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Table of ContentsModule 2 – Projects, Concepts and Stakeholders Context of Project Management (P) The Triple Constraint (P) Project Success Criteria (P) Project Management Planning (P) Stakeholder Management (P) Communications Management: (P) Module 3 – Ethics: Professionalism and Code of Ethics (P)...

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Tabl Table e of Co Conten nten ntents ts Mod Module ule 2 – Proj Projects ects ects,, Co Conc nc ncepts epts an and d St Stakeh akeh akehold old olders ers 1. 2. 3. 4. 5. 6.

Context of Project Management (P.1) The Triple Constraint (P.1) Project Success Criteria (P.1) Project Management Planning (P.2) Stakeholder Management (P.3) Communications Management: (P.4) Mod Module ule 3 – EEthic thic thics: s:

1. 2. 3. 4.

Professionalism and Code of Ethics (P.5) Ethical Foundations (P.5) Ethical Principles (P.5) Ethics vs. Law (P.6) Mod Module ule 4 – PProj roj roject ect IIniti niti nitiation ation ationss aand nd Scop Scopin in ing: g:

1. 2. 3. 4. 5. 6.

Project Life Cycle (P.7) Project Investment Selection (P.7) MOV (P.7) Project Initiation (P.8) Scope Management (P.8) WBS (P.9)

Mod Module ule 8 – Res Resourci ourci ourcing, ng, Co Costin stin stingg and Bud Budgetin getin getingg 1. Use of Network Diagrams vs. Gantt Charts (P.19) 2. Sources of Project Delay (P.19) 3. Resources Management (Constraints, Planning, Loading & Levelling) (P.19) 4. Cost Management (Estimates and Baselines) (P.21) Mod Module ule 9 – Q Qu uality wit within hin PProjec rojec rojectts 1. 2. 3. 4.

What is Quality? (P.22) History of Quality Evolution (P.22) Importance of Quality (P.22) Quality Management Characteristics (P.23) 5. Verification and Validation (P.24) 6. Workplace Influence on Quality (P.24)

Mod Module ule 110 0 – Mo Monit nit nitorin orin oring, g, Co Cont nt ntrol rol aand nd Ch Change ange 1. Monitoring and Control (P.25) 2. Change Management (P.26) 3. Change Management Plan (P.27)

Mod Module ule 5 – SSelec elec electin tin tingg a Develop evelopm ment Appr Appro oach – PPred red redict ict ictive ive vs. Ada Adaptiv ptiv ptive e 1. 2. 3. 4. 5.

Defining Methodology (P.10) Types of Software Systems (P.10) Predictive Approaches (P.11) Adaptive Approaches P.12) Choosing the Right Approach (P.13) Mod Module ule 6 – Risk M Mana ana anagem gem gement ent

1. Risk Definition (P.14) 2. Project Risk Management Planning (P.15) 3. Project Integration Planning (P.15) Mod Module ule 7 – Time Ma Mana na naggem eme ent 1. Activity Decomposition (WBS, WP, Miles) (P.16) 2. Activity Sequencing (P.16) 3. NDD (P.16) 4. PERT (P.17) 5. Critical Path (P.17) 6. Time Estimating Approaches (P.18)

Mod Module ule 111 1–H HR, R, Pr Procu ocu ocurem rem rement ent and PProject roject Clo Closu su surre 1. Types of Structures (P.29) 2. Formal vs. Informal Structures (P.30) 3. HR and Procurement Management (P.30) 4. Project Closure (P.31)

Mod Module ule 112 2 – Int Interp erp erperso erso ersonal nal Com Comm munic unicatio atio ation n 1. Communications Management (P.32)

Mod Module ule 2 - PProj roj rojects ects ects,, Co Concept ncept nceptss aand nd SSttakeh akehold old olders ers 1. Cont Context ext of PProject roject Man Manage age agement ment ment:: -

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A proje project ct Is a temporary endeavour undertaken to accomplish a unique purpose. A project is a temporary endeavour undertaken to create a unique product, service, or result – as well as to enhance an existing product, service or system. Proje Project ct At Attr tr tribut ibut ibutes es (T (TBBB-P2): P2): Has an objective Has a budget Has a schedule Has a timeframe Has specifications

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Purpose Ownership Resources Project Roles (Manager, Sponsor, SME, TE)

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Risks and assumptions Independent tasks Organisational change Organisational environment

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Proje Project ct m anag nageement is the application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements – is about delivering on an objective – people are the final arbiter.

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Proje Project ct ma manag nag nager er is the person assigned by the performing organisation to lead the team that is responsible for achieving the project objectives.

