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CHAPTER

1

: INTRODUCTION TO PROJECT MANAGEMENT

Project: + A temporary endeavor undertaken to create a unique product, service or result. + Điểm bắt đầu + Điểm kết thúc + Cùng làm tạo ra sản phẩm

Project attributes: + Has a unique purpose + Temporary + Developed using progressive elaboration + Requires resources, often from various areas + Have a primary customer or sponsor + Project involves uncertainty

The Triple Constraint + Scope – Time – Cost + Successful project management means meeting all 3 goals (scope, time, cost) and satisfying the project’s sponsor

Project Management: + The application of knowledge, skills, tools, and techniques to project activities to meet project requirements + Strive to meet specific scope, time, and cost

Project Stakeholders: + Are people involved in or affected by project activities + The project sponsors + The project manager + The project team + Support stuff + Suppliers + Customer + Opponents of a project

Project Management Tools and Techniques + Integration Management + Scope Management + Time Management + Cost Management + Quality Management + Human Resources Management + Communications Management + Risk Management + Procurement Management

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 Management and Program + Project managers work with the project sponsors, the project team, and the other stakeholders involved in a project to meet object goals + Program: a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. + Program manager: provides leadership and direction for the project managers heading the projects within a program

Project Portfolio Management + Project portfolio: a group of projects, programs, sub-portfolio, and operations to achieve strategic objective + Contribute to the entire enterprise’s success + Portfolio managers help their organization make wise investment decisions by helping to select and analyze projects from a strategies perspective + Tactic goals: cụ thể, rõ rang + Strategic goals: tầm nhìn dài, xa, tổng quát

Suggested Skills for Project Managers + Project managers need a wide variety of skills + The Project Management Body of Knowledge + Application area knowledge, standards, and regulations + Project environment knowledge + General management knowledge and skills + Soft skills or human relation skills + Project managers must be comfortable change + Understand the organization

Important of People and Leadership Skills + Large projects: Leadership, relevant prior experience, planning, people skills, verbal communication, and teambuilding skills were most important + High uncertainty projects: Risk management, expectation management, leadership, people skills, and planning skills were most important + Very novel projects: Having vision and goals + Ten most important skills and competencies: . People skills . Leadership . Integrity, ethical behavior, consistent . Strong at building trust . Verbal communication . Strong at building team . Conflict resolution, conflict management . Critical thinking, problem solving . Understands, balances priorities

Project Management Certification + PMI provides certification as a Project Management Professional (PMP)

Ethics in Project Management + Ethics, loosely defined, is a set of principles that guide our decision making based on personal values of what is “right” or “wrong”. + Project managers often face ethical dilemmas

CHAPTER

2

: THE PROJECT MANAGEMENT AND INFORMATION TECHNOLOGY CONTEXT

Systems Approach + System approach: tiếp cận hệ thống + Systems philosophy (triết học): an overall model for thinking about things as systems + Systems: sets of interacting components working within an environment to fulfill some purpose + System analysis: a problem solving approach + System management: addresses the business, technological, organizational issues associated with creating, maintaining, making changes to a system.

The Three-Sphere Model for Systems Management + Business + Organization + Technology

The Four Frames of Organizations + Structural frame: organization chart, focuses on roles and responsibilities, coordination and control + Human resources (HR) frame: focuses on producing harmony between the needs of the organization and the needs of people + Political frame: assumes organizations are coalitions composed of varied individuals and interest groups + Symbolic frame: focuses on symbols and meanings related to event, culture is important

Organization Structures + Functional organizational structure: project managers have the least amount of authority + Project organizational structure: project managers have the most amount of authority + Matrix organizational structure

Organizational Culture + a set of shares assumption, values, and behaviors that characterizes the functioning of an organization + Many people believe the underlying causes of many companies’ problems are not in the organizational structure of staff, the culture + Ten characteristics of organizational culture: *: most successful in organization culture . Member identity (*) . Group emphasis (*) . People focus . Unit integration (*) . Control . Risk tolerance (*) . Reward criteria (*) . Conflict tolerance (*) . Means-ends orientation

