Project Management Information

System

MODULE – 1

Unit Table of Contents

Unit 2: Program and Project Portfolio Management

Topics
Learning Objectives
Learning Outcome
1.2.1 History of Project Management
1.2.2 Programs
1.2.3 Project Management Knowledge areas
1.2.4 Project tools and Techniques
1.2.5 Project Portfolio Management
1.1.6 Conclusion
References
 Learning Objectives

· Define project
· Explain the history of project management
· Discuss project management knowledge area
· Analyse the project tools and techniques

Learning Outcome

Explain the project management knowledge area

Discuss the project tools and techniques
Evaluate the programmes
Analyse the managers role

Introduction
Program and Project Portfolio Management (PPPM) are essential practices that organizations
employ to effectively manage multiple projects and align them with strategic goals. These
disciplines provide a structured approach to prioritize, plan, execute, and monitor a collection of
related projects or programs to achieve optimal outcomes and maximize value for the organization.

Program Management focuses on managing a group of interrelated projects that are collectively
aimed at achieving a common strategic objective. It involves coordinating and integrating multiple
projects, resources, stakeholders, and activities to deliver the intended benefits. Program managers
oversee the interdependencies between projects, ensure alignment with organizational objectives,
and make strategic decisions to optimize the overall program's success. Program Management
typically involves a higher level of complexity and requires a broader perspective than managing
individual projects.

On the other hand, Project Portfolio Management (PPM) involves the centralized management and
governance of an organization's entire portfolio of projects. It focuses on selecting, prioritizing, and
allocating resources to projects based on their alignment with strategic goals, potential benefits,
risks, and resource constraints. PPM helps organizations make informed decisions about project
investments, balance resources effectively, and optimize the overall portfolio performance. It
provides visibility into the status, progress, and financial implications of projects, enabling
stakeholders to make data-driven decisions and adjust the portfolio as needed.
Both Program and Project Portfolio Management play crucial roles in driving organizational
success. They ensure that projects and programs are aligned with strategic objectives, resources are
allocated optimally, risks are managed, and benefits are realized. By employing these practices,
organizations can enhance decision-making, improve project success rates, increase efficiency, and
maximize the value they derive from their project investments.

1.2.1. History of Project Management

The history of project management can be traced back to ancient civilizations

where humans organized and executed various projects. While the formal
discipline of project management emerged in the mid-20th century, the
principles and practices of project management have evolved over time.
Here's a brief overview of the history of project management:

History of Project Management

Ancient Civilizations:
Industrial Revolution:
Scientific Management
World War II:
Post-World War II
Evolution of Project Management Methods
Project Management as a Discipline:
Software Development
Globalization and Complexity
Modern Project Management Practices

Ancient Civilizations: The roots of project management can be found in

ancient civilizations such as the construction of the Egyptian pyramids, the
Great Wall of China, and other monumental structures. These projects
required the coordination of labor, resources, and planning.

Industrial Revolution: The 18th and 19th centuries saw the rise of large-
scale industrial projects, such as the construction of canals, railways, and
factories. Engineers and managers began using rudimentary project
management techniques to oversee these projects.

Scientific Management: In the early 20th century, Frederick Taylor

introduced scientific management principles, emphasizing the efficient
allocation of resources and systematic approaches to work. While not
specifically focused on projects, these ideas laid the foundation for modern
project management.

World War II: During World War II, military organizations developed
structured approaches to manage complex projects, including the Manhattan
Project, which developed the atomic bomb. This period saw the emergence of
techniques like critical path analysis and Gantt charts.

Post-World War II: In the post-war era, large-scale infrastructure projects,

such as the construction of highways and dams, necessitated formal project
management methodologies. Organizations like the United States Department
of Defense further refined project management techniques and established
structured methodologies.

Evolution of Project Management Methods: In the 1950s and 1960s,

various project management frameworks and methodologies emerged. The
Program Evaluation and Review Technique (PERT) and the Critical Path
Method (CPM) were developed to manage complex projects, particularly in
the aerospace and defense industