3►The PM ● The project manager can be chosen and installed as soon as the project is selected for funding.

2►What is a Project? An interrelated set of activities with a definite starting and ending point, which results in 1►Project -A complex, nonroutine, one-time effort limited by time, budget, resources, and performance
- This simplifies several start up activities ● The project manager can be chosen later. - This makes things a unique outcome for a specific allocation of resources. ►Project Management: A systemized, phased specifications designed to meet customer needs. ►Characteristics of a Project – ● Has an established
difficult ● Senior management briefs the project manager Project manager begins with a budget and schedule. approach to defining, organizing, planning, monitoring, and controlling projects. Planning Projects: ● Defining objective. ● Has a defined life span with a beginning and an end. ● Requires across-the-organizational
- As people are added these are refined. ►Both Functional and Project Organization requires Management: ■ the Work Breakdown Structure ● Diagramming the network ● Developing the schedule ● Analyzing cost-time participation. ● Involves doing something never been done before. ● Has specific time, cost, and performance
Functional Organization: - The enterprise is organized around functions or disciplines such as: ● – Engineering trade-offs ● Assessing Risks ►WORK BREAKDOWN STRUCTURE ● A statement of all the work that has to be requirements. ►Programs: A series of coordinated, related, multiple projects that continue over an extended
● – Finance ● – Legal ■ Project Organization: ● - People are extracted from the functional organization to work completed. ● Activity: The smallest unit of work effort consuming both time and resources that can be planned time and are intended to achieve a goal. -A higher level group of projects targeted at a common goal. -Example:
on projects. ►Functional Management: (GRP)Vice-President Marketing ↓Agency Director > Sales > Marketing and controlled. ►SHORT RANGE PROJECTS: They are completed within one year, and are focused towards ● Project: completion of a required course in project management. ● Program: completion of all courses
Research > Marketing Services > Group Administration. ■ Department heads are usually functional specialists. achieving the tactical objectives. They are less rigorous; require less or no risk. They are not cross functional. required for a business major. ►Stakeholders of a Project ● Project Sponsor - Provides executive support ●
They have the required technical skills to evaluate all members of their organization ■ Functional managers: ● These projects require limited Project Management tools, and have low level of sophistication. It is easy to Project Manager - Leads and manages the project ● Project Team Members - Provide technical and support
Decide who performs each task ● Decide how the task is performed ● Exercise a great deal of control over obtain approval, funding and organizational support for short range projects ►LONG RANGE PROJECTS: These expertise ● Organization Employees -Those that are directly or indirectly affected by the proposed project ●
every aspect of the work that gets performed within their area. ►Functional vs. Project Organizational Charts projects involve higher risk and a proper feasibility analysis is essential before starting such projects. They are Community - Competitors and business partners impacted by the project outcome ►Project Manager A person
- Functional Organization: ■■ VP ENGINEERING ↓ ■ Mechanical Engineering Department Manager ● Senior most often cross functional. Their major impact is over long period of time, on internal as well as external with a diverse set of skills - management, leadership, technical, conflict management, and customer relationship
Mechanical Engineers ● Mechanical Engineers ● Assistant Mechanical Engineers ■ Electrical Engineering organization. Large numbers of resources are required to undertake long range projects and they require - who is responsible for initiating, planning, executing, controlling, monitoring, and closing down a project.

Department Manager ● Senior Electrical Engineers ● Electrical Engineers ● Assistant Electrical Engineers ■ breakthrough initiatives from the members. ►Why are Projects initiated? ■ Projects are initiated in the ►What is Project Management? The application of knowledge, skills, tools, and techniques to project activities
Structural Engineering Department Manager: ● Senior Structural Engineers ● Structural Engineers ● Assistant following scenarios: ● When starting a new business. ● In order to develop/ modify a product or service. ● For in order to meet project requirements. • Involves five process groups: Initiation, Planning, Control, Execution &
Structural Engineers ►PROJECT MANAGEMENT: (GRP) ■ Project manager ↓ Finance > Engineering > Contracts relocating and/or closing a facility. ● For regulatory mandate. ● For some community issues. ● In order to re- Closing ►Project Life Cycle ● Defining: 1. Goals 2. Specifications 3. Tasks 4. Responsibilities ● Planning: 1.