. Open-systems focus (*): degree to which the organization monitors and responds to changes in the external environment

Stakeholder Management + Using the four frames of organizations to think about project stakeholders can help you meet their expectation

The Need for Organizational Commitment to Information Technology + Chief Information Officer (CIO) at high level in the organization helps IT project

The Need for Organizational Standards + Standards or guidelines help project be more effective

Project Phases And The Project Life Cycle + Project life cycle is a collection of project phases + Define what work will be performed in each phase, what deliverables will be produced and when, who is involved in each phase, how management will control and approve work produced in each phase. + A deliverable is a product or service as part of a project + Early phases of a project life cycle + Resources needed usually lowest + Traditional phase of project life cycle : Concept -> Development -> Implementation -> Close-out + Concept: business case, preliminary cost estimate, 2-level WBS + Development phase: Project management plan, budgetary estimate cost, 3+- level WBS (Work breakdown structure) + Implementation phase: last work package, definitive cost estimate, performance reports + Close-out: completed work, lesson learned, customer acceptance

Product Life Cycle + System development life cycle (SDLC): a framework for describing the phases involved in developing information systems. + Predictive life cycle: meaning that the scope of the project can be clearly articulated and the schedule and cost can be accurately predicted. . Waterfall life cycle: requirements will remain stable after they are defined . Spiral life cycle . Incremental build life cycle: progressive development of operational software, with each release providing added capabilities . Prototyping life cycle: requires heavy user involvement, and developers use a model to generate functional requirements and physical design specifications simultaneously . RAD life cycle: uses an approach in which developers work with an evolving prototype + Adaptive Software Development (ASD): requirements cannot be clearly expressed early in the life cycle + Using time-based cycles to meet target dates + Agile software development: become popular to describe new approaches that focus on close collaboration between programming teams and business experts

The Importance of Project Phases and Management Reviews + Should occur after each phase to evaluate progress, potential success, and continued compatibility with organizational goals. + Called phase exits or kill points

CHAPTER

3

: THE PROJECT MANAGEMENT PROCESS GROUPS: A CASE STUDY

Project Management Process Groups + Can view project management as a number of related processes

+ A Process: a series of action directed toward a particular result (nhóm những công việc liên quan) + Project management process groups:

Knowledge Area

Initiating

Project Integration Management

Develop project charter

Project Scope Management

Project Time Management

Project Cost Management Project Quality Management

Project Human Resources Management

Project Communicati ons Management

Identify stakeholde rs

Project Management Process Groups Monitoring Planning Executing and Controlling Monitor and control Develop Direct and project project manage work, management project Perform plan execution integrated project changed Collect Verify requirements scope, , Define Control scope, scope Create WBS Define activities, Sequence activities, Estimate activity Control resources, schedule Estimate activity durations, Develop schedule Estimate costs, Control Determine costs budget Perform Perform Plan quality quality quality assurance control Acquire project team, Develop Develop human project resources team, plan Manage project team Plan Distribute Report communicati information performanc ons , Manage e stakeholder

Closing

Close project or phase

s expectation s Plan risk management , Identify risks, Perform qualitative risk analysis, Perform quantitative risk analysis, Plan risk responses Plan procurement s

Project Risk Management

Project Procurement Management Project Stakeholder Management

Monitor and control risks

Conduct procureme nts

Administer procureme nts

Close procuremen ts

Project Pre-Initiation and Initiation Pre-Initiation Tasks: Include: + Determined the scope, time, and cost constraints for the project + Identify the project sponsor + Select project manager + Develop a business case for a project + Meet with the project manager to review the process and expectations for managing the project + Determine if the project should be divided into two or more smaller projects

Initiating Tasks: + A kick-off meeting: a meeting held at the beginning of a project so that stakeholders can meet each other, review the goals of the project, and discuss future plans + Pre-Initiation: PM, BA + Initiation: Charter: PM, BA Kick-off: PM, BA, TLs Plan: PM, BA, TLS Execute: (Design, Implement, Test…): PM, BA, TLs, Dev + Project Monitoring and Controlling: progress toward project objectives, monitoring deviation, taking corrective action

