Project Management

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  • Project Management

Projects are the means by which an organisation brings about change. Projects are temporary with start and end dates. Most projects are unique. Usually with fixed budgets with a measure of tolerance. Change via projects need to be controlled/managed. Programmes consist of many projects over a period of time.

Always consider a Feasibility Study Project for projects with high risks.

What is Project success / failure?

  • Lack of a valid business case (Objective)
  • Insufficient definition of requirements
  • Poor communication
  • Inadequate acceptance of responsibilities
  • Poor estimation of costs and schedule (Budget)
  • Inadequate planning
  • Lack of control over progress
  • Lack of quality control

Project Performance Measures

  • Scope
  • Cost
  • Time
  • Benefits
  • Risk
  • Quality
  • Business Expectations
  • Supplier Expectations
  • User Expectations
  • Team Expectations

Project Methodology Matrix

There are a number of project management methodologies. Project size, project nature, stakeholders, budgets, risk profiles, project interfaces will determine the type of project methodology to use. Some Project methods are:

  • PRINCE2 is strong on governance. Generally more strategic. Not used for Product Management. Good baseline product management.
  • PMBOK says nothing about governance. Focuses on assets.
  • MSP (Managing Successful Programs)

Project Methodology Suitability
# Project Methodology Schedule Quality Time Cost Phases Project Size Comments
1 PRINCE2 Y Y Y Y Y M, L 1,2,3,4

2 PMBOK Y Y Y Y Y M, L 1,2,3,4
3 SDLC Y Y Y Y Y M, L 1,2,3,4
4 Waterfall Y Y Y Y Y M, L 1,2,3,4


Y N Y N N M, L 1,2,3,4
6 RUP Y Y Y Y Y M, L 1,2,3,4
7 ITIL - Service Management Y Y Y Y Y M, L 1,2,3,4

8 SixSigma Y Y Y Y Y M, L 1,2,3,4

9 Lean Y Y Y Y Y M, L 1,2,3,4

  • Small - < 12months
  • Medium - > 12months >1M
  • Large - > 12months

PMBOK - pros and cons PMBOK is short for Project Management Body of Knowledge. Users of this system find that it has more substantial frameworks for contract management, scope management and other aspects which are arguably less robust in PRINCE2. However, many users of PMBOK find that they are not entirely happy with the way this system limits decision making solely to project managers, making it difficult for handing over aspects of the management to other parties and senior managers. With PMBOK, the project manager can seemingly become the primary decision maker, planner, problem solver, human resource manager and so on.

PRINCE2 - pros and cons PRINCE2 stands for Projects in a Controlled Environment and this is a project management program that shares more of the functional and financial authority with senior management, not just the project manager. This program has a focus on aiding the project manager to oversee projects on behalf of an organisation's senior management. On the pros side, PRINCE2 provides a single standard approach to the management projects, which is why many government and global organisations prefer this option. It is also favoured because of its ease of use, which makes is easy to learn, even for those with limited experience. On the downside, there are users who feel that PRINCE2 misses the importance of “soft skills” that should be a focus for a project manager.

Agile - pros and cons Agile is a more distinct program from PMBOK and PRINCE2. The Agile methodology is more flexible, making it better able to produce deliverables without the need for substantial changes and reworking. Tasks can be broken down into smaller stages and this allows for substantial risk reduction through earlier assessment, testing and analysis. The main drawback of Agile is that if it is not fully grasped, the methodology could lead to unattainable expectations.


  • P3M3 - assesses project execution capability
  • CMMI - assessing computing maturity


Rules of Thumbs

  • A Project Manager typically can manage up to 6-8 team members/team managers.
    • Communication overheads overload when > 8 people
  • Verify and Validate is important

Project Analytics

Project Tools