> Planning > Manufacturing > Procurement > Quality.■ Project managers are usually generalists ■ It would be engineer the process so as to reduce complaints, reduce cycle time, and eliminate errors. ● For implementing Schedules 2. Budgets 3. Resources 4. Risks 5. Staffing ● Executing: 1. Status reports 2. Changes 3. Quality 4.
very unusual for a project manager to have all the technical skills that are used on their projects ■ Project a new system or process. ● To introduce new equipment, tools or techniques. ►Characteristics of Projects: Forecasts ● Delivering: 1. Train customer 2. Transfer documents 3. Release resources 4. Release staff 5.
managers: ● Rarely decide who performs each task ● Lack the technical skills to evaluate much of the work ● Projects are temporary with a definite beginning and a definite end. ● They also have temporary opportunities Lessons learned ►Project Management Life Cycle ● Initiate - potential projects are identified and evaluated in
performed on a particular project ● Exercise control very little over most aspects of the work that gets and temporary teams. ● Projects are terminated when the objectives are achieved, or conversely, if the terms of importance to the organization ● Plan - scope, time, cost and risk management planning takes place
performed on the project. ►The Fun.M vs. The PM ■ Functional managers are usually specialists, analytically objectives cannot be met. ● They involve multiple resources (human and non- human) and require close ● Execute - project plan is followed ● Control-project performance is measured against the project plan ● Close
oriented and they know the details of each operation for which they are responsible. ■ Project managers must coordination. ● They are composed of interdependent activities. ● At the end of the project, a unique product, - final paper work completed and sign off by all stakeholders ►The Approach to Learning Project Management
be generalists that can oversee many functional areas and have the ability to put the pieces of a project together service or result is created. ● Projects encompass complex activities that are not simple, and may require • Process Focus • Team Focus • Technology Focus • PM Software • Group Support Technologies Knowledge
to form a coherent whole. ►Where Do These People Come From? ■ Functional managers start at the bottom repetitive acts. ● They also include some connected activities. Some order and sequence is required in project Management and Organizational Memory Systems • Global Focus • PM Professional Focus ►The Importance
of these functional chains and are promoted based on technical ability and managerial skills Project managers activities. The output from one activity is an input to another. ● Project Management lives in the world of conflict. of Project Management • Factors leading to the increased use of project management: ● Compression of the
usually plucked out of the same functional structures on the basis of their "systems thinking" and The management has to compete with functional departments for -resources and personnel. ● There exists a product life cycle ● Global competition ● Knowledge explosion ● Corporate downsizing ● Increased customer

communications skills ■ Formalized education is usually functional in nature and that continues with "on the job constant conflict for project resources and for leadership roles in solving project problems. ● In every project, focus ● Rapid development of Third World and closed economies ● Small projects that represent big problems
training" ■ Project manager training is a relatively new idea but is becoming more and more popular and desired. clients want changes, and the parent organization aims at maximization of profits. ● There can be two bosses ►The Challenge of Project Management ■ The Project Manager: - Manages temporary, non-repetitive
►PMG CAREER PATHS ■ 1st Track: Start as a project team member: ● Projects have an organization to them at a time and that too with different priorities and objectives. ►Developing the Schedule ■ Path - The sequence activities and frequently acts independently of the formal organization. ● Marshals resources for the project. ●
- you gain responsibility in managing pieces of the project ■ 2nd Track: Some organizations use shadow or of activities between a project's start and finish. ■ Critical Path - -The sequence of activities between a start and Is linked directly to the customer interface. ● Provides direction, coordination, and integration to the project
assistant Project Managers: ● Fully responsible for first small, then larger projects ● May transition to General finish that takes the longest time to complete. ■ Developing the Schedule ● Earliest start time (ES) - the latest team. ● Is responsible for performance and success of the project. - Must induce the right people at the right
