages. It aims to explain the business need for security and describe common information security threats.
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1. Chapter 1:Chapter 1:
Introduction to Project ManagementIntroduction to Project Management
Information TechnologyInformation Technology
Project Management,Project Management,
Fifth EditionFifth Edition
2. Information Technology Project Management, Fifth Edition, Copyright 2007
Learning Objectives
Understand the growing need for better project
management, especially for information technology
projects
Explain what a project is, provide examples of
information technology projects, list various attributes
of projects, and describe the triple constraint of
projects
Describe project management and discuss key
elements of the project management framework,
including project stakeholders, the project
management knowledge areas, common tools and
techniques, and project success
2
3. Information Technology Project Management, Fifth Edition, Copyright 2007
Learning Objectives (continued)
Discuss the relationship between project, program,
and portfolio management and the contributions
they each make to enterprise success
Understand the role of the project manager by
describing what project managers do, what skills
they need, and what the career field is like for
information technology project managers
Describe the project management profession,
including its history, the role of professional
organizations like the Project Management Institute,
the importance of certification and ethics, and the
advancement of project management software
3
4. Information Technology Project Management, Fifth Edition, Copyright 2007
Introduction
Many organizations today have a new or renewed
interest in project management
Computer hardware, software, networks, and the
use of interdisciplinary and global work teams
have radically changed the work environment
The U.S. spends $2.3 trillion on projects every
year, or one-quarter of its gross domestic product,
and the world as a whole spends nearly $10 trillion
of its $40.7 gross product on projects of all kinds
4
5. Information Technology Project Management, Fifth Edition, Copyright 2007
Project Management Statistics
Worldwide IT spending totaled more than $1.8
trillion in 2005, a 6 percent increase from 2004,
and spending is projected to grow 8 percent in
2006 and 4 percent in 2007
In 2005, the total compensation for the average
senior project manager was $99,183 per year in
the United States, $94,646 in Australia, and
$106,374 in the United Kingdom
The number of people earning their Project
Management Professional (PMP) certification
increased by more than 70 percent from 2004 to
2005, with more than 200,000 PMPs worldwide by
the end of August, 2006
5
6. Information Technology Project Management, Fifth Edition, Copyright 2007
Motivation for Studying Information
Technology (IT) Project Management
IT Projects have a terrible track record, as
described in the “What Went Wrong?” section
A 1995 Standish Group study (CHAOS) found that
only 16.2% of IT projects were successful in
meeting scope, time, and cost goals
Over 31% of IT projects were canceled before
completion, costing over $81 billion in the U.S.
alone
6
7. Information Technology Project Management, Fifth Edition, Copyright 2007
Advantages of Using Formal
Project Management
Better control of financial, physical, and human
resources
Improved customer relations
Shorter development times
Lower costs
Higher quality and increased reliability
Higher profit margins
Improved productivity
Better internal coordination
Higher worker morale (less stress)
7
8. Information Technology Project Management, Fifth Edition, Copyright 2007
What Is a Project?
