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SYSTEM ANALYSIS & DESIGN

MELJUN CORTESNovember 2012

The Concepts & Methodologies of

IT Project Management


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Outline

1. History of Project Management.

2. What is Project Management? 3. What is IT PM

4. PMI National and Global Issues

5. A Guide To Selecting PM Approaches

6. Basic Features of PMP Software

6. Requirement Gathering 7. Process Modeling

10. Lab & Discussion


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History of Project Management

As a discipline project management

developed from different fields ofapplication including construction,

engineering, telecommunications, and

defense. The 1950s marked the beginning of the

modern project management era. Prior

to the 1950s, projects were managed onan ad-hoc basis using mostly Gantt

charts, or with informal techniques and

tools.


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What is Project Management?

Project management is the application ofKnowledge, skills, tools and techniques to

project activities to meet project

requirements. PM is accomplished throughthe application and integration of the Pm

process of initiating, planning, executing,

monitoring and controlling, and closing,


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Factors of Project Management?

Managing the project includes:

identifying requirement

Establishing clear and achievable objectives

Balancing the competing demands for quality,

scope, time and cost

Adapting the specifications, plans, and

approach to the difference concerns and

expectation of the various stakeholders.


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Role and Purpose of Project Manager

The project manager is the person

responsible for accomplishing the project

objectives.

Project managers often talk of the a "tripleconstraint", project scope, time and cost- in

managing competing project requirements.

Whilst the 1980's were about quality and

the 1990's were all about globalization, the

2000's are about velocity.


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an ro ect anager IT project management is a sub-discipline of

project management in which information

technology projects are planned, monitoredand controlled.

IT Project Manager-Depending on the structure

of your organization, the project manager ismost likely the person who interacts with the

broadest range of stakeholders. Sure the

managing director will intermingle with project

managers, business development, the client at

early stages. But PM will interact with all these

people and more; the technical staff,

programmers and graphic designers.


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ro ect anagement me ne


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PMI National and Global Issues.

National Issue- PMI Philippines

1st National Symposium on Project Management-Nov 9-10, 2012, SMX Convention Center.

http://www.pmi.org.ph/

Global Issue on IT PMP

Cyber Crime/Cyber Terrorism, Increase budget on

Cyber defense, can IT PMP resolve cyber issuesand threat to Global security as result of

technology and social media usage.
http://www.pmi.org.ph/http://www.pmi.org.ph/http://www.pmi.org.ph/


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PMI Common Body of Knowledge

Software Engineering InstituteProject Management Institute

International Institute of Business Analysis


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AS REGARDS PROJECTMANAGEMENT


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A Guide To Selecting PM MethodologyIntroduction

Methodologies like Waterfall, Agile, Spiral

are basic, have all become key tools for

software developers and project managers

in aiding them deliver projects on time, on

budget while meeting customers

requirements.

With so many methodologies, how does aproject manager know which methodology

is the right one to produce satisfactory

results.


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WATERFALL PMP METHODOLOGY

Waterfall project management uses a traditional

approach towards managing projects. As the term

suggests, the phases in a waterfall model flows logically

from top to bottom, like a waterfall.Use Waterfall when:

the project is simple

the project is complicated, but you havethe expertise to deliver it

it is all you know and you have no

support for change

the upfront investment is not risky to

make

you focus your performance measures ondelivery date and budget

il


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Agile PMP methodologies generally promote a project

management process that encourages stakeholder

involvement, feedback, objective metrics and effectivecontrols. The main benefit of agile project management

is its ability to respond to issues as they arise

throughout the course of the project. Making a

necessary change to a project at the right time can saveresources and, ultimately, help deliver a successful

project on time and within budget.

Agile PMP METHODOLOGY

Environments experiencing rapidchange

Unclear/emerging requirements

High Priority / Revenue-Producing

Projects

Project Remediation/Rescue

i l


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Spiral PMP METHODOLOGYSpiral project management (SPM) is kind of

half way house between the waterfall and

agile methodologies. It uses successive

iterations during the design phase but then

switches to a water fall approach for the

development phase.