Management career track or Mega- Project track (Seldom back to a technical track) ■ 3rd Track: Large earliest finish time of any immediately preceding activities ● Earliest finish time (EF) - the earliest start time plus time to address the right issues and make the right decisions. ►Top Five Causes of Project Failure ● Lack of
Engineering Organizations often have a technical track: ● Not strongly managerial in nature ● Compensation, its estimated duration EF = ES + t ● Latest finish time (LF) - the earliest of the latest start times of any of the attention to human and organizational factors ● Poor project management ● Poor articulation of user
value and status dependent upon technical knowledge to the organization ►WHAT DOES A PM MANAGE? PM immediately following activities. ● Latest start time (LS) - the latest finish time minus its estimated duration LS requirements ● Inadequate attention to business needs and goals ● Failure to involve users appropriately
is largely responsible for organizing, staffing, budgeting, directing, planning, and controlling the project. ■ =LF-t ● Activity Slack - the maximum length of time an activity can be delayed without delaying the entire project ►2004 Study by Wallace & Keil ● Lack of executive support ● Lack of user involvement ● Inexperienced
Questions faced by the project manager: 1. What needs to be done (performance)? 2. When must it be done LF-EF or LS-ES . ►Analyzing Cost-Time Trade-Offs ■ Project Crashing: Shortening (or expediting) some project manager ● Inexperienced team members ● Unclear business objectives ● Unreliable estimates ● Lack
(time)? 3. What are the resources required for this project and where do I get them (cost)? ■ The three things activities within a project to reduce overall project completion time. ■ Project Costs: •Direct Costs • Indirect of effective project management methodology ● New software infrastructure ● Unstable organizational
discussed in our planning session. ►Who is the PM responsible to as he manages a project? Three broad Costs • Penalty Costs. ● Normal time (NT) is the time necessary to complete an activity Cost to crash per environment ● Unreliable outside suppliers ►Various Project Management Tools/Techniques ■ Gantt Chart
and sometimes conflicting areas of responsibility: ■ Responsibilities to the Parent Organization ● Conservation period= = under normal conditions. ● Normal cost (NC) is the activity cost associated with the normal time. CC- ● Tool that can be used to plan and track project activities ■ Critical Path Method (CPM) ● A method used for

of resources (Don't spend money that you don't have to.) ● Timely and accurate project communications ● NC/ NT-CT ● Crash time (CT) is the shortest possible time to complete an activity. ● Crash cost (CC) is the determining the sequence of task activities that directly affect the completion of a project. ■ Program Evaluation
Careful, competent management of the project (Get the Project done!) ● Protect the firm from high risk (Some activity cost associated with the crash time. ■ Determining the Minimum Cost Schedule: 1. Determine the and Review Technique (PERT) ● A technique that uses optimistic, pessimistic, and realistic time to calculate the
projects can sink the organization.) ● Accurate reporting of project status with regard to budget and schedule. project's critical path(s). 2. Find the activity or activities on the critical path(s) with the lowest cost of crashing expected time for a particular task ■ Microsoft Project. ● Most widely used project management software ■
● No Surprises = Excellent Project Management. ■ Responsibilities to the Customer ● To deliver the project per week. 3. Reduce the time for this activity until... a. It cannot be further reduced or b. Until another path Application Service Provider (ASP) software ● Web hosted project management software Industry-Specific
product which was asked for and promised ■ Resolve conflict between competing project interests ● Ensure becomes critical, or c. The increase in direct costs exceeds the savings that result from shortening the project software ● Software which addresses a specific industry or environment ►PMBOK ● Project Management
performance, budgets, and deadlines are met ● Fairness, respect, honesty. ■ Responsibilities to the Project (which lowers indirect costs). 4. Repeat this procedure until the increase in direct costs is larger than the savings Body of Knowledge ● A repository of the key project management knowledge areas ►What are the project
Team. ● To provide a work environment where they can excel and grow (Challenging work is highly valued by generated by shortening the project. ►STAKEHOLDERS are individuals or organizations with an interest in an management Knowledge Areas? 1) Integration: ● Develop Project Charter ● Develop Project Management
