1.
1. Introduction

2.
ICT Project ManagementUnit 1

3.
Project
• A project is a temporary venture undertaken to create a
unique product, service, or result
– Temporary– definite beginning and end
– End– objectives have been achieved
– Terminated– objectives can not be met
Temporary does not apply to product, service or result created by
the project
• Project creates unique product, service or result although
repetitive element may be present in some deliverable but it
does not change fundamental uniqueness
Although buildings are constructed with similar materials and
same team, but each location and design is unique

4.
Project
• Project can create
• Product, can be either a component of another item or an end
item in itself
• A capability to perform a service
• A result such as item or document( e.g. a research project )
• Some examples of project
– Developing new product or service
– Effecting a change in the structure, staffing, or style of an
organization
– Developing or acquiring a new or modified information
system
– Implementing a new business process or procedure

5.
Additional Definitions
• A project is a unique venture with a beginning and
an end, conducted by people to meet established
goals within parameters of cost, schedule and
quality
– Buchanan & Boddy 92
• Projects are goal-oriented, involve the coordinated
undertaking of interrelated activities, are of finite
duration, and are all, to a degree unique
– Frame 95

6.
Projects
• Examples of projects
– Split the atom
– Fast track between Kathmandu - Hetauda
– Introduce Windows 10
– Melamchi Water Project
“Projects, rather than repetitive tasks, are now
the basis for most value-added in business”
-Tom Peters

7.
Project Management
• The application of knowledge, skills, tools, and techniques
to project activities to meet the project requirements
• Comprise of several logically grouped project management
processes and 5 process groups
– Initiating
– Planning
– Executing
– Monitoring and Controlling
– Closing
• Managing a project typically includes
– Identifying the requirements
– Addressing the various needs, concerns, and expectations of the
stakeholders as the project is planned and carried out
– Balancing the competing project constraints
is an iterative process and goes through progressive expansion

8.
Project Life Cycle
• Most projects go through similar stages on the path from
origin to completion. These stages are defined as the
project’s life cycle
• The project can be mapped in the following life cycle
structure
– Starting the project
– Organizing and preparing
– Carrying the project work
– Closing the project
• The pattern of slow-rapid-slow progress toward the project
goal is common
– This phenomena can be observed in the construction of a building

9.
Project Life Cycle

10.
Elements of Projects
• Complex, one-time processes
– Are complex because they typically require the
coordinated inputs of numerous members
– Exists only until its goal has been met, and is dissolved
• Limited by budget, schedule, and resources
• Developed to resolve a clear goal or set of goals
– Its goals, or deliverables, define the nature of the project
– Designed to yield a tangible result( product or service)
• Customer-focused
– Both internal as well as external

11.
General Project Characteristics
• Unplanned activities with a clear life cycle
• Building blocks in the design and execution of
organizational strategies
• Responsible for the newest and most improved products,
services, and organizational processes
• Provide a philosophy and strategy for the management of
change

12.
General Project Characteristics
• Involve crossing functional and organization boundaries
• Traditional management functions of planning, organizing,
motivating, directing, and controlling apply
• Principal outcomes are the satisfaction of customer
requirements within technical, cost, and schedule
restrictions
• Terminated upon successful completion

13.
• 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
More Project Characteristics

14.
Process & Project Management
Process
1. Repeat process or product
2. Several objectives
3. Ongoing
4. People are homogeneous
5. Systems in place to
integrate efforts
6. Performance, cost, & time
known
7. Part of the line organization
8. support of established
practice
9. Supports status quo
Project
1. New process or product
2. One objective
3. One shot – limited life
4. More heterogeneous
5. Systems must be created to
integrate efforts
6. Performance, cost & time
less certain
7. Outside of line organization
8. Violates established practice
9. Upsets status quo

15.
Project Success Rates
• Software & hardware projects fail at a 65% rate
• Over half of all IT projects become runaways ( over
budget and over time)
• Up to 75% of all software projects are cancelled
• Only 2.5% of global businesses achieve 100% project
success
• Average success of business-critical application
development projects is 35%

16.
Why are Projects Important?
1. Shortened product life cycles
2. Narrow product launch windows
3. Increasingly complex and technical products
4. Emergence of global markets
5. Economic period marked by low inflation

