This document provides an overview of project management, defining it as a structured approach to managing projects with specific objectives and timelines. It outlines essential phases of project management, including investigation, planning, production, and evaluation, alongside tools like Gantt charts and PERT diagrams to assist in project tracking and execution. The history of project management is traced from ancient times to modern methodologies, emphasizing the importance of effective planning, resource management, and documentation.

1. Project management overview and
definition
•Projects are singular, but non-routine, events with precise objectives which must
be achieved within a set timeframe. Projects are broken into a set of activities
designed to fulfil the stated objectives. Examples of projects include the building
of a house, the holding of an event like a party or even something as simple as
completing a school assignment.
•Project Management requires the organisation of people, equipment and
procedures in an appropriate way to get a project completed within a set
timeframe and budget. A Project Manager is responsible for the coordination of
all these resources in order to achieve the project objective
An artist's impression of the Homebush Bay master plan for the Sydney 2000
Olympic Games. Project Management techniques allow vast undertakings to be
managed effectively

2. Project Management gone wrong. It was reported that the construction of this building will
cost up to four times the original project estimate. It is an example of a project executed in
an atmosphere of delay and controversy, featuring not only an extraordinary budget blow-
out but a court battle and the resignation of the chief Project Manager.
The following need to be considered when planning a project
• Purpose and aim of the project
• Resources available both human and material
• Costing, human and time constraints
• The tasks, procedures or activities required to complete the project
Project management techniques are used by organisations because they ensure that
organisational objectives and system objectives are being met in a timely, accurate, relevant
and complete manner. They provide a way of controlling people, resources and procedures,
and clearly identify the tasks that must be completed and the desired completion time

3. Project Management History
Project Management is not a new concept. Even in the time of the
Ancient Egyptians a form of project management was needed to
coordinate the construction of the great pyramids. Modern project
management tools were, however, not developed until the early
1900s with the creation of the GANTT chart method. Further
refinement in project management tools came about in the 1950s
with the development of the Critical Path Method (CPM) and
Program Evaluation and Review Technique (PERT). These three
tools form the basis for documenting and managing the progress
of projects. All of these tools produce graphical representations of
projects, and all current project management software includes
these components.

4. Case Study: Muse of the Spheres and
Musicale Musak
• CHAPTER ONE
• What would your life be like if you were employed as a
Project Manager tomorrow? What could you expect if you
were employed to use information processing and
management techniques within a company? Welcome to the
world of Mira, Muse of the Spheres and Musicale Musak
where you will find out the answers to these questions and
enter the high-flying world of information processing and
management.

7. Project Management Methodology
This Information Technology resource reviews
the phases of Project Management. Begin by
drawing some preliminary conclusions about
which phase is the most expensive. Why
might this be the case? Which stage is least
expensive? Use the graph below.
There are several distinct phases or steps
involved with managing a project. There are
many versions of the phases described.
Regardless of which version you read they
will all encapsulate the following concepts:

8. Phase 1: Investigation
Once a project is defined, further research is needed in order to
determine whether or not it is worthwhile pursuing.
This phase
• Involves the initial commissioning of the project
• Involves the identification of the initial aim and goals
• Involves investigation into the possible ways the project could be
completed
• Is undertaken by top level management or strategic planners
• This phase would provide a project brief to the project team or
project manager.

9. Phase 2: Planning and Design
This phase is important as it provides the foundation for the
following phases. The aim of this step is to ensure that the
objectives can and will be met within the set time and budgetary
constraints.
This phase involves:
• Defining the exact purpose of the project and clearly defining the
objectives to be achieved
• Breaking the project into tasks or activities and defining the
purpose of each
• Estimating the shortest and longest possible time required for
each activity

10. • Identifying milestones and key time markers in the project that
keep the project on schedule
• Determining the sequence of activities and any constraints
affecting the sequence. For example, some tasks must be
completed before other ones can start, or particular resources
might be required for the activity. This also includes:
• Deciding which activities should be completed before others can
commence
• Identifying activities that can be done simultaneously or must be
done at the same time
• Assigning resources, people, materials and equipment to activities
• Estimating the cost of resources
• Drawing up a calendar of events

11. The deliverables or final output of this phase could include:
• A project plan for management review
• A GANTT chart
• A PERT diagram, including a critical path, or a network
diagram

12. Phase 3: Production
During this phase the plan is put into operation. It ought to provide a
completed project, ready to be 'handed over to' clients. Alternatively, it may
end in a full implementation, i.e. at the end of an internal organisational
project.
This phase involves:
• Providing the resources
• Completing the activities
• Monitoring, controlling and recording the progress of the project on the
GANTT chart
• Comparing the current progress to the planned schedule
• Updating and refining the schedule as required
• Monitoring resource use to ensure no budgetary blowout
• Ensuring milestones and overall goals are met

13. Phase 4: Evaluation and Monitoring
The initial part of this phase is the transferal or hand over of
the project. Of course this project may not always have a
single product as the final result. Either way, the objectives of
the project at this point should be met.
Once the project is transferred to the client the project team
is 'decommissioned', reassigned new tasks or placed into new
project teams. Some members of the group may be utilised in
observing the full implementation of the project or in
supporting or monitoring its implementation.