professionals) ● Fairness, respect, honesty ● An experience which will be career enhancing. ►Special enterprise. They include shareholders, directors, management, suppliers, government, employees, customers, Plan ● Direct and Manage Project Work ● Monitor and Control Project work ● Perform Integrated Change
Demands falling on PM ● Acquiring adequate resources ● Acquiring and motivating personnel ● Dealing with and the community. Stakeholders are affected by the outcomes and objectives of the project, and they have Control ● Close Project or Phase 2) Scope: ● Plan Scope Management ● Collect Requirements ● Define Scope
obstacles ● Making project tradeoffs ● Failure and the Risk of failure ● Communicating Broadly. ►CHRTS of varying levels of responsibility and authority, so they should not be ignored. A project manager must manage ● Create WBS ● Validate Scope ● Control Scope 3) Time: ● Plan Schedule Management ● Define Activities ●
Effe Team Mem. ● High quality technical skills: U need to get the work done ● Political sensitivity: Teams report and fulfill stakeholders' expectations. Project stakeholders are actively involved in the project or may be affected Sequence Activities ● Estimate Activity Resources ● Estimate Activity Durations ● Develop Schedule ● Control
in two directions (temporarily) ● Strong problem orientation: Put the discipline to work on the problem ● Strong by its execution or completion. They can influence the project's objectives and outcomes. The project Schedule 4) Cost: ● Plan Cost Management ● Estimate Costs ● Determine Budget ● Control Costs 5) Quality:
goal orientation: People have to do whatever it takes ● High self-esteem: Comfortable with success and failure management team should identify stakeholders, understand their requirements and expectations, and manage ● Plan Quality Management ● Perform Quality Assurance ● Control Quality Time 6) Human resources: ● Plan

their influence to ensure project success. Stakeholders can have a positive influence, benefiting from successful Human Resource Management ● Acquire Project Team ● Develop Project Team ● Manage Project Team 7)
3’►PROJECT FAILURE: Two types of Projects fail for different reasons Classifying the project may help to avoid outcomes, or a negative influence, viewing the project’s success as detrimental. ■ Key Stakeholders include: Communication: ● Plan Communications Management ● Manage Communications ● Control Communications
failure ■ Type 1 - Well understood, simple, we have done them before ■ Type 2 - Not well understood, ● Project Manager: ● Customers, End Users ● Performing Organization ● Project Management Team ● Project 8) Risk: ● Q Plan Risk Management ● Identify Risks Perform Qualitative Risk Analysis ● Perform Quantitative
complicated, many unknowns (Both can fail) ■ Why Would Type 1 fail? Type 1 - these projects are generally Team Members ● Polis Sponsors: Influencers ►Understanding Stakeholders ● Structural Frame: Focuses on Risk Analysis ● Plan Risk Response ● Control Risks 9) Procurement: ● Plan Procurement Management ●
well- understood, routine projects ● Appear simple at the beginning of the project ● Good plan ● But something roles and responsibilities, coordination and control. Organization charts help define this frame. ● Political Frame: Conduct Procurements ● Control Procurements ● Close Procurement 10) Stakeholder: Identity Stakeholders
happens to take us off the plan and we never pick it up ● The project fails to meet cost or schedule targets Assumes organizations are coalitions composed of varied individuals and interest groups. Conflict and power ● Manage Stakeholder Engagement ● Plan Stakeholder Management ● Control Stakeholder Engagement
because we have not modified the plan to get back on track ● We have done it so many times that nothing can are key issues. ● Human Resources Frame: Focuses on providing harmony between needs of the organization ►INTRODUCTION TO SCRUM ● Scrum is an Agile Software Development Process ● Scrum is a lightweight
go wrong (but it did!) ■ Type 2 Fails For Different Reasons: Type 2 - these are not well understood, and there and needs of people. ● Symbolic Frame: Focuses on symbols and meanings related to events. Culture is process for managing and controlling software and product development in rapidly changing environments. ●
may be considerable uncertainty about specifically what must be done: ● Many difficulties early in the life of the important. ►THE PROJECT ENVIRONMENT: All projects are planned and implemented in a social, economic, Scrum is an agile process that allows us to focus on delivering the highest business value in the shortest time.
