Project Management

(CoE 422)
4th Year – Department of Computer Engineering

By
Dr. Ali Haddad
Syllabus
1. Introduction to Project Management
2. The Systems View of Project Management
3. The Project and Product Life Cycles
4. The Project Management Process Groups
5. Project Integration Management
6. Project Scope Management
7. Project Schedule Management
8. Project Cost Management
9. Project Quality Management The knowledge areas of
10. Project Resource Management project management
11. Project Communications Management
12. Project Risk Management
13. Project Procurement Management
14. Project Stakeholder Management
Project Management | 2
References
 K. Schwalbe, Information Technology Project Management, 9th ed., Boston, MA: Cengage Learning,
2019.
 A Guide to the Project Management Body of Knowledge (PMBOK Guide), 6th ed., Newtown Square, PA:
Project Management Institute, 2017.

Project Management | 3
1. Introduction to Project
Management
1.1 What is so Interesting about the Study of Project Management?
 Project management is a distinct profession with degree programs, certifications (e.g., Project
Management Professional - PMP, and Certified Associate in Project Management - CAPM), and
excellent career opportunities.
 The top skills employers look for in new college graduates are all related to project management: team
work, decision making, problem-solving, and verbal communications.
 Project management is one of the 10 hottest tech skills according to the U.S. Bureau of Labor Statistics.
 In a 2017 survey across 37 counties, the salaries were 23% higher for those with the PMP credential than
those without it.
 The American nonprofit professional organization, the Project Management Institute (PMI), reported
that, worldwide, the number of project management-related jobs reached almost 66 million jobs in 2017.
The demand will rise to 87.7 million jobs by 2027.
 Organizations waste $97 million for every $1 billion spent on projects, according to PMI’s Pulse of the
Profession report in 2017.

Introduction to Project Management | 5

1.2 What is a Project?
1.2.1 Definition:
 A project is a temporary endeavor undertaken to create a unique product, service, or result.
 A project ends when its objectives have been reached, or when it has been terminated.
 In comparison, operations is work done in organizations to sustain the business. It focuses on the ongoing
production of goods and services.

Introduction to Project Management | 6

1.2.2 Examples of Projects Involving Computer Engineering:
 A team of students creates a smartphone application and sells it online.
 A company develops a driverless car.
 A college upgrades its technology infrastructure to provide wireless Internet access across the whole
campus as well as online access to all academic and student service information.
 A company implements a new system to increase sales force productivity and customer relationship
management that will work on various laptops, smartphones, and tablets.
 A television network implements a system to allow viewers to vote for contestants and provide other
feedback on programs via social media sites.
 A government group develops a system to track child immunizations.
 The government implements a system for monitoring of pollutants in air and water as per regulations.
 A large group of volunteers from organizations throughout the world develops standards for
environmentally friendly or green technology.
 A global bank acquires other financial institutions and needs to consolidate systems and procedures.

Introduction to Project Management | 7

1.2.3 Case Study:
Jane Doe, director of the Information Technology (IT) Department at a large retailer chain, manages a
collaborative project to upgrade the company’s information systems to:
 improve inventory control,
 streamline the sales and distribution processes,
 sell products online,
 improve customer service,
 improve online collaboration tools for employees, suppliers, and customers, and
 provide the best computer security possible, in response to a recent security breach that had alarmed the
investors and plummeted the stock price.

Introduction to Project Management | 8

1.2.4 Project Attributes:
 Objective: Every project should have a well-defined purpose. For example, the objective of the case
study project is to increase the productivity and security of the information systems of the company.
 A beginning and an end: In the case study, the project team may start work immediately to prepare,
within a month, a report with the proposed system upgrades, cost, and schedule for their implementation.
 Progressive elaboration: Projects are often defined broadly, initially. A project team should append the
initial plans with more detail based on new information, as they become available.
 Change and value creation: A project is initiated to bring about a change from a current state to a more
desired or valued future state. In the case study, the project can increase the profits of the company and
restore the trust that suppliers, customers, and investors place in it, which would raise its stock price.
 Resources: A project requires resources; often of various types. These include people, hardware,
software, and other assets. The information system upgrades, in the case study, require people from IT,
marketing, sales, distribution, and other departments to develop the ideas and test their implementation.
 A primary customer or sponsor: Most projects have many interested parties, but someone must take the
primary role. The sponsor provides the direction and funding. Jane Doe is the sponsor in the case study.
 Uncertainty: It is often difficult to clearly define project objectives, estimate its schedule, determine its
cost, or predict external factors such as a supplier going out of business. In the case study, wide media
coverage of the security breach may require the upgrades to be more visible to customers and investors.
Introduction to Project Management | 9
1.2.5 Project Constraints:
A project is often constrained by its scope, time, and cost
goals. These are referred to as the triple constraint.
 Scope:
 What work will be done as part of the project?
 What unique product, service, or result does the customer
or sponsor expect from the project?
 How will the scope be verified?
 Time:
 How long should it take to complete the project?
 What is the project’s schedule?
 How will the team track actual schedule performance?
 Who can approve changes to the schedule?
 Cost:
 What should it cost to complete the project?
 What is the project’s budget?
 How will costs be tracked?
 Who can authorize changes to the budget?

Introduction to Project Management | 10

1.3 What is Project Management?
1.3.1 Definition:
 Project management is the application of knowledge, skills, tools, and techniques to project activities to
meet project requirements.
 Project managers must not only work to meet the scope, time, and cost goals of projects, but also meet
the needs and expectations of the people involved in the project activities or affected by them.
 Key elements of project
management include:
 project stakeholders,
 project management
knowledge areas,
 project management tools
and techniques, and
 the contribution of project
success to the enterprise.

