មហាវិទ្យាល័យវិទ្យាសាស្រ្ត និងព័ត៌មានវិទ្យា

មុខវិជ្ជាៈ PROJECT MANAGEMENT

សាស្រ្តា ចារ្យៈ លោក ហ៊ឹម តុលា

BSc. Computer Science, MBA-Int-Business
1
Topic 2:
Title: PLC, SDLC, PM-Class
Main points

 Project Life Cycle

 System Development Life Cycle
 Waterfall Model
 PMBOK
Examples of IT projects
A help desk or technical worker replaces laptops for a
small department
A small software development team adds a new feature
to an internal software application
A college campus upgrades its technology infrastructure
to provide wireless Internet access
A television network develops a system to allow viewers
to vote for contestants and provide other feedback on
programs.
A government group develops a system to track child
immunizations.
PLC

 Project Life Cycle (PLC)

 A collection of logical stages or phases that maps
the life of a project from its beginning to its end in
order to define, build and deliver the product of the
project – i.e., the information system
 Projects are divided into phases to increase
manageability and reduce risk
 Phase exits, stage gates, or kill points are decision
points at the end of each phase to evaluate
performance, correct problems or cancel the project
 Fast tracking is the overlapping of phases to reduce
the project’s schedule
 Can be risky!
PLC
SDLC
SDLC represents the sequential phases or stages an
information system follows throughout its useful life
It is useful for understanding the development of the
project’s largest work product – the application system
Phases/Stages
Planning
Analysis
Design
Implementation
Maintenance and Support
SDLC
SDLC & PLC

 The systems development life cycle (SDLC)

becomes part of the project life cycle (PLC).
 The PLC focuses on the project management
phases, processes, tools and techniques for
effectively managing the project.
 The SDLC focuses on the software engineering
phases, processes, tools and techniques for
building and/or implementing the IT solution.
SDLC & PLC
Putting SDLC in Practice

 Structured Approach to Systems

Development
 Waterfall Method iterative
 Iterative System Development
 Rapid Applications Development (RAD)
 Prototyping

 Spiral Development

 Extreme Programming
Waterfall Model
Waterfall

 A waterfall model is easy to follow.

 It can be implemented for any size project.
 Every stage has to be done separately at
the right time so you cannot jump stages.
 Documentation is produced at every stage
of a waterfall model allowing people to
understand what has been done.
 Testing is done at every stage.
Waterfall Adv.
 A waterfall model helps find problems earlier on
which can cost a business less than if it was
found later on.
 Requirements will be set and these wouldn't be
changed.
 As everything is documented a new team
member can easily understand what's to be
done.
 Implementers have to follow the design
accurately
Waterfall Dis.

 If requirements may change the

Waterfall model may not work.
 Many believe it is impossible to make
one stage of the projects life cycle
perfect.
 Difficult to estimate time and cost for
each stage of the development process.
 Constant testing of the design is needed.
PMBOK
The Guide to the Project Management Body of
Knowledge (PMBOK® Guide) documents 9 project
management knowledge areas.
The PMBOK® Guide is published and maintained by
the Project Management Institute (PMI).
http://www.pmi.org
PMI provides a certification in project management
called the Project Management Professional (PMP) that
many people today believe will be as relevant as a CPA
certification.
PMP certification requires that you pass a PMP
certification exam to demonstrate a level of
understanding about project management, as well as
satisfy education and experience requirements, and
agree to a professional code of conduct.
PMBOK
 Knowledge areas describe the key competencies that project
managers must develop.
 Four core knowledge areas lead to specific project
objectives (scope, time, cost, and quality).
 Four facilitating knowledge areas are the means
through which the project objectives are achieved
(human resources, communication, risk, and
procurement management).
 One knowledge area (project integration
management) affects and is affected by all of the
other knowledge areas.
 All knowledge areas are important!
 Fifteen Project Management Job Functions
Define scope of project Evaluate project
Identify stakeholders, requirements
decision-makers, and Identify and evaluate risks
escalation procedures Prepare contingency plan
Develop detailed task list Identify interdependencies
(work breakdown structures) 
Identify and track critical
Estimate time requirements milestones
Develop initial project Participate in project phase
management flow chart review
Identify required resources Secure needed resources
and budget Manage the change control
process
Report project status
Skills suggested for project
managers
 Communication skills: Listens, persuades
 Organizational skills: Plans, sets goals, analyzes
 Team-building skills: Shows empathy, motivates,
promotes esprit de corps
 Leadership skills: Sets examples, provides vision
(big picture), delegate, positive, energetic
 Coping skills: Flexible, creative, patient, persistent
 Technology skills: Experience, project knowledge
 Top Information Technology Skills