Closing processes: formalizing acceptance of the project or project phase and ending it efficiently Executing processes: coordinating people and other resources to carry out the project plans and produce the products, services, or results of the project or project phase

Initiating processes: defining and authorizing a project or project clause Kick-off meeting: a meeting held at the beginning of a project so that stakeholders can meet each other, review the goals of the project, and discuss future plans

Methodology: describes how things should be done Monitoring and Controlling processes: regularly measuring and monitoring process to ensure the project team meets the project objectives

Planning processes: devising and maintaining a workable scheme to ensure that the project addresses the organization’s needs

Process: a series of activities directed toward a particular result

Project management process groups: the progression of project activities from initiation to planning, executing, monitoring and controlling, and closing

Projects IN Controlled Environments (PRINCE32): a project management methodology developed in UK that defines 45seperate sub-processes and organizes these into eight process groups

Rational Unified Process (RUP): an interactive software development process that focuses on team productivity and delivers software best practices to all team members

Six Sigma methodologies – DMAIC (Define, Measure, Analyze, Improve, and Control) is used to improve an existing business process and DMADV (Define, Measure, Analyze, Design, and Verify) is used to create new product or process designs

Stakeholder register: a document that includes details related to the identified project stakeholders Standard: describes best practices for what should be done

CHAPTER

4

: PROJECT INTEGRATION MANAGEMENT

Project Integration Management: + Involves coordinating all of the other project management knowledge areas throughout a project’s life cycle + Six main processes: . Developing project charter . Developer project management plan . Directing and managing project execution . Monitoring and controlling project work . Performing integrated change control . Closing the project or phase + Interface management: involves identifying and managing the points of the interaction between various elements of project. + The project management must communicate well with all project stakeholders, including customers, the project team, top management, other project managers, and opponents of the project

Strategic Planning: + Involves determining long-term objectives by analyzing the strengths and weaknesses of an organization, studying opportunities and threats in the business environment, predicting future trends, and projecting the need for new products and services. + SWOT analysis – analyzing Strengths, Weaknesses, Opportunities, and Threats

Net Present Value Analysis (NPV): + A method of calculating the expected net monetary gain or loss from a project by discounting all expected future cash inflows and outflows to the present point in time.

Return on Investment (ROI): + The result of subtracting the project cost from benefits and then dividing by the costs: (lợi nhuận – chi phí) / chi phí

Payback Analysis: + Payback period (khoảng thời gian cần thiết để thu hồi vốn): the amount of time it will take to recoup, in the form of net cash inflows, the total dollars invested in a project.

Using a Weighted Scoring Model: + Weighted Scoring Model (Hiệu quả hơn khi nhiều người đánh giá): a tool that provides a systematic process for selecting projects base on many criteria.

Implementing a Balanced Scorecard + Balance Scorecard (Tóm tắt mô tả về dự án): a methodology that converts an organization’s value drivers, such as customer service, innovation, operational efficiency, and financial performance, to a series of defined metrics

Develop a Project Charter:

+ Project charter: a document that formally recognizes the existence of a project and provides direction on the project’s objectives and management -> đánh dấu sự bắt đầu của dự án

Project Management Plan Contents + Introduction or overview of the project + Description of how the project + Management and technical processes used on project + Budget, schedule…

Project Execution: + Expert judgment + Project management information systems

Monitoring and Controlling Project Work: + Changes are inevitable on most projects, so it’s important to develop and follow a process to monitor and control changes + Baseline: the approved project management plan plus approved changes

Performing Integrated Change Control: + Integrated change control: involves identifying, evaluating, and managing changes throughout the project life cycle

Change Control System: + Change control system: a formal, documented process that describes when and how official project documents may be changed + Change control broad (CCB): a formal group of people responsible for approving or rejecting changes to a project + Configuration management: ensures that description of the project’s products are correct and complete

Closing project or phases: + Outputs: . Final product, service, or result transition . Organizational process asset updates

