????

Definition of
project?
 WHAT IS A PROJECT?
 A project is a temporary endeavor undertaken to
create a unique product, service, or result.
 The temporary nature of projects indicates that a
project has a definite beginning and end.
 The end is reached when the project’s objectives have
been achieved or when the project is terminated
because its objectives will not or cannot be met, or when
the need for the project no longer exists.
 Projects can be large or small and take a short or long time
to complete.

 Information Technology (IT) projects can be hardware

projects, software projects, or mix of them.
CONT'…
 Temporary does not necessarily mean the
duration of the project is short. It refers to
the project’s engagement and its longevity.
 Temporary does not typically apply to the
product, service, or result created by the
project; most projects are undertaken to
create a lasting outcome.
 For example, a project to build a big dam will
create a result expected to last for centuries.
Projects can also have social, economic, and
environmental impacts that far outlive the projects
themselves.
P ROJECTS, P ROGRAMS,
AND PORTFOLIO
P ROJECTS, P ROGRAMS,AND
PORTFOLIO
• Project- is a group of activities
• Program- is a group of projects
• Portfolio- is a group of programs
 EXAMPLES OF IT PROJECTS
 A technician replaces ten laptops for a small department.

 A small software development team adds a new feature to an

internal software application for the finance department.

 A college campus upgrades its technology infrastructure to

provide wireless Internet access across the whole campus.
 TOP TEN MOST IN-DEMAND IT SKILLS
Rank IT Skill/J
ob Average Annual Salary
1 SQL Database Analyst $80,664
2 Oracle Database Analyst $87,144
3 C/C++ Programmer $95,829
4 Visual Basic Programmer $76,903
5 E-commerce/Java Developer $89,163
6 Windows NT/2000 Expert $80,639
7 Windows/Java Developer $93,785
8 Security Architect $86,881
9 Project Manager $95,719
10 Network Engineer $82,906

(
7
 TOP INFORMATION TECHNOLOGY
SKILLS
70%
60% 58%
60%

Percentage of 50%
42% 41%
Respondents 40%

30%

20%

10%

0%
Application Project management Database Networking
development management

Information Technology (IT) Skill

8
WHY DO ORGANIZATIONS DO PROJECTS?

Companies need projects to be able to

develop, to be flexible in answering the
market, to carry out organizational
structure change, to grow in size, and to
conquer new markets.
CHARACTERS OF
PROJECT
CATEGORIZATION OF PROJECTS
PROJECT SUCCESS RATES
 Software & hardware projects fail at a 65% rate

 Over half of all IT projects become runaways

 Up to 75% of all software projects are cancelled

 Only 2.5% of global businesses achieve 100% project success

 Average success of business-critical application

development projects is 35%

1
2
CLASS EXERCISE
 List four factors that contribute to the success or
failure of a project.
Succeed Fail

1
3
POSSIBLE ANSWERS
Succeed Fail

 Sound project management  Lack of project requirements

processes
 Projects tied to the  Lack of defined or clear and
organization’s strategic and concise requirements
business goals  Lack of senior management
 Senior management sponsorship and commitment
commitment and support
 Inadequate project planning
 Detailed requirements
 Skilled and appropriately
 Absences of user involvement
aligned team members through out the project
 Clearly defined roles and  Lack of business ownership
responsibilities
 Realistic schedule 14
PROJECT LIFE CYCLE
 A project life cycle is “a collection of generally
sequential and sometimes overlapping project
phases whose name and number are determined
by the management and control needs of the
organization.”
-PMBOK® Guide
–Fourth Edition

1
5
WHAT IS THE PROJECT LIFE CYCLE?
 There are five phases in chronological order.
They are, in order, initiating, planning,
executing, controlling, and closeout. The
project life cycle begins when the project first
comes into existence. This usually occurs with
the creation and approval of the project charter.
The project ends when all of the deliverables of
the project have been delivered or disposed of
and all of the final paperwork, including the
lessons learned document, has been completed
 WHAT IS PROJECT MANAGEMENT?
 Project Management is “the application of knowledge, skills,
tools and techniques to project activities to meet project
requirements”.