14. It is also at this point the management will assess the success of the project.
This assessment is based on the elements of efficiency and effectiveness:
• Quality: How well it has met the objectives? What is the final quality of the
product?
• Cost: Did the project stay within the budget specified and proposed use of
resources?
• Time: Did the project finish on or before the specified date? Was it the
shortest possible time for the project?
• Timeliness: Was the project completed in time for the information to be of
use?
• Accuracy: Are there any errors in the product?
• Relevance: Does the project/product include only those elements required
by the client?
• Completeness: Does the client have everything they need in order to do
their work and make their decisions?

15. Project Management Tools
This resource covers the tools used by a Project Manager beginning with 'GANTT' charts.
GANTT charts
A project plan is often constructed within the planning phase. It contains all activities and milestones.
These events are placed in a particular time sequence, ultimately producing something similar to a
horizontal bar chart.
A GANTT chart displays tasks and costs along a horizontal time scale, much like a calendar. The time
for each task is recorded, by indicating the start and finish dates. It should show the best possible
way to complete the project in the shortest time. Activities can be done in parallel or sequentially, and
the GANTT chart shows this clearly. Even though it lists tasks, it does not show the critical path as
there is no indication of the relationship between tasks.

16. From this GANTT chart you can find out the following, Activity 3.0.2 Production Build:
•Has a duration of 10 days
•Must be done after Order Production Materials and Final Code Release
•Must be done before Ship Product
•Is expected to start 6/8/99 (mm/dd/yy)
•Is expected to finish 6/21/99 (mm/dd/yy)
•Is on the critical path (indicated in red)

17. PERT Diagrams (network diagrams)
PERT diagrams or critical path networks use a
graphical form to show relationships between
activities and time frames.
They differ from GANTT charts in that they are better
at identifying the relationship between tasks rather
than the progress of tasks over time.
Key elements in developing a PERT diagram:
•Activities - list of activities in the project and their dependencies
•Nodes/Events - indicating the beginning or end of an activity
•Network lines show the interdependence of events
•Indication of the critical path - the sequence of dependent events that have the sum of longest
duration
•Indication of slack time - events not on the critical path usually have slack time, extra time for
that event that does not effect the timing of other events thus not effecting the project time.
That means that can fall behind schedule and there is no impact on the project completion date.

18. Estimating
Activity Time
• When estimating the
duration of the project,
consider each task
separately, the people
doing the task, normal
working times and,
above all, be realistic.
• Project Managers may
be able to use historical
data or experience to
estimate duration.
Scheduling
and Expediting
Projects rarely follow the plan laid out.
During the project the Project Manager
should assess each step. If there are delays
they should identify alternate actions to
bring the project back within the time
constraints. Often this is done by putting
more resources, time or money into a
particular activity. This course of action
should be thought through carefully. Time
and costs need to be traded off in order to
get the project completed.
After the critical path and the slack time in
other activities have been identified, it may
be possible to expedite (hasten) or crash
the schedule. This involves identifying tasks
that could possibly be reduced in time if
enough money or resources were available.
Again it is a matter of assessing whether
the extra cost or effort is worth the saving
in time.
Critical Path
Method
The critical path is a
series of activities which
are vital to the event
being completed on
time. For example, a
delay in one event will
delay the completion of
the project.

20. Documentation
• Documentation
• Problems arose for network administrator Phil Wales when setting up a new
networked information system for 3RRR. Part of the problem for Wales arose because
he didn't have any previous documentation to show him how the studio network had
been set up. Letch explains the importance of documentation in this video.
• Documentation is essential for the success of any information system.
Documentation provides anyone who interacts with a particular system an overview
of the system capabilities and its software. It may also include specific procedures
which must be followed or be used to provide training or reference material.
Application and information systems can fail to meet their full potential if there is
inadequate documentation to support them. Without good documentation users may
flounder and the efficiency gains expected from a new system will never be realised