Chapter 1:

Introduction to Project
Management
Information Technology Project Management, Ninth Edition
Note: See the text itself for full citations

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
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Introduction (3 of 3)

•Advantages of Using Formal Project

Management:
•Better control of financial, physical, and human
resources
•Improved customer relations
•Shorter development times
•Lower costs and improved productivity
•Higher quality and increased reliability
•Higher profit margins
•Better internal coordination
•Positive impact on meeting strategic goals
•Higher worker morale

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
What Went Wrong?

•IT Projects have a terrible track record, as described in

the What Went Wrong?
•A 1995 Standish Group study (CHAOS) found that only
16.2% of IT projects were successful in meeting scope,
time, and cost goals; over 31% of IT projects were
canceled before completion
•A PricewaterhouseCoopers study found that over half
of all projects fail and only 2.5% of corporations
consistently meet their targets for scope, time, and
cost goals for all types of project

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
What Is a Project?
•A project is “a temporary endeavor undertaken to
create a unique product, service, or result” (PMBOK®
Guide, Sixth Edition, 2017)
•Operations is work done to sustain the business
•Projects end when their objectives have been reached
or the project has been terminated

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Examples of IT Projects (1 of 2)
•A team of students creates a smartphone application
and sells it online
•A company develops a driverless car
•A government group develops a system to track child
immunizations
•A global bank acquires other financial institutions and
needs to consolidate systems and procedures

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Examples of IT Projects (2 of 2)
•Top Strategic Technologies for 2018 (Gartner)
•Artificial Intelligence (AI) Foundation
•Intelligent Things
•Cloud to the Edge
•Immersive Experience

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Project Attributes
•A project
• has a unique purpose
• is temporary
• drives change and enable 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,
team, and other people involved in a project to
achieve project goals

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
What is Project Management? (1 of 2)
•Project management is “the application of knowledge,
skills, tools and techniques to project activities to
meet project requirements” (PMBOK® Guide, Sixth
Edition, 2017)
•Project managers strive to meet the triple constraint
(project scope, time, and cost goals) and also facilitate
the entire process to meet the needs and
expectations of project stakeholders

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
What is Project Management? (2 of 2)

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Project Stakeholders
•Stakeholders are the people involved in
or affected by project activities
•Stakeholders include
•the project sponsor
•banks and other financial institutions
•the project manager
•the project team
•support staff
•suppliers
•opponents to the project

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Project Management Knowledge Areas
•Knowledge areas describe the key competencies that
project managers must develop
•Project managers must have knowledge and skills in
all 10 knowledge areas (scope, schedule, cost, quality,
resource, communications, risk, procurement,
stakeholder, and project integration management)
•This text includes an entire chapter on each
knowledge area

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Project Management Tools and Techniques (1 of
2)
•Project management tools and techniques
assist project managers and their teams in
various aspects of project management
•Some specific ones include
•Project charter, scope statement, and WBS (scope)
•Gantt charts, network diagrams, critical path
analysis, critical chain scheduling (time)
•Cost estimates and earned value management
(cost)
•See Table 1-1 for many more

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Project Management Tools and Techniques (2 of
2)
•PMBOK® Guide – Sixth Edition lists tools and
techniques based on their purpose:
•Data gathering
•Data analysis
•Data representation
•Decision making
•Communication
•Interpersonal and team skills
•Ungrouped

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
What Went Right?

•The Standish Group’s CHAOS studies show

improvements in the statistics for IT projects:
•The number of successful projects was 29% in 2015
•62% of small projects were successful, 6% of large,
9% of medium, and 21% of moderate size
•39% of all agile projects were successful compared
to 11% of waterfall projects

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Project Success (1 of 4)

•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

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Project Success (2 of 4)

Factors of Success Points

Executive sponsorship 15

Emotional maturity 15

User involvement 15

Optimization 15

Skilled resources 10

Agile processes 7

Modest execution 6

Project management expertise 5

Clear business objectives 4

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Project Success (3 of 4)
•Top three reasons why federal technology
projects succeed
• Adequate funding
• Staff expertise
• Engagement from all stakeholders

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Project Success (4 of 4)

•Research findings show that companies

that excel in project delivery capability:
•Use an integrated toolbox
•Grow project leaders
•Develop a streamlined project delivery process
•Measure project health using metrics, like customer
satisfaction or return on investment

