IT Project Management

Lecture 6
Communication Management,
Resource Management
Communications management
 Project Management Process Groups and Knowledge Areas Map
Project Management Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring & Controlling Closing
4. Project 4.1 Develop 4.2 Develop Project 4.3 Direct and Manage 4.5 Monitor and Control 4.7 Close Project
Integration Project Management Plan Project Work Project Work or Phase
Management Charter 4.4 Manage product 4.6 Perform Integrated
knowledge Change Control
5. Project Scope 5.1 Plan Scope Management 5.5 Verify Scope
Management 5.2 Collect Requirements 5.6 Control Scope
5,3 Define Scope
5.4 Create Work Breakdown
Structure (WBS)
6. Project 6.1 Plan Schedule Management 6.6 Control Schedule
Schedule 6.2 Define Activities
Management 6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule

7. Project Cost 7.1 Plan Cost Management 7.4 Control Costs

Management 7.2 Estimate Costs
7.3 Determine Budget
8. Project Quality 8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
Management

9. Project 9.1 Plan Resource Management 9.2 Acquire Resources 9.5 Control Resources
Resource 9.2 Estimate Activity 9.3 Develop Team
Management Resources 9.4 Manage Team

10. Project 10.1 Plan Communications 10.2 Manage 10.3 Monitor Communication
Communications Management Communications
Management

11. Project Risk 11.1 Plan Risk Management 11.6 Manage Risk Response 11.7 Monitor Risk
Management 11.2 Identify Risk
11.3 Perform Qualitative Risk
Analysis
11.4 Perform Quantitative Risk
Analysis
11.5 Plan Risk Response
12. Project 12.1 Plan Procurement 12.2 Manage 12.3 Conduct Procurements
Procurement Management Procurements
Management

13. Project 13.1 Identify 13.2 Plan Stakeholder 13.3 Manage Stakeholder 13.4 Monitor Stakeholder
Stakeholder Stakeholders Engagement Engagement Engagement
Management
 Communications Management
— Importance of Good Communications:
— The greatest threat to many projects is a
“failure to communicate”
— Effective project communications is paramount to success on all
projects and especially on IT projects due largely to the language
gap that occurs on many projects
— Strong verbal skills are a key factor in career advancement for IT
professionals
— It has been estimated that as much as 90% of a project manager’s
time is spent in some form of communication

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Old Adage
— “if the organization’s management team knows nothing of what you
are doing, they will assume you are doing nothing”

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 Communications Mechanism
— Communication can include several definitions:
— an exchange of information,
— a verbal or written message,
— a technique for expressing ideas effectively,
— a process by which meanings are exchanged between persons
through a common system of symbols and/or sounds

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 Communications Mechanism
§ Medium – communication transport (email, phone,…)
§ Encode – translate thoughts into language
§ Message – output of encoding
§ Noise – anything that interferes with the transmission and
understanding of the message
§ Decode – translate message into meaningful thoughts or ideas

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 Communications Process

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Keys to good Communication
—
Communication Management
Processes
— Planning
— Plan Communication Management
— Executing
— Manage Communication
— Monitoring & Controlling
— Monitor Communication
Communications Planning
The process of determining the information and
communication needs of the project stakeholders: who they
are, what is their level of interest and influence on the
project, who needs what information, when will they need
it, and how it will be given to them.
PMBOK Guide, Third Edition, Glossary
Communications Planning
— Every project should include some type of communications
management plan, a document that guides project - written
and oral communications (timing, detail)
— Much of the information contained in the communications
management plan is taken from the stakeholder analysis
already completed in an earlier process

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Five Fundamental Questions
1. With whom?
2. What?
3. How often?
4. Methods and manner?
5. How will communication needs change throughout the
project cycle?
The Communications Plan Must
Answer the Following Questions:
§ Who are the stakeholders?
§ What information do the stakeholders need, when do they
want it, at what level of detail do they need, and in what
form?
§ Who on the project team is responsible for collecting data,
creating the reports, and disseminating the reports?
§ Who on the project team is the first contact for stakeholders
with questions and issues?
§ Who on the project team is the first contact for external
vendors with questions and issues?
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 How to Communicate with Each
Stakeholder

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RESOURCE MANAGEMENT
 Project Management Process Groups and Knowledge Areas Map
Project Management Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring & Controlling Closing
4. Project 4.1 Develop 4.2 Develop Project 4.3 Direct and Manage 4.5 Monitor and Control 4.7 Close Project
Integration Project Management Plan Project Work Project Work or Phase
Management Charter 4.4 Manage product 4.6 Perform Integrated
knowledge Change Control
5. Project Scope 5.1 Plan Scope Management 5.5 Verify Scope
Management 5.2 Collect Requirements 5.6 Control Scope
5,3 Define Scope
5.4 Create Work Breakdown
Structure (WBS)
6. Project Time 6.1 Plan Schedule Management 6.6 Control Schedule
Management 6.2 Define Activities
Project Time 6.3 Sequence Activities
Management 6.4 Estimate Activity Durations
6.5 Develop Schedule

7. Project Cost 7.1 Plan Cost Management 7.4 Control Costs

Management 7.2 Estimate Costs
7.3 Determine Budget
8. Project Quality 8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
Management

9. Project 9.1 Plan Resource Management 9.2 Acquire Resources 9.5 Control Resources
Resource 9.2 Estimate Activity 9.3 Develop Team
Management Resources 9.4 Manage Team

10. Project 10.1 Plan Communications 10.2 Manage 10.3 Monitor Communication
Communications Management Communications
Management

11. Project Risk 11.1 Plan Risk Management 11.6 Manage Risk Response 11.7 Monitor Risk
Management 11.2 Identify Risk
11.3 Perform Qualitative Risk
Analysis
11.4 Perform Quantitative Risk
Analysis
11.5 Plan Risk Response
12. Project 12.1 Plan Procurement 12.2 Manage 12.3 Conduct Procurements
Procurement Management Procurements
Management

13. Project 13.1 Identify 13.2 Plan Stakeholder 13.3 Manage Stakeholder 13.4 Monitor Stakeholder
Stakeholder Stakeholders Engagement Engagement Engagement
Management
Resource Management Processes
— Planning
— Plan Resource Management
— Estimate Activity Resources
— Execution
— Acquire Resources
— Develop Team
— Manage Team
— Monitoring and Control
— Control Resources
Plan Performance Management
— Keys to Managing and Leading People
— Motivation Theories
— Intrinsic/Extrinsic Motivation
— Maslow hierarchy of needs
— Herzberg’s Motivational and Hygiene Factors
— McClelland’s Acquired-Needs Theory
— McGregor’s Theory X and Y
— Influence and Power
— Leadership
 Intrinsic and Extrinsic Motivation
— Intrinsic motivation causes people to participate in an
activity for their own enjoyment
— Extrinsic motivation causes people to do something for a
reward or to avoid a penalty
— For example, some children take piano lessons for intrinsic
motivation (they enjoy it) while others take them for
extrinsic motivation (to get a reward or avoid punishment)

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 Maslow’s Hierarchy of Needs
— Abraham Maslow argued that humans possess unique
qualities that enable them to make independent choices, thus
giving them control of their destiny
— Maslow developed a hierarchy of needs which states that
people’s behaviors are guided or motivated by a sequence of
needs

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 Maslow’s Hierarchy of Needs

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 Maslow’s Hierarchy of Needs
— Most people working on an information technology project will
probably have their basic physiological and safety needs met.

— If someone has a sudden medical emergency or is laid off from work,

however, physiological and safety needs will move to the forefront.

— To motivate project team members, the project manager needs to

understand each person s motivation, especially with regard to social,
esteem, and self-actualization or growth needs.
 Herzberg’s Motivational and Hygiene
Factors
— Frederick Herzberg wrote several famous books and articles
about worker motivation. He distinguished between
— motivational factors: achievement, recognition, the work itself,
responsibility, advancement, and growth, which produce job
satisfaction
— hygiene factors: cause dissatisfaction if not present, but do not
motivate workers to do more. Examples include larger salaries,
more supervision, and a more attractive work environment

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 Table 9-1: Examples of Herzberg’s
Hygiene Factors and Motivators

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 McClelland’s Acquired-Needs Theory
— Specific needs are acquired or learned over time and shaped by life
experiences, including:
— Achievement (nAch): Achievers like challenging projects with
achievable goals and lots of feedback
— Affiliation (nAff): People with high nAff desire harmonious
relationships and need to feel accepted by others, so managers should
try to create a cooperative work environment for them
— Power: (nPow): People with a need for power desire either personal
power (not good) or institutional power (good for the organization).
Provide institutional power seekers with management opportunities

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McGregor’s Theory X and Y
— Douglas McGregor popularized the human relations approach to
management in the 1960s
— Theory X: assumes workers dislike and avoid work, so managers
must use coercion, threats and various control schemes to get
workers to meet objectives
— Theory Y: assumes individuals consider work as natural as play or
rest and enjoy the satisfaction of esteem and self-actualization
needs
— Theory Z: introduced in 1981 by William Ouchi and is based on
the Japanese approach to motivating workers, emphasizing trust,
quality, collective decision making, and cultural values

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Responsibility Assignment Matrix
— Responsibility: Who does the task?
— Accountability: Who signs off on the task or has authority
for it?
— Consultation: Who has information necessary to complete
the task?
— Informed: Who needs to be notified of task status and
results?
RAM Sample
Estimating Activity Resources
— Expert judgement

— Bottom-up estimating

— Analogous estimating

— Parametric estimating
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