CHAPTER

5

: PROJECT SCOPE MANAGEMENT

Project Scope Management: +Scope: refers to all work involved in creating the products of the project and the processes used to create them + Deliverable: a product produced as part of a project, such as a planning document or meeting minutes + Project Scope Management: includes the processes involved in defining and controlling what work is or is not included in a project + Five main processes: . Collecting requirements . Defining scope . Creating the WBS . Verifying scope . Controlling scope

Collecting requirement: + Requirement: a condition or capability that must be met or possessed by a system, product, service, result, or component to satisfy a contract, standard, specification, or other formal document

+ Requirement development: elicitation, analysis, specification, and validation

How do you document requirements? + Requirement management plan: describes how project requirements will be analyzed, documented, and managed. + Requirement traceability matrix (RTM): a table that list requirements, various attributes of each requirement, and the status of the requirements to ensure that all requirements are addressed.

Creating the work break down structure: + Work breakdown structure (WBS): a deliverable-oriented grouping of the work involved in a project that defines the total score of the project + WBS is a foundation document in project management because it provides the basis for planning and managing project schedules, costs, resources, and changes + Decomposition: subdividing project deliverables into smaller pieces + Work package: a task at the lowest level of WBS

Approaches to Develop Work Breakdown Structures: + Include: . Using guidelines . The analogy approach . The top-down approach . The bottom-up approach . The mind-mapping approach

The WBS Dictionary and Scope Baseline + WBS dictionary: a document that describes detailed information about each WBS item

Active for Creating a WBS and WBS Dictionary + A unit of work should appear at only one place in the WBS + The work content of a WBS item is the sum of the WBS items below it + A WBS items is the responsibility of the only one individual, even though many people may be working on it + The WBS must be consistent with the way in which work is actually going to be performed, it should serve the project team first, and other purposes only if practical + Project team members should be involved in developing WBS to ensure consistency and buy-in + Each WBS items must be documented in a WBS dictionary to ensure accurate understanding of the scope of work included and not included in that item + The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project according to the scope statement

Verify Scope + It is difficult to create a good project scope statement and WBS for a project. + It is even more difficult, especially on information technology projects, to verify the project scope and minimize scope changes + Scope creep: the tendency for project scope to keep getting bigger and bigger + Scope verification: involves formal acceptance of the completed project scope by the stakeholders

Controlling scope + Scope control involves controlling changes to the project scope + Goal of scope control: influence the factors that cause scope changes, assure changes are processed according to procedures developed as part of integrated change control, manage changes when they occur + Variance: the difference between planed and actual performance

Suggestion for Improving User Input

+ Develop a good project selection process for information technology projects. Insist that all projects have a sponsor from the user organization + Have users on project team + Have regular meetings with defined agendas + Deliver something to project users and sponsors on a regular basis + Do not promise to deliver what cannot + Co-locate users with the developers

Suggestions for Reducing Incomplete and Changing Requirements + Prototyping: involves developing a working replica of the system or some aspect of the system + Use case modeling: a process for identifying and modeling business events, who initiated them, and how system should respond to them + Joint Application Design (JAD): uses highly organized and intensive workshops to bring together project stakeholders – the sponsor, users, business analysts, programmers, and so on – to jointly define and design information system + Put all requirements in writing and keep them current + Create a requirements management database for documenting and controlling requirements + Provide adequate testing to verify that the project’s products perform as expected + Reviewing changes from a systems perspective + Emphasize completion dates + Allocate resources specifically for handling change requests

CHAPTER

6

: PROJECT TIME MANAGEMENT

Project Time Management: + Defining activities: involves identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables + Sequence activities: involves identifying and documenting the relationships between project activities + Estimating, activity resources: involves estimating how many resources – people, equipment, and materials – a project team should use to perform project activities + Estimating activity durations: involves estimating the number of work periods that are needed to complete individual activities + Developing the schedule: involves analyzing activity sequences, activity resource estimates, and activity duration estimates to create the project schedule + Controlling the schedule: involves controlling and managing changes the project schedule