70%
60% 58%
60%

50%
Percentage of 42% 41%
Respondents 40%

30%

20%

10%

0%
Application Project management Database Networking
development management

Information Technology (IT) Skill

Advantages of Using Formal
Project Management
 Better control of financial, physical, and human
resources.
 Improved customer relations.
 Shorter development times.
 Lower costs.
 Higher quality and increased reliability.
 Higher profit margins.
 Improved productivity.
 Better internal coordination.
 Higher worker morale (less stress).
22
A. What is a project?

 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 the project has been
terminated.
 Projects can be large or small and take a
short or long time to complete.

23
Examples of Projects

 A company decides to introduce a new product to the

marketplace.

 A college campus upgrades its technology

infrastructure to provide wireless Internet access.

 A cross-functional task force in a company decides

what new equipment to purchase and how it will be
implemented.

 A government group develops a system to track child

immunizations.

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Project Attributes

 A project:
 Is temporary.
 Is developed using progressive elaboration.
 Requires resources, often from various areas.
 Should have a primary customer or sponsor.
 The project sponsor usually provides the direction and

funding for the project.

 Involves uncertainty.
 Has a unique purpose.

25
Project and Program Managers
 Project managers work with project sponsors,
project teams, and other people involved in
projects to meet project goals.
 Program: “A group of related projects managed
in a coordinated way to obtain benefits and
control not available from managing them
individually.”*
 Program managers oversee programs and often act as
bosses for project managers.

26
Triple Constraint

 Every project is constrained in different ways by its:

 Scope goals: What work will be done?

 Time goals: How long should it take to complete?

 Cost goals: What should it cost?

 It is the project manager’s duty to balance these

three often-competing goals.

27
Triple Constraint of Project Management

Successful project
management means
meeting all three
goals (scope, time,
and cost) – and
satisfying the
project’s sponsor!

28
What is Project Management?

 Project management is “the application

of knowledge, skills, tools and
techniques to project activities to meet
project requirements.”*

29
Project Management Framework

30
Project Stakeholders
 Stakeholders are the people involved in or
affected by project activities.
 Stakeholders include:
 Project sponsor
 Project manager
 Project team
 Support staff
 Customers
 Users
 Suppliers
 Opponents to the project
31
Nine PM Knowledge Areas
 Knowledge areas describe the key competencies that
project managers must develop.
 Four core knowledge areas lead to specific project
objectives (scope, time, cost, and quality).
 Four facilitating knowledge areas are the means
through which the project objectives are achieved
(human resources, communication, risk, and
procurement management).
 One knowledge area (project integration management)
affects and is affected by all of the other knowledge
areas.

32
PM Tools and Techniques

 Project management tools and techniques assist

project managers and their teams in various aspects
of project management.
 Specific tools and techniques include:
 Project charters, scope statements, and WBS
(scope).
 Gantt charts, network diagrams, critical path
analyses, critical chain scheduling (time).
 Cost estimates and earned value management
(cost).

33
Project Portfolio Management

 Many organizations support an emerging

business strategy of project portfolio
management:

 Organizations group and manage projects

as a portfolio of investments that contribute
to the entire enterprise’s success.

34
Critical Project Success Factors*

1. Executive support 7. Firm basic

2. User involvement requirements
3. Experienced project 8. Formal methodology
manager 9. Reliable estimates
4. Clear business 10. Other criteria, such
objectives as small milestones,
5. Minimized scope proper planning,
6. Standard software competent staff, and
infrastructure ownership

35
What the Winners Do*
 Recent research findings show that companies that excel
in project delivery capability:
 Use an integrated project management toolbox that
includes standard and advanced tools and lots of
templates.
 Grow project leaders, emphasizing business and soft
skills.
 Develop a streamlined project delivery process.
 Measure project health using metrics, including customer
satisfaction and return on investment.

