DIGITAL PROJECT MANAGEMENT

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Introduction to Digital Project Management
Objetives: Acquire a global vision of project work within the company
Know the principles of the main project management methodologies

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 Index
1. What is a Project? What is Project Management?
2. Definitions to remember
3. Dimensions of projects
4. How companies work on projects
5. The Triple constrain
6. Life cycle of a Project
7. Organizationals models
8. Methodologies

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What is a Project?
According to the PMI, a project is a temporary effort that is carried out to create a unique product, service or result.

Every project has a beginning and an end, in other words it has a limited duration, it is not a routine operation or
BAU, but a specific set of operations designed to accomplish a singular goal. This does not imply that its duration is
short, a project can last up to several years. The project has finished either when the objective has been reached or
if the project has been canceled.

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What is Project Management?
According to the PMI, project management is the application of knowledge, tools, skills and techniques to the
activities of a project to meet the requirements of the project.

Its functions include among others:

§ Identify the requirements

§ Set clear and achievable goals

§ Balance recurring demands for quality, scope, time and costs

§ Planning, monitoring and control of the project (Kerzner)

§ Definition and estimation of resources (material and human)

§ Analyze the impact of changes

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Definitions to remember
Program: group of related projects that are managed in a coordinated manner to obtain benefits and control that
would not be obtained if they were targeted individually (Turner, J. Rodney. The Handbook of Project-Based
Management)

Portfolio: set of projects or programs that are grouped together to facilitate effective management in order to meet
strategic business objectives (PMBOK)

Subproject: subdivision of a larger project

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Dimensions of projects

Cost
s

Projects It involves resource mobilization,

investment and communication
Qualit
y

Time Scope

ü No investment
Tasks
ü Only one function involved
ü .........

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How companies work on projects?

Project Manager
BPO: Business process owner

Continuous improvement Project Management

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How companies work on projects?

Individual exercise:
• Put an example of a common process carry out by most of the companies
• Put an example of a Project
• Justify why one is a process and the other a project
• Upload your answer in Canvas.
• Discussion on class of some of the answer

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How companies work on projects? Who is working on the
projects?

• Anyone can be required to work on a project: technical, financial, sales ...

§ There are organizations oriented to work on

projects.
§ There are resources destined only to work on
projects.

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The Triple Constrain
Traditional Methodology Agile Methodology
Scope Time Cost
Fixed

Quality

Quality

Varies
Time Cost Scope

The quality of the project is affected by the balance of these three factors. During the life of the project there will be
a need to change the scope, reduce costs or carry out the project in less time than planned. The PM must reconcile
these 3 variables.

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 When the client requests to advance the delivery of the project without increasing the cost:

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Life cycle of a project
The life cycle of the project are the phases that connect the beginning of a project with its end and generally define
what technical work should be done in each phase, by whom, what deliverables are generated and how to approve
and control each phase.

Depending on the type of project (industry) or methodology, we talk about different phases. For example, in the
traditional methodology the first phase of the project is the "Requirements Analysis”, while in agile methodology it
would be the "Discovery phase”, or in a construction project it would be called the "Feasibility Study".

Requirements Planning Development Control Closure

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The degree of uncertainty is usually higher in the initial phase of the project. In the intermediate phases of the
project, the costs and the number of resources are usually increased. As the project progresses, the costs in
changes and arrangements increase as well.

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Organizational Models: Classical Functional Organization
It has a hierarchical structure where each employee has a
clearly established superior and is organized by functional
departments such as marketing, IT, accounting, etc.

The role of the PM usually has less authority, is relegated to

that of the coordinator, and usually does not control the
resources or the budget of the project. It usually has a
partial assignment to the project, since it usually has
another function within the structure of the organization.

The company is grouped by specialties and on many

occasions people put more emphasis on their functional
specialty to the detriment of the project.

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Organizational Models: Projects Oriented Organization

The PMs have great independence and authority as well

as control of the budget and resources of the project.

In this type of organizations, the company as a whole is

project oriented.

The PM has total dedication to the project. The loyalty of

resources to the project is guaranteed above
departmental interests.

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Organizational Models: Matrix organization

These types of organizations have a mixture of

characteristics of functional and project-oriented
organizations, and depending on whether they are more
similar to one or the other, they are called weak, strong
or balanced matrix.

Most organizations favor this type of structure.

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Organizational Models: Advantages and Disadvantages

FUNCTIONAL MATRIX PROJECT ORIENTED

ADVANTAGES DISADVANTAGES ADVANTAGES DISADVANTAGES ADVANTAGES DISADVANTAGES
The team puts Increase in Efficient project Less effective use
more emphasis on administrative work: organization of resources
The company is its functional Maximum use of intensive use of
grouped by scarce resources Lack of
specialty to the policies and
specialties professionalization
detriment of the procedures Project Loyalty in the disciplines of
project the project
Greater support
More difficult to
The project of functional
there is only one monitor and control Communication
manager has very areas
supervisor little or no authority more effective
duplication of
More than one than in the
Greater control of functions
Well-defined boss: functional functional
There is no career resources by the
career plan in directors and organization
plan for Project Project Manager
each of the areas project managers
Management and greater
of specialization may have different
visibility of
priorities: source of
project objectives
conflict

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Organizational Models: Authority of Project Director

Project Organizational model

characteristics Functional Matrix Organization Project-oriented
organization Weak Balanced Strong organization
Authority of None Limited Moderate High Very High
Project Director
Resources None Limited Moderate High Very High
availability
Control of Functional Functional Both: functional Project Project Director
Project budget manager manager manager + Project Director
Director
Role of Project Partial Partial Total dedication Total Total dedication
Director dedication dedication dedication

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Projects Office

Strategy Portfolio Management:

"Do the rigth things"

Tactic Project management:

"Do the things rigth"

Support Methodologies and tools

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Portfoglio management

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Methodologies: Traditional Methodologies
These methodologies are predictive processes where all phases of the project are planned before the beginning.

The requirements are thoroughly documented.

The scope is fixed and broken down into tasks.

The leadership of the project is based on the “command and control” of the team members by the PM.

The development of the project is linear or in “waterfall”.

Generally applied in construction projects or industrial works.

They are clear, rigid, defined and reluctant to change procedures.

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 Methodologies: Agile Methodologies
Agile methodologies are empirical processes, based on
observation, experience and adaptation.

Individuals have greater autonomy and teams are based on self-

organization and collaboration (individuals over processes).
UX - UI
Development They are made in short iterations with periodic deliveries. Due to its
Testing
high uncertainty, change requests are understood as part of the
process.

They are generally applied in Software and innovation projects.

Requirements Release
When prioritizing the requirements, the main objective is to provide
value (desert-first).

There are different frameworks in agile: XP, Crystal, DSDSM, but

the best known is SCRUM
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Methodologies: Scrum
Basic principles: Transparency, inspection and adaptation

Timeboxed periods of time called “Sprints” normally take 3 or 4 weeks to complete.

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Methodologies: Formal vs agile
FORMAL OR PREDICTIVE
Ø Requirements: they are closed at the
beginning of the project, being
subsequently very expensive to change
them.
Ø A lot of importance is given to planning.
Ø A series of predetermined phases are
followed.
Ø Cascade work is distributed.
Ø The objective is to achieve the expected Ø The objective is Customer satisfaction
product in the planned time and estimated
costs.
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AGILE
Ø Customer feedback is periodically
received and the work is adapted
accordingly.
Ø Just planning the short term. The long
term is never fulfilled, there is no value
on planning it.
Ø It works in short periods of time,
between interactions with the client, in
which feedback is obtained.
Ø Team members self-assign work and
take responsibility for it.
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Methodologies: Formal or agile?
When use one or other methodology? The one chosen must
be compatible with:
Vs
§ The characteristics of the project

§ The characteristics of the Company that will apply it.

There is no single and valid way to manage any project, you have to adopt very different management strategies
depending on the case
Predictive management, when considering itself valid for any project, does not consider that, according to the
characteristics of the project, other management criteria may be more appropriate.
It does not consider that the level of innovation obtained is one of the objectives, so it does not apply different practices.
The requirements remain stable during development. If this does not happen, it presupposes that it is due to deficiencies
in the requirements phase process.
The objective is efficiency, compliance with the Plan, and not the value of the product. From this point of view, the cost of
rework is always expensive.

Some projects that do not want to make the product described in the dates and with the estimated costs, they take care
more about value and innovation than compliance with the plan. Example: Honda CIVIC.

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Methodologies: Software examples

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 Thank you

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