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Run Runa awa wayy pro projjec ectt – a project that bleeds resources until cancelled – without careful planning sometimes things just go wrong – projects within IT are notoriously bad.

2. The TTrip rip riple le C Cons ons onstra tra traint: int: Successful project management means meeting all three goals and satisfying the project sponsor: i. Sco Scope pe goal – and to the scope (requirements) iii. Time go goal al – on time ii. Co Cost st go goal al – on budget Additional– Stakeholder expectations and quality 3. Projec Projectt Succ Success ess Criteria: • • •

Delivers its functionality Meets quality thresholds Achieves its stated business purpose and objectives

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Finishes – on budget, on time and to the requirements Key stakeholders are happy with project outcomes

Proje Project ct ooutco utco utcom mes es: Challenged = of the three criteria. at least one fails but it delivers something. Whi Which ch on onee ddo o yo you uN NOT OT sacr sacrific ific ifice? e? Key stakeholders - they have to be happy – follow the spec and deliver the spec – the people who are using the project matter the most – they decide if successful. Qu Que est stio io ion n: Are project management success and project success the same thing? Answer Answer: No! Projects can be a technical success and still be an organisational failure (i.e. a well-executed project that doesn’t give the desired benefit) – we build it right but we are building the wrong thing – we have built a product that cannot be sold.

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Resul Results ts can vary: Sometimes, simply delivering to the specification may not be enough. What if the specification is incomplete? or wrong Top Ten Suc Succes ces cesss Fac Facto tors: 4 of the Top 5 are people-based – they are the determining factor! 1. Executive Management Support 6. Standard Architecture 7. Agile Process 2. Emotional Maturity 8. Modest Execution (No big bang) 3. User involvement 4. Optimisation (Scope vs. Business Value) [MOV]9. Project Management Expertise 10. Clear Business Objectives 5. Skilled Resources 4. Project Management Planning (TB-P.27) Stakeholders acquire the same skill set of managers. It is important to know how to communicate with people and incentivise them.

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5. Stak Stakeho eho eholde lde lderr M Mana ana anage ge gement ment What ar aree Stak takeho eho ehold ld lders ers ers?? Stakeholders are Individuals, groups, or organisations with a stake / claim in project’s outcome. Not all Stakeholders have the same objectives – everyone justifies why their domain areas get priority – as a project manager - as soon as you say yes to one – you say no to everyone else. Not all stakeholders want the project to succeed.

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Typ Types es of SStak tak takeho eho ehold ld lders: ers: Internal to the Project Team (e.g. employees, project managers, developers, etc) External to the Project Team - but within the organisation (e.g. CEO) External to the Organisation (e.g. customers)

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The Role of the Project Mana Manager: ger: How these are done depends on type of project plus the people involved! Recognise different interests of Stakeholders - No-one will participate in a project if they have no reason for it – you have to recognise what they are looking for Reconcile competing interests between stakeholders Continually communicate with stakeholders Ensure a continuing commitment from Stakeholders.

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Stak Stakeho eho ehold ld lder er Ana Analy ly lysis sis (TB (TB--P.206): Is used to help the project manager and project team understand the informal organisation better. Stakeholder Analysis Chart is used for the identification, assessment and high-level management of involved parties.

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Stak Stakeho eho ehold ld lder er Ana Analy ly lysis sis Ch Check eck ecklis lis list: t: Develop list of stakeholders with interest in the project - Identify their type of interest in project - Gauge their influence over project - Define a role for each stakeholder -

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Identify an objective for each stakeholder Identify strategies for each stakeholder Decide communication needs for each stakeholder

Stakeholder Prioritisation: You can map out your stakeholders and classify them according to their power over your work and their interest in it on a Power / Interest Grid. The position that you allocate to a stakeholder on the grid shows you the actions you need to take with them: . High power, highly interested people (manage closely) – you must fully engage these people, and make the greatest efforts to satisfy them. . High power, less interested people (Keep satisfied) – put enough work in with these people to keep them satisfied, but not so much that they become bored with your message. . Low power, highly interested people (Keep Keep informed informed) – adequately inorm these people, and talk to them to ensure that no major issues are arising. . Low power, less interested people (Monitor Monitor Monitor) – again, monitor these people, but don’t bore them with excessive communication. 3

6. Com Commu mu munica nica nication tion tionss M Man an anagem agem agemen en ent: t: • •

1. 2. 3. 4. 5.