17.
Time Between Introduction of Products

18.
• A team of students creates a smart phone
application and sells it online
• A company develops a driverless car
• A small software development team adds a new
feature to an internal software application for the
finance department
• A college upgrades its technology infrastructure
to provide wireless Internet access across the
whole campus
Examples of IT Projects

19.
The Triple Constraint of Project Management

20.
Project managers strive to meet the triple
constraint (project scope, time, and cost goals)
and also facilitate the entire process to meet
the needs and expectations of project
stakeholders
The Triple Constraint of Project Management

21.
Project Management Framework

22.
• 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
Project Stakeholders

23.
• Knowledge areas describe the key competencies
that project managers must develop
• Project managers must have knowledge and skills
in all 10 knowledge areas (project integration,
scope, time, cost, quality, human resource,
communications, risk, procurement, and
stakeholder management)
Project Management Knowledge Areas

24.
• 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,
critical chain scheduling (time)
– Cost estimates and earned value management (cost)
Project Management Tools and Techniques

25.
• “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
Super Tools

26.
• 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
Project Success

27.
• 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, Fifth Edition, 2012)
• 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
include infrastructure, applications development,
and user support
Program and Project Portfolio Management

28.
• 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
Project Portfolio Management

29.
Project Management Compared to Project
Portfolio Management

30.
• A best practice is “an optimal way recognized by
industry to achieve a stated goal or objective”
• Robert B. suggests that organizations need to follow
basic principles of project management:
– 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
Best Practice

31.
Sample Project Portfolio Approach

32.
• 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
History of Project Management

33.
Classification of Projects
• Originally project management techniques tended to
be applied to large construction or defense projects.
• Many new style projects exist which vary in size,
length and complexity. They can include installing ICT
systems, office moves, testing a new product,
acquiring or merging with another organization, an
internal change program and a host of other areas of
work
• Whether in manufacturing, financial services, retail,
health service or local government there is usually one
person, the project leader who is in charge

34.
Classification of Projects
According to Funding:
– Private Sector project
– Government sector project
– Grant project
– Loan Project
According to the Foreign aided project:
– Joint venture project
– Bilateral project (KOICA, DANIDA)
– Multilateral project
According to Techniques:
– Labor intensive technique
– Capital intensive technique

35.
Classification of Projects
• According to Function:
– Disaster prevention projects
– Development projects
– Service sector projects
– Environment friendly projects etc
• According to the Orientation:
– Product oriented (window 10, building, roads, bridges)
– Process oriented (repair of a boiler)

36.
Classification of Projects
According to Nature of project:
– Simple
– Complex
– Innovative
– Emergency
According to time frame and speed:
– Normal
– Crash

37.
The Project Management Process
– Clearly define the project objective.
– Divide and subdivide the project scope into major “pieces”
– Define the specific activities for each piece (work package)
– Graphically portray the activities that need to be performed
from each work package in order to accomplish the project
objective – in the form of network diagram.
– Make a time estimate for how long it will take to complete
each activity – resources needed.
– Make a cost estimate for each activity.
– Calculate a project schedule and budget to determine
whether the project can be completed within the required
time, with the allotted funds, and with the available
resources

38.
Advantages of Project Management
• Better efficiency in delivering services- provides
roadmap
• Improved customer satisfaction- get a project done
on time and under budget, the client will be happy
• Enhanced effectiveness in delivering services-
strategies that allowed you to successfully complete
one project will serve you many times over.
• Improved growth and development within a team-
get respect and continue to perform more efficiently
• Greater position and competitive edge

39.
Advantages of Project Management
• Opportunities to expand services- great performance
leads to more opportunities to succeed.
• Better flexibility- project management allows for
flexibility. It allows to map out the strategy you want
to take see your project completed.
• Increased risk assessment- project management
provides a red flag at the right time before you start
working on project completion.
• Increase in quality- with enhanced effectiveness.
• Increase in quantity- an increase in quantity is often
the result of better efficiency

40.
Setting of Project Objectives
• SMART
– Specific
– Measurable
– Achievable
– Realistic
– Time framed

41.
Feasibility Study
• prima facie (Latin ): at first sight