Exam Preparation

Project Management

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What is a Project?
● Projects are—
● Temporary
● Unique
● Time-based

● Project Management—
● Is using the resources you have to get the
job done successfully
● Good project management discipline helps
to ensure project success.

Project Constraints

Budget
Scope Schedule

Quality Resources Risks

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Project Management Processes

Monitoring and
Planning
•Activities to start •Activities to Controlling •Activities to close
up/begin a project coordinate and down and end a
or phase •Activities to accomplish work •Activities to project or phase
organize and of a project or manage and direct
prepare for a phase the
project or phase implementation of
a project or phase
Initiating Executing Closing

Work Breakdown Structure

● A deliverable-oriented hierarchical decomposition
of the work to be executed by the project team to
Project
accomplish the project objectives and create the
required deliverables. It organizes and defines the
total scope of the project Control Control
—PMBOK® Guide, p. 444
Account Account

Work Work Work

Package Package Package

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WBS vs. List
WBS List
● Provides structured view
● Can easily break down project into smaller ● Gives simple overview
pieces
● Is cumbersome and doesn’t allow to break it
● Should be developed by a team
down
● While developing it the team goes through
the whole project in their mind ● Can be created by one person
● It shows the hierarchy of deliverables, and
it allows to see which deliverables are ● List is a simple list
related

● Doesn’t show the dependencies

● It is not a Tool (but Project Scope Baseline,
Project Scope Document)

The WBS (not):

● It is not activity oriented (but delivearble
oriented)

PMBOK, 5th ed., p. 126

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Common Scheduling Tools

Network Project
Gantt chart Milestones
diagram calendar
Summary-level
Schematic display of scheduling showing
Easiest to make and
the logic relationships High-level details significant events that
understand
of project activities include completion of
major deliverables

Quick public way to

Appropriate for Consume no
Best for analysis show project
smaller projects resources or time
responsibilities

Network Diagrams
● The logical relationship between scheduled
activities is shown.
● Activities are represented by boxes.
● Dependencies are represented by arrows.
● Multiple arrows (dependencies) are possible.

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Gantt Charts
A Gantt chart—
● Is a graphical representation of the project
schedule that shows how the work flows over
time
● Shows activity start and end dates and
durations

Milestone Charts
● Activities of “zero duration”
● Take no time
● Consume no resources
● Record significant events or deliverables
● Major project happenings (component X complete)
● Funding points
● Key dates
● Serve as reminders to check on overall project status at key points

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 Time Management

Procrastination is…

Procrastination is not a Reason, it a Symptom!!!!

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Why do You Procrastinate?
● You simply find the job unpleasant
● You are disorganized
● You find the task overwhelming
● You are a perfectionist
● You are having trouble making a decision

When the Task is Unpleasant

● Remind yourself about the result of this job you are doing.
● Determine ways to reward yourself for completing unpleasant tasks. Preferably, they should not
be unhealthy rewards!
● Ask your coworker to check up on you to make sure you have done what you said you would do.
This is a positive use of peer pressure.
● Remind yourself that you don’t have to WANT to do something in order to DO it.

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When You Are Disorganized
● Make it a rule that you will not leave for the day without clearing up your work space.
● Force yourself to handle emails and paperwork the first time that you touch them in order to avoid
the piles of paper that can tend to accumulate.
● Plan your day according to what the most important things to achieve that day are.
● Use a timer to keep yourself aware of the time you are spending. If you have to work on other tasks
besides the one you are facing, set the timer to limit the amount of time you will allow yourself to
spend on it before getting back to the task at hand.
● Create a filing system that would allow anyone else to walk into your space and easily locate what
they are looking for.
● Don’t leave for the day without making a ‘to do’ list for the next day

When the Project Feels Overwhelming

● Take the task and break it into smaller, easily achievable tasks.
● Start with the easiest or fastest tasks first so that you feel some sense of accomplishment.
● Reward yourself as you complete each sub-task.
● Ask for input from others, particularly if you haven’t managed a project of this size before. Getting a brief
‘lessons learned’ from someone else can equip you to recognize pit falls before you hit them.

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When You Are a Perfectionist
● Review the expected results for the project with your supervisor. What would he or she consider
success to look like?
● Schedule regular check-in points with your supervisor and/or team mates so you can identify any
potential problems before they occur.
● Realize that no one is perfect and hiccups will occur. Instead of letting this cause you to
procrastinate, consider it a challenge to your problem-solving skills.
● Practice some stress-management techniques so that you are prepared for those moments when
problems arise.