Com Commu mu munica nica nication tion M Mana ana anagem gem gement ent Is a key skill for the Project Managers A priority for both the PM and the team - Nobody likes surprises in projects - PM's must identify problems, challenges and issues early and communicate this along with the alternatives to overcome them - Stakeholders need to know – A lack of communication will lead to incorrect assumptions Com Commun mun municat icat ication ion Plan Planning ning ning:: How will the information be stored? What info goes to whom, how often and how? Who can access the information? Who will update/keep current the information? What method/media of communication is best? Com Commun mun municat icat ication ion ionss Ma Manag nag nageement Plan – Sa Samp mp mple le Matr Matrix ix In recent years we are also seeing use of project websites for easy project communications Que Questio stio stion n: Is Stakeholder Engagement the same as Stakeholder Management? Stakeholder Engag Engagement ement – seeks to build rapport / understanding between stakeholders as a basis for common decision making ( = relationship). Stakeholder Manag Management ement – seeks to establish specific deliverables and expectations then active plans / executes towards those outcomes ( = realisation).

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Mod Module ule 3 - Et Ethic hic hicss 1. Prof Professio essio ession nalis alism m an and d Co Code de of Et Ethic hic hicss What is a Professio ion nal? Experts in a field – which provides them an advantage over the layperson and that professional’s work has the potential to impact the general public at large. De Deffin iniition of Eth thic ic ics: s: Ethics are defined as the principles, norms and standards of conduct that guide individuals and groups. Just as an employer establishes rules, such as appropriate dress, working hours, and customer service, that employees are expected to follow, rules for expected ethical behaviour is quite similar.

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Ethics are: Beliefs regarding right and wrong behaviour Involve moral, legal, and social issues The attempt to determine some general basis for choosing and judging moral actions

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Ethical behaviou behaviourr Behaviour that confrms to generally accepted social norms

2. Eth Ethical ical Foun Found datio ations ns What Sh Shapes apes Ethics?

How ar are e eethic thic thical al d decis ecis ecisions ions ma made? de?

3. Eth Ethical ical PPrinc rinc rincipl ipl iples es Vie View w

Desc Descript ript ription ion

Deon Deonto to tology logy

Right and wrong is dependent on meeting a duty and independent of consequences

Con Consequ sequ sequent ent ential ial ialism ism

Right/wrong determined by comparative assessment of each act’s consequences (including Utilitarianism – greatest good, greatest number)

Rela Relativi tivi tivism sm

There is no single ethical truth, everything is contingency-based (whatever a culture thinks is right or wrong for its members) There is a single truth – implies a single perspective as to what is right and wrong

Univ Univer er ersalism salism (abso (absolut lut lutism) ism) Vir Virtu tu tue e eth thics ics Just Justice ice eethic thic thicss Eth Ethical ical plu plurali rali ralism sm

Focuses on the person who acts – and character traits of the actor as expressed by their actions Duty to treat all parties fairly and to distribute risks and benefits equitably (and following rules derived from these principles) Society comprises diverse pressure groups with divergent social interests. Stakeholder conflict is normal / accepted

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Eth Ethical ical view viewss are founded in individual belief tend to be deepl deeplyy held and do no nott cch hange eas easily ily or frequently.

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An issu issue e is NOT like likely ly to be an eethic thic thicaal issu issue e if th the e indi individu vidu vidual al vie views ws whic which h defin define e iitt are are:: Primarily concerned with convenience Founded on opinion, not beliefs Casually modified or frequently changed Seve Seven n St Step ep Appr Approac oac oach h to TTackle ackle Ethic Ethicaal Issu Issues es 1. Get the facts 2. Identify the stakeholders and their position 3. Consider the consequences of your decision 4. Weigh-up various guidelines and principles

5. Develop and evaluate options 6. Review your decision 7. Evaluate the results of your decision -

Gene Genera ra rall Rul Rules es of Th Thu umb to co conside nside nsider: r: - The “Mum” Test - The “Media” Test - The “Smell” Test - The “Other Persons’ Shoes” Test - The Market Test

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Eth Ethical ical Fram Frame ework workss p provid rovid rovide e aans ns nswers wers to: What should I (we) do? What goals should I (we) pursue? What laws should we have? What collective behaviour should we pursue?

. Ethics vs. Law Ethics (Individual beliefs and values) In IT  must consider how information systems and technology affect human choice, action and potential individual beliefs and values. Law (soc (society iety ru rules les fo forr acc accepte epte epted db behav ehav ehaviour) iour) Determines principles and regulations in a community set by some authority and enforced by judicial decision.