 Project managers manage projects by:

 Setting clear and achievable objectives.
 Identifying requirements.
 Adapting the project to meet the needs of the people involved in
or affected by the project activities.
 Balancing the demands of the Triple Constraint.
WHAT IS THE PROJECT MANAGEMENT TRIANGLE
OR THE TRIPLE CONSTRAINT?
T HE P ROJECT CONSTRAINT TRIANGLE… C O N T ’D
 Scope/Quality – What are the products/services that
the project will produce and what is the work
required to produce these deliverables?
 Cost/Resources – What money, materials and effort
are available to deliver the project product/services
and to complete the comprehensive work of the
project?

 Time/Schedule – What is the amount of time required

to complete the components of the project?
WHAT ARE THE PROJECT BASELINES?
A project has three baselines that will be used
for performance and progress measurement
a. The scope baseline is the sum of the
deliverables of the project.
b. The time baseline is the schedule of all the
work that will be done to produce the scope
baseline.
c. The cost baseline is the budget of the project.
A budget is the time phased cost of all the
work in the project schedule
 WHAT ARE THE PROJECT BASELINES?
 A project has three baselines that will be used
for performance and progress measurement.
They are the scope baseline, the time or
schedule baseline, and the cost baseline
 The scope baseline is the sum of the deliverables
of the project
 The time baseline is the schedule of all the work
that will be done to produce the scope baseline
 The cost baseline is the budget of the project. A
budget is the time phased cost of all the work in
the project schedule
PROJECT MANAGEMENT FRAMEWORK
 PROJECT MANAGEMENT FRAMEWORK (CONT.)
 Thekey elements of the Project Management
Framework include:
 The project stakeholders.
 Project management knowledge areas.
 Project management tools and techniques.
 The contribution of successful projects to the
enterprise.
PROJECT MANAGEMENT FRAMEWORK (CONT.)
PROJECT STAKEHOLDERS
 Stakeholders : are the people involved in or affected by
project activities.
 Stakeholders include:
 The project sponsor.
 The project manager.
 The project team.
 Support staff.
 Customers.
 Users.
 Suppliers.
 Opponents to the project.
 PROJECT MANAGEMENT FRAMEWORK (CONT.)
PROJECT MANAGEMENT KNOWLEDGE AREAS
 Knowledge areas: describe the key competencies that project
managers must develop.
 There are 9 knowledge areas of project management:
 Core knowledge areas leads to specific project objectives,
include project scope, time, cost, and quality management.

 Facilitating knowledge areas : they are the process through

which the project objectives are achieved, include human
resources, communication, risk, and procurement
management .

 1 knowledge area called project integration management.

It affects and is affected by all of the other knowledge
areas.
PROJECT MANAGEMENT FRAMEWORK (CONT.)
PROJECT MANAGEMENT KNOWLEDGE AREAS
 Core knowledge areas:

1. Project scope management : involves defining and

managing all the work required to complete the project
successfully.
2. Project time management: includes estimating how long it
will take to complete the work.
3. Project cost management : consists of preparing and
managing the budget for the project.
4. Project quality management : ensures that the project will
satisfy the stated or implied needs for which it was
undertaken.
PROJECT MANAGEMENT FRAMEWORK (CONT.)
PROJECT MANAGEMENT KNOWLEDGE AREAS
 Facilitating knowledge areas:

1. Project human resources management is concerned with

making effective use of the people involved with the
project.
2. Project communications management involves generating,
collecting, deployment, and storing project information.
3. Project risk management includes identifying, analyzing,
and responding to risk related to the project.
4. Project procurement management involves acquiring or
procuring goods and services for a project from outside
the performing organization.
 PROJECT MANAGEMENT FRAMEWORK (CONT.)
PROJECT MANAGEMENT KNOWLEDGE AREAS
 One knowledge areas:

1. Project integration management is process that coordinate

all project management knowledge areas throughout a
project’s life.
 PROJECT MANAGEMENT FRAMEWORK (CONT.)
PROJECT MANAGEMENT TOOLS AND
TECHNIQUES
 Project Management Tools and Techniques assist project
managers and their teams in carrying out work in all nine
knowledge areas.
 Some specific ones include:

 Project charter, scope statement, and WBS (scope

management).
 Gantt charts, network diagrams, critical path analysis,
critical chain scheduling (time management).
 Cost estimates and earned value management (cost
management).
 ADVANTAGES OF USING PROJECT
MANAGEMENT
 Better control of financial, physical, and human
resources.
 Improved customer relationships.

