IT Project Management Class taught me a lot of information on project management. In this class also, it as an effort to educate me, tomorrow's project managers, about what will help make a project succeed and what can make it fail. In addition, this class provides practical lessons in project management for students like me.

What I like best about this course is because of the lecturer. The lecturer named is Mdm. Masita Abdul Rahman. For me, how to make the class interesting is look at the approach that lecturer teach and how to interact with the student proficiently. In my observation, she tries her best in order to make the class more attractive and interesting. At the same time, we all can get the benefit from this class as well as we can apply it in one day, insyaAllah.

What I dislike about the course is need to read a lot. I found myself always read books passively and recklessly. When I have to read textbooks, this will happen easily. Some contents of those textbooks are quite long and boring. Also, I need read the whole chapter to get more information and concepts about this subject. But I do not think it is easy to read.

In my suggestion, I proposed to the lecturer to expose the students with the real project management. What I mean here, we need to be exposed by the real project management in order to understand what is the exactly happen in project management. Moreover, I proposed that from the lecturer to make many activities in the class that related to this subject. I am also wanted to suggest that we can make this class in other place. It means that, we can have a class in outside environment instead being in class all the time. So, it will be more relax and the students not feel boring.

If I had more time, I wish to do give more information on this course to all my classmates and sharing with them that I have and the lecturer as well, insyaAllah.

PROJECT NAME: ONLINE CHECKING CODE NO @ IIUM PHOTOCOPHY

Table 1: Network Diagram Data for Web Site Design Activity

Figure 1-1. Activity-on-Arrow (AOA) Network for Web Based Checking Code(refer to hard copy)

1. Path 1 : A-C-F-I-J Length = 2+3+5+2+1 = 13 days
   

   Path 2 : B-D-G-H-J Length = 2+4+4=3+1 = 14 days
   

   Path 3 : E-H-J Length = 5+3+1 = 9 days
   

   
   

2. The critical path for this group is Path 2, B-D-G-H-J and it takes 14 days.
   

   
   

3. The shortest possible time it will take to complete this group of activities is 14 days.
   

1. The slack time for Path 3 :E-H-J in the network diagram which is not the critical path.
   

   
   

   0 2 2 5 5 10 10 12
   

0 2 2 5 5 10 10 12

0 2 2 6 6 10 10 13 21 22

8 10 10 14 14 18 18 21 21 22

0 5

6 11

(this figure refer to hard copy)

1. Slack time E = 11-5
   

   = 6 days
   

   
   

2. Slack time H = 21-13
   

   = 8 days
   

   
   

3. Slack time J = 22-22
   

   = 0 days
   

   
   

   
   

1. The three-sphere model of systems management are addressing business, technological, and organizational issues before making changes to systems.
   The business sphere requires a project to concern the cost to the user. It also includes supporting the cost and the impact to the implementation. In technological sphere, it needs to know how each and every tool and technology work. It also needs to know the strengths, benefits, limitations and costs.
   In organizational issues, it more concern about the affect of the project to the user.
   

   
   

2. One successful IT project is for example like in this university which is IIUM Campus Wide Wireless
   project. This project has 2 phases to be implemented and Information Technology Division (ITD) was in charge of the project implementation and management. Phase 1 of the IIUM Campus Wide Wireless project was rolled out in February 2008, and was officially launched in May 2008. It was covered the entire academic area at Gombak Campus, Indera Mahkota Campus and Jln Hospital Campus.
   While, Phase 2 of the IIUM Campus Wide Wireless project is still ongoing project and expected will fully deployed by end of February 2010. The business, technology and organizational issues that I think can be addressed for the project as follows:-
   

   
   

Figure 2.1: The business, technology and organizational issues(refer to hard copy)

1. In my opinion, the most important issues to the project are business issues. This is requires a project manager to understand the long term objective of a project and its goals. This sphere also requires ability to internally plan within an organization and maximize the persistent limitation in resources.
   

