The document outlines the fundamentals of project management, emphasizing its importance in ensuring the successful delivery of projects through effective scope, time, and cost management. It highlights the growing demand for project-related roles and the key attributes and knowledge areas necessary for project managers, alongside comparing projects, programs, and portfolios. Additionally, it discusses the agile project management approach, its principles, and advantages, emphasizing flexibility and continuous improvement.

1. IT PROJECT
MANAGEMENT

2. Learning
Outcomes
Project and Project Management
Project Management Scope
Project Time management
Project Cost Management
Agile Project Management

3. Project Management
Career Projections
By 2027, employers will need
88 million people in project
related roles

4. Advantages of Project Management
• Improved customer relations
• Better internal coordination
• Positive impact on meeting strategic goals
• Better control of financial, physical, and human resources
• Lower costs and improved productivity
• Higher profit margins

5. What is a Project?
A temporary discrete endeavor
undertaken to create a unique product,
service, or result. It is time-constrained,
and often constrained by funding

6. A Project Should Have
Duratio
n
Budget
Scope

7. Examples of Projects

8. Project
Attribute
s
Unique Purpose
Temporary
Requires Resources
The project must have a sponsor

9. Project Constraints
Scope Time Cost

10. What is Project Management?
• Project management is “the application of
knowledge, skills, tools, and techniques to
project activities to meet project requirements.”
• Project managers work with the project
sponsors, the project team, and other
stakeholders to meet project goals.

11. Project Management ensures
successful delivery of projects

12. Project Stakeholders
• These are the people involved in or affected by project activities,
and include the project sponsor, project team, support staff,
customers, users, suppliers, and even opponents of the project
• These stakeholders often have very different needs and
expectations

13. Project
Manageme
nt
Knowledge
Areas
Project scope
managemen
t
Project time
managemen
t
Project cost
managemen
t
Project
quality
managemen
t
Project
human
resource
managemen
t
Project
communicati
ons
managemen
t
Project risk
managemen
t
Project
procurement
managemen
t
Project
stakeholder
managemen
t
Project
integration
managemen
t

14. Project Management Tools
Critical Path
Analysis
Project Network
Diagrams

15. How To
Define
Project
Success?
Did the project meet scope,
time, and cost goals?
Did the project satisfy the
customer/sponsor?
Did the results of the project
meet its main objective?

16. What
Helps
Projects
Succeed?
1. Executive support
2. User involvement
3. Clear business objectives
4. Emotional maturity
5. Optimizing scope
6. Agile process
7. Project management expertise
8. Skilled resources
9. Execution
10. Tools and infrastructure
Source: The Standish Group, “CHAOS Manifesto 2013:
Think Big, Act Small” (2013)

17. Projects vs Programs
A program is “a group of
related projects,
subprograms, and
program activities
managed in a coordinated
way to obtain benefits and
control not available from
managing them
individually
A project temporary
discrete endeavor
undertaken to create a
unique product, service, or
result

18. A program = project
+ project + project…

19. Program vs Portfolio
• A portfolio is a collection
of projects and programs
across an entire
organization
• Portfolio managers are
responsible for portfolios
of projects or programs
for one client

20. Project Portfolio Management
Are we working
on the right
projects?
Are we
investing in the
right areas?
Do we have the
right resources
to be
competitive?

21. The Role
of a
Project
Manager
Building Relationships
Communicating Project
Status
Leading And Handling
Change
Delegate Detailed
Responsibility
Flexible, Creative, And
Patient

22. A project Manager should have
people’s skills and leadership skills

23. Project
Management
Profession

24. Ethics in Project Management
• Accept only those assignments that are consistent with
your background
• Listen to others’ points of view
• Approach directly those persons with whom we have a
conflict or disagreement
• Demonstrate transparency in your decision-making
process
• Earnestly seek to understand the truth.
• Be truthful in your communications and conduct

25. Project Scope
Management

26. Definition
Project scope management
includes processes involved in
defining and controlling what
work is included a what is
excluded in a project
Scope refers to all the work
involved in creating the products
(deliverable) of the project and
the processes used to create
them
Deliverables refers to what will
be provided as a product of a
project

27. Main
Processes
Involved in
Project
Scope
Manageme
nt
Planning scope
Collecting requirements
Defining scope
Creating the WBS
Validating scope
Controlling scope