Defining activities: + Activity list: a tabulation of activities to be included on a project schedule. Include: activity name, activity identifier, number and a brief description of activity. + Activity attributes: provide more schedule – related information about each activity, such as predecessor (xác định activities thực hiện trc), successor (xác định activities thực hiện sau), logical relationships (mối quan hệ giữa các activities), leads and legs (thời gian delay activity), resource requirements, constraints, imposed dates, and assumptions related to the activity. + Milestone: a signification event that normally has no duration. It often takes several activities and a lot of work to complete a milestone, useful tool for setting schedule goals and monitoring progress

Sequence activities: + Dependencies: . Dependency or relationship relates to the sequencing of project activities or tasks. + Mandatory dependencies: inherent in the nature of the work being performed on a project + Discretionary dependencies (optional): defined by the project team

+ External dependencies (phụ thuộc dự án): involves relationships between project and non-project activities

Network Diagrams: + A schematic display of the logical relationships among or sequencing of, project activities: activity-on-arrow (AOA), arrow diagramming method (ADM)

Estimating activity resources: + Quality and type of resources + Resource breakdown structure: a hierarchal structure that identifies the project’s resources by category and type

Estimating activity duration: + Duration includes: the actual amount of time worked on an activity plus elapsed time + Effort: the number of workdays or work hours required to complete a task + Effort = duration * %time + Three-point estimate: an optimistic, most likely, pessimistic estimate + A three-point estimate is required for performing PERT and for performing Monte Carlo simulations

Developing the schedule: +Uses the results of all the preceding project time management processes to determine the start and end dates of the project

Gantt Charts + Provide a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format

Adding milestone to Gantt chart + Especially for large projects + Many people like to focus on meeting milestones + SMART criteria are guidelines suggesting that milestone : . Specific . Measurable . Assignable . Realistic . Time-framed

Critical Path Method: + Critical Path Method (CPM) – also called critical path analysis - is a network diagramming technique used to predict total project duration + A critical path for a project is the series of activities that determine the earliest time by which the project can be completed + Is the longest path and has the least amount of slack or float

Calculating critical path + First develop a good network diagram + Estimate the duration of each activity to determine the critical path + Calculating the critical path involves adding the durations for all activities on each path through the network diagram + The longest path is the critical path

Using critical path to shorten a Project Schedule + Crashing is the technique for making cost and schedule trade-offs to obtain the greatest amount of schedule compression for the least incremental cost + Fast tracking involves doing activities in parallel that you would normally do in sequence

Critical Chain Scheduling + A method of scheduling that considers limited resources when creating a project schedule and includes buffers to protect the project completion date + Buffer is additional time to complete a task, to an estimate to account for various factors

PERT weight average = (optimistic time + 4 * most likely time + pessimistic time) / 6

CHAPTER

11

: RISK MANAGEMENT

Project risk management: the art and science of identifying, analyzing, and responding to risk throughout the life of a project and in the best interest of meeting project objectives

Risk utility or risk tolerance: the amount of satisfaction or pleasure received from a potential payoff Risk-Averse: không thích risk Risk-Neutral: cân bằng Risk-Seeking: thích risk Six major processes: + Panning risk management: involves deciding how to approach and plan the risk management activities for the project + Identifying risks: involves determining which risks are likely to affect a project and documenting the characteristics of each + Performing qualitative risk analysis: involves prioritizing risks based on their probability and impact of occurrence + Performing quantitative risk analysis: involves numerically estimating the effects risks on project objectives + Planning risk responses: involves taking steps to enhance opportunities and reduce threats to meeting project objectives + Monitoring and controlling risk: involves monitoring identified and residual risks, identifying new risks, carrying out risk response plans, and evaluating the effectiveness of risk strategies throughout the life of the project

Planning risk management: + Contingency plans: predefined actions that the project team will take if an identified risk event occurs + Fallback plans: developed for risks that have a high impact on meeting project objectives, and are put into effect if attempts to reduce the risk are not effective + Contingency reverse or contingency allowances: provisions held by the project sponsor or organization to reduce the risk of cost or schedule overruns to an acceptable level