Introduction to Project Management | 11

1.3.2 Project Stakeholders:
 Stakeholders are the people involved in or affected by project activities, and include the project sponsor,
project team, support staff, customers, users, suppliers, and even opponents of the project.
 Stakeholders often have very different needs and expectations.
 For example, the stakeholders in a home construction project include:
 The project sponsors, customers, and users of the product are the new homeowners who would be paying for the
house. They expect the contractor to provide a realistic and accurate idea of what their budget can afford and
when they could move in.
 The house may require financing by a bank, which will secure a legal interest in the property and the finished
home. A legal stakeholder must be informed of any changes to the plans or schedule.
 The project manager is the general contractor responsible for building the house. The project manager needs to
work with all the project stakeholders to meet their needs and expectations.
 The project team includes construction workers, electricians, and carpenters. They need to know exactly what
work they must do and when. They also need to know if the required materials and equipment will be at the
construction site or if they are expected to provide them. Their work is interrelated and needs to be coordinated.
 The support staff include the general contractor’s administrative assistant, who coordinate the meetings between
the buyers, the contractor, suppliers, and other parties.
 Suppliers provide building materials. They expect exact details on the items and where and when to deliver them.
 A project might have opponents, such as a neighbor that might complain about the noise or file a formal
complaint, which may lead the contractor to reconsider or halt the construction plan.
Introduction to Project Management | 12
1.3.3 Project Management Knowledge Areas:
1. Scope management is defining and managing all the work required to complete the project successfully.
2. Schedule management includes estimating how long it will take to complete the work, developing an
acceptable project schedule, and ensuring timely completion of the project.
3. Cost management consists of preparing and managing the budget for the project.
4. Quality management ensures that the project will satisfy its stated or implied needs.
5. Resource management is concerned with making effective use of the people and physical resources
involved with the project.
6. Communications management involves generating, collecting, disseminating, and storing project data.
7. Risk management includes identifying, analyzing, and responding to risks related to the project.
8. Procurement management involves acquiring or procuring goods and services for a project from outside
the performing organization.
9. Stakeholder management includes identifying and analyzing stakeholder needs while managing and
controlling their engagement throughout the life of the project.
10. Integration management is an overarching function that affects and is affected by all of the other
knowledge areas.

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1.3.4 Project Success:
A list of common criteria for measuring the success of a project:
 Scope, time, and cost goals are met.
 Customer/sponsor is satisfied: A project might not meet initial scope, time, and/or cost goals, but the
customer could still be very satisfied. Conversely, even if the project met initial scope, time, and cost
goals, but the customers were not satisfied with important aspects of the project, it would be deemed a
failure. Perhaps users had their daily work disrupted during the project. Many organizations implement a
customer satisfaction rating system to measure project success instead of tracking only scope, time, and
cost performance.
 Main objective is met: Even if the project cost more than estimated, took longer to complete, and/or the
project team was hard to work with, the project would be successful if customers were happy, for
example, with the upgraded computers, based on other criteria such as making or saving a certain amount
of money, or providing a good return on investment.

Introduction to Project Management | 14

1.4 Program Management
 A program is a group of related projects, subsidiary programs, and program activities managed in a
coordinated manner to obtain benefits and control not available from managing them individually.
 It is often more economical to group projects together to help streamline management, staffing,
purchasing, and other work.
 A program manager provides leadership and direction for the project managers within a program and
coordinate the efforts of project teams, suppliers, and operations staff supporting the projects to ensure
that products and processes are implemented to maximize benefits.
 Many program managers worked as project managers earlier in their careers.
 For example, an IT department often has a program for IT infrastructure projects. This program could
encompass several projects, such as providing more wireless Internet access, upgrading hardware and
software, enhancing computer security, and developing and maintaining corporate standards for IT.

Introduction to Project Management | 15

1.5 Project Portfolio Management
 A project Portfolio is a set of projects, programs, subsidiary
portfolios, and operations managed as a group to achieve
strategic objectives.
 Grouping projects into portfolios allows organizations to
make better investment decisions regarding increasing,
decreasing, discontinuing, or changing projects based on
their financial performance, risks, or resource utilization.
 For example, if a construction firm has much higher profit
margins on apartment buildings than houses, it might
choose to pursue more apartment building projects.
 Portfolio managers help their organizations make wise
investment decisions by helping to select and analyze
projects from a strategic perspective.
 Portfolio managers may not have previous experience as
project managers. It is most important that they have strong
financial and analytical skills and understand how projects
and programs can contribute to meeting strategic goals.

Introduction to Project Management | 16

1.6 Project vs. Program vs. Portfolio
 The main distinction between project and portfolio
management is a focus on meeting tactical (short-
term) or strategic (long-term) goals, respectively.

Introduction to Project Management | 17

Project Management
(CoE 422)
4th Year – Department of Computer Engineering

By
Dr. Ali Haddad
 2. The Systems View of Project
Management and the Project and
Product Life Cycles
2.1 The Systems View of Project Management
2.1.1 The Systems Approach:
 Systems are sets of interacting components that work within an environment to fulfill some purpose.
 Organizations are systems, with people in various roles working together to design, develop, deliver, and
sell various products and services.
 The systems approach is a holistic and analytical approach to solving complex problems that includes
using a systems philosophy, systems analysis, and systems management.
 A systems philosophy is an overall model for thinking about things as systems.
 Systems analysis is a problem-solving approach that requires defining the scope of the system, dividing it
into components, and then identifying and evaluating its problems, opportunities, constraints, and needs.
 Systems analysis involves examining alternative solutions for improving the current situation, identifying
an optimum or satisfactory solution, and examining that solution against the entire system.
 Systems management addresses the business, technological, and organizational issues associated with
creating, maintaining, and modifying a system.