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Why ar are e Eth Ethic ic icss Im Import port portant? ant? Growth in project complexity (more automation) Capturing of cast amounts of data Reliance on technology to reflect reality Law lgs behind technology evolution

Su Summ mm mmar ar ary: y: One cannot be a Professional unless one has and maintains ethical principles in concordance with the societal and legal framework If one expects ethical behaviour from the other professions then one must maintain ethical behaviour in all IT systems that one is involved with Without ethics one cannot call oneself a Professional Your ethical stance will be tested many times in your career 6

Mod Module ule 4 – PProj roj roject ect Initi Initiati ati ations ons and Scop Scopin in ingg 1. Proj Projec ec ectt Life Cyc Cycle le (P (PLC) LC) ((TB TB TB--P. P.2 25) The PLC has Logical phases that map the life of a project from start to end. Each phase has one or more tangible deliverables. Pha Phase se exi exits, ts, stag stagee ga gates, tes, or kill poin pointts are the phase-end reviews that allow the organisation to evaluate the project’s performance and to take immediate action to correct any problems or even cancel the project. They are (Decision Points) at the end of each phase to evaluate performance, correct problems or cancel the project . 2. Proj Projec ec ectt Inv Invest est estmen men mentt SSelect elect election ion i. -

Strat Strategic egic Plann Planning ing - Understand organ organisati isati isationa ona onall goal goalss and objectiv objectives es Establish vision and mission Establish goals in line with vision and mission Craft Strategies Develop action plans for each strategy Develop Roadmap (to achieve the above)

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Bu Busine sine siness ss Pro Proccess An Ana alysis - An Analy aly alyse se bus busine ine iness ss pro proce ce cesse sse ssess fo forr ach achiev iev ieving ing goa goals ls Create baseline of how things work now (‘As is’) Create picture of how things should work in futur e (‘To be’) Make proposed changes visible to stakeholders and generate ownership of process

iii. Pr Project oject Id Identif entif entifica ica ication tion – D Defin efin efinee lilist st of su suitab itab itable le proj project ect ectss ssuppo uppo upporting rting (1 (1)) and ((2) 2) 2):: What is each project about?

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Inc Inception eption D Deck eck ((con con consist sist sistss of) of):: What is the purpose of the system? What is its core functionality? What functionality is out-of-space? What does success look like? Can you assemble a team with the necessary skills? How much money is available to fund the project? Who is the customer?

But remember: Actions speak louder than words Observed behaviour carries more weight than what is told to you

iv iv.. Project SSeelec lection tion – Proj Project ect sele select ct ction, ion, pr priori iori ioritisa tisa tisation tion tion,, rresou esou esourc rc rcee allo allocation cation Sele Selection ction Appr Approa oa oach ch ches es > Mea Measurab surab surablle Orga Organ nisat isationa iona ionall Va Valu lu luee [M [MOV] OV] - Project Financial Analysis > NPV, ROI, Break-even, Payback Period, etc. - Align to Competitive Strategy > Gain/Defend Market Share, Overtake Rivals - Weighted Scoring Method > Rating System based upon Internal Criteria) - Balanced Scorecard > Business Drivers as Metrics - Specific Problem / Opportunity > Exit Undesirable Situations; Make Improvements - Project Timeframe / Urgency > Some Projects are absolutely Time-Bound Me Measu asu asurabl rabl rable eO Organ rgan rganisa isa isation tion tional al V Valu alu alue e (TB TB--P.61) The first phase of the project life cycle begins with the conceptualising the purpose or goal of the project and is defined as the project’s MOV. Once defined and agreed upon, the MOV becomes a driving force for the project as it sets direction and lays the groundwork for planning and design of the product or system and man project-related decisions. 7

3. Proj Project ect IInit nit nitiatio iatio iation n (TB TB--P. P.6 60) Thre Threee do docu cu cumen men ments ts ar aree nneed eed eeded ed tto o initia initiate te a proj projec ec ect: t: 1. Business Case (includes Feasibility Study) 2. Project Charter 3. Scope Statement i. -

Bu Busi si sin nes esss Cas Casee (Ju (Just st stificat ificat ification ion fo forr Inv Investm estm estmen en ent) t) Context and background Business objective Current problem / opportunity statement Business assumptions and constraints Analysis of options and recommendation

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Proje roject ct Cha Charrter (P (Proj roj roject ect rreco eco ecogn gn gnition ition / go govern vern vernanc anc ance) e) (T (TB B-P.105 P.105)) Project title Project start and end dates Schedule information Budget information Ownership (PM) Methodology and strategies > control, quality, change, communications, risk, budget, training, etc Roles and responsibilities of key stakeholders Schedule estimate (with milestones) Sign-off

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Scop P.124) Scopee Sta Stattement (ba (basseline co comm mm mmon on u un nders derstand tand tanding) ing) (TB (TB--P.1 - Deliverables (project management and product) Project name - Success criteria Project characteristics - May also have some key milestones tied to Project assum...