project (What are we supposed to do? ● Fuzzy plans lead to fuzzy and failed performance ● The Project Team environmental, political and international context. ● Cultural and Social Environment is that how a project affects ►Waterfall Methodology: Requirement>Design>Implementation>Verification>Maintenance ● Waterfall Model
doesn't know what to do ● The client doesn't know what to expect ● In our rush to get something done we the people and how they affect the project. This requires understanding of economic, demographic, ethical, is a liner approach to software development. It mainly aims for a successful outcome as a result of meticulous
neglect to agree on what is needed. ►AVOIDING FAILURES. ■ Type 1 The execution strategy must include ethnic, religious and cultural sensitivity issues. ● International and Political Environment refers to the knowledge planning at each phase in the process. ►Agile Methodology: Agile is an interactive, adaptive, and team-based
frequent checks on adherence to schedule and budget and a clear definition of who is responsible for replanning of international, national, regional or local laws and customs, time zone differences, teleconferencing facilities, approach. It emphasizes on rapid delivery of an application in complete function component.
the project if it gets off track ■ Type 2 The project planning must have a clear milestone event where the Project

level of use of technology, national holidays, travel means and logistic requirements. ● Physical Environment
Team and the client demonstrate understanding on the "what" of the project. ►Communication and PM ■ A includes local ecology and geography that can impact a project. Factors like climate, terrain, and natural 1’►SCRUM PRINCIPLES ● Quality work: empowers everyone involved to be feel good about their job. ●
project manager spends most of their time talking and sharing information with different groups involved in the resources affect logistics and sustainability. ►Project Environment ■ INTERNAL: Direct interest on the project. Assume Simplicity: Scrum is a way to detect and cause removal of anything that gets in the way of development.
project. This communication is essential for keeping everyone updated and ensuring the project runs smoothly. Contribute to achieve objectives. Project Owner, Project Team, Project Management Team, Project Team ●Embracing Change: Team based approach to development where requirements are rapidly changing. ●
►What is Communicated? ■ Considerable time must be spent selling, reselling, and explaining the project. ● members. (Assign Roles & Responsibilities) Project Owner ● initiates the project ● benefits from its final result Incremental changes: Scrum makes this possible using sprints where a team is able to deliver a product
What are we doing? What specific tasks, activities, and objectives are we currently executing? ● Why are we ● responsible to monitor the project objectives ● provides financial or other resources to the project. Project (iteration) deliverable within 30 days. ►CHARACTERISTICS OF SCRUM ● Self-organizing teams ● Product
doing it? What is the purpose, reasoning, and motivation behind this project? ■ The relevance of the project will Team = Project Management Team> Team members, Project management tasks> carry out the project work: ● progresses in a series of month-long "sprints" ● Requirements are captured as items in a list of "product
be tested throughout the project life cycle. ►Who Does The PM Communicate With? The project manager Project Manager ● Project Planner/Scheduler ● Project Cost Controls Manager ● Project Procurement Manager backlog”● No specific engineering practices prescribed ● Uses generative rules to create an agile environment
communicates with several key stakeholders throughout the project lifecycle. These include clients, members ● Project Quality Manager. ■ EXTERNAL: Main interest on its outcome or on objectives and phases. End Users, for delivering projects ● One of the "agile processes" ►Scrum Roles ■ The Scrum Team consist Product Owner,
of the project team, functional departments, and the top management of both the performing organization and Customers, Social Groups, Suppliers. Manage. ● End Users, Customers, Social Groups, Suppliers ● Identify Scrum Master, and Development Team. Scrum Teams are self- organizing and cross-functional. ● Product
the client organization. Effective communication with these groups is essential for project success. ■ To Be An needs, expectations, power ● Develop Managing Strategy ● Involve them actively in decision making ● Meet Owner: Responsible for maximizing the value of the product resulting from work of the Team ● Scrum Master:
Effective Communicator The PM Must Understand And Be Able To Convey To Others: ● Why the project exists their expectations ● Communicate the benefits ►What Helps Projects Succeed? It help IT projects succeed, Responsible for helping everyone in the team understand Scrum theory, practices, rules, and values ●
