The document discusses project management and provides information on key concepts. It begins by defining a project and the goals of project management. It then covers the project life cycle, knowledge areas, and reasons for project failure. The document emphasizes that project management ensures projects are delivered on time, within budget, and meet requirements to provide value. It summarizes several approaches, methodologies, and principles for effective project management.

1. Project Management(PM)

2. A project is a temporary endeavor undertaken
to accomplish a unique product, service or
result.

3. •1-

4. •The context of project management
Project Attributes/Characteristics

5. •The context of project management
Project Attributes/Characteristics

6. •1-
•The Triple Constraint

7. •1-
•Project Management
•Project management is the application of knowledge, skills, tools, and
techniques to project activities in order to meet or exceed stakeholder
needs and expectations from a project.
– PM is disciple of organizing, staffing, controlling, communicating,
coordinating and managing resources to bring about successful
completion of project.
–Goals of PM
•Optimizing use of available resources- time , money. Scope
•Planning , scheduling and monitoring progress
•Risk management
–Characteristics of PM
–Manager is the head
–Point of convergence
–Integrate all efforts and skills
–Rewards, results and outcomes
–Brings all departments into action

8. •Standish group survey(done in 1994
&updated since then)
•Project success:completed within time &
budget with all functions n feature.
• Project challenged: completed & operational
but over budget & time with fewer feature n
functions.
•Project fails: project is cancelled at some
time during PLC
•1-

9. •TCS MAJOR REASONS BEHIND PROJECT FAILURE
1.62% Failed for Schedule
2.49 % Budget Overruns
3.47 % Maintenance cost
4.41 Failed to deliver ROI(return on investment)

10. • Approaches of Improving IT Project Success
1.User involvement
2.Executive management support
3.Clear requirements and Business Objectives
4.Proper Planning
5.Realistic expectations
6.Emotional Maturity-Deliver Bad news, accept Criticism
7.Skilled Resources-Competent staff
8.Project Management Expertise-Hard working focused team
9.Standard tools & infrastructure
10.Agile Process

11. •1-
•Reasons for Failure

12. Concept of 4 P’s

13. The effective software project management Focuses
on four P’s:
The People
The Product
The Process
The Project

14. People
The following categories of people are involved in the S/W
Process.
Senior Manager
Project Managers
Practitioners
Customers
End Users

15. The Process
Here the important thing is to select an appropriate
process model to develop the software.
There are different process models available.
They are Water fall model, Iterative water fall
model,Prototyping model,Evolutionary
model,RAD(Rapid Application Development) model,
Spiral model.
In practice we may use any one of the above
models or a combination of the above models.

16. The Product
Before a software project is planned, the product
objectives and scope should be established.
Technical and management constraints should be
identified.
Without this information it is impossible to define a
reasonable cost, amount of risk involved, the project
schedule etc.
A software project scope must be unambiguous and
understandable at the management and technical levels.

17. In order to manage a successful software project, we
must understand what can go wrong (so that
problems can be Avoided) and how to do it right.
A project is a series of steps where we need to
make accurate decision.
Project

18. W5HH Principle

19. THE W5HH PRINCIPLE
In an excellent paper on software process and projects,
Barry Boehm states:
“you need an organizing principle that scales down to
provide simple plans for simple projects.”
Boehm suggests an approach that addresses project
objectives, milestones, schedules, responsibilities,
management and technical approaches, and required
resources.

20. W5HH Approach
Why is the system being developed?
The answer to this question enables all parties to assess the
validity of business reasons for the software work. Stated in
another way, does the business purpose justify the expenditure of
people, time, and money?
What will be done, by when?
The answers to these questions help the team to establish a
project schedule by identifying key project tasks and the
milestones that are required by the customer.

21. Who is responsible for a function?
We know that the role and responsibility of each member of
the software team must be defined.
Where are they organizationally located?
Not all roles and responsibilities reside within the software
team itself. The customer, users, and other stakeholders also
have responsibilities

22. How will the job be done technically and
managerially?
Management and technical strategy must be
defined.
How much of each resource is needed?
Develop estimation.
The W5HH is applicable to all software
projects regardless of size or complexity.

23. Need for Project Management
Project management is important because it ensures what is
being delivered, is right, and will deliver real value against the
business opportunity.
Leadership. ...
Clear Focus & Objectives. ...
Realistic Project Planning. ...
Quality Control. ...
Risk Management. ...
Orderly Process. ...
Etc..

24. Project Life Cycle(PLC)

25. •Phases of PLC

26. PMBOK Knowledge Areas

27. •1-
•Project Management
Body of Knowledge

28. •Project Management
Knowledge Areas
Key Knowledge areas
1.Project integration management
2.Project scope management
3.Project time management
4.Project cost management
5.Project quality management

29. 6. Project human resource mgmt.
7. Project communication mgmt.
8. Project risk management
9. Project procurement mgmt.
Also Project Stake holders mgmt

30. Project Integration management is a collection of
processes required to ensure that the various elements of the
projects are properly coordinated. It involves making trade-
offs among competing objectives and alternatives to meet or
exceed stakeholder needs and expectations.
Project scope management is a process that helps in
determining and documenting the list of all the project goals,
tasks, deliverables, deadlines, and budget as a part of the
planning process.

31. Project time management is about using the amount
of time allocated to a project wisely in order to meet scheduled
deliverables and conclude all work by or before
the project completion date is compulsory for a successful project.
Project cost management is the process of estimating, budgeting
and controlling costs throughout the project life cycle, with the
objective of keeping expenditures within the approved budget, for
a project to be called successful, it's necessary.
Project quality management is the process through
which quality is managed and maintained throughout a PLC. This
responsibility ensures quality expectations are met.