When You Are Having Trouble Making a

Decision
● Use group consensus to come to the best decision.
● Ask for input from your supervisor or others.
● When all else fails, just make the best choice that you can.
● Moving forward in any direction is usually better than not moving at all.

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When we cannot say NO!!
● Remember while saying YES you automatically
say NO to the other tasks

Communication Skills

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Types of Communication

Formal Written Formal Verbal Informal Written Informal Verbal

• Complex Problems • Presentation • Emails • Meetings

• Work/ Business Plan • Speeches • Handwritten notes • Conversations

• Communicating over • Text messages

distances
• Instant messaging

Effective Communication Skills

Eye contact &
visible mouth

Encouragement
Body language
to continue

Summarizing
what has been Silence
said

Checking for
Smiling face
understanding

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Visual aids for presentation
White boards
Video and interactive
white boards

Flip charts

Computer
presentation
programmes Handouts

Why we use them?

Initiate
Emphasize
attention and
key aspects
interest

Making Providing
Instructional organized
Methods pre-package
more content
functional knowledge

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Leadership

Why Projects Need Leaders

● To facilitate communication and an exchange of information among customers, suppliers, and
team members in project settings
● To gain input and commitment from team members, customers, and suppliers in developing the
project vision
● To seek innovative solutions to customer problems
● To increase autonomy and participation of team members in project planning, decision making,
problem solving, and team management

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Leader vs. Manager
● The person who leads people
● The person who controls and manages the
business or its part

Leadership
Leadership is a skill of ability to build single vision while motivating
people for the common goals

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Management is an ability
to manage limited resources
and accomplish work within a
given time and budget

Leadership vs. Management

Leadership (Flexibility) Management (discipline)
● Improve with changes ● Requires stability and definitivenss
● Do the right things ● Do the things right

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Leadership and Management Competencies
Leadership – Personal Competencies Management- Competencies related to
● Communication specialization
● Motivation
● Stress management ● Define the dates for work packages
● Team building ● Provide team members with related
● Change management resources
● Analyze the performed jobs and their results
● Control and monitor the projects

2. Storming

Team
Development
Stages
1. Forming 3. Norming

5. 4.
Adjourning Performing

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Forming
This stage is completed Leaders can support team
During this initial stage
once members members by
• the members get • begin to think of • Adding structure
acquainted with each other themselves as part of a • Encouraging learning
• understand the scope of group • Balancing participation
the project.
• begin to establish ground
rules
• trying to find out what
behaviors are acceptable
with respect to both the
project and interpersonal
relations.

Storming
Team Members
• Accept that they are part of a project group
• Resist the constraints that the project and group put on their individuality.
• Conflict over who will control the group and how decisions will be made.

Leaders can support team members

• Facilitating dialogue
• Facilitating decision making
• Providing support
• Refocusing team members on project goals

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Norming
The norming phase
Leaders Support
At this stage: is complete when
team by:
the group:
Delegating more responsibility
Team members are getting
close to relationships Encouraging the expression of
development ideas

Establishes a common set of Challenging the team

expectations about further
cooperation Providing recognition
The group demonstrates
cohesiveness. Togetherness Providing training
and shared responsibility
feelings are increasing
Asking for help

Performing

The team: Leaders supports

• Operating structure at this team:
point is fully functional and • Proposing new goals
accepted. • Testing assumptions
• Moving their energy to • Developing self-assessment
accomplishing the project processes
goals.

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Adjourning
Different teams may During this stage, the
Leaders Support:
have different stages: team
• For conventional work • Prepares for its own • Identifying opportunities
groups, performing is the disbandment. • Creating rewards
last stage of their • Doesn’t prioritized high • Conducting final lessons
development. performance learned
• For project teams, there • Wraps up the project. • Celebrating
is a completion phase. • Feel either happy from
the accomplishment or
depressed over the loss
of job and friendships

Risk Management

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Risk
Project Risk...
● is an uncertain event or condition that, if it occurs, has a positive or negative effect on a
project’s objective. (Project Management Institute, PMBOK 5th edition)