● The consequences of project failure ● What it takes to get and keep top management support ● How to in order of importance: 1. Executive support 2. User involvement 3. Experience project manager 4. Clear Development Team: Self-organizing & cross- functional group of people who do the hands-on work of
develop and use an information network ● When and how to be flexible (Hold them or fold them) ● Negotiations. developing and testing the ►Scrum Artifacts ■ Scrum defines three artifacts: ● The Product Backlog is an

business objectives 5. Minimized scope 6. Standard software infrastructure 7. Firm basic requirements 8. Formal
3’►PM MUST HAVE: ● Credibility ● Sensitivity ● Leadership and Management ability ● A tolerance for stress methodology 9. Reliable estimates ►Suggested Skills for a PM ● Communication Skills: listening, persuading ordered list of everything that is known to be needed in a product ● Sprint Backlog is the set of Product Backlog
(It is not enough to possess these things PM need to be perceived by others to possess these things.) ● Organizational Skills: planning, goal- setting, analyzing ● Team Building Skills: empathy, motivation, esprit de items that the team commits to achieve in a given Sprint. ● Product Increment is the sum of all the Product
►Credibility ■ Technical credibility - perceived by the client, senior executives, the functional departments, corps ● Leadership Skills: sets example, energetic, vision (big picture), delegates, positive ● Coping Skills: Backlog items completed during a Sprint and the value of the increments of all previous Sprints. ● Sprint Burn
flexibility, creativity, patience, persistence ● Technological Skills: experience, project knowledge downs are a graphical way of showing how much work is remaining in the sprint, typically in terms of task
and the project team as possessing sufficient technical knowledge to direct the project ■ Administrative ►Characteristics of Effective and Ineffective PM. ■ Effective PM ● Leadership by example ● Visionary ● hours. ►Sprint is a time-box of one month or less during which a useable, and potentially releasable product
credibility - keeping the project on schedule and within costs and making sure reports are accurate and timely. Technically competent ● Decisive ● Good communicator ● Good motivator ● Stands up to upper management Increment is created ►Scrum Events Scrum defines four events (sometimes called ceremonies) that occur
Must also make sure the project team has material, equipment, and labor when needed. ►Sensitivity (Comes when necessary ● Supports team members ● Encourages new ideas . ■ Ineffective PM ● Sets bad example inside each Sprint: ● Sprint Planning: The entire Scrum Team collaborates and plans the work to be performed
with Maturity) ● Understanding the organization's political structure ● Recognizes interpersonal conflict on the ● Not self-assured ● Lacks technical expertise ● Poor communicator ● Poor motivator ►PROJECTS & during a Sprint and defines the Sprint Goal ● Sprint Review: It is held at the end of the Sprint where the Scrum
project team or between team members, parent organization, and the client(s) ● Does not avoid conflict, but
confronts it and deals with it before it escalates ● Keeps team members "cool" (productive) ● Has "technical STRATEGIC PLANNING: Projects are the means of achieving organization's strategic plans. Following are the Team and stakeholders inspect the Increment and adapt the Product Backlog if needed. ● Daily Scrum: It is an
sensitivity" - ability to sense when team members may try to "sweep things under the rug" ►Leadership Ability strategic considerations that have to be kept in mind while planning for projects: ● The market demand (e.g. a everyday 15-minute time-boxed event for the Development Team to inspect progress toward the Sprint Goal. ●
■ Leadership has been defined as: "interpersonal influence, exercised in situation and directed through the new refinery/factory). ● Organizational needs (e.g. a university offers new courses for revenue generation). ● Sprint Retrospective During a sprint retrospective the Scrum Team reflects upon how things went during the
communication process, toward the attainment of a specified goal or goals." ■ Leaders demonstrate: Customer's requests (e.g. an Internet Service Provider ISP provider lunches DSL-Digital Subscriber Line). ● previous sprint and areas for improvement in the Sprint. ►Project Management Process Groups ■ A process
enthusiasm, optimism, energy, tenacity, courage, personal maturity, & ethical behavior. ►PM Are Subjected To is a series of actions directed toward a particular result ▸ Project management can be viewed as a number of

Technological demand (e.g. new video games, new cell phones with advance features). Legal requirements (e.g.