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2.1.2 Case Study:
John Doe works as the Director of IT Department at a small, private college. The college offers a variety of
programs, mainly in liberal arts and professional areas. Enrollment includes 1,500 full-time traditional
students and about 1,000 working adults who attend evening programs.
 Despite of the rise in IT use at the college, only a few classrooms on campus have computers for the
instructors and students, and most other classrooms have only instructor stations and projection systems.
 Several colleges throughout the country require all students to lease or buy laptops or tablets for school.
This allows their faculty members to create interactive course materials.
 Due to the rising popularity of tablets, John Doe and his IT staff developed plans to start requiring the
students at their college to lease or buy tablets starting the next academic year. He sent an e-mail in
September to all faculty and staff describing the details of his project, but was ignored until February.
 The chairs of the humanities departments all opposed the idea, since theirs were not technical schools and
their faculty did not have time to write their own course materials to run on tablets.
 Members of the Computer Science Department voiced their concern that almost all of their students
already had state-of-the-art laptops and would not want to pay for the less-powerful tablets.
 The director of the adult education program expressed her concern that many adult-education students
would balk at an increase in fees or required technology.

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2.1.3 The Three-Sphere Model for Systems Management:

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2.1.4 Revisiting the Case study:
John Doe planned the tablet project without using a systems approach.
 He did not clearly define the business, technological, and organizational issues related to the project.
 He did not address many of the organizational issues involved in such a complex project.
 Members of his IT Department did all the planning for the tablet project in isolation without involving
the stakeholders.
 Most faculty and staff are very busy at the beginning of the academic year, and many may not have read
the entire e-mail. Others may have been too busy to communicate their concerns to the IT Department.
 He was unaware of the effects the tablet project would have on other parts of the college.

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2.2 Understanding Organizations
2.2.1 The Four Frames of Organizations:
 Structural frame: Deals with how the organization is structured and the roles of different groups towards
the goals set by management. It focuses on coordination and control. For example, a key issue is whether
the IT personnel should be centralized in one department or decentralize across several departments.
 Human resources (HR) frame: Harmonizes the needs of the organization with those of the personnel and
solves the problems stemming from mismatching needs. For example, it would benefit the organization if
employees worked 80 hours a week. However, this would conflict with the personal lives of the latter.
 Political frame: Deals with competition for power, resources, and leadership among employees. It
recognizes that each organization includes varied
interest groups. Competition over scarce resources in
the organization creates conflict, and power
improves the ability to obtain them. It is important to
know the opponents and supporters of each project.
 Symbolic frame: Focuses on symbols and meanings
behind the events at an organization, and also relates
to its culture. For example, was it a good sign or a
threat that the manager came to a project meeting?

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2.2.2 Organizational Structures:
 Functional structure: Vice presidents (VPs) in
different specialties report to the chief executive
officer (CEO). Their staffs have specialized skills
in their respective disciplines. Examples include
universities. Only the faculty members in a given
department teach that department’s courses.
 Project structure: Program managers report to the
CEO. Their staffs have various skills needed for the
projects within their programs. Such organizations
mainly perform projects under contracts. Examples
include engineering and consulting companies.
They often hire people for particular projects.
 Matrix structure: A combination of functional and
project structures. Personnel report to a VP and to
one or more project managers. For example, IT
personnel often split their time among two or more
projects, but report to their manager in the IT
department. Project managers have staff from
various functional areas working on their projects.
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2.2.3 The Influences of
Organizational Structures on
Projects:

 Functional manager = VP.

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2.2.4 Organizational Culture:
 Organizational culture is a set of shared assumptions, values, and behaviors that characterize the
functioning of an organization. It often includes elements of all four frames of organization.
 The same organization can have different subcultures. For example, the IT department may have a
different culture than the finance department.
 The 10 characteristics of organizational culture are:
 Member identity: The degree to which employees identify with the organization rather than with their profession.
 Group emphasis: The degree to which work is organized around groups or teams rather than individuals.
 People focus: The degree to which management takes into account the effect of decisions on employees.
 Unit integration: The degree to which units or departments are encouraged to coordinate with each other.
 Control: The degree to which rules, policies, and direct supervision are used to oversee employee behavior.
 Risk tolerance: The degree to which employees are encouraged to be aggressive, innovative, and risk seeking.
 Reward criteria: The degree to which rewards, such as promotions and salary increases, are allocated according
to employee performance rather than seniority, favoritism, or other nonperformance factors.
 Conflict tolerance: The degree to which employees are encouraged to air conflicts and criticism openly.
 Means-ends orientation: The degree to which management focuses on outcomes rather than on techniques used.
 Open-systems focus: The degree to which the organization monitors and responds to changes in the external
environment.

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2.2.5 The Importance of Top Management Commitment:
 Project managers need adequate resources. The best way to kill a project is to withhold the required
money, human resources, and visibility. If project managers have top management commitment, they will
also have adequate resources.
 Project managers often require timely approval for unique project needs. For example, the team might
need additional supplies halfway through the project, or the project manager might need to offer special
pay and benefits to attract and retain key project personnel.
 Project managers must have cross-departmental cooperation. Because projects can cut across functional
areas, top management must help project managers deal with the political issues that often arise. If
certain functional managers are not responding to project managers’ requests, top management must step
in to encourage them to cooperate.
 Project managers often need someone to mentor them on leadership issues. Many project managers come
from technical positions and are inexperienced as managers. Senior managers should take the time to
give advice on how to be good leaders.

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2.3 Project Life Cycle
 A project life cycle is a series of phases that the project pass through from start to completion, generally:
 Starting the project.
 Organizing and preparing.
 Carrying out the work.
 Finishing the project.
 The project life cycle defines, for each phase, what work will be performed, what deliverables will be
produced and when, who is involved, and how management will control and approve work.
 A deliverable is a product or service produced or provided as part of a project, such as a technical report,
a training session, a piece of hardware, or a segment of software code.
 In early phases, resource needs are usually lowest and the level of uncertainty is highest. Stakeholders
have the greatest opportunity to influence the final characteristics of the products, services, or results.
 During the middle phases, the certainty of completing the project improves as more information is known
about the project requirements and objectives. More resources are usually needed during these phases.
 The final phase focuses on ensuring the project requirements were met and that the sponsor approves
completing the project. It is much more expensive to make major changes during latter phases.

The Systems View of Project Management and the Project and Product Life Cycles | 12
2.3.1 Types of Project Life Cycle:
 Predictive (waterfall): The project scope, time, and cost are determined in the early phases of the life
cycle. Any changes to the scope are carefully managed.
 Adaptive (agile or change-driven): The project is required to respond to high levels of change and the
ongoing participation of stakeholders. The overall scope of the project is broken down into different sets
of requirements or sub-projects that will be undertaken individually. Each set/sub-project is defined and
approved before the start of an iteration.

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2.3.2 An Example Project Life Cycle:
A Bank has authorized a project to design a new concierge service to their most loyal customers.
 The project will have six phases, based on the company’s project management methodology:
 Analysis.
 Design.
 Development.
 Test.
 Launch.
 Close.
 The project will be developed adaptively and there are deliverables required for each phase.
 Initially, the project will have five team members, but as the project moves into Design and
Development, the project team will expand to more than 30 team members.

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2.3.3 Project Phase:
 A project may be separated, by its management team, into distinct phases, based on various factors:
 Management needs.
 Nature of the project.
 Unique characteristics of the organization, industry, or technology.
 Project elements including, but not limited to, technology, engineering, business, process, or legal.
 Decision points, such as funding, project go/no-go, and milestone review.
 A project phase is a collection of logically related project activities. Project phases are attributed by:
 Name (e.g., Phase A, Phase B, Phase 1, Phase 2, proposal phase).
 Number (e.g., three phases in the project, five phases in the project).
 Duration (e.g., 1 week, 1 month, 1 quarter).
 Resource requirements (e.g., people, buildings, equipment).
 Entrance criteria to move into that phase (e.g., specified approvals documented, specified documents completed).
 Exit criteria to complete the phase (e.g., documented approvals, completed documents, completed deliverables).
 Using multiple phases may provide better insight to managing the project and the opportunity to assess
the project performance and take necessary corrective or preventive actions in subsequent phases.
 Within a project life cycle, there are generally one or more phases that are associated with the
development of the product, service, or result.
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2.3.4 Examples on Project Phases:
 Concept development.
 Feasibility study.
 Customer requirements.
 Solution development.
 Design.
 Prototype.
 Build.
 Test.
 Transition.
 Commissioning.
 Milestone review.
 Lessons learned.

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2.3.5 Phase Gate:
 A phase gate is held at the end of a phase. The project’s performance and progress are compared to
project and business documents including but not limited to:
 Project business case.
 Project charter.
 Project management plan.
 Benefits management plan.
 A decision is made as a result of this comparison to:
 continue to the next phase,
 continue to the next phase with modification,
 end the project,
 remain in the phase, or
 repeat the phase or elements of it.
 A phase gate may also be referred to by other terms such as, phase review, stage gate, kill point, and
phase entrance or phase exit.

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2.4 Operations Management
 Operations management is concerned with the ongoing production of goods and/or services. It ensures
that business operations continue efficiently by using the optimal resources to meet customer demands.
 It is concerned with managing processes that transform inputs (e.g., materials, components, energy, and
labor) into outputs (e.g., products, goods, and/or services).
 Alignment with the organization’s strategic business goals can be achieved through the systematic
management of portfolios, programs, and projects through applying organizational project management.

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2.5 Product Life Cycles
 A product life cycle is the series of phases that represent the evolution of a product:
 Concept.
 Delivery.
 Growth.
 Maturity.
 Retirement.
 Developing a product, such as an information system, a car, or a building, often involves many projects.
 Projects can intersect with operations at various points during the product life cycle, such as:
 When developing a new product, upgrading a product, or expanding outputs.
 While improving operations or the product development process.
 At the end of the product life cycle.
 At each closeout phase.

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2.5.1 An Example Product Life Cycle:
 A business plan and market research generated the idea for a new cell phone.
 A project is undertaken to build a new cell phone. This project is only a part of the product life cycle.
 The project life cycle would encompass the actual building of the new cell phone, but once the phone is
complete, it is released to operations for sales, marketing, and order fulfillment.
 As technology advances and consumer preferences change, the cell phone will mature, decline and
eventually be retired.
 Retirement would potentially drive multiple projects to remove the cell phone from inventory, change
company collateral, and complete other activities associated with the product retirement.

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2.5.2 Types of Product Life Cycle:
 Deciding which life cycle to use is based on two important factors: the degree of change in requirements
and the frequency of delivery of useful results:
 Predictive (waterfall) life cycle: The scope, schedule, and cost are determined early, and changes to scope are
carefully managed. This cycle works best when there is a low degree of change and a low frequency of delivery.
 Iterative life cycle: The scope is determined early, but time and cost estimates are modified as the understanding
of the product increases. Iterations are used to develop the product through a series of repeated cycles to add to
the functionality of the product. This cycle works best when there is a high degree of change and a low frequency
of delivery.
 Incremental life cycle: Deliverables are produced through a series of iterations that add functionality within a set
time frame. The deliverable is not complete until after the final iteration. This cycle works best when there is a
low degree of change and a high frequency of delivery.
 Adaptive (agile or change-driven) life cycle: Stakeholders define and approve the detailed scope before the start
of an iteration, producing a useable product at the end of each iteration. This cycle works best when there is a
high degree of change and a high frequency of delivery.
 Hybrid life cycle: A combination of approaches is used based on the nature of the work. For example, some
deliverables might have a low degree of change and frequency of delivery such as weekly progress reports, a
high degree of change and frequency of delivery such as certain software features, and so on.

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Project Management
(CoE 422)
4th Year – Department of Computer Engineering

By
Dr. Ali Haddad
3. The Project Management
Process Groups
3.1 Project Management Process Groups
3.1.1 Project Management Processes:
 The project life cycle is managed by a series of activities known as project management processes.
 Every project management process produces one or more outputs from one or more inputs by using
appropriate project management tools and techniques. The output can be a deliverable or an outcome.
 Project management processes are logically linked by the outputs they produce. An output may be:
 an input to another process, or
 a deliverable of the project or project phase.
 Processes are not mutually exclusive and may contain activities that overlap throughout the project.
 The number of process iterations and interactions between processes varies based on project needs:
 Processes used once or at predefined points in the project (e.g., processes: Develop Project Charter and Close
Project or Phase).
 Processes that are performed periodically as needed (e.g., process Acquire Resources is performed as resources
are needed, process Conduct Procurements is performed prior to needing the procured item).
 Processes that are performed continuously throughout the project (e.g., process Define Activities may occur
throughout the project life cycle, especially if the project uses an adaptive life cycle; many of the monitoring and
control processes are ongoing from the start of the project until it is closed out).

The Project Management Process Groups | 3

3.1.2 Project Management Process Groups:
 A Project Management Process Group is a logical grouping of project management processes to achieve
specific project objectives. Every project and project phase include all five process groups:
 Initiating processes: include defining and authorizing a project or project phase. For example, in the close-out
phase, initiating processes are used to ensure that the project team completes all the work, that someone
documents lessons learned, and that the customer accepts the work.
 Planning processes: include devising and maintaining a workable scheme to ensure that the project addresses the
organization’s needs. For example, a project team must develop a plan to define the work needed for the project,
to schedule activities related to that work, to estimate costs for performing the work, and to decide what
resources to procure to accomplish the work. To account for changing conditions on the project and in the
organization, project teams often revise plans during each phase of the project life cycle.
 Executing processes: include coordinating people and other resources to carry out the various plans and create
the products, services, or results of the project or phase. Examples of executing processes include directing and
managing project work, managing project knowledge, acquiring resources, and conducting procurements.
 Monitoring and controlling processes: include regularly measuring and monitoring progress to ensure that the
project team meets the project objectives. The project manager and staff monitor and measure progress against
the plans and take corrective action when necessary. A common monitoring and controlling process is reporting
performance, where project stakeholders can identify any necessary changes that may be required.
 Closing processes: include formalizing acceptance of the project or project phase and ending it efficiently.
Administrative activities are often involved in this process group, such as archiving project files, documenting
lessons learned, and receiving formal acceptance of the delivered work as part of the phase or project.

The Project Management Process Groups | 4

3.1.3 Project Life Cycle vs. Project
Management Process Groups:
 A project life cycle may include one or more phases.
 The interactions among the phases of a project
depend on whether it follows a predictive (waterfall)
or adaptive (agile or change-driven) life cycle.
 All projects and all project phases need to include all
five process groups.

The Project Management Process Groups | 5

3.1.4 Mapping Project Management
Process Groups to Knowledge Areas:
 In addition to Process Groups, project
management processes can also be categorized by
Knowledge Areas.

The Project Management Process Groups | 6

3.1.4 Mapping Project Management Process Groups to Knowledge Areas (cont.):
Project Management Process Groups
Knowledge
Areas Monitoring and
Initiating Planning Executing Closing
controlling
Direct and Manage Monitor and Control Close
Develop
Project Work, Project Work, Perform Project
Integration Project Develop Project Management Plan
Manage Project Integrated Change or
Charter
Knowledge Control Phase
Plan Scope Management, Collect
Validate Scope, Control
Scope Requirements, Define Scope,
Scope
Create Work Breakdown Structure
Plan Schedule Management,
Define Activities, Sequence
Schedule Control Schedule
Activities, Estimate Activity
Durations, Develop Schedule
Plan Cost Management, Estimate
Cost Control Costs
Costs, Determine Budget
Quality Plan Quality Management Manage Quality Control Quality

The Project Management Process Groups | 7

3.1.4 Mapping Project Management Process Groups to Knowledge Areas (cont.):
Project Management Process Groups
Knowledge
Areas Monitoring and
Initiating Planning Executing Closing
controlling
Acquire Resources,
Plan Resource Management,
Resource Develop Team, Control Resources
Estimate Activity Resources
Manage Team
Plan Communications Manage Monitor
Communications
Management Communications Communications
Plan Risk Management,
Identify Risks, Perform
Implement Risk
Risk Qualitative Risk Analysis, Monitor Risks
Responses
Perform Quantitative Risk
Analysis, Plan Risk Responses
Plan Procurement Conduct Control
Procurement
Management Procurements Procurements
Identify Plan Stakeholder Manage Stakeholder Monitor Stakeholder
Stakeholder
Stakeholders Engagement Engagement Engagement

The Project Management Process Groups | 8

Project Management
(CoE 422)
4th Year – Department of Computer Engineering

By
Dr. Ali Haddad
5. Project Integration Management
5.1 What is Project Integration Management?
 Project integration management involves coordinating all the other project management knowledge areas
throughout a project’s life cycle, to ensure that all the elements of a project come together at the right
times to complete a project successfully.
 The main job of the project manager is project integration management, especially in large projects.
 Project integration management must occur within the context of the entire organization, not just within a
particular project. The project manager must integrate the work of the project with the ongoing
operations of the organization.

Project Integration Management | 3

5.2 Case Study
 The top management of a biotech company recently made Nick the manager of a critical, large project
that has been under way for 3 years. He previously served as the lead software developer for the project.
 The project involved creating the hardware and software for a next generation DNA-sequencing
instrument, a competitive and rapidly changing field, yet, with great potential for growth and revenue.
 The company was negotiating a buyout by a larger company, which influenced the top management’s
sense of urgency to complete the project. They told Nick to do whatever it took to deliver the first version
of the product in 4 months and a production version in 9 months.
 Nick found and addressed some critical flaws that kept the next-gen DNA-sequencing instrument from
working. He and his team got the product out on time.
 However, the top management was upset because Nick never provided them with accurate schedules or
detailed plans of the project. They needed to know when the instrument would be ready, how big the
market was for the product, and if the company had enough staff to manage such projects in the future.
These details were needed to show the potential buyer what was happening at the company.
 Nick had no experience or interest in the company’s business aspects. He did not use a systems view.
 Nick mistakenly thought project integration management meant software integration management, and
focused on the project’s technical problems, rather than on integrating the work of all the people involved
in the project. He ignored good communication and relationship management.
Project Integration Management | 4
5.3 Main Processes of Project
Integration Management
 Develop project charter: Create the charter
document that formally authorizes the project.
 Develop project management plan: Coordinate
all efforts to create the plan document.
 Direct and manage project work: Carry out the
project management plan.
 Manage project knowledge: Use existing and
newly created knowledge to achieve objectives
and contribute to organizational learning.
 Monitor and control project work: Oversee the
activities to meet the performance objectives.
 Perform integrated change control: Identify,
assess, and manage changes during the project.
 Close the project or phase: Finalize all
activities to formally close the project or phase.

Project Integration Management | 5

5.3.1 Develop Project Charter:
 The project charter document includes the following information:
 The project’s title and date of authorization.
 The project manager’s name and contact information.
 A summary schedule, including the planned start and finish dates.
 A summary milestone schedule, if available.
 A summary of the budget or reference to budgetary documents.
 A brief description of the project objectives, including the business need or
other justification for authorizing the project.
 Project success criteria, including project approval requirements and who
signs off on the project.
 A summary of the planned project management approach, which should
describe stakeholder needs and expectations, important assumptions, and
constraints, and should refer to related documents, if available.
 A roles and responsibilities matrix.
 A sign-off section for signatures of key project stakeholders.
 A comments section for stakeholders.

Project Integration Management | 6

5.3.2 Develop Project Management Plan:
 The following are common elements to project management plans:
 Introduction/overview of the project.
 Management and technical processes, including project lifecycle description and development approach.
 Project organization.
 Work to be performed (scope).
 Schedule information.
 Budget information.
 References to other project planning
documents.
 The management plan guides a
project’s execution and control.
 Organizations can use guidelines to
create project management plans.
 The following is the Institute of
Electrical and Electronics Engineers
(IEEE) Standard for its Software
Project Management Plan (SPMP).

Project Integration Management | 7

5.3.3 Direct and Manage Project Work:
 The major portion of time and budget are usually spent on executing the project.
 Project managers need to possess product, business, and application area knowledge to execute projects
successfully.
 Small projects would benefit most from a project manager who can complete some of the technical work.
 On large projects, the project manager’s primary responsibility is to lead the team and communicate with key
project stakeholders. The project manager would not have time to do the technical work. In this case, the project
manager needs to understand the business and application area of the project more than the technology involved.
 On very large projects the project manager must understand the business and application area of the project.
 Project managers can use the following tools and techniques to perform execution processes:
 Expert judgment: Project managers should not hesitate to consult experts on different topics, such as what
methodology to follow, what programming language to use, and what training approach to follow.
 Meetings: Meetings are crucial during project execution. Face-to-face, phone, and virtual meetings with
individuals or groups of people are important to develop relationships, pick up on important body language or
tone of voice, and have a dialogue to help resolve problems. It is often helpful to establish set meeting times for
various stakeholders.
 Project management information systems: Many project management software products are on the market today.
Organizations can use powerful enterprise project management systems that are accessible via the Internet and tie
into other systems, such as financial systems. Alternatively, project managers or other team members can create
Gantt charts that include links to other planning documents on an internal network.

Project Integration Management | 8

5.3.4 Manage Project Knowledge:
 Knowledge management should be done before, during, and after projects are completed.
 There are two basic types of knowledge:
 Explicit knowledge: This type of knowledge can be easily explained using words, pictures, or numbers and is
easy to communicate, store, and distribute. Examples include information found in textbooks and encyclopedias
as well as project documents and plans.
 Tacit (informal) knowledge: Tacit knowledge is difficult to express and is highly personal. Examples include
beliefs, insight, and experience. It is often shared through conversations and interactions between people. Many
organizations set up programs like mentorships, communities of practice, or workshops to assist in passing on
tacit knowledge.

Project Integration Management | 9

5.3.5 Perform Integrated Change Control:
 The three main objectives of integrated change control are:
 Influencing the factors that create changes: To ensure changes are beneficial, project managers and their teams
must make trade-offs among key project dimensions, such as scope, time, cost, and quality.
 Determining that a change has occurred: To determine that a change has occurred, the project manager must
know the status of key project areas at all times. In addition, the project manager must communicate significant
changes to top management and key stakeholders. Top management and other key stakeholders do not like
surprises involving the project producing less, taking longer, costing more, or creating products of lower quality.
 Managing actual changes as they occur: Managing change is a key role of project managers and their teams. It is
important to exercise discipline in managing the project to help minimize the number of changes that occur.
 The project management plan provides the baseline for identifying and controlling project changes. A
baseline is a starting point, a measurement, or an observation that is documented for future comparison.
 Change control system is a formal, documented process that describes when and how project documents
may be changed, the people authorized to make changes, and the paperwork required for these changes.
 Change control board (CCB) is a formal group of people responsible for approving or rejecting changes
to a project. The primary functions of a CCB are to provide guidelines for preparing change requests,
evaluating change requests, and managing the implementation of approved changes.
 Configuration management ensures that the descriptions of the project’s products are correct and
complete. It identifies and controls the design characteristics of products and their documentation.
Project Integration Management | 10
Project Management
(CoE 422)
4th Year – Department of Computer Engineering

By
Dr. Ali Haddad
6. Scope, Schedule, and Resource
Management
6.1 Work Breakdown Structure
 A work breakdown structure (WBS) is a deliverable-oriented grouping of the work involved in a project
that defines its total scope.
 The WBS provides the basis for planning and managing project schedules, costs, resources, and changes.
 Decomposition is a technique used for dividing and subdividing the project scope and project
deliverables into smaller, more manageable parts.
 A work package is the lowest level of the WBS that the project manager monitors and controls. It also is
a level of work for which cost and duration can be estimated more easily and accurately. Work packages
can be thought of in terms of accountability and reporting.
 The WBS can be represented using either a chart or a table.

Scope, Schedule, and Resource Management | 3

6.1.1 WBS Organized by Main Deliverables:
 The top entry represents the entire project, and is called Level 1 of the WBS.
 The main deliverables of the project constitute Level 2.
 The components of the main deliverables constitute Level 3.

Intranet
1 Website design
1.1 Site map
1.2 Graphic design
1.3 Programs
2 Home page design
2.1 Text
2.2 Images
2.3 Hyperlinks
3 Marketing pages
3.1 Text
3.2 Images
3.3 Hyperlinks
4 Sales pages
4.1 Text
4.2 Images
4.3 Hyperlinks

Scope, Schedule, and Resource Management | 4

6.1.2 WBS Organized by Project Phases:
 The WBS can use the project life cycle phases as Level 2 and the deliverables of each phase as Level 3.

Software Product Release 5.0

1 Project Management
1.1 Planning
1.2 Meetings
1.3 Administration
2 Product Requirements
2.1 Software
2.2 User Documentation
2.3 Training Program Materials
3 Detail Design
3.1 Software
3.2 User Documentation
3.3 Training Program Materials
4 Construct
4.1 Software
4.2 User Documentation
4.3 Training Program Materials
5 Integration and Test
5.1 Software
5.2 User Documentation
5.3 Training Program Materials

Scope, Schedule, and Resource Management | 5

6.2 Project Schedule Network Diagram
 A project schedule network diagram, or simply a network diagram, is a schematic display of the logical
relationships among project activities and their sequencing.
 Defining activities involves identifying the specific actions that will produce the project deliverables in
enough detail to determine resource and schedule estimates.
 The activity attributes provide
schedule-related information about
each activity, such as predecessors,
successors, logical relationships, leads
and lags, resource requirements,
constraints, imposed dates, and
assumptions.
 A project milestone is a significant
event that normally has no duration. It
often takes several activities and a lot
of work to complete, but the milestone
itself is a marker to help in identifying
necessary activities, setting schedule
goals, and monitoring progress.

Scope, Schedule, and Resource Management | 6

6.2.1 Dependency:
 Dependency pertains to the sequencing of project activities or tasks. Dependency can be:
 Mandatory: Legally or contractually required
or inherent in the nature of the work. For
example, it is impossible to start the structure
of a building until the foundation is finished.
 Discretionary: Based on best practices in an
application. For example, during construction,
the electrical work is usually started after
finishing the plumbing work.
 External: Involving relationships between
project and non-project activities, and are
outside the project team’s control. An example
is the dependency of software testing on the
delivery of hardware by an external supplier.
 Internal: Involving a precedence relationship
between project activities, and are generally
within the project team’s control. An internal
mandatory dependency may arise, for
example, when the team need to wait to test a
+

machine until after they have assembled it.

Scope, Schedule, and Resource Management | 7

6.2.2 Critical Path Method:
 Critical path method (CPM) is a network diagramming technique used to predict total project duration.
 A project is not finished until all tasks have been finished.
 Normally, several tasks are done in parallel on projects.
 Most projects have multiple paths through a network diagram.
 A critical path is the series of
activities that determine the
earliest time by which the project
can be completed.
 The critical path is the longest path
through the network diagram and
has the least amount of slack or
float.
 Slack or float is the amount of time
an activity may be delayed without
delaying a succeeding activity or
the project finish date.

Scope, Schedule, and Resource Management | 8

6.2.3 Alternate Network Diagramming Approach:
 A network diagram can also be represented using the activity-on-arrow (AOA) approach.
 AOA is a network diagramming technique in which activities are represented by arrows and connected at
points called nodes to illustrate the sequence of activities.
 In AOA, a node is simply the
starting and ending point of an
activity.
 The first node signifies the start of a
project and the last node represents
the end.

Scope, Schedule, and Resource Management | 9

6.3 Program Evaluation and Review Technique
 The program evaluation and review technique (PERT) is used to estimate the duration of project
activities when there is a high degree of uncertainty and/or risk.
 PERT uses the following 3-point weighted average:

𝑤𝑤𝑜𝑜 ∗ 𝑜𝑜𝑜𝑜𝑜𝑜𝑜𝑜𝑜𝑜𝑜𝑜𝑜𝑜𝑜𝑜𝑜𝑜𝑜𝑜 𝑡𝑡𝑡𝑡𝑡𝑡𝑡𝑡 + 𝑤𝑤𝑚𝑚 ∗ 𝑚𝑚𝑚𝑚𝑚𝑚𝑚𝑚 𝑙𝑙𝑙𝑙𝑙𝑙𝑙𝑙𝑙𝑙𝑙𝑙 𝑡𝑡𝑡𝑡𝑡𝑡𝑡𝑡 + 𝑤𝑤𝑝𝑝 ∗ 𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝 𝑡𝑡𝑡𝑡𝑡𝑡𝑡𝑡
𝑃𝑃𝑃𝑃𝑃𝑃𝑃𝑃 𝑤𝑤𝑤𝑤𝑤𝑤𝑤𝑤𝑤𝑤𝑤𝑤𝑤𝑤𝑤 𝑎𝑎𝑎𝑎𝑎𝑎𝑎𝑎𝑎𝑎𝑎𝑎𝑎𝑎 =
𝑤𝑤𝑜𝑜 + 𝑤𝑤𝑚𝑚 + 𝑤𝑤𝑝𝑝

 For example, using the normal distribution, the weights are as follows:

𝑤𝑤𝑜𝑜 = 1, 𝑤𝑤𝑚𝑚 = 4, 𝑤𝑤𝑝𝑝 = 1

 Using a uniform distribution, the weights are as follows:

𝑤𝑤𝑜𝑜 = 1, 𝑤𝑤𝑚𝑚 = 1, 𝑤𝑤𝑝𝑝 = 1

Scope, Schedule, and Resource Management | 10

6.3.1 An Example on PERT:
 When a project manager inquired about the expected duration of a given project activity, the team
members gave three different opinions:
 8 workdays, based on some physical limitations that characterize the activity,
 10 workdays, based on their pervious experience with this particular activity,
 24 workdays, based on worst-case scenarios.
Using the normal distribution-based, weighted average PERT:

𝑜𝑜𝑜𝑜𝑜𝑜𝑜𝑜𝑜𝑜𝑜𝑜𝑜𝑜𝑜𝑜𝑜𝑜𝑜𝑜 𝑡𝑡𝑡𝑡𝑡𝑡𝑡𝑡 + 4 ∗ 𝑚𝑚𝑚𝑚𝑚𝑚𝑚𝑚 𝑙𝑙𝑙𝑙𝑙𝑙𝑙𝑙𝑙𝑙𝑙𝑙 𝑡𝑡𝑡𝑡𝑡𝑡𝑡𝑡 + 𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝 𝑡𝑡𝑡𝑡𝑡𝑡𝑡𝑡

𝑡𝑡𝑡𝑡𝑡 𝑒𝑒𝑒𝑒𝑒𝑒𝑒𝑒𝑒𝑒𝑒𝑒𝑒𝑒𝑒𝑒𝑒𝑒 𝑡𝑡𝑡𝑡𝑡𝑡𝑡𝑡 𝑑𝑑𝑑𝑑𝑑𝑑𝑑𝑑𝑑𝑑𝑑𝑑𝑑𝑑𝑑𝑑 =
6

8 + 4 ∗ 10 + 24
= = 12 𝑤𝑤𝑤𝑤𝑤𝑤𝑤𝑤𝑤𝑤𝑤𝑤𝑤𝑤𝑤𝑤
6

Scope, Schedule, and Resource Management | 11

6.4 Resource Optimization
 Schedules tend to focus primarily on time rather than on both time and resources.
 Resource loading is the
amount of resources that a
schedule requires during
specific time periods.
 Resource histograms show
period-by-period variations
in resource loading.
 Overallocation occurs
when not enough resources
are available to perform
the assigned work during a
given time period.

Scope, Schedule, and Resource Management | 12

6.4.1 Resource Leveling:
 Resource leveling is a technique for
resolving resource conflicts by
adjusting the start and finish dates of
activities.
 Resource leveling can be used when
shared or critical resources are
available only at certain times or in
limited quantities, or are overallocated
in order to balance the demand for
resources with the available supply.
 Resource leveling can often change
the original critical path and schedule.
 Float may be used to level resources
to cancel or minimize such changes.
 For example, when a worker has been
assigned to two activities during the
same time period, one of these tasks
would have to be delayed.
Scope, Schedule, and Resource Management | 13
6.4.2 Another Example on Resource Leveling:

Scope, Schedule, and Resource Management | 14