Information Technology Project
Management – Fourth Edition
By Jack T. Marchewka
Northern Illinois University
Power Point Slides by Gerald DeHondt
Grand Valley State University
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Copyright 2012 John Wiley & Sons, Inc.
The Project Infrastructure
Chapter 3
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Learning Objectives
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Define the project management knowledge area called project
integration management and describe its role in project plan
development, project plan execution, and overall change control.
Describe the five project management processes and how they
support each phase of the project life cycle.
Understand product-oriented processes and how they are used
to implement the Systems Development Life Cycle (SDLC).
Develop a project charter and describe its relationship to the
project plan.
Identify the steps in the project planning framework introduced
in this chapter and describe how this framework links the
project’s measurable organizational value (MOV) to the
project’s scope, schedule, and budget.
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Project Integration Management
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In the project management context, integration includes
characteristics of unification, consolidation, articulation, and
integrative actions that are crucial to project completion,
successfully managing stakeholder expectations, and meeting
requirements. Project Integration Management entails making
choices about resource allocation, making trade-offs among
competing objectives and alternatives, and managing the
interdependencies among the project management Knowledge
Areas. (71)
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Project Integration Processes
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Develop Project Charter
Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or Phase
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The Business Case has been approved,
but…
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Who is the project manager?
Who is the project sponsor?
Who is on the project team?
What role does everyone associated with the project play?
What is the scope of the project?
How much will the project cost?
How long will it take to complete the project?
What resources and technology will be required?
What approach, tools, and techniques will be used to develop the
information system?
What tasks or activities will be required to perform the project work?
How long will these tasks or activities take?
Who will be responsible for performing these tasks or activities?
What will the organization receive for the time, money, and resources
invested in this project?
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PMBOK - Definition
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Process
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A set of interrelated actions and activities performed to
achieve a pre-specified product, result, or service (37)
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Projects versus Processes
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Processes are ongoing
If you’re building cars on an
assembly line, that’s a
process!
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If you’re designing and building
a prototype of a specific car
model, that’s a project!
Copyright 2012 John Wiley & Sons, Inc.
Project Management Processes
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Project vs. Product Management processes
Figure 3.1
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Project Management Processes and
ITPM Phases
Figure 3.2
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Project Management Process Groups
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Initiating
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Planning
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Allows for managing and measuring progress towards the project’s MOV and
scope, schedule, budget, and quality objectives.
Also allows the project manager and team to measure and keep an eye on
project variances between actual and planned results so that appropriate
corrective actions can be taken when necessary.
Closing
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Focuses on integrating people and resources to carry out the planned
activities of the project plan or phase
Monitoring and Controlling
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Supports planning of the entire project and each individual phase
Executing
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Signals the beginning of the project or a phase
Provides a set of processes for formally accepting the project’s product,
service, or end result so that the project or phase can be brought to an
orderly end
Copyright 2012 John Wiley & Sons, Inc.
Product-Oriented Processes
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Defines how the Systems Development Life Cycle
(SDLC) will be implemented.
This will then define all of the sub-phases and deliverables
associated with the Execute and Control project
management life cycle phase.
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Implementing the SDLC
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Implementation method will depend upon the size and
complexity of the project as well as the experience and
skills of the project team.
This will be a critical factor for developing the project
plan in terms of project phases, deliverables, tasks, and
resources that will be used to estimate the project’s
schedule and budget.
Can use a structured development approach or an
iterative development approach.
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Structured Development Approach
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The Waterfall Model was developed as a simple and
disciplined method for systems development.
Stresses a sequential and logical flow of software
development activities.
Detailed planning makes estimating easier.
More suitable for large, complex systems.
May also work well when the project team is less
experienced or less technically competent .
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Iterative Systems Development
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Focuses on shortening the SDLC by embracing the idea
that requirements are difficult to define and will change
over time.
Emphasizes using working software to measure progress.
Relies heavily upon face-to-face communication.
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Iterative Approaches to Systems
Development
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Rapid Application Development
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Attempts to compress the analysis, design, build, and test
activities of the SDLC into a series of short iterations or
development cycles.
Prototyping
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The user and developer work together to develop a partially
or fully functional system as soon as possible.
A prototype may be developed to discover or refine system
requirement specifications.
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Iterative Approaches to Systems
Development
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Spiral Development
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Breaks up a software project into a number of miniprojects
that address one or more major risks.
Identifies risks as each iteration is completed.
Agile Systems Development
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SCRUM, Dynamic Systems Development Method (DSDM),
Adaptive Software Development (ASD), eXtreme Programming
(XP).
Releases are developed through several iteration.
Each working release is transferred to users.
Copyright 2012 John Wiley & Sons, Inc.
The Project Charter
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Together with the baseline project plan, provides a tactical
plan for carrying out the project
Serves as an agreement or contract between the project
sponsor and team
Provides a framework for project governance
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The Project Charter
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Documents the project’s MOV
Defines the project infrastructure
Summarizes the details of the project plan
Defines roles and responsibilities
Shows explicit commitment to the project
Sets out project control mechanisms
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What Should Be in a Project Charter?
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Project ID
Project Stakeholders
Project Description
MOV
Project Scope
Project Schedule (summary)
Project Budget (summary)
Quality issues/standards/requirements
Resources
Assumptions & Risks
Project Administration
Acceptance and Approval
References
Terminology (acronyms and definitions)
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Project Charter Template
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Project Planning Framework
Figure 3.4
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Project Planning Framework
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The MOV
Define the Project’s Scope
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Initiation
Planning
Definition
Verification
Change Control
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Project Planning Framework
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Subdivide the Project into Phases
Tasks-Sequence, Resources, and Time Estimates
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Sequence
Resources
Time
Schedule and Budget-The Baseline Plan
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The Kick-Off Meeting
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Officially starts the work on the project
Brings closure to the planning phase
Communicates to all what the project is about
Energizes stakeholders
Engenders positive attitudes
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Copyright 2012 John Wiley & Sons, Inc.
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