28. Planning Scope
Management
• This involves reviewing the project
management plan, project charter,
enterprise environmental factors, and
organizational process assets

29. Scope Management Plan
Project scope statement
Work Breakdown Structure(WBS)
Ways of approving and maintaining WBS
Ways to obtain formal acceptance of the completed project deliverables
Control requests for changes to the project scope

30. Collecting
Requiremen
ts
Interview
Focus groups and facilitated workshops
Questionnaires
Surveys
Observation
Prototyping
Document analysis

31. Defining
Scope
It describes in detail the work to be
accomplished on the project and is an
important tool for ensuring customer
satisfaction and preventing scope creep, as
described later in this chapter
It defines a baseline for performance
measurement and project control
It aids in communicating clear work
responsibilities
The main outputs of scope definition are the
project scope statement and project
documents updates

32. Creating The
Work Breakdown
Structure
A WBS is often depicted
as a task-oriented tree
of activities, similar to
an organizational chart
Image credit – workbreakdownstructure.com

33. Scope Verification
Scope verification involves formal
acceptance of the completed project
scope by the stakeholder
Careful procedures must be developed
to ensure the customer is getting what
they want, and the project team has
enough time and money to produce the
desired products and services

34. Scope Control
Scope control involves controlling
changes to the project scope

35. Project Time
Management

36. What is Project Time Management?
• Project time management refers to the
management of the time spent, and
progress made, on project tasks and
activities
• It deals with processes required to
manage timely completion of the project

38. Project Cost Management
The processes required to
ensure that a project team
completes a project within an
approved budget

39. 4 Processes in Project Cost
Management
• Planning cost management
• Estimating costs
• Determining the budget
• Controlling costs

40. Definition of Key Terms
• Cost
• Project Cost
• Project Cost Management

41. Basic Principles in Cost Management
• Profits
• Profit margin
• Life cycle costing
• Cash flow
• Tangible costs
• Intangible costs
• Direct costs
• Indirect costs
• Sunk costs
• Contingency reserves
• Management reserves

42. Planning Cost Management
Deals with how the costs will be managed throughout the life of the project

43. Cost Estimation
Project managers must take cost estimates seriously if they
want to complete projects within budget constraints

44. Cost Management Plan
• A cost management plan is a document that describes how the organization will manage cost variances on the
project
• A large percentage of total project costs are often labor costs, so project managers must develop and track
estimates for labor

45. Earned Value Management
EVM is a project performance measurement technique that
integrates scope, time, and cost data

46. Agile Project Management

47. What is Agile Project Management?
• Agile project management relies on incremental, iterative development cycles to complete less-predictable
projects
• Agile stands to be one of the most popular approaches to project management because of its flexibility and
evolutionary nature

48. Three Factors That Makes a System
Agile
• FLOW refers to the way work is processed by the system
• LEARNING refers to mechanisms in the system which allow the system to learn from past experiences,
mistakes or other people, but also to uncover unknown unknowns (knowledge discovery)
• COLLABORATION refers to various ways how people in the system can work together to achieve a single
goal

49. The Agile Manifesto

50. The Agile Manifesto
• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan

51. The Agile Principles
• Customer satisfaction by early and continuous delivery of valuable
software.
• Welcome changing requirements, even in late development.
• Deliver working software frequently (weeks rather than months).
• Close, daily cooperation between business people and developers.
• Projects are built around motivated individuals, who should be
trusted.
• Face-to-face conversation is the best form of communication (co-
location).

52. The Agile Principles
• Working software is the primary measure of progress.
• Sustainable development, able to maintain a constant pace.
• Continuous attention to technical excellence and good design.
• Simplicity - the art of maximizing the amount of work not done - is
essential.
• Best architectures, requirements, and designs emerge from self-
organizing teams.
• Regularly, the team reflects on how to become more effective, and
adjusts accordingly.

53. Advantages of Agile Project
Management
• Quality product
• Customer satisfaction
• Shorter time to market
• Better control
• Predictability

54. Advantages of Agile Project
Management
• Reduced risks
• Increased flexibility
• Continuous improvement
• Improved team morale
• Better estimate

55. Agile Project Management Methods
• Scrum
• Kanban
• Hybrid
• Bimodal
• Lean
• Extreme Programming

56. Ways to Use Agile Methodology
• Project planning
• Product roadmap creation
• Release planning
• Sprint planning
• Daily stand-ups
• Sprint review and retrospective