IT PROJECT

MANAGEMEN
T
Let’s get
started.

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PURPOSE

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✔ Basic understanding of project management terms and definitions

✔ Basic understanding of project stages, objectives, and deliverables

✔ Basic knowledge of project management software tools

✔ Introduction to essential project management references

✔ Introduction to highly specialized project management

methodologies

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TERMINOLOGY

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👤 🏃 💃
Project Manager Project Team Project
Stakeholders

Professional in the field of

project management. The management team
Those entities within or
Responsible of the planning, leading the project, and
without an organization which
execution, and closing of provide services to the
sponsor a project or, have an
any project, typically project. Projects often bring
interest or a gain upon a
relating to construction together a variety number of
successful completion of a
industry, architecture, problems. Stakeholders have
project.
computer networking, important issues with others.
telecommunications or
software development.

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📅 🔖 🎉
Schedule Project Plan Kickoff Meeting

This consists of a list of a is a formal, approved

The first meeting with the
project's terminal elements document used to guide
project team and the client
with intended start and both project execution
of the project.
finish dates. and project control.

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📃 ☑ 🔢
Tasks Gantt
WBS Chart
Type of bar chart that
Work Breakdown Structure illustrates a project schedule.
(WBS) is a tool that defines a It illustrate the start and
in project management are
project and groups the finish dates of the terminal
activity that needs to be
project’s discrete work elements and summary
accomplished within a
elements in a way that helps elements of a project.
defined period of time.
organize and define the total Terminal elements and
work scope of the project. summary elements comprise
the work breakdown structure
of the project.

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🎯 🐛 ✸
Scope Scope Creep Risk

refers to uncontrolled
changes in a project's scope.
of a project in project This phenomenon can occur
when the scope of a project is the precise probability of
management is the sum total
is not properly defined, specific
of all of its products and their
documented, or controlled. eventualities.
requirements or features.
It is generally considered a
negative occurrence that is
to be avoided.

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OVERVIEW

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What is Project
Management?
The discipline of planning, organizing, and managing

⏳
resources to bring about the successful completion of
specific project goals and objectives. A project is a finite
endeavor (having specific start and completion dates)
undertaken to create a unique product or service which
brings about beneficial change or added value. This
finite characteristic of projects stands in sharp contrast
to processes, or operations, which are permanent or
semi-permanent functional work to repetitively produce
the same product or service.

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 All Projects…

Have a Start. Have an End. Are Are Unique.

Temporary.

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 Triple Constraint
Core Theory of IT Project Management

1. The Triple Constraint (Iron Triangle) TIME

IT project management is governed by the balance
between:
• Scope: What the project aims to deliver.
• Time: The schedule or deadline for project completion.
• Cost: The budget and resources required.
QUALITY
A change in one constraint impacts the others, e.g.,
adding features (scope) may require more time and
money. COST SCOPE
Triple Constraint
Triple Constraints

• IncreasedScope = increased time +

increased cost

•TightTime = increased costs + reduced

scope

•TightBudget = increased time + reduced

scope.
 Scope Management
Primarily it is the definition and control
of what IS and IS NOT included in
the project.
Issue Management
Issue Management
• Issuesare restraints to
accomplishing the deliverables of
the project.

• Typically
identified throughout the project and
logged and tracked through resolution.

Issue? Already impacting the cost,

time or quality.
 Cost Management
Cost Management
This process is required to ensure the project
is completed within the approved budget and
includes:

RESOURCES (people, equipment, BUDGET

materials)
QUANTITIES
Quality Management
Quality Management
Quality Management is the process that
insure the project will meet the needs
 Communications Management
Communications
Management
This process is necessary to ensure timely
and appropriate generation, collection,
dissemination, and storage of project
information. Effective communication
strategies ensure smooth coordination
among team members, stakeholders,
and external partners. Common tools
include Slack, Jira, Trello, and MS
Project.
Risk Management
Risk Management
• Risk identification and mitigation
• strategy Risk update and tracking

Risk? POTENTIAL negative impact to

project

TREE - location, WEATHER

accessibility, ownership
 ChangeControl
Change Control Management
Management
Define how changes to the project scope
will be executed

SCOPE SCHEDULE TECHNICAL

CHANGE CHANGES SPECIFICATION
CHANGES
 CRM Implementation Project: Real-World Example
Project Phase Key Activities Deliverables
Initiation - Define objectives - Signed-off project charter
- Identify stakeholders - High-level project plan
- Prepare project charter
Planning - Define scope, timeline, and budget - Detailed project plan
- Risk management planning - Risk mitigation strategies
- Resource allocation

Execution - Data migration - Migrated data

- System integration - Integrated systems
- Testing and training - Trained employees
Monitoring & Controlling - Progress tracking - Updated task lists
- Change management - Issue logs
- Feedback collection - Refinement documentation