32. Project human resource management involves organizing
and managing a project team. The team is usually made up of
people with specific skills and responsibilities. Project human
resource management processes include human resource planning,
acquiring the project team, developing the project team
and managing the team.
Project communication management is a collection of processes
that helps to make sure the right messages are sent, received, and
understood by the right people
Project Risk management is a process that allows individual risk
events and overall risk to be understood and managed proactively,
optimizing success by minimizing.

33. Project procurement management is to establish and maintain
relationships with vendors of goods and services during
the project life cycle. This unique function is an essential part
of project management, which is concerned with overseeing
designated sets of temporary operations
Project Stakeholder management is the project manager's
responsibility to manage and even influence key stakeholders'
expectations as well as requirements. Suppose if
key stakeholders aren't happy, the project is a failure. This is
why project stakeholder management is crucial for project success.

34. ITPM
(IT Project Methodology)

36. Phase 1: Conceptualize and Initialize
Define Project Goal
Provides business value to organization
How will we know if the project is successful given
the time, money, and resources invested?
⮚Deliverable : Business Case

37. �Business case is a deliverable that documents projects
goal as well several alternatives
�Cost feasibility,benefits, risks
�Organisation funds
�strategic

38. Project Charter: how project organized and how
approved alternative will be implemented.
Project plan is tactical details concerning who will carry
out work n when
who is manager?
team? scope? cost? time? Resources? Technology?
⮚Deliverable : Project Charter and plan

39. �Phase 3: Execute and Control the Project using approach
such as the SDLC
oAnalysis
oDesign
oCoding
oTesting
oMaintenance
�Phase 4: Close Project
�Deliverable :
oFinal project report and documentation

40. �Phase 5: Evaluate Project Success
◦Post mortem by project manager and team of entire project
◦Evaluation of team members by project manager
◦Evaluate project’s organizational value

41. Business Case
⮚It provides the 1st deliverable in the IT Project Life Cycle.
⮚Definition :
• Business Case provides an analysis of the organizational value, feasibility, costs,
benefits and risks of several proposed alternatives.
⮚It is not a budget or project plan.
⮚Attributes of a good Business Case
▪Details all possible impacts, costs, benefits
▪Clearly compares alternatives
▪Objectively includes all pertinent information
▪Systematic in terms of summarizing findings

42. Process for Developing the Business Case

43. Step I: Select the Core Team
A core team is recruited.
⮚The core team includes:
•Managers
•Business Specialist
•IT Specialist
•Other stakeholders that are affected by the project or involved
in its delivery.
⮚Advantages:
-Credibility
-Alignment with organizational goals
-Access to the real costs
-Ownership
-Agreement
-Bridge building

44. Step II: Define Measurable Organizational
Value (MOV)
⮚The Project’s overall goal and measure of success is referred as
the Project’s overall Measurable Organizational Value .
⮚Aligns IT project with the organization and supports the
Organization’s goal, mission and objectives.
⮚The MOV must:
✔Be measurable
✔Provides value to the organization
✔Must be agreed upon
✔Must be verifiable at the end of the project

45. Step III: Identify Alternatives
⮚Options identified in the Business Case are the strategies
for achieving the MOV.
⮚Base Case Alternatives:
•It describes how the organization would perform if it
maintained the status quo- i.e. if it did not pursue any of the
options described in the business case.
⮚Possible Alternative Strategies
•Change existing process without investing in IT
•Adopt/Adapt systems from other organizational areas
•Reengineer Existing System
•Purchase off-the-shelf Applications package
•Custom Build New Solution

46. Step IV: Define Feasibility and Asses
Risk
Feasibilty:
Focuses on whether a particular alternative is doable and
worth doing.
Types:
i.Economic feasibility:Cost/Benefit Analysis of alternatives
ii.Technical feasibility:Focuses on existing technical
infrastructure
iii.Organizational feasibility:Considers the impact on the
organization
iv.Other feasibilities:Issues like operational,legal and ethical
feasibility

47. Risk:
⮚An uncertain event that has a positive or negative effect
on the project’s objective.
⮚It focuses on what can go wrong and what must go
right.
⮚Risk deals with:
oIdentification: What can go wrong ?What must go
right?
oAssessment: What is the impact of each risk?
oResponse: How to avoid or minimize the risk?

48. Step V: Define Total Cost of
Ownership(TCO)
⮚It refers to the total cost of acquiring ,developing,
maintaining and supporting the application system over its
useful life.
⮚TCO includes costs as:
1.Direct/Up-Front costs- Initial purchase of h/w , s/w &
telecom equipments installation cost etc.
2.Ongoing cost- Salaries ,training,upgrades,maintenance etc.
3.Indirect Cost- time lost by users when the system is
down,quality assurance etc.
⮚TCO goes beyond the original purchase or development
costs.

49. Step VI: Define Total Benefits of
Ownership(TBO)
⮚It should address the benefits of an alternative over the
course of its useful life.
⮚It must include all of the direct,ongoing and indirect
benefits associated with each proposed alternative.
⮚Benefits can arise from:
oIncreasing high-value work
oImproving accuracy and efficiency
oImproving decision-making
oImproving customer service

50. Step VII: Analyze Alternatives using
Financial models and Scoring models
•All the Alternatives are compared with each other consistently.
•The most common ways are :