1. DM 211 Project
Development and
Management

3. Why have a Project Plan?
• Developing an initial course of action toward a welldefined set of objectives
• A mechanism to aid in detecting variance both in the
planned progress of the work and also in the target
objectives.
• The purpose of a project plan is NOT to predict the
future. You lay out.
• A process that will constantly test this course during its
execution for its match with the current, changing
environment.

4. Development Planning Models
Economic Planning Model (1935-1971)
Development Planning Model (1972)
Corporate Business Planning Models
Educational Planning Model
Eclectic Model
Source: Miclat (2005)

5. Development Planning and
Administration
Development administration has always been
one of the central features of the various long and
Medium Term Philippine Development Plans since
the seventies. The paradigm for bureaucratic
reform continues to evolve in various intellectual
and practical debates but government continues its
work amidst all these. Until recently, all Philippine
development plans since the seventies had a
specific chapter devoted solely to development
administration

6. Eclectic Model
Nine Major Steps
1. Preparation
 Organization and staffing
 Training
2. Environmental
Scanning




External environment
Internal environment
SWOT analysis
Strategic planning framework
3. VMGO, policy,
objective, and target
setting
4. Policy/Strategy
formulation
5. Program/Project Identification

7. Eclectic Model
Nine Major Steps
6. Investment Programming
7. Budgeting
8. Implementation and
Monitoring
9. Evaluation and Plan Update

8. Development Administration (1950s to
1960s)
• Development Administration (DA) as a
field of study emerged in 1950s and
1960s with the third world countries as
the focal point
Nef and Dwivedi (1981)
on the other hand,
attributed the concept of
DA to Goswami in 1955
and later popularized by
Riggs and Weidner. They
coined the term
development
administration” to refer
to developing countries
which are largely found in
Asia, Latin America, and
Africa.

9. Khator (1998) however, argued
that DA was built upon several
critical assumptions that:
(1) development needs are the
most important needs of
developing countries,
(2) the development needs of
developing and developed
countries are inherently
different,
(3) development can be
administered,
(4) developmental know-hows
are transferable; and
(5) the political, social, and
cultural context of
development can be easily
altered
Source: www.ginandjar.com

10. Two foci in Development
Administration
Likewise, Fred Riggs, in his “Frontiers of
Development,” identified two foci in
development administration: development of
administration and the administration of
development. Most development
administration scholars focused more on the
latter and it subsequently became
synonymous to the administration of
development in third world countries. (Khator
1998)

11. “Management of Innovation”
Given the situations above, DA maybe
considered as “Management of Innovation”
because it was aimed at helping countries that
are undergoing reconstruction and social
transformation

12. Administrative Reform
De Guzman (1986) described administrative
reform as one of the core values of DA, and analyzed
the structural and behavioral characteristics of the
Philippine public bureaucracy. He argued that the
“implementation of administrative reform should
have two major dimensions: reforming the
structures of the bureaucracy and reforming the
behavior of those in the bureaucracy.” (De Guzman
1986 as cited in Brillantes 1994: 8)

13. Project Plan
Development: taking
the results of other
planning processes
(historical information,
organizational policies,
constraints, assumptions)
and putting them into a
consistent, coherent
document—the project
plan
Project Plan
Execution: carrying
out the project plan
Integrated Change
Control: coordinating
changes across the
entire project

14. Project Plan Development
•
to coordinate all project planning
documents
• to guide project execution
• Project plans assist the project
manager in leading the project team
and assessing project status
• Project performance should be
measured against a baseline plan

15. Attributes of Project Plans
•
•
•
•
Just as projects are unique, so
are project plans
Plans should be dynamic
Plans should be flexible
Plans should be updated as
changes occur
Plans should first and foremost
guide project execution

16. Common Elements of
a Project Plan
• Introduction or overview of
the project
• Description of how the project
is organized (Quality of Code)
• Management and technical
processes used on the project
(project structure, use of
tools)
• Work to be done, schedule,
and budget information
(development practices)

17. Good Project
Planning Key
Two keys to succeed in
good project planning :
Always think about and
say something about
each one of the checklist
areas (and others that
are applicable),
regardless of the size of
the project, the industry
involved, and the
product or service being
produced.
Source: www.flackventures.com
Clearly, the scale of the
plan elements will differ,
depending on project
scope. Plan accordingly.