   
   

2. In my observation, an example of IT project that I consider failed is IIUM Smartcard Attendance System. This Smartcard Attendance System is used to tracking and monitoring student attendance by sensoring it using matric card. Why I'm saying that project is failed, this is because it is no longer used by the student. The reason is because of the tool that used in this project is not function anymore. Again, the students still have to do manually signing the attendance list or the instructor called their names. Here, the issue that made the project failed is might be because of organizational issues. This can be seen how this project will affect the student. It might be cheating cases among the students. This is because the student can ask their classmate to sensor his matric card but him or her not to come to the class. It also possible because of technology issue in which the tools that being used in this project are not effective and need to have the effective one.
   

1. Organization's name: Maxis
   

   
   

   Functional
   

   
   

   
   

   
   

   Figure 5.1: The functional organizational structure(refer to hard copy)

   
   

   
   

   Project
   

   
   

   
   

Figure 5.2: The project organizational structure (refer to hard copy)

Matrix

Figure 5.3: The matrix organizational structure(refer to hard copy)

1. The importance of top management commitment is one of the key factors associated with project success. Top management can help project managers secure sufficient resources, get approval for unique project needs in a timely manner, receive cooperation from people throughout the organization, and learn how to be better leaders. In fact, many projects will fail without top management commitment.
   

   
   

   
   

   
   

   
   

   
   

   
   

   The examples to illustrate the importance based on an already implemented project are the KTMB@OnePay.
   

   
   

   
   

Table 6.1: Important based on KTMB@OnePay

CHAPTER 1-INTRODUCTION TO PROJECT MANAGEMENT

Ø What is a Project?

A project is a temporary endeavor undertaken to create a unique product, service, or result. Projects end when their 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. Projects are unique, temporary, and developed incrementally. It also requires resources, have a sponsor, and involve uncertainty. There are triple constraint of project management refers to managing the scope, time, and cost.

Ø What is Project Management?

Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. There is also project stakeholders in which are the people who involve in or affected by project activities. The nine knowledge areas are project integration management, scope, time, cost, quality, human resource, communication, risk, and procurement management. Project management tools and techniques assist project managers and their teams in various aspects of project management.

Ø Program and Project Portfolio Management

A program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Project portfolio management, organizations group and manage projects and programs as a portfolio of investments that contribute to the entire enterprise’s success.

Ø The Role of the Project Manager

Project managers play an important role in helping projects and organization succeed. They also need to perform various job duties, possess different skill, and continue to develop skills in project management.

Ø The Project Management Profession

The profession of project management is growing at a very rapid pace. It is helpful to understand the history of the field, the role of professional societies like the Project Management Institute, and the growth in project management software. The Project Management Institute (PMI) is an international professional society for project managers. PMI provides certification as a Project Management Professional (PMP). A PMP has documented sufficient project experience, has agreed to follow a code of ethics, and has passed the PMP exam

CHAPTER 2-THE PROJECT MANAGEMENT AND INFORMATION TECHNOLOGY CONTEXT

Ø A System View of Project Management

A systems approach is to describe a more analytical approach to management and problem solving that includes using system philosophy, system analysis, and system management. There are three-sphere model for system management which are business, technological, and organizational.

Ø Understanding Organizations

Organizations have four different frames which are structural, human resources, political, and symbolic. Project managers need to understand all of thee aspects of organizations to be successful. The three basics organizational structures include functional, matrix, and project. Organizational culture also affects project management. Organizational culture is a set of shared assumptions, values, and behaviors that characterize the functioning of an organization. Project work is most successful in an organizational culture where these items are strong or high and other items are balanced.

Ø Stakeholder Management

Project stakeholders are individually and organizations who are actively involved in the project. Project managers must take time to identify, understand, and manage relationships with all project stakeholders. The importance of top management commitment is one of the key factors associated with project success. Top management can help project managers secure sufficient resources, get approval for unique project needs in a timely manner, receive cooperation from people throughout the organization, and learn how to be better leaders. In fact, many projects will fail without top management commitment. Organizational commitment to information technology is also important to the success of information technology project. Development standards and guidelines assist most organizations in managing project.

Ø Project Phases and the Project Life Cycle

A project life cycle is a collection of project phases that defines; what work will be performed in each phase; what deliverables will be produced and when; who is involved in each phase and how management will control and approve work produced in each phase. A deliverable is a product or service produced or provided as part of a project. Project often produce products, which follow product life cycles. A project should successfully pass through each of the project phases in order to continue on to the next. Management reviews, also called phase exits or kill points, should occur after each phase to evaluate the project’s progress, likely success, and continued compatibility with organizational goals.