Closure - Deliver finalized system - Fully functioning CRM

- Conduct post-implementation review - Documentation
- Hand over documentation - Post-implementation report
 Project Life Cycle
Project Life
Cycle

IMPLEMEN-
INITIATIO DEFINITIO PLANNIN DEPLOYMENT CLOSING
TATION
N N PHASE G PHASE PHASE
PHASE
PHASE PHASE
InitiationInitiation Phase
Phase
•Define the need
•Return on Investment Analysis
•Make or Buy Decision
•Budget Development
 Definition Phase
Definition
Phase
• Determine goals, scope and project
• constraints Identify members and their
• roles
Define communication channels,
• methods, frequency and content
Risk management planning
PlanningPlanning Phase
Phase
• Resource Planning
• Work Breakdown Structure Project
• Schedule Development Quality
Assurance Plan
 Implementation Phase
Deployment
Phase
• User Training
• Production
• Review Start
Using
Gantt
Chart
Project Management
Tools
TRADITIONAL PROJECT
MANAGEMENT

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 Project Management Stages
Regardless of the methodology used, the project development process will have the same major stages: initiation, development, implementation,
monitoring, and closing. The approach and any considerations need to be clarified prior to the project objectives, goals, and importantly, the roles
and responsibilities of all participants and stakeholders. The use of a project control system (i.e. Microsoft Office Project), help assure that projects
are developed successfully

Closure

Monitor & Control

Execution

Planning

Initiation

Definition

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 Overview of Stages

Definition Initiation Planning Execution Monitor & Control Closure

This is perhaps the most

important stage of any
project as it sets the Often neglected, it is
terms of reference within important to ensure a
which the project will be project is closed
Before a project starts run. If this is not done The key to a successful Once the project is properly. Many projects
the project manager well, the project will project is in the running it is important never end because there
must make sure the have a high likelihood of planning. Creating a the project manager is no formal sign-off. It
project goals, objectives, project plan is the first Doing the work to keeps control. This is
failure. The initiation deliver the product, is important to get the
scope, risks, issues, stage is where the task you should do achieved by regular customers agreement
budget, timescale and when undertaking any service or wanted reporting of issues,
business case is result. Most of the work that a project has ended
approach have been declared, scope of the project. risks, progress and the and no more work will
defined. related to the project is constant checking of the
project decided and Often project planning is be carried out.
realized at this stage business case to ensure
This must be stakeholder expectations ignored in favor of Once closed, the project
and needs complete that expected benefits
communicated to all the set. Time spent on getting on with the work. manager should review
attention from the will be delivered and are
stakeholders to get their planning, refining the However, many people the project and record
project manager. still valid. A project that
agreement. Any business case and fail to realize the value the good and bad
differences of opinion communicating the of a project plan in is not controlled is out of points, so successes
need to be resolved expected benefits will saving time, money and control. can be repeated and
before work starts. help increase the many other problems. failures avoided. A
likelihood of success. It project that is not
is tempting to start closed will continue to
working quickly, but a consume resources.
poor initiation stage
often leads to problems
and even failure.
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 Before a project starts the project manager must make sure the project goals, objectives, scope, risks, issues, budget,
Definition timescale and approach have been defined. This must be communicated to all the stakeholders to get their agreement. Any
differences of opinion need to be resolved before work starts.

Stage

The Objectives The Deliverables

□ Establish realistic expectations with participants ☑ Preliminary project timeline

□ Define the project as to a relative time frame ☑ Preliminary project scope

□ Determine and define participants roles &

responsibilities
▶ ☑ Preliminary roles & responsibilities

□ Develop approaches to manage project scope and ☑ Preliminary guidelines for communication
issues

□ Define project guidelines for communication

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 This is perhaps the most important stage of any project as it sets the terms of reference within which the project will be run.

Initiation If this is not done well, the project will have a high likelihood of failure. The initiation stage is where the business case is
declared, scope of the project decided and stakeholder expectations set. Time spent on planning, refining the business case
and communicating the expected benefits will help increase the likelihood of success. It is tempting to start working quickly,
Stage but a poor initiation stage often leads to problems and even failure.

The Objectives The Deliverables

□ Review Project Statement of Work ☑ Develop Project Charter

□ Review of Project Enterprise Environmental Factors ▶ ☑ Develop Preliminary Project Scope Statement

□ Review of Project Organizational Assets

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 The key to a successful project is in the planning. Creating a project plan is the first task you should do when undertaking
Planning any project. Often project planning is ignored in favor of getting on with the work. However, many people fail to realize the
value of a project plan in saving time, money and many other problems.

Stage

The Objectives The

Deliverables
□ Perform Scope Definition and ☑ Create Scope Management
Planning Plan

□ Create Project ☑ Create Activity

WBS Plan

▶
□ Define Project Activities and ☑ Create Quality Assurance
Sequence Plan

□ Define Each Activities Resource cost and ☑ Create Human Resource

duration Plan

□ Establish Risk Management Plan with initial Risk ☑ Create Project Communication
Identification Plan

□ Establish Risk Analysis and Response ☑ Create Risk Management

Planning Plan

□ Plan Project Purchases, Acquisitions, and

Contracting

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 Execution Doing the work to deliver the product, service or wanted result. Most of the work related to the project is realized at this
stage and needs complete attention from the project manager.