A project is “a temporary endeavor undertaken
to create a unique product, service, or result”
(PMBOK® Guide, Third Edition, 2004, p. 5)
Operations is work done to sustain the
business
Projects end when their objectives have been
reached or the project has been terminated
Projects can be large or small and take a short
or long time to complete
8
9. Information Technology Project Management, Fifth Edition, Copyright 2007
Examples of IT Projects
A help desk or technical worker replaces ten
laptops for a small department
A small software development team adds a new
feature to an internal software application for the
finance department
A college campus upgrades its technology
infrastructure to provide wireless Internet access
across the whole campus
A cross-functional task force in a company
decides what Voice-over-Internet-Protocol
(VoIP) system to purchase and how it will be
implemented9
10. Information Technology Project Management, Fifth Edition, Copyright 2007
Top Ten Technology Projects in
2006
VoIP
Outsourcing
Data networking
Customer
relationship
management
Collaboration
Supply chain
management
Desktop upgrades
Application
performance
management
Business analytics
Compliance tracking
10
11. Information Technology Project Management, Fifth Edition, Copyright 2007
Media Snapshot: Where IT Matters
In 2006, Baseline Magazine published “Where
I.T. Matters: How 10 Technologies Transformed
10 Industries” as a retort to Nicholas Carr’s ideas
(author of “IT Doesn’t Matter”)
VoIP has transformed the telecommunications industry
and broadband Internet access
Global Positioning Systems (GPS) has changed the
farming industry
Digital supply chain has changed the entertainment
industry’s distribution system
11
12. Information Technology Project Management, Fifth Edition, Copyright 2007
Project Attributes
A project:
Has a unique purpose
Is temporary
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
12
13. Information Technology Project Management, Fifth Edition, Copyright 2007
Project and Program Managers
Project managers work with project sponsors, a
project team, and other people involved in a
project to meet project goals
Program: group of related projects managed in a
coordinated way to obtain benefits and control
not available from managing them individually
(PMBOK® Guide, Third Edition, 2004, p. 16)
Program managers oversee programs and often
act as bosses for project managers
13
14. Information Technology Project Management, Fifth Edition, Copyright 2007
Figure 1-1: The Triple Constraint of
Project Management
Successful project
management means
meeting all three
goals (scope, time,
and cost) – and
satisfying the
project’s sponsor!
14
15. Information Technology Project Management, Fifth Edition, Copyright 2007
What is Project Management?
Project management is “the application of
knowledge, skills, tools and techniques to
project activities to meet project requirements”
(PMBOK® Guide, Third Edition, 2004, p. 8)
Project managers strive to meet the triple
constraint by balancing project scope, time,
and cost goals
15
17. Information Technology Project Management, Fifth Edition, Copyright 2007
Project Stakeholders
Stakeholders are the people involved in or
affected by project activities
Stakeholders include:
The project sponsor
The project manager
The project team
Support staff
Customers
Users
Suppliers
Opponents to the project
17
18. Information Technology Project Management, Fifth Edition, Copyright 2007
Nine Project Management
Knowledge Areas
Knowledge areas describe the key competencies
that project managers must develop
Four core knowledge areas lead to specific project
objectives (scope, time, cost, and quality)
Four facilitating knowledge areas are the means through
which the project objectives are achieved (human
resources, communication, risk, and procurement
management
One knowledge area (project integration management)
affects and is affected by all of the other knowledge
areas
All knowledge areas are important!
18
19. Information Technology Project Management, Fifth Edition, Copyright 2007
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, scope statement, and WBS (scope)
Gantt charts, network diagrams, critical path analysis,
and critical chain scheduling (time)
Cost estimates and earned value management (cost)
See Table 1-1 for many more
19
20. Information Technology Project Management, Fifth Edition, Copyright 2007
Super Tools
“Super tools” are those tools that have high use
and high potential for improving project success,
such as:
Software for task scheduling (such as project
management software)
Scope statements
Requirements analyses
Lessons-learned reports
Tools already extensively used that have been
found to improve project importance include:
Progress reports
Kick-off meetings
Gantt charts
Change requests
20
21. Information Technology Project Management, Fifth Edition, Copyright 2007
What Went Right? Improved
Project Performance
• The Standish Group’s CHAOS studies show improvements in IT
projects in the past decade
Measure 1994 Data 2002 Data Result
Successful projects 16% 34% Doubled
Failed projects 31% 15% Halved
Money wasted on
challenged and
failed projects
$140 B out
of $250 B
$55 B out of
$255 B
More than
halved
21
22. Information Technology Project Management, Fifth Edition, Copyright 2007
Why the Improvements?
"The reasons for the increase in successful
projects vary. First, the average cost of a project
has been more than cut in half. Better tools have
been created to monitor and control progress and
better skilled project managers with better
management processes are being used. The
fact that there are processes is significant in
itself.”*
*The Standish Group, "CHAOS 2001: A Recipe for Success" (2001).