Ø The Context of Information Technology Projects

IT projects can be very diverse in terms of size, complexity, products produced, application area, and resource requirements. IT projects use diverse technologies that change rapidly; even within one technology area, people must be highly specialized.

CHAPTER 3-THE PROJECT MANAGEMENT PROCESS GROUPS

Ø Project Management Process Groups

A process is a series of actions directed toward a particular result. Project management can be viewed as a number of interlinked processes. The project management process groups includes initiating processes, planning processes, executing processes, monitoring and controlling processes, closing processes.

Ø Mapping the Process Group to the Knowledge Areas

Mapping the main activities of each project management process group into the nine project management knowledge area provides a big picture of what activities are involves in project management.

Ø Developing an Information Technology Project Management Methodology

Many organizations develop their own project management methodologies, especially for IT projects; a methodology describes how things should be done. It often using the standards found in the PMBOK as a guide in developing their IT project management methodology.

CHAPTER 4- PROJECT INTEGRATION MANAGEMENT

Ø What is Project Integration Management?

Project integration management involves coordinating all of the other project management knowledge areas throughout a project’s life cycle. This integration ensures that all the elements of a project come together at the right times to complete a project successfully. There are seven main process involved in project integration management: develop the project charter; develop the preliminary project scope statement; develop the project management plan; direct and manage project execution; monitor and control the project work; perform integrated change control; and close the project.

Ø Strategic Planning and Project Selection

Strategic planning involves determining long-term objectives, predicting future trends, and projecting the need for new products and services. There are methods for selecting projects include: focusing on broad organizational needs; categorizing information technology projects; performing net present value or other financial analyses; using a weighted scoring model and implementing a balanced scorecard. A project charter is a document that formally recognizes the existence of a project and provides direction on the project’s objectives and management.

Ø Preliminary Scope Statements

A scope statement is a document used to develop and confirm a common understanding of the project scope. It is important for preventing scope creep-the tendency for project scope to keep getting bigger. It is good practice to develop a preliminary or initial scope statement during project initiation and a more detailed scope statement as the project progresses.

Ø Project Management Plans

A project management plan is a document used to coordinate all project planning documents and help guide a project’s execution and control. A stakeholder analysis documents important (often sensitive) information about stakeholders such as stakeholders’ names and organizations, roles on the project, unique facts about stakeholders, level of influence and interest in the project, suggestions for managing relationship.

Ø Project Execution

Project execution involves managing and performing the work described in the project management 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.

Ø Monitoring and Controlling Project Work

Project planning and execution are intertwined and inseparable activities. Project managers must solicit input from the team to develop realistic plans. Project managers must lead by example to demonstrate the importance of creating and then following good project plans. There is also important skill for project execution such as general management skills like leadership, communication, and political skills; product, business, and application area skills and knowledge; use of specialized tools and techniques. While, the project execution tools and techniques includes project management methodology and project management information system.

Ø Integrated Change Control

Integrated change control involves identifying, evaluating, and managing changes throughout the project life cycles. Three main objectives are influencing the factors that create changes to ensure that changes are beneficial; determining that a change has occurred; managing actual changes as they occur. A baseline is the approved project management plan plus approved changes. Change control on information technology projects should consider former view, problem and modern view. Change control system is a formal, documented process that describes when and how official project documents and work may be changed. It describes who is authorized to make changes and how to make them changes. Change control board (CBC) is a formal group of people responsible for approving or rejecting changes on a project. It also provides guidelines for preparing change requests, evaluate change requests, and manage the implementation of approved changes.

Ø Closing Projects

To close a project, you must finalize all activities and transfer the completed or cancelled work to the appropriate people. The main outputs of closing projects are: administrative closure procedures; contract closure procedures; final products, services, or results; organizational process asset updates.

CHAPTER 5-PROJECT SCOPE MANAGEMENT

Ø What is Project Scope Management?

Scope refers to all the work involved in creating the products of the project and the processes used to create them. A deliverable is a product produced as part of a project, such as hardware or software, planning documents, or meeting minutes. Project scope management includes the processes involved in defining and controlling what is or is not included in a project. There are five main processes involved in project scope management: scope planning; scope definition; creating the WBS; scope verification; and scope control.