18. How Detailed should my Project
Plan be?
Detailed planning versus light
planning. Just-in-time planning
Measurable and testable goals.
• Do planning at a sufficient level of
detail to search out issues and
problems during the early planning
process itself.
• Build into the plan the hooks for
measuring if you are drifting off
course during the plan's execution.
• Finding the sweet-spot for
planning at-a-distance teams and
outsourced services/development

19. What is Risk?
Risk is a measure of two factors: the
probability of an event occurring, and the
severity of the consequences of that
event. Thus, an event can be either one
that is very likely to occur with moderate
consequences each time it does, or one
that is extremely unlikely but with
catastrophic consequences on each
occurrence.
Removing a risk means either
eliminating the possibility of occurrence of
an event or rending the event completely
harmless when it does occur.

20. How do keep risk from
disrupting implementation of project?
Start the process early, as soon as one other core
team member is available for brainstorming.
Brainstorm with core team, identifying as many risks as
possible. Use previous product experience, personal
experience, regulatory input, and common sense.

21. How do keep risk from
disrupting implementation of project?
Create a risk analysis document that, at a
minimum, contains the identified risk, the
event that causes it, a measure of probability,
a measure of severity, and a mitigation or
elimination strategy.

22. How do I keep Risk from Disrupting
my Project?
Explicitly incorporate the
mitigations into either planned
project process activities or product
requirements. Make the risk analysis
part of the project plan that is agreed
upon by all stakeholders and team
members. Periodically review and
amend the risk analysis with new
information gained from reviews,
inspections, audits, and marketing or
customer input.

23. Project Plan Execution
• Involves managing
and performing the
work described in the
project plan
• The majority of time
and money is usually
spent on execution
• The application area
of the project directly
affects project
execution because the
products of the project
are produced during
execution

24. What Went Wrong?
Many people have a poor view of plans based
on past experiences. Senior managers often
require a plan, but then no one follows up on
whether the plan was followed.
For example, one project manager said he
would meet with each project team leader within
two months to review their plans. The project
manager created a detailed schedule for these
reviews. He cancelled the first meeting due to
another business commitment. He rescheduled
the next meeting for unexplained personal reasons.
Two months later, the project manager had still not
met with over half of the project team leaders.
Why should project members feel obligated to
follow their own plans when the project manager
obviously did not follow his?

25. Important Skills for
Project Execution
• General management
skills like leadership,
communication, and
political skills
• Product skills and
knowledge
• Use of specialized tools
and techniques

26. Choosing tools
• Having a process
helps choose tools
• Choosing
Inappropriate tool
can do harm
• Build a process if
you don’t have any

27. Tools and Techniques for Project
Execution
• Work Authorization System - a
method for ensuring that qualified
people do work at the right time
and in the proper sequence
• Status Review Meetings - regularly
scheduled meetings used to
exchange project information
• Project Management Software:
special software to assist in
managing projects

28. Measuring and Checking
Progress
Build into the plan the activities and
processes that will support dynamic, roundrobin, never-ending measurement during
execution:
Frequent, measurable milestones,
 Periodic testing, reviews, and issue
management that will systematically capture
and measure the delta between requirements
and emerging design
 Periodic testing of the product or system requirements with
marketing or the customer, to see if the target is changing out
from under you,
 Scheduled midcourse corrections of the project plan itself, as
you learn more, and
 Early removal of technical risk through prototypes and testing

29. Integrated change control
Framework for
involves identifying, evaluating,
Project Integration
and managing changes
Management
throughout the project life cycle
Three main
objectives of change
control:
• Influence the
factors that create
changes to ensure
they are beneficial
• Determine that a
change has
occurred
• Manage actual
changes when and
as they occur

30. Integrated Change
Control Process
Suggestions for
Managing Integrated
Change Control
 View project
management as a
process of constant
communications and
negotiations
 Plan for change
 Establish a formal
change control system,
including a Change
Control Board (CCB)

31. 
Cont.
Suggestions
for Managing
Integrated
Change
Control
Use good configuration
management
 Define procedures for
making timely decisions on
smaller changes
 Use written and oral
performance reports to help
identify and manage change
 Use project management
and other software to help
manage and communicate
changes

32. What is project
management?

33. History of Project Management
• Modern project management began with the
Manhattan Project, which the U.S. military led to
develop the atomic bomb
• In 1917 Henry Gantt developed the Gantt chart as a
tool for scheduling work in job shops
• In 1958, the Navy developed PERT charts
• In the 1970s, the military began using project
management software, as did the construction
industry
• By the 1990s, virtually every industry was using some
form of project management

34. Project Management Profession
• A 1996 Fortune article called project
management the “number one career choice”
• Professional societies like the Project
Management Institute (PMI) have grown
tremendously
• Average salaries for project managers are over
$81,000

35. What is Project Management?
Project management is “the application of
knowledge, skills, tools, and techniques to
project activities in order to meet project
requirements” (PMI*, Project
Management Body of Knowledge (PMBOK
Guide), 2000, p. 6)
*The Project Management Institute (PMI) is an international
professional society. Their web site is www.pmi.org.
MCM 1262 IT Project Mgmt
Chap 1 - 35

36. Project
Management
Knowledge &
skills
Tools & techniques

37. Core Knowledge Areas
Core Knowledge Areas:
Objectives
Facilitating Knowledge
◦ Scope
Areas: Achievement
◦ Time
◦ Human Resources
◦ Cost
◦ Communication
◦ Quality
◦ Risk
◦ Procurement
◦ Project Integration
Management

38. • Structure your project properly (use framework if possible)
• Maintain good coding practice in team
• Use tools to increase team efficiency

39. Time
Scope
Cost
Integration
Quality
Procurement
Communication
Risk
People

40. The nine knowledge areas of project
management:









Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communication Management
Project Risk Management
Project Procurement Management

42. Project Management Methodology
Initiate
Plan
Initiate –potential projects are identified and
evaluated in terms of importance to the
organization
Plan –scope, time, cost and risk management
planning takes place
Execute
Execute –project plan is followed
Control
Control –project performance is measured
against the project plan
Close
Close –final paper work completed and sign off
by all stakeholders

43. The Approach to Learning Project
Management
Process Focus
Team Focus
Technology Focus
PM Software
Group Support Technologies
Knowledge Management and Organizational Memory Systems
Global Focus
PM Professional Focus

44. Nine Project Management
Knowledge Areas
Knowledge areas describe the key competencies
that project managers must develop
– 4 core knowledge areas lead to specific project
objectives (scope, time, cost, and quality)
– 4 facilitating knowledge areas are the means
through which the project objectives are achieved
human resources, communication, risk, and
procurement management
– 1 knowledge area (project integration management)
affects and is affected by all of the other knowledge
areas
MCM 1262 IT Project Mgmt
Chap 1 - 44

45. Project Stakeholders
• Stakeholders are the people involved in or
affected by project activities
• Stakeholders include
•
•
•
•
•
•
the project sponsor and project team
support staff
customers
users
suppliers
opponents to the project
MCM 1262 IT Project Mgmt
Chap 1 - 45

46. Project Management Tools and
Techniques
• Project management tools and techniques
assist project managers and their teams in
various aspects of project management
• Some specific ones include
– Project Charter and WBS (scope)
– Gantt charts, network diagrams, critical path analysis,
critical chain scheduling (resource constraint
scheduling)
– Cost estimates and earned value management (cost)
MCM 1262 IT Project Mgmt
Chap 1 - 46

47. Application of PM
• Project management applies to work as well
as personal projects
• Project management applies to many different
disciplines (IT, construction, finance, sports,
event planning, etc.)
• Project management skills can help in
everyday life

48. More Advantages of Project
Management*
• Bosses, customers, and other stakeholders do not like
surprises
• Good project management (PM) provides assurance
and reduces risk
• PM provides the tools and environment to plan, monitor,
track, and manage schedules, resources, costs, and
quality
• PM provides a history or metrics base for future
planning as well as good documentation
• Project members learn and grow by working in a crossfunctional team environment
*Knutson, Joan, PM Network, December 1997, p. 13

49. Project Management Certification
• PMI provides certification as a Project
Management Professional (PMP)
• A PMP has documented sufficient project
experience, agreed to follow a code of ethics,
and passed the PMP exam
• The number of people earning PMP
certification is increasing quickly

50. More and more people are getting
the Project Management Professional
(PMP) certification - increased by
more than 70 percent from 2004 to
2005.

51. Growth in PMP Certification
1993-2008
350,000
318,289
300,000
267,367
250,000
# PMPs
221,144
200,000
175,194
150,000
100,000
102,047
76,550
52,443
50,000
40,343
1,000
-
1,900
2,800
4,400
6,415
10,086
18,184
27,052
1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
Year

52. That’s why we
have to learn
Project
Management

53. Project Management Software
• By 2001, there were hundreds of different
products to assist in performing project
management
• Three main categories of tools:
– Low-end tools: Handle single or smaller
–
–
projects well, cost under $200 per user
Midrange tools: Handle multiple projects and
users, cost $200-500 per user, Project 2000
most popular
High-end tools: Also called enterprise project
management software, often licensed on a
per-user basis

54. What is a project?
• A project is “a temporary endeavor
undertaken to create a unique product,
service, or result” (PMBOK® Guide, Fourth
Edition)
• Other attributes:
 Is developed using progressive elaboration
 Requires resources, often from various areas
 Involves uncertainty
• Operations is work done to sustain the
business

55. What is a program?
• Program: group of related projects managed in
a coordinated way to obtain benefits and control
not available from managing them individually
(PMBOK® Guide, Fourth Edition)
• Program managers oversee programs and
often act as bosses for project managers
• Examples of common programs in the IT field:
infrastructure, applications development, and
user support

56. Why Project Management ?
Project Management is an in-demand skill
set and one of the fastest growing
professional disciplines in North America.
Project Management breaks down the chaos
of an overwhelming workload into
manageable elements -scope, time, cost,
quality, human resources, communication,
risk, procurement, and integration of projects

57. Project Management is the discipline of
organizing and managing resources (i.e. human,
financial & material) in such a way that a project
is completed within defined scope, quality, time
and cost constraints.
◦ The first challenge of project management
is to make sure that a projects delivered
within defined constraints.
◦ The second, more ambitious, challenge is
the optimized allocation and integration of
inputs needed to meet pre-defined
objectives.

58. Five Process of PM

59. Key ones in PM:
–
–
–
–
Executive support
User involvement
Experienced project manager
Well defined scope and requirements

60. Advantages of Using Formal Project
Management Practices
Improvement in customer satisfaction
Better cost performance, higher return on
investment
Better schedule performance, better
allocation of time commitments and better
utilization of resources, higher productivity
Increased quality reducing re-work
Increase in delivering required features
Will make everyone happier (stakeholders,
team members, management)

61. There are several ways to define
project success
 The project met scope, time, and cost goals
 The project meets or exceeds stakeholders’
expectations
 The results of the project met its main objective,
e.g.,
making or saving a certain amount of money
providing a good return on investment, or
simply delivering the product/services

62. What the Winners Do?
• Use an integrated project management toolbox
(use standard/advanced PM tools, lots of templates)
• Grow project leaders, emphasizing business and
soft skills
• Develop a streamlined project delivery process
• Measure project health using metrics, like customer
satisfaction or return on investment

63. Project Manager
Skills
Soft skills:
◦
◦
◦
◦
◦
Leadership
Team building
Negotiation
Conflict management
Organization for self and
others
◦ Communication both oral
and written to both
technical and nontechnical audiences
◦ Change management
◦ Active listening
Technical Skills:
Project Management software
Level of understanding of the
technology being used in the
project (software, hardware,
network, etc.)
Basic knowledge of the
business
Cost estimating and
budgeting
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall

64. Six Basic Functions of Successful PM’s
1. manage project scope –make sure the team works on
what is needed for the project and nothing else
2. manage human resources –the team must work
together, this doesn’t just happen it takes a directed
effort
3. manage communications –this occurs at many levels,
teammates, customers, managers, vendors, and others
4. manage schedule –must keep people on schedule
delivering work on time
5. manage quality –need to make sure that all work
performed meets with customer expected levels of
quality
6. manage costs –must keep an eye on the budget to
make sure all the work can be done and not exceed the
allocated budget

65. A Project Manager Manages
Projects by:
Setting clear and achievable
objectives
Identifying requirements
Adapting the project to the various
concerns of the stakeholders
Balancing the demands of the triple
constraint

69. Project Life Cycles
Conceptualization-the development of the
initial goal and technical specifications.
Planning–all detailed specifications,
schedules, schematics, and plans are
developed
Execution–the actual ―work‖ of the
project is performed
Termination–project is transferred to the
customer, resources reassigned, project is
closed out.

70. Process Groups
Initiating processes–authorizing the beginning or
ending of a project or phase
Planning processes –ensuring that the objectives of
the project are achieved in the most appropriate way
Executing processes –coordinating all resources
(people and material) during the implementation of the
project plan
Controlling processes –monitoring of project
variances from what was planned to actual progress
Closing processes –formal acceptance of the project
or a phase and updating of the project information base
with lessons learned

71. Copyright © 2010 Pearson
Education, Inc. Publishing
as Prentice Hall

74. Process Groups
Process groups supply a roadmap to
follow, and the knowledge areas describe
the methods (for example, car, plane,
bus) of how to get to our destination,
which is project success

75. Execution
Planning
Conceptualization
Termination
Copyright © 2010 Pearson Education, Inc. Publishing
as Prentice Hall

76. Initiation Phase
The Initiating stage of project management
includes examining the strategic fit for a proposed
project. Before beginning a new project, an
organization must determine that the project fits in with
its strategic goals. Understanding the organization’s
goals can help executives identify certain proposed
projects focusing on mission-critical activities as highpriority, and other projects peripheral to organization
goals as lower priority. During the Initiating stage, an
executive sponsor should be identified. A high-level
evaluation of the project’s business case should be
developed, along with project limitations and technical
and financial requirements.

77. Project Initiation
• Link a Project to An Underlying Business
Need
• Analyze and Understand the Stakeholders
• Build the Business Case
• Identify Constraints
• Document Assumptions
• Develop a Preliminary Scope Statement

79. Planning Phase
• Planning –Create the Plan & Assign Resources
• The Planning stage devises a workable scheme to
accomplish the project’s intended goals and
outcomes. In the Planning stage, you identify the
project’s milestones, deliverables, and tasks. This
plan can be your work breakdown structure
(WBS). You develop and refine the schedule, and
identify the resources needed to implement the
project.

80. Copyright © 2010
Pearson Education, Inc.
Publishing as Prentice
Hall

81. Project Planning
• The Activities:
• Develop a Work Breakdown Structure(WBS)
• Estimate Resource Requirements
Personnel
TimeLine
Budget
• Determine the Milestones
• Develop the Work‐plan

82. Execution Phase
Execution-Update and keep track
Controlling–Communicate & Report
The Executing/Controlling stage coordinates
people and other resources to carry out the plan
as defined in the project plan. The deliverables in
this stage focus on managing change, entering
schedule updates, tracking progress, and
communicating project information. Each team
member performs defined tasks within the
project scope, ensuring their contribution to the
project’s success.

83. Structured Project Management
Identify Risk
◦ Assess
◦ Quantify
◦ Manage
Mitigation Strategies
Contingency Planning
Formal Change Control Processes
Managing Organizational Change
Communications
Expectations

84. Copyright © 2010 Pearson
Education, Inc. Publishing
as Prentice Hall

85. Project Execution
The Interrelationships
◦ Planning
◦ Execution
◦ Control
The Constraints
◦ Scope
◦ Schedule
◦ Cost

86. Project Control
Monitoring and Control
◦ The Work
◦ The Time
◦ The Budget
◦ The Deliverables
◦ The Communications
◦ The Quality
◦ The Completion

87. Copyright © 2010 Pearson
Education, Inc. Publishing as
Prentice Hall

88. Closing Phase
The Closing stage includes final details for
completing a project. Resolve any final project
details, and obtain customer acceptance of
final deliverables. Conduct a Lessons Learned
session, recording information about areas for
improvement and best practices. Make any
final updates to the project plan. Finally, archive
the project plan according to your
organization’s project data archival guidelines.
Source: MS Project Quick Reference Guide
Source: MS Project Quick Reference Guide

89. Managing Expectation
• Identify Stakeholder Requirements
• Deliverables
• On‐going Communications
• Define Roles and Responsibilities
• Manage Expectations

90. Project Closure
•
•
•
•
•
•
Gain Acceptance for Deliverables
Implement the Transition Plan
Assess the Lessons Learned
Archive Information
Closeout the Team
Conclude the Project

91. Copyright © 2010 Pearson
Education, Inc. Publishing as
Prentice Hall

93. MCM 1262 (2009) IT Project Mgmt Advanced
Information Technology Institute
Janet Yu, Frank Lo (2010) Project Management
& Quality Assurance
Anthony Bowen (2010) Basic Project Management
Introduction and Overview of Project Management.
Emran Hasan (2010) Developing better PHP projects
Josefina B. Bitonio (2012) Modern Public
Administrationhttp://www.slideshare.net/jobitonio/m
odern-public-administration
Information Technology Project Management ... –
CengageBrain www.cengagebrain.com.au/
.../schwalbe21758_1111221758_01.01_toc....

94. Information Technology Project Management ... –
CengageBrain www.cengagebrain.com.au/
.../schwalbe21758_1111221758_01.01_toc....
Kate Pynn (2008) Project Plan Development - A
FlackVentures Training Example.
FlackVentures, Inc
www.ginandjar.com