Project Management: People and Technology (320096M6)
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Tilburg University (UVT)
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Information Technology Project Management
This summary includes everything from the exam preparation list and things I thought were necessary for me to include.
Note that the guest lectures are not included due to confidentiality
TEST BANK For Information Technology Project Management 9th Edition by Kathy Schwalbe, Verified Chapters 1 - 13, Complete Newest Version
TEST BANK For Information Technology Project Management 9th Edition by Kathy Schwalbe, Verified Chapters 1 - 13, Complete
TEST BANK For Information Technology Project Management 9th Edition by Kathy Schwalbe, Verified Chapters 1 - 13, Complete Newest Version
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Tilburg University (UVT)
Information Management
Project Management: People and Technology (320096M6)
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Project Management: People and Technology
Unit 4 – Year 2022/2023
Contents
Module 1 ............................................................................................................................................................................................ 2
Lecture: Introduction to Project Management ....................................................................................................................... 2
Chapter 1: Introduction to Project Management .................................................................................................................. 3
Chapter 2: The Project Management and Information Technology Context ................................................................... 5
Chapter 3: The Project Management Process Groups ......................................................................................................... 6
How PRINCE2 Can Complement PMBOK and Your PMP (Siegelaub, 2004) .................................................................. 8
The Rise and Evolution of Agile Software Development (Hoda et al., 2018) .................................................................. 9
Module 2 .......................................................................................................................................................................................... 10
Lecture 2: Software Requirement Specification (includes Chapter 5) ............................................................................. 10
i-Star 2.0 – Socio-Intentional Modeling Language .............................................................................................................. 11
Chapter 4: Project Integration Management ........................................................................................................................ 14
A Systematic Literature Review on Agile Requirements Engineering Practices and Challenges (Inayat et al., 2014)
...................................................................................................................................................................................................... 17
Module 3 .......................................................................................................................................................................................... 17
Lecture 3: Project Planning & Scheduling (& Chapter 6) .................................................................................................... 17
Chapter 9: Project Resource Management ........................................................................................................................... 20
A Review of Methods, Techniques, and Tools for Project Planning and Control (Pellerin & Perrier, 2018) ............ 22
Module 4 .......................................................................................................................................................................................... 23
Lecture 4: Risk Management & Project Stakeholder Management .................................................................................. 23
Module 5 .......................................................................................................................................................................................... 28
Lecture 5: Agile & DevOps ...................................................................................................................................................... 28
The Scrum Guide (Schwaber & Sutherland, 2020).............................................................................................................. 33
DevOps (Ebert et al., 2016) ..................................................................................................................................................... 34
Module 7 .......................................................................................................................................................................................... 35
Chapter 8: Project Quality Management .............................................................................................................................. 35
Module 8 .......................................................................................................................................................................................... 36
Guest Lecture: Open Source Software Development ........................................................................................................ 36
The Cathedral and the Bazaar (Raymond, 1998) ................................................................................................................. 39
Module 9 .......................................................................................................................................................................................... 40
Lecture 9: Business Case & Cost Estimation ........................................................................................................................ 40
Chapter 7: Project Cost Management ................................................................................................................................... 43
A Survey on Software Cost Estimation Techniques (Chirra & Reza, 2019) .................................................................... 45
,Module 1
Lecture: Introduction to Project Management
Software project management is concerned with activities to ensure that software is delivered
on time, within budget, and in accordance with the scope or requirements of the organization that
needs the software
Project Management Body of Knowledge
– PMBOK
• Knowledge areas on the y-axis
• Process groups on the x-axis
• It is descriptive, it tells you what to do
Agile Project Management
12 principles:
1. Satisfy the customer through early and continuous delivery of valuable software
2. Welcome changing requirements, even late in development
3. Deliver working software frequently
4. Business people and developers must work together daily throughout the project
5. Build project around motivated individuals
6. Face-to-face conversation
7. Working software is the primary measure of progress
8. Sustainable development
9. Continuous attention to technical excellence and good design enhances agility
10. Simplicity is essential
11. The best architectures, requirements, and designs emerge from self-organizing teams
12. Reflect on how to become more effective, tune, and adjust behavior accordingly
Tailoring method
Tailoring is the process of referencing framework documents, standards, and other relevant
sources and utilizing those elements that provide processes, tools, and techniques that are
suitable for that particular organization.