Ø Scope Planning and the Scope Management Plan

The scope management plan is a document that includes descriptions of how the team will prepare the project scope statement, create the WBS, verify completion of the project deliverables, and control requests for changes to the project scope.

Ø Scope Definition and the Project Scope Statement

The main output of scope planning is a project scope management plan. The scope management plan is a document that includes descriptions of how the team will prepare the project scope statement, create the WBS, verify completion of the project deliverables, and the control requests for changes to the project scope.

Ø Creating The WBS

A WBS is a deliverable-oriented grouping of the work involved in a project that defines the total scope of the project. WBS is a foundation document that provides the basis for planning and managing project schedules, costs, resources, and changes. Decomposition is subdividing project deliverables into smaller pieces. A work package is a task at the lowest level of the WBS. There are several approaches to develop a work breakdown structure. These approaches include: using guidelines; the analogy approach; the top-down approach; the bottom-up approach; and the mind-mapping approach.

Ø Scope Verification

Scope verification involves formal acceptance of the completed project scope by the stakeholders.

Ø Scope control

Scope control involves controlling changes to the project scope. The goals of scope control are to influence the factors that cause scope changes, assure changes are processed according to procedures developed as part of integrated change control and manage changes when they occur. There are some suggestion for improving user input includes develop a good project selection process and insist that sponsors are from the user organization; have users on the project team in important roles; have regular meetings with defined agendas, and have users sign off on key deliverables presented at meetings and etc.

CHAPTER 6-PROJECT TIME MANAGEMENT

Ø The Importance of Project Schedules

Project time management simply defined, involves the processes required to ensure timely completion of a project. There are six main processes involved in project time management: activity definition; activity sequencing; activity resource estimating; activity duration estimating; schedule developing; and schedule control.

Ø Activity Definition

Activity definition involves developing a more detailed WBS and supporting explanations to understand all the work to be done so you can develop realistic cost and duration estimates. An activity list is a tabulation of activities to be included on a project schedule that includes the activity name, an activity identifier or number and a brief description of the activity. Activity attributes provide more information such as predecessors, successors, logical relationships, leads and lags, resource requirements, constraints, imposed dates, and assumptions related to the activity. A milestone is a significant event that normally has no duration.

Ø Activity Sequencing

Activity sequencing involves reviewing the activity list and attributes, project scope statement, milestone list, and approved change requests to determine the relationship between activities. It involves reviewing activities and determining dependencies. A dependency or relationship is the sequencing of project activities or tasks. It must determine dependencies in order to use critical path analysis. There are three types of dependencies which are Mandatory dependencies, Discretionary dependencies and External dependencies. Network diagrams are the preferred technique for showing activity sequencing. A network diagram is a schematic display of the logical relationships among, or sequencing of, project activities. The format of this network diagram uses the activity-on-arrow (AOA) approach or the arrow diagramming method (ADM).

Ø Activity Resource Estimating

Activity resource estimating involves determining the quantity and type of resources (people, equipment, and materials) that will be assigned to each activity

Ø Activity Duration Estimating

Activity duration estimating creates estimates for the amount of time it will take time to complete each activity. Duration includes the actual amount of time worked on an activity plus elapsed time. Effort is the number of workdays or work hours required to complete a task.

Ø Schedule Development

Uses results of the other time management processes to determine the start and end date of the project. Ultimate goal is to create a realistic project schedule that provides a basis for monitoring project progress for the time dimension of the project. Important tools and techniques include Gantt charts, critical path analysis, critical chain scheduling, and PERT analysis. Critical Path Method (CPM) is a network diagramming technique used to predict total project duration. A critical path for a project is the series of activities that determines the earliest time by which the project can be completed. Critical chain scheduling is a method of scheduling that considers limited resources when creating a project schedule and includes buffers to protect the project completion date. It uses the Theory of Constraints (TOC). PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates.

Ø Schedule Control

Schedule control is a portion of the integrated change control process under project integration management. The goals are to know the status of the schedule, influence factors that cause schedule changes, determine that the schedule has changed, and manage changes when they occur. The main inputs to schedule control are the schedule baseline, performance reports, approved change requests, and the schedule management plan.