22
23. Information Technology Project Management, Fifth Edition, Copyright 2007
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
23
24. Information Technology Project Management, Fifth Edition, Copyright 2007
Table 1-2: What Helps Projects Succeed?*
1. Executive support
2. User involvement
3. Experienced project
manager
4. Clear business
objectives
5. Minimized scope
6. Standard software
infrastructure
7. Firm basic requirements
8. Formal methodology
9. Reliable estimates
10. Other criteria, such as
small milestones, proper
planning, competent
staff, and ownership
*The Standish Group, “Extreme CHAOS,” (2001).
24
25. Information Technology Project Management, Fifth Edition, Copyright 2007
What the Winners Do
• Recent research findings show that companies
that excel in project delivery capability:
– Use an integrated project management toolbox (use
standard/advanced PM tools and 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
25
26. Information Technology Project Management, Fifth Edition, Copyright 2007
Program and Project Portfolio
Management
A program is “a group of related projects managed in
a coordinated way to obtain benefits and control not
available from managing them individually”
(PMBOK® Guide, Third Edition, 2004, p. 16)
A program manager provides leadership and
direction for the project managers heading the
projects within the program
Examples of common programs in the IT field:
infrastructure, applications development, and user
support
26
27. Information Technology Project Management, Fifth Edition, Copyright 2007
Project Portfolio Management
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
Portfolio managers help their organizations make
wise investment decisions by helping to select
and analyze projects from a strategic perspective
27
28. Information Technology Project Management, Fifth Edition, Copyright 2007
Figure 1-3: Project Management
Compared to Project Portfolio
Management
28
29. Information Technology Project Management, Fifth Edition, Copyright 2007
Best Practice
A best practice is “an optimal way recognized by industry
to achieve a stated goal or objective”*
Robert Butrick suggests that organizations need to follow
basic principles of project management, including these
two mentioned earlier in this chapter
Make sure your projects are driven by your strategy; be able
to demonstrate how each project you undertake fits your
business strategy, and screen out unwanted projects as soon
as possible
Engage your stakeholders; ignoring stakeholders often leads
to project failure
Be sure to engage stakeholders at all stages of a project, and
encourage teamwork and commitment at all times
*Project Management Institute, Inc., Organizational Project Management Maturity Model
(OPM3) Knowledge Foundation (2003), p. 13.
29
31. Information Technology Project Management, Fifth Edition, Copyright 2007
Figure 1-5: Sample Project Portfolio
Management Screen Showing
Project Health
31
32. Information Technology Project Management, Fifth Edition, Copyright 2007
Suggested Skills for Project
Managers
Project managers need a wide variety of skills
They should:
Be comfortable with change
Understand the organizations they work in and with
Be able to lead teams to accomplish project goals
32
33. Information Technology Project Management, Fifth Edition, Copyright 2007
The Role of the Project Manager
Job descriptions vary, but most include
responsibilities like planning, scheduling,
coordinating, and working with people to achieve
project goals
Remember that 97% of successful projects were
led by experienced project managers, who can
often help influence success factors
33
34. Information Technology Project Management, Fifth Edition, Copyright 2007
Suggested Skills for Project Managers
The Project Management Body of Knowledge
Application area knowledge, standards, and
regulations
Project environment knowledge
General management knowledge and skills
Soft skills or human relations skills
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35. Information Technology Project Management, Fifth Edition, Copyright 2007
Table 1-3: Ten Most Important Skills
and Competencies for Project
Managers
1. People skills
2. Leadership
3. Listening
4. Integrity, ethical behavior, consistent
5. Strong at building trust
6. Verbal communication
7. Strong at building teams
8. Conflict resolution, conflict management
9. Critical thinking, problem solving
10. Understands, balances priorities
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36. Information Technology Project Management, Fifth Edition, Copyright 2007
Different Skills Needed in Different
Situations
Large projects: leadership, relevant prior
experience, planning, people skills, verbal
communication, and team-building skills are most
important
High uncertainty projects: risk management,
expectation management, leadership, people
skills, and planning skills are most important
Very novel projects: leadership, people skills,
having vision and goals, self-confidence,
expectations management, and listening skills
are most important
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37. Information Technology Project Management, Fifth Edition, Copyright 2007
Importance of Leadership Skills
Effective project managers provide leadership by
example
A leader focuses on long-term goals and big-