36
Role of the Project Manager
 Job descriptions vary, but most include responsibilities such as:

 planning,

 scheduling,

 coordinating, and

 working with people to achieve project goals.

 Remember that 97 percent of successful projects were led by

experienced project managers!!!

37
Fifteen Project Manager’s Job Functions

 Define scope of project.  Evaluate project requirements.

 Identify stakeholders,  Identify and evaluate risks.
decision-makers, and  Prepare contingency plan.
escalation procedures.  Identify interdependencies.
 Develop detailed task list  Identify and track critical
(work breakdown structures). milestones.
 Estimate time requirements.  Participate in project phase
 Develop initial project review.
management flow chart.  Secure needed resources.
 Identify required resources
 Manage the change control
process.
and budget.
 Report project status.

38
Suggested Skills for Project Managers

They should:

 Be comfortable with change.

 Understand the organizations they work in and with.

 Lead teams to accomplish project goals.

39
Suggested Skills for Project Managers

Project managers need both “hard” and

“soft” skills.

 Hard skills include product knowledge and

knowing how to use various project
management tools and techniques.

 Soft skills include being able to work with

various types of people.

40
Suggested Skills for Project Managers

 Communication skills: Listens, persuades.

 Organizational skills: Plans, sets goals, analyzes.
 Team-building skills: Shows empathy, motivates, promotes
esprit de corps.
 Leadership skills: Sets examples, provides vision (big
picture), delegates, positive, energetic.
 Coping skills: Flexible, creative, patient, persistent.
 Technology skills: Experience, project knowledge.

41
Most Significant Characteristics of Effective and
Ineffective Project Managers
Effective Project Managers Ineffective Project Managers
• Leadership by example • Sets bad example
• Visionary • Not self-assured
• Technically competent • Lacks technical expertise
• Decisive • Poor communicator
• Good communicator • Poor motivator
• Good motivator
• Stands up to upper
management when
necessary
• Supports team members
• Encourages new ideas
42
Importance of Leadership Skills
 Effective project managers provide leadership
by example.
 A leader focuses on long-term goals and big-
picture objectives while inspiring people to
reach those goals.
 A manager deals with the day-to-day details of
meeting specific goals.
 Project managers often take on both leader and
manager roles.
43
Project Management Office (PMO)
 A PMO is an organizational group responsible for
coordinating the project management function
throughout an organization.
 Possible goals include:
 Collect, organize, and integrate project data for the entire organization.
 Develop and maintain templates for project documents.
 Develop or coordinate training in various project management topics.
 Develop and provide a formal career path for project managers.
 Provide project management consulting services.
 Provide a structure to house project managers while they are acting in
those roles or are between projects.

44
Project Management Software
 There are currently 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 2003 most popular (includes an enterprise
version).
 High-end tools: Also called enterprise project management
software; often licensed on a per-user basis; VPMi Enterprise
Online (www.vcsonline.com).

45
Sample Enterprise Project
Management Tool

46
Project Management Profession
 Professional societies such as the Project
Management Institute (PMI) have grown
significantly in the past decade.
 There are specific interest groups in many areas,
such as engineering, financial services, health care,
and IT.
 Project management research and certification
programs continue to grow.

47
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.

48
Growth in PMP Certification, 1993-
2003
80,000 76,550

70,000
60,000
52,443
50,000
# PMPs

40,000 40,343

30,000 27,052

20,000 18,184

10,000 6,415
10,086
4,400
1,900 2,800
1,000
0
1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003

Year
49
Summary
 As the number and complexity of projects continue to grow, it is
becoming even more important to practice good project management.
 A project has several attributes, such as being unique, temporary and
developed incrementally.
 A framework for project management includes project stakeholders,
the nine knowledge areas, tools and techniques, and creating project
portfolios to ensure enterprise success.
 Successful project managers must possess and development many
skills and lead their teams by example.
 The project management profession continues to mature as more
people become certified and more tools are created.

50