child labor control project, toxic waste disposal center). ►Sub Projects: Projects are frequently divided into interlinked processes ▸ The project management process groups include ▸ initiating processes ▸ planning
Stress Caused By: 1. Absence of a consistent set of procedures and techniques with which to manage their
projects 2. Having too much to do 3. A high need to achieve which is consistently thwarted by the project more manageable components or sub projects. Individual sub projects are also a project and are managed as processes ▸ executing processes ▸ monitoring and controlling processes ▸ closing processes ►Project
demands 4. A changing parent organization This course is primarily aimed at #1. ►Ethical Issues Confronted such. They can be sub contracted or out sourced. ►TRIPLE CONSTRAINTS OF PMG: ● Meeting stakeholder Pre-Initiation ● It is good practice to lay the groundwork for a project before it officially starts ● Senior managers
in Projects 1. Wired Bids and Contracts: - Contracts are predetermined, determining the winner in advance. 2. needs and expectations involves balancing competing demands among cost, quality, scope, and time. Q = f(T, often perform several pre-initiation tasks, including the following: ▸ Determine the scope, time, and cost
Buy-In: - Bidding low to win a contract, with the intention of making cost-cutting changes later. 3. Kick backs: - C, S) ● Where Q is Quality, S is Scope and T is Time. ● Project quality is affected by balancing these three constraints for the project ▸ Identify the project sponsor ▸ Select the project manager ▸ Develop a business
Receiving undisclosed payments for favorable treatment or services. 4. Covering for Team Members: - factors. ● Projects fail when : Estimates are faulty and Time, talent and resources are insufficient or incorrectly case for a project ▸ Meet with the project manager to review the process and expectations for managing the
applied. ►PROJECT TYPES: Type I Projects - Large Engineering Projects: ● They have well defined project project ▸ Determine if the project should be divided into two or more smaller. ►Project Initiation ● Initiating
Supporting team members to maintain group cohesiveness, even when unethical actions occur. 5. Taking methods and end project requirements, such as construction projects. Type II Projects - Product Development a project includes recognizing and starting a new project or project phase. The main goal is to formally select
Shortcuts: - Using shortcuts to meet tight deadlines or stay within budget, potentially compromising quality. 6. Projects e.g. Early Space Projects: ● They have poorly defined project methods but have well defined project and start off projects ▸ knowledge areas> initiation processes> and outputs. 1) Project Integration
Using Marginal (Substandard) Materials: - Employing inferior materials to save costs, which can affect project end requirements. Type III Projects - Software Development Projects: ● In these, the shape of end product Management> Develop project charter> Project charter 2) Project Stakeholder Management> Identify
outcomes. 7. Compromising on Safety: - Neglecting safety standards to cut costs or speed up progress. 8. proceeds. They have well defined project methods, but poorly defined project end requirements. Type IV stakeholders> Stakeholder register ►Project Charters and Kick-off Meetings ● Charters are normally short
Violating Standards: - Failing to adhere to industry standards and regulations. 9. Consultant Loyalties: - Conflicts Projects - Organizational Development Projects e.g. Vision Definition and Assessment of Impact of Trainings: ●
of interest for consultants (e.g., auditors) regarding their loyalty to employers, clients, or the public. ►The and include key project information and stakeholder signatures ‣ It's good practice to hold a kick-off meeting at
Impact Of Culture On The Project And The PM ■ National culture affects: The value of time. The value of They have both poorly defined project methods as well as project end requirements. the beginning of a project so that stakeholders can meet each other, review the goals of the project, and discuss

relationships. The value of trust. The status of engineering disciplines ■ Corporate Culture Affects: Commitment future plans. ►Prioritized POTENTIAL RISK ● Lack of inputs from internal consultants ● Lack of inputs from
to the project. Status and credibility of the Project Manager. Status and credibility of the disciplines on the client representatives ● Security of new system ● Outsourcing/purchasing for the article retrieval and "Ask the