The common points between methods:
• What needs to be done?
• When should it be done?
• How should it be done?
- Knowledge, process, value and/or principle, tool and technique, practice
The differences between methods:
• Description: descriptive vs. prescriptive
• Orientation/ focus
• Details of tools and techniques
• Term
• …
,Chapter 1: Introduction to Project Management
What is a Project?
A project is ‘a temporary endeavor undertaken to create a unique product, service, or result’
(PMBOK Guide, 2012)
• Operations is work done to sustain the business
• 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
• IT projects involve using hardware, software, and networks to create a product, service, or
result
A project:
• Is temporary, definite beginning and end
• Has a unique purpose
• Drives change and enables value creation
• 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
Project managers work with project sponsors, project team, and other people involved in a
project to meet project goals
The Triple Constraint of Project Management
• Each area has a target at the beginning of the project
• Managing the triple constraint involves making trade-offs
between scope, time, and cost goals for a project
• Quadruple Constraint of Project Management: scope, time,
cost, and quality
What is Project Management?
Project management is ‘the application of knowledge, skills, tools,
and techniques to project activities to meet project requirements’
(PMBOK Guide, 2012)
• Project managers strive to meet the triple constraint and also
facilitate the entire process to meet the needs and
expectations of project stakeholders
Project stakeholders are the
people involved in or affected
by project activities
• Include: project sponsor,
manager, and team, support
staff, customers, users,
suppliers, opponents to the
project
The 10 project management knowledge areas describe the key competencies that project
managers must develop (see figure above)
, Project management tools and techniques assist project managers and their teams in various
aspects of project management
Super tools are those that have high use and high potential for improving project success, such
as:
• Software for task scheduling • Requirements analyses
• Scope statements • Lessons-learned reports
Tools already extensively used that have been found to improve project importance include:
• Progress reports • Gantt charts
• Kick-off meetings • Change requests
There are several ways to define project success:
• The project met scope, time, and cost goals
• The project satisfied the customer/sponsor
• The results of the project met its main objective, such as making or saving a certain amount
of money, providing a good return on investment, or simply making the sponsors happy
What helps projects succeed? (The Standish Group, 2011)
1. User involvement 6. Agile process
2. Executive support 7. Project management expertise
3. Clear business objectives 8. Skilled resources
4. Emotional maturity 9. Execution
5. Optimizing scope 10. Tools and infrastructure
Best practices on how organizations as a whole can improve project performance:
• Use an integrated project management toolbox
• Grow project leaders, emphasizing business and soft skills
• Develop a streamlined project delivery process
• Measure project health using metrics, like customer satisfaction or return on investment
Program and Portfolio Management
Program: group of related projects managed in a coordinated way to obtain benefits and control
not available from managing them individually (PMBOK Guide, 2012)
• Program managers oversee programs; often act as bosses for project managers
As part of project portfolio management, organizations
group and manage projects and programs as a portfolio
of investments that contribute to the entire enterprise’s
success
• Portfolio managers help their organizations make
wise investment decisions by helping to select and
analyze projects from a strategic perspective
The role of the project manager
Descriptions vary, but most include responsibilities like
planning, scheduling, coordinating, and working with people to achieve project goals
Importance of leadership skills
Project managers often take on the role of both leader and manager:
• A leader focuses on long-term goals and big-picture objectives while inspiring people to
reach those goals (leadership by example)
• A manager deals with the day-to-day details of meeting specific goals
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