Risk Elements

Probability of the Impact (consequence) A definable event

risk event of that risk event’s
occurring occurrence

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Benefits of Risk Management
● Minimize management by crisis
● Encourage proactive management
● Minimize surprises and problems
● Gain competitive advantage
● Decrease overall probability of project variances
● Increase probability of project success
● Increase profitability
● Focus on building the right product the first time
● Prevent problems from occurring, or if they occur, from escalating

Dual nature of Risks

Threat.
Consequence is
failure

Opportunity.
Consequence is
success

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Risk Management Definition
● Risk Management includes the processes of conducting risk management planning, identification,
analysis, response planning, and monitoring and control on a project. (PMBOK, 5th edition)

Tools and Techniques to Identify Risks

Checklists,
Analogy Expert Delphi
questionnaires
Process interviews Technique
and templates

Nominal group Crawford slip

Brainstorming Risk Profiles
technique method

Affinity
SWOT analysis Prototyping
diagram

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Analogy Technique

This process is about

finding similar projects
and analyzing how their
risks match with current
project situation and
environment. This
technique may include
the following steps:
• Define the required information
• Find analogous projects
• Gather required data
• Analyze the data
• Conclude the results through adding defined
risks to the risk register

Checklists, Questionnaires, and Templates

● Again, based on the idea that no new project represents a completely new set of risks
● A list of threats that have occurred on certain types of projects in the past
● Some publicly available risk checklists, questionnaires, and templates
● Software Engineering Institute (SEI) Risk Taxonomy (an organized list)
● Software Program Managers Network (SPMN)
● Examine checklists or questionnaires to generate additional risks for the project

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Delphi Technique
● Group technique that gathers information with limited personal interaction
● It is most appropriate when—
● Problem does not lend itself to precise analytical techniques
● Group comprises diverse individuals
● Time and cost make frequent group meetings infeasible
● Dealing with individuals geographically dispersed
● Facilitation should be done by someone experienced in the technique.
● Anonymity of the response is important.

Expert Interviews

Solicit judgment
Identify experts Prepare for the Document and Update list of
and general
and interviewers interview verify interview risks
information

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Nominal Group Technique (NGT)
•Create small groups of 6 to 12 people
•Each team member writes down major risks without talking

Stage 1
•First person reads the 1st risk from his/her list
•This risk is recorded on the flip chart, or white board

Stage 2 •Next people from the team do the same activity in sequence
•No one should talk or discuss the results
•Only moderator concludes all risks and adds to risk register

Crawford Slip Method

At the end facilitator

Generate all new All above mentioned
Facilitator establishes Write idea and set finalizes all risks and
ideas from cycle repeats at least
question time limit updates the list of
participants 10 times
risks

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Prototyping

Collect high level requirements

Design and produce prototype

Test the prototype with initial users

Define detected risk factors

Update list of initial list of risks

SWOT Analysis
INTERNAL EXTERNAL

Strengths Weaknesses Opportunities Threats

What are the What are the What opportunities What threats could
strengths of the weaknesses of the might the project endanger the project?
organization? organization? present?

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Expected Monetary Value (EMV)
● This analysis helps to assess impact or probability after calculating their monetary value. EMV is
equal to Probability times impact

● EMV= P x I

Example

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Cost Control

Earned Value Management (EVM)

● An objective assessment of variance and performance
● A standard calculation
● A consistent measure from project to project
● A measure of actual work accomplished (earned) compared to the planned budget for that work and
the actual cost to do the work
● EVM is particularly useful for cost control, resource management, and schedule control.

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Key EVM Terminology

Planned Value Actual Cost (AC) Earned Value (EV) Budget at

(PV) Completion
(BAC)

The value of The amount of already The value of The total

scheduled work paid costs accomplished work planned budget
for the project?

Schedule and Cost Variances

Variances are key indicators of whether the project is on schedule and within budget.

Cost variance
Schedule variance
SV = EV – PV CV = EV – AC
28,300 – 31,000 =(2,700)

● The difference between the ● Performance on the

amount of work actually money spent; the value of
completed and the amount work completed per each
of work planned to be $1 spent
completed by this date

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Formulas

Cost Variance Schedule Cost Schedule

(CV) Variance (SV) Performance Performance
Index (CPI) Index (SPI)

CV = EV - AC SV = EV - PV CPI = EV / AC SPI = EV / PV

Schedule and Cost Performance Indexes

Performance indexes are another way of comparing how the project is doing against
the schedule and cost baseline. Schedule performance index Cost performance

Schedule performance index Cost performance index

SPI = EV / PV CPI = EV / AC

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