project ■ The successful PM can sense the culture he is working within and adjust accordingly. ►Impact of Expert" features ● Outsourcing/purchasing for processing online payment transactions ● Organizing the
Institutional Environments ■ In general systems theory, the environment of a system is defined as everything templates and examples in a useful fashion ● Providing an efficient search feature ● Getting good feedback
outside the system that receives outputs from it or delivers inputs to it ■ Project managers must consider the from Michael Chen and other senior consultants ● Effectively promoting the new system ● Realizing the benefits
following environments and how they may impact a project: ● Socioeconomic environment ● Legal environment of the new system within one year. ►Unique Scrum Activities By Process Group: ■ Initiating: ● Determine
● The business cycle as an environment ● Technological environment roles ● Decide how many sprints will compose each release and the scope of software to deliver ■ Planning: ●
Create product backlog ● Create sprint backlog ● Create release backlog ● Plan work each day in the daily
Scrum ● Document stumbling blocks in a list ■ Executing: ● Complete tasks each day during sprints ● Produce
a shippable product at the end of each sprint ■ Monitoring and Controlling: ● Resolve issues and blockers ●
Create and update burn down chart ● Demonstrate the completed product during the sprint review meeting ■
Closing: Reflect on how to improve the product and process during the sprint reflection meeting. ►Product
and Sprint Backlogs: ■ Product Backlog 1. User story templates, samples, and point person 2. WBS templates,

samples, and point person 3. Project schedule templates, samples, and point person 4. Ability to charge
customers for some intranet products and services 5. Ability to collect user suggestions 6. Business case
templates, samples, and point person 7. Ask the Expert feature 8. Stakeholder management strategy templates,
samples, and point person 9. Risk register templates, samples, and point person 10. Etc. ■ Sprint Backlog 1.
User story templates, samples, and point person 2. WBS templates, samples, and point person 3. Project
schedule templates, samples, and point person 4. Ability to charge customers for some intranet products and
services 5. Ability to collect user suggestions. ►THE PROCESS: ■ Sprint Planning Meeting: A collaborative
meeting in the beginning of each Sprint between the Product Owner, the Scrum Master and the Team. Takes 8
hours and consists of 2 parts ("before lunch and after lunch") ■ Sprint: A month-long iteration, during which is
incremented a product functionality. NO outside influence can interference with the Scrum team during the
Sprint. Each Sprint begins with the Daily Scrum Meeting ■ Daily Scrum: Is a short (15 minutes long) meeting,
which is held every day before the Team starts working ▸ Participants: Scrum Master (which is the chairman),
Scrum Team. Every Team member should answer on 3 questions. ■ Sprint Review Meeting ▸ Is held at the

end of each Sprint. ▸ Business functionality which was created during the Sprint is demonstrated to the Product
Owner. ▸ Informal, should not distract Team members of doing their work. ►SCRUM ARTIFACTS: ■ Product
Backlog: Requirements for a system, expressed as a prioritized list of Backlog Items. ▸ Is managed and owned
by a Product Owner. ▸Spreadsheet (typically). ▸ Usually is created during the Sprint Planning Meeting ▸ Can
be changed and re-prioritized before each PM. ■ Sprint Backlog: A subset of Product Backlog Items, which
define the work for a Sprint. It Is created ONLY by Team members. Each Item has its own status. It Should be
updated every day. ■ Sprint Burn down Charts: they Are used to represent "work done". ▸ Are wonderful
Information Radiators ● 3 Types: 1) Sprint Burn down Chart (progress of the Sprint) 2) Release Burn down
Chart (progress of release) 3) Product Burn down chart (progress of the Product) ►Advantages Of Scrum: ●
Completely developed and tested features in short iterations. ● Simplicity of the process. ● Clearly defined
rules. ● Increasing productivity. ● Self-organizing. ● each team member carries a lot of responsibility. ●
Improved communication. ● Combination with Extreme Programming. ►Disadvantages Of Scrum ● Scrum is
not effective for small projects. ● Expensive to implement. ● Training is required. ►Conclusion: ■ Scrum offers:
● a high degree of flexibility ● promises a high probability of success. ■ Scrum benefits: ● an anticipating
culture ● increases the sense of urgency ● promotes the sharing of knowledge ● encourages dense
communications ● facilitates honesty among developers.