The Objectives The Deliverables

□ Applicable Product or Process Life Cycle ☑ Preliminary Project Completion Review

□ Direct and Management Project Execution ▶ ☑ Schedule Work For Future Requirements

□ Monitoring and Controlling Processes

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 Once the project is running it is important the project manager keeps control. This is achieved by regular reporting of
Monitor & issues, risks, progress and the constant checking of the business case to ensure that expected benefits will be delivered
and are still valid. A project that is not controlled is out of control.

Control

The Objectives The Deliverables

□ Monitoring and Controlling Processes ▶ ☑ Preliminary Project Completion Review

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 Often neglected, it is important to ensure a project is closed properly. Many projects never end because there is no formal

Closure sign-off. It is important to get the customers agreement that a project has ended and no more work will be carried out. Once
closed, the project manager should review the project and record the good and bad points, so successes can be repeated
and failures avoided. A project that is not closed will continue to consume resources.

The Objectives The Deliverables

□ Stakeholder Review and Acceptance of Project
▶ ☑ Close Project

☑ Close Project Contracts

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PROJECT
TOOLS

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Project Management Software

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OTHER PROJECT MANAGEMENT
METHODLOGIES

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 Waterfall model is a sequential design process, often used in software development processes, in which
Waterfall progress is seen as flowing steadily downwards (like a waterfall) through the phases of Conception,
Initiation, Analysis, Design, Construction, Testing, Production/Implementation, and Maintenance.

Agile project management is an iterative and incremental method of managing the design and build
Agile activities for engineering, information technology, and new product or service development projects in a
highly flexible and interactive manner, for example agile software development. It requires capable
individuals from the relevant business, with supplier and customer input.

Critical path calculates the longest path of planned activities to logical end points or to the end of the
project, and the earliest and latest that each activity can start and finish without making the project longer.
Critical Path This process determines which activities are "critical" (i.e., on the longest path) and which have "total float"
(i.e., can be delayed without making the project longer). In project management, a critical path is the
sequence of project network activities which add up to the longest overall duration.

PRISM is the sustainability based project delivery method which incorporates tangible tools and methods
to manage the balance between finite resources, social responsibility, and delivering “green” project
PriSM outcomes. It was developed for organizations to integrate project processes with sustainability initiatives
to achieve business objectives while decreasing negative environmental impact.

PRINCE2 (Projects in Controlled Environments) is a project management methodology. It was developed

PRINCE2 by the UK government agency Office of Government Commerce (OGC) and is used extensively within the
UK as the de facto project management standard for its public projects. The methodology encompasses
the management, control and organization of a project.

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 Case Study

IBM's Project Management of

a Global IT Initiative
A Case Study on Success Factors and Challenges
Overview
About the project
- Project: Global IT Transformation for a
multinational client.
- Scope: Consolidation of 100+ legacy IT
systems into a cloud-based infrastructure.
- Duration: 18 months.
- Team: 300+ members across five
continents.
Success Factors

1. Clear Scope:
- Detailed project charter and milestones.

2. Strong Leadership:
- Effective coordination by regional leads.

3. Robust Communication:
- Weekly global status calls and collaboration tools.
Challenges

1. Global Coordination:
- Managing a dispersed team with diverse languages and
cultures.

2. Time Zone Differences:

- Delays due to scheduling across multiple time zones.

3. Unforeseen Risks:
- Technical integration issues and unexpected delays.
Lessons Learned

- Proactive Risk Management: Early identification and

mitigation.
- Importance of Communication: Use modern tools for
collaboration.
- Adaptability: Flexibility in project plans.
- Cultural Awareness: Respecting cultural differences.
Metrics and Timelines

Timeline:
- Months 1–3: Planning and resource allocation.
- Months 4–9: Data migration and system integration.
- Months 10–15: Testing and validation.
- Months 16–18: Deployment and closure.

Key Metrics:
- Cost savings.
- Reduction in IT infrastructure complexity.
- Improved system uptime.
 Team
Activity
IT Project Simulation
Objective: Apply theoretical knowledge in a practical scenario.
Activity:
Divide students into teams of 4-5.
Scenario: Each team is tasked with managing an IT project, e.g., implementing a new Customer
Relationship Management (CRM) system.
Teams must:
Define the project scope.
Outline the project lifecycle phases.
Create a timeline using a Gantt chart or Trello.
Present their plan to the class.
Presentation: Each team presents their approach, timeline, and tool usage.

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Homework

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Write a short reflective
report: "Choose an IT project
(real or hypothetical) and
outline its lifecycle,
challenges, and tools you
would use to manage it.".

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Thank you

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