 Shorter development times.

 Higher quality and increased reliability.

 Higher profit margins.

 Lower costs and improved productivity.

 Better internal coordination.

 Higher worker morale.

Sources of Project Idea
1-3-1 Needs Assessment

1-3-2 Market and Demand Assessment

1-3-3 Assessment of Organizational Performance

1-3-4 SWOT Analysis

1-3-5 Evaluation of Reports

 NEEDS ASSESSMENT
 What is needs assessment?
 is about identifying the needs of the specific
population,
 so that services can be planned and delivered to meet
those needs.
 will help to establish the extent and nature of
the problem in an area,
 describing the socio-demographic profile of users and
examine the common referral routes.
 will help build up a picture of the needs of the
population.
 is an integral part of other strategic initiatives, such
as reducing waiting times.
April 29, 2023 Needs Assessmnt 33
process of collecting and
analyzing information that can
then be used in decision making.
a formal or informal need assessment
can be done.
Informal when the process is just part of
the day to day business of the organization
Formal when it is done using a formal
assessment and specifically allocated budget
for the purpose

April 29, 2023 Needs Assessment 34

 INFORMAL ASSESSMENT
 What’s an informal needs assessment?
 specialists are constantly doing simple needs
assessment when they identify a problem, establish
a goal, and develop a solution to fill in a gap.
 What’s the situation? –
 Where are you now? What does the situation (i.e., event, collection,
staffing) look like?
 Where do I want to be? –

 Where do you want to be (i.e., successful event, quality collection,

productive staff)?
 What’s the solution to fill the gap? –

 Where are the gaps and the priorities? Is there a difference

between where you are and where you’d like to be?

April 29, 2023 Needs Assessment 35

FORMAL ASSESSMENT
 Assigned group with an allocated budget is doing an
assessment
 Area is selected
 Objective is identified
 Group is set
 Resource is allocated
 Timeframe is set
 Monitoring and evaluation is done

36
1. Stakeholder Analysis
2. SWOT Analysis
3. Problem Analysis
4. Objective Analysis
5. Project Selection
6. Project Design Matrix
(Logframe)
7. Workplan /Operation of Plan
8. Monitoring and Evaluation 37
1-STAKEHOLDER ANALYSIS
Stakeholder is any individual, group or organization,
community, with an interest in the outcome of a
program/project.

Key Question
Whose problems or opportunities are we
analyzing?
Who will benefit or loose-out, and how,
from a potential project intervention?
38
 1-4 PROJECT STAKEHOLDERS
Stake---An interest or a share in an undertaking & categorized as
Interest Right (Legal or Moral)
Ownership
Stakeholder---An individual who possesses a stake

• Primary stakeholders are those stakeholders that have a direct stake in the

organization and its success

• Secondary stakeholders are those that have a public or special interest stake in the

organization
• Core stakeholders are essential to the survival of the firm
• Strategic stakeholders are vital to the organization and the threats and opportunities the
organization faces
• Environmental stakeholders are all others in the organization's environment
Stakeholder Attributes (Legitimacy, Power, Urgency)
 Legitimacy refers to the perceived validity of the stakeholder’s claim to a stake
 Power refers to the ability or capacity of a stakeholder to produce an effect
 Urgency refers to the degree to which the stakeholder’s claim demands immediate
39
attention
2-SWOT Analysis
SWOT analysis is a tool for institutional appraisal and a
brainstorming exercise where everyone participate fully.
 Strengths - the positive internal attributes of the
organisation
 Weaknesses - the negative internal attributes of the
organisation
 Opportunities - external factors which could improve the
organisation’s prospects
 Threats - external factors which could undermine the
organisation’s prospects

40
SWOT ANALYSIS

Example: Vehicle Company M

Strength Weakness
Accumulated high technology Slow decision making
Motivated young staff Old fashioned style
Global network to distribute Weaker after-care
Cost efficiency manufacture Weaker brand images

Opportunity Threat
Huge market in China/India High oil price
More global cooperation High material price
Foreign exchange
Other competitive companies 41

Political interference
 SWOT ANALYSIS (EXERCISE)
Road Construction Project from Boroma to Ergavo in Somaliland

Strength Weakness

Opportunity Threat

42