When Project SDLC focuses

- Risk reduction or

- risk mitigation

Spiral Approach is the best

R l ti hi f PM th d l t SDLC


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Relationship of PM methodology to SDLC



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As illustrated above, the development life

cycle, occurs within the Project Execution

portion of the Project. The Project

Management and associated activities are

independent of the specific development

methodology. SDLC is not specific to anymodel(waterfall, spiral or agile)is a generic

methodology for PM that projects various DLC

Basic features of PMP software


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Basic features of PMP software

Type Software Must Be

A Collaborative software

B Issue Tracking SystemC SchedulingD Project Portfolio Management

E Resource ManagementF Document Management

G1 Workflow system

G2 UML base (optional)

H Reports/Analyses

For ExampleSoftware

Ms Project C, E, H

Microsoft Office Project Server A,B,C,D,E,F,G1 H

R i t G t i


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Requirement Gat eringProject information management is a series of

activities for gathering, analyzing, tracking and

utilizing data on projects. These activities arealso called steps that are consistently taken to

provide project participants and stakeholders

with all necessary information on their project.

When managing project information, managers

need to do almost an interruptible task of

gathering and distributing information on the

activities and processes. This task turns around

collecting project data that describes status,

assignments and performance.

Req irement Gat erin


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Requirement Gat ering4 Methods

1. Team Meetings

The first and foremost method for gathering andmanaging project information refers to

organizing team meetings. By conducting

consistent weekly internal meetings with yourproject team, you are likely to not only share

current project status with the team and keep

them aware of the short-term changes in

schedules and project budget, but also to

receive up-to-date progress information on

individual assignments of each team member.

Requirement Gat ering
http://www.mymanagementguide.com/project-management-basics/what-is-a-project-meeting/http://www.mymanagementguide.com/project-management-basics/what-is-a-project-meeting/http://www.mymanagementguide.com/project-management-basics/what-is-a-project-meeting/http://www.mymanagementguide.com/project-management-basics/what-is-a-project-meeting/


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Requirement Gat ering4 Methods

2. Customer Meetings

By conducting weekly formal status meetingswith the customer, you can provide the

customer with necessary information as well as

receive useful project information from the

customer.

At the end of such meetings, a project

information document is to be produced torecord disseminated and gathered data as well

as to update the status report and review all the

changes accepted for verification.



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Requirement Gat ering3. Templates

Among a variety of the most reliable

methods for project informationmanagement and gathering, providing your

projects participants with fill-in-the-blank

templates and samples is the simplest one.

The method assumes that all you need is,

properly design templates and forms andthen share these documents among your

team members.



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4. Special Discussions

Sometimes keeping records on projects is

insufficient for effective project

management. Special discussions in the

form of interviewing and face-to-facemeetings allow making your project more

sustainable.

Special discussions within the informationmanagement process will help you build

effective communications between project

participants.



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Requirement Gat eringOptional

5. Software and Systems Support

At times, project control documentation may be

effectively managed through the use of pencil and

paper. Others may make use of sophisticated,

company-wide systems. The tools vary but it depends:

Project complexity Project size

Organizational expectations

Organizational support (i.e., what the organization

provides for you)Summary

The four methods make project more sustainable

through collecting and disseminating necessary

information to the team, executives and stakeholders.

Process Modeling


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Process ModelingA model is some form of representation

designed to aid in visualizing a thing that cannot

be observed directly, either because it has notyet been constructed or because it is abstract.

There are various kinds of modeling so we must

first be clear on what we mean in this instance.

First and foremost is the mental model the

image that forms in people's minds when a

subject is discussed.

Two kinds of Modeling Techniques: Traditional modeling

Unified Modeling or Unified Modeling

Language

Process Modeling


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Process Modeling


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Lab & Discussion

PM Tools

-Microsoft Project 2010

Process Modeling Tools-UML( any uml tool)

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