MET2602 Systems & Project

Management
Introduction

Before we start…

• Module Introduction
• What is this module is about?
• Teaching materials
• Assessment

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 What is this Module about?

• This module provides students with a fundamental

understanding of the principles of systems and
project management.
• 6 Credits, 12 Weeks
• Assessment:
• Case Study (35%)
• Quiz (30%)
• Project (35%)

Teaching Materials

• This book reflects content from the

latest the PMBOK® Guide, it goes well
beyond the Guide to provide a
meaningful context for project
management.
• https://www.cengage.com/c/information-technology-
project-management-9e-schwalbe/9781337101356/

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PMBOK® Guide
• 2017 - A Guide to the Project Management Body
of Knowledge (PMBOK® Guide)–Sixth Edition
• 2021 - A Guide to the Project Management Body
of Knowledge (PMBOK® Guide)–Seventh Edition

• The Standard for Project Management:

¾ Six Edition – aligned the PM discipline and
function around a collection of business
processes.
¾ Seventh Edition – shifts to a principles-based
standard to focus more on intended outcomes
rather than deliverables.
https://www.pmi.org/pmbok-guide-standards/foundational/pmbok
https://www.pmi.org/membership/types

PMBOK® Guide
• The standard provides a
basis for understanding
project management and
how it enables intended
outcomes.
• The PMBOK Guide focuses
on delivering outcomes
regardless of the approach
used by the project team.
• 10 knowledge areas in Sixth
Edition
• 8 project performance
domains in Seventh
Edition.
PMBOK® Guide

Assessment

Tentative
Assessment Task Weighting week/due
date
Lab works and Case Study
Students will be required to participate the weekly lab works, ensuring the
understanding and application of concepts and techniques. Students are 35% Week 6
required to submit a complete case study.

Quizzes
Students will be required to participate the quizzes, ensuring the
30% Week 6, 13
understanding of concepts and techniques taught in the class.

Project
Students will be required to apply the principles and techniques taught in
the class, manage a project from project proposal to project planning.
35% Week 13
Students will submit a group final project report and make a group
presentation.

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 Introduction
• Many organizations today have a new or
renewed interest in project management
• The Project Management Institute
estimates demand for 15.7 million project
management jobs from 2010 to 2020, with
6.2 million of those jobs in the United
States

https://www.youtube.com/watch?v=C1uxCBx2-UQ (5:25)

https://www.
pmi.org/-
/media/pmi/
documents/p
ublic/pdf/lea
rning/project
-
management
-salary-
survey.pdf?la
=en

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What Is a Project?

• A project is “a temporary endeavor undertaken

to create a unique product, service, or result”
(PMBOK® Guide, Sixth Edition, 2017)
• Operations is work done to sustain the business
• Projects end when their objectives have been
reached or the project has been terminated
• Projects can be large or small and take a short
or long time to complete

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Examples of Projects

• A team of students creates a smartphone

application and sells it online
• A company develops a driverless car
• A government group develops a system to
track child immunizations (injection) or any
activities
• A global bank acquires other financial
institutions and needs to consolidate systems
and procedures

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Project Attributes

• 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

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Project and Program Managers

• Project managers work with project

sponsors, project team, and other people
involved in a project to meet project goals
• Program: group of related projects
managed in a coordinated way to obtain
benefits and control not available from
managing them individually
• Program managers oversee programs; often
act as bosses for project managers
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The Triple Constraint of Project
Management

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What is Project Management?

• Project management is “the application of
knowledge, skills, tools and techniques to
project activities to meet project
requirements” (PMBOK® Guide, Sixth
Edition, 2017)
• 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

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Project Management Framework

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Project Stakeholders
• 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

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10 Project Management Knowledge Areas
• 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, schedule, cost, quality,
resource, communications, risk, procurement,
and stakeholder management)
• This module includes an entire chapter on
each knowledge area

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Project Management Tools and Techniques

• 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)

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Super Tools
• “S
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
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Project Success

• 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

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Program and Project Portfolio Management

• 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, Sixth Edition, 2017)
• A program manager provides leadership
and direction for the project managers
heading the projects within the program

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Project Portfolio Management

• 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

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 Project Management Compared to Project
Portfolio Management

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Sample Project Portfolio Approach

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The Role of the Project Manager

• Job descriptions vary, but most include

responsibilities like planning, scheduling,
coordinating, and working with people to
achieve project goals

• Remember that 97% of successful

projects were led by experienced project
managers, who can often help influence
success factors
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Ten Most Important Skills and Competencies

for Project Managers

1. People skills
2. Leadership
3. Listening
4. Integrity, ethical behavior, consistent
5. Strong at building trust
6. Verbal communication
7. Strong at building teams
8. Conflict resolution, conflict management
9. Critical thinking, problem solving
10. Understands, balances priorities
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Different Skills Needed in
Different Situations

• Large projects: Leadership, relevant prior experience,

planning, people skills, verbal communication, and
team-building skills were most important
• High uncertainty projects: Risk management,
expectation management, leadership, people skills, and
planning skills were most important
• Very novel (new) projects: Leadership, people skills,
having vision and goals, self confidence, expectations
management, and listening skills were most important

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Project Management Offices

• Many companies began creating PMOs to

help them handle the increasing number
and complexity of projects
• A Project Management Office (PMO) is
an organizational group responsible for
coordinating the project management
function throughout an organization

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The Project Management Profession

• The profession of project management is

growing at a very rapid pace
• The role of professional societies like the
Project Management Institute
• The growth in project management
software

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The Project Management Institute

• The Project Management Institute (PMI) is an

international professional society for project managers
founded in 1969
• PMI has continued to attract and retain members,
reporting more than 500,000 members worldwide by
late 2017
• There are communities of practices in many areas, like
information systems, financial services, and health care
• Project management research and certification
programs continue to grow
PMI Student Membership

• Students can join PMI at a reduced fee

and earn the Certified Associate in Project
Management (CAPM) certification(see
PMI for details)

Project Management Certification

• PMI provides certification as a Project

Management Professional (PMP®)
• A PMP® has documented sufficient
project experience, agreed to follow a
code of ethics, and passed the PMP®
exam
• The number of people earning PMP®
certification is increasing quickly
Project Management Certification

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” and “wrong”
• Project managers often face ethical dilemmas
• In order to earn PMP® certification, applicants
must agree to PMI’s Code of Ethics and
Professional Conduct
• Several questions on the PMP® exam are related
to professional responsibility, including ethics
Project Management Software

• There are hundreds of different products to assist

in performing project management
• Three main categories of tools:
– Low-end tools: Handle single or smaller projects well,
cost under $200 per user
– Midrange tools: Handle multiple projects and users,
cost $200-$1,000 per user, Microsoft Project is still
the most popular
– High-end tools: Also called enterprise project
management software, often licensed on a per-user
basis
• Several free or open-source tools are also
available

Chapter 1 Summary
• A project is a temporary endeavor undertaken to create a unique
product, service, or result
• Project management is the application of knowledge, skills, tools,
and techniques to project activities to meet project requirements
• A program is a group of related projects managed in a coordinated
way
• Project portfolio management involves organizing and managing
projects and programs as a portfolio of investments
• Project managers play a key role in helping projects and
organizations succeed
• The project management profession continues to grow and mature

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