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Program and Project Portfolio Management
•About one-quarter of the world’s gross
domestic product is spent on projects
•Two important concepts that help projects
meet enterprise goals:
•Use of programs
•Project portfolio management

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Programs
•A program is “a group of related projects managed in
a coordinated manner to obtain benefits and control
not available from managing them individually”
(PMBOK® Guide — Sixth Edition, 2017)
•Examples of common programs in the IT field include
infrastructure, applications development, and user
support
•A program manager provides leadership and direction
for the project managers heading the projects within
the program

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Project Portfolio Management (1 of 2)
•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

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Project Portfolio Management (2 of 2)
Best Practice
•A best practice is “an optimal way recognized by
industry to achieve a stated goal or objective”*
•Robert Butrick suggests that organizations need to
follow basic principles of project management,
including these two mentioned earlier in this chapter:
•Make sure your projects are driven by your
strategy. Be able to demonstrate how each project
you undertake fits your business strategy, and
screen out unwanted projects as soon as possible
•Engage your stakeholders. Ignoring stakeholders
often leads to project failure. Be sure to engage
stakeholders at all stages of a project, and
encourage teamwork and commitment at all times

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Organizational Project Management (1 of 2)

•Organizational project management

•Framework in which portfolio, program, and project
management are integrated with organizational
enablers in order to achieve strategic objectives

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Organizational Project Management (2 of 2)
The Role of the Project Manager

•Project managers must work closely with the

other stakeholders on a project, especially the
sponsor and project team
•They are also more effective if they are
familiar with the 10 project management
knowledge areas
•And the various tools and techniques related to
project management

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Project Manager Job Description

•Job descriptions vary, but most include responsibilities

like planning, scheduling, coordinating, and working
with people to achieve project goals
•Project management is a skill needed in every major
IT field, from database administrator to network
specialist to technical writer

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Suggested Skills for Project Managers (1 of 2)

•The Project Management Body of Knowledge

•Application area knowledge, standards, and
regulations
•Project environment knowledge
•General management knowledge and skills
•Soft skills or human relations skills

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Suggested Skills for Project Managers (2 of 2)

•Six traits of highly effective project

managers as follows:
•Be a strategic business partner
•Encourage and recognize valuable contributions
•Respect and motivate stakeholders
•Be fully vested in success
•Stress integrity and accountability
•Work in the gray/Be able to deal with ambiguity

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
PMI Talent Triangle® and the Importance of
Leadership Skills*

•The talent triangle includes:

•Technical project management skills
•Strategic and business management skills
•Leadership skills
•Leadership styles include:
•Laissez-faire
•Transactional
•Servant leader
•Transformational
•Charismatic
•Interactional

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
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

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Global Issues

• Several global dynamics are forcing organizations to rethink

their practices:
• Talent development for project and program managers is a top
concern
• Basic project management techniques are core competencies
• Organizations want to use more agile approaches to project
management
• Benefits realization of projects is a key metric

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Project Management Institute

• The Project Management Institute (PMI) is an international

professional society for project managers founded in 1969
• PMI has continued to attract and retain members, reporting
more than 500,000 members worldwide by late 2017
• There are communities of practices in many areas, like
information systems, financial services, and health care
• Project management research and certification programs
continue to grow

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
PMI Student Membership

• Students can join PMI at a reduced fee and earn the Certified
Associate in Project Management (CAPM) certification(see PMI
for details)

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Project Management Certification (1 of 2)

• PMI provides certification as a Project Management

Professional (PMP®)
• A PMP® has documented sufficient project experience,
agreed to follow a code of ethics, and passed the PMP® exam
• The number of people earning PMP® certification is
increasing quickly

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Project Management Software*

• There are hundreds of different products to assist in

performing project management
• Three main categories of tools:
• Low-end tools: Handle single or smaller projects well, cost under
$200 per user
• Midrange tools: Handle multiple projects and users, cost
$200-$1,000 per user, Microsoft Project is still the most popular
• High-end tools: Also called enterprise project management software,
often licensed on a per-user basis
• Several free or open-source tools are also available

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Chapter Summary
• A project is a temporary endeavor undertaken to create a
unique product, service, or result
• Project management is the application of knowledge,
skills, tools, and techniques to project activities to meet
project requirements
• A program is a group of related projects managed in a
coordinated way
• Project portfolio management involves organizing and
managing projects and programs as a portfolio of
investments
• Project managers play a key role in helping projects and
organizations succeed
• The project management profession continues to grow
and mature

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.