Categories of risks: + Market risk + Financial risk + Technology risk + People risk + Structure/process risk

Risk breakdown structure: a hierarchy of potential risk categories for a project Identifying risks: + Brainstorming: a technique by which a group attempts to generate ideas or find a solution for a specific problem by massing ideas spontaneously and without judgment + Delphi technique: to derive a consensus among a panel of experts who make prediction about future developments + Interviewing: a fact-finding technique for collecting information in face-to-face, phone, email, or instant-messaging discussions

The Risk Register: + An identification number + A rank for each risk event + The name of risk event + The category under which the risk event falls + Trigger for each risk + Potential response to each risk + The risk owner or person who will own or take responsibility for the risk + The probability of the risk occurring + The impact to the project if the risk occurs + The status of the risk

Performing qualitative risk analysis + Top ten risk item tracking: a qualitative risk analysis tool, and in addition to identifying risks, it maintains an awareness of risks throughout the life of a project by also helping to monitor risks + Watch list: a list of risks that are low priority, but are still identified as potential risks. Qualitative analysis can also identified risk that should be evaluated on a quantitative basis.

Performing quantitative risk analysis: + Decision tree: a diagramming analysis technique use to help select the best course of action in situations in which future outcomes are uncertain

Planning risk responses: Four basic response strategies for negative risks: + Risk avoidance + Risk acceptance + Risk transference + Risk mitigation Four basic response strategies for positive risks: + Risk exploitation + Risk sharing + Risk enhancement + Risk acceptance Residual risks: risks that remain after all of the response strategies have been implemented Secondary risks: a direct result of implementing a risk response

Monitoring and controlling risks: + Workarounds: unplanned responses to risk events – when they do not have contingency plans in place

CHAPTER

8

: PROJECT QUALITY MANAGEMENT

Project Quality Management: + Conformance to requirements: means the project’s processes and products meet written specifications + Fitness for use: means a product can be used as it was intended + Project quality management: to ensure that the project will satisfy the needs for which it was undertaken + Three main processes:

. Planning quality: identifying which quality standards are relevant to the project and how to satisfy those standards . Performing quality assurance: periodically evaluating overall project performance to ensure that the project will satisfy the relevant quality standards . Performing quality control: involves monitoring specific project results to ensure that they comply with the relevant quality standards while identifying ways to improve overall quality Planning quality: + Quality planning: implies the ability to anticipate situation and prepare actions that bring about the desired outcome + Design of experiments: a quality planning technique that helps identify which variables have the most influence on the overall outcome of a process + Functionality: the degree to which a system performs its intended function + Features: the system’s special characteristics that appeal to users + System outputs: the screens and reports the system generates + Performance: addresses how well a product or service performs the customer’s intended use + Reliability: the ability of a product or service to perform as expected under normal conditions + Maintainability: addresses the ease of performing maintenance on a product Performing quality assurance: + Quality assurance: includes all of the activities related to satisfying the relevant quality standards for a project. + Another goal of quality assurance is continuous quality improvement + Benchmarking: generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization + Quality audit: a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects Performing quality control: + Acceptance decisions: determine if the products or services produced as part of the project will be accepted or rejected + Rework: action taken to bring rejected items into compliance with product requirements or specifications or other stakeholder expectations + Process adjustment: correct or prevent further quality problems based on quality control measurements Tools and techniques for quality control: + Cause-and-effect diagrams: . Trace complaints about quality problems back to responsible production operations. . Find the root cause of problem . Also call fishbone or ishikawa diagrams . 5 whys + Control charts: . A graphic display of data that illustrate the results of a process over time . Seven run rule + Run chart: display history and pattern of variation of a process over time + Scatter diagram: helps to show if there is a relationship between two variables + Histograms: a bar graph of a distribution of variables. Each bar represents an attribute or characteristics of a problem or situation, and the height of the bar represents its frequency + Pareto charts: a histogram that can help you identify and prioritize problem areas + Flowchart: graphic displays of the logic and flow of processes that help you analyze how problems occur and how processes can be improved