picture objectives while inspiring people to reach
those goals
A manager deals with the day-to-day details of
meeting specific goals
Project managers often take on the role of both
leader and manager
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38. Information Technology Project Management, Fifth Edition, Copyright 2007
Careers for IT Project Managers
In a 2006 survey by CIO.com, IT executives
ranked project/program management the skills
that would be the most in demand in the next two
to five years
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39. Information Technology Project Management, Fifth Edition, Copyright 2007
Table 1-4: Top IT Skills (partial list)
SKILL PERCENTAGE OF RESPONDENTS
Project/program management 60%
Business process management 55%
Business analysis 53%
Application development 52%
Database management 49%
Security 42%
Enterprise architect 41%
Strategist/internal consultant 40%
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40. Information Technology Project Management, Fifth Edition, Copyright 2007
The Project Management Profession
The profession of project management is growing
at a very rapid pace
It is helpful to understand the history of the field,
the role of professional societies like the Project
Management Institute, and the growth in project
management software
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41. Information Technology Project Management, Fifth Edition, Copyright 2007
History of Project Management
Some people argue that building the Egyptian
pyramids was a project, as was building the
Great Wall of China
Most people consider the Manhattan Project to
be the first project to use “modern” project
management
This three-year, $2 billion (in 1946 dollars)
project had a separate project manager and a
technical manager
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42. Figure 1-6: Sample Gantt Chart
Created with Project 2007
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Information Technology Project Management, Fifth Edition, Copyright 2007
43. Information Technology Project Management, Fifth Edition, Copyright 2007
Figure 1-7: Sample Network
Diagram in Microsoft Project
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44. Information Technology Project Management, Fifth Edition, Copyright 2007
The Project Management Institute
The Project Management Institute (PMI) is an
international professional society for project
managers founded in 1969
PMI has continued to attract and retain members,
reporting 225,432 members worldwide by
12/31/06
There are specific interest groups in many areas
like engineering, financial services, health care,
IT, etc.
Project management research and certification
programs continue to grow
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45. Information Technology Project Management, Fifth Edition, Copyright 2007
Project Management Certification
PMI provides certification as a Project
Management Professional (PMP)
A PMP has documented sufficient project
experience, has agreed to follow a code of ethics,
and has passed the PMP exam
The number of people earning PMP certification
is increasing quickly
PMI and other organizations are offering new
certification programs (see Appendix B)
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46. Figure 1-8: Growth in PMP
Certification, 1993-2006
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Information Technology Project Management, Fifth Edition, Copyright 2007
47. Information Technology Project Management, Fifth Edition, Copyright 2007
Ethics in Project Management
Ethics, loosely defined, is a set of principles that
guide our decision making based on personal
values of what is “right” and “wrong”
Project managers often face ethical dilemmas
In order to earn PMP certification, applicants
must agree to PMI’s Code of Ethics and
Professional Conduct
Several questions on the PMP exam are related
to professional responsibility, including ethics
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48. Information Technology Project Management, Fifth Edition, Copyright 2007
Project Management Software
There are 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
$200-600 per user, Project 2007 most popular
High-end tools: also called enterprise project
management software, often licensed on a per-user
basis, like VPMi Enterprise Online (www.vcsonline.com);
see front cover for trial version information
See the Project Management Center Web site or
Top Ten Reviews for links to many companies that
provide project management software
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49. Information Technology Project Management, Fifth Edition, Copyright 2007
Chapter Summary
A project is a temporary endeavor undertaken to
create a unique product, service, or result
Project management is the application of knowledge,
skills, tools, and techniques to project activities to
meet project requirements
A program is a group of related projects managed in
a coordinated way; project portfolio management
involves organizing and managing projects and
programs as a portfolio of investments
Project managers play a key role in helping projects
and organizations succeed
The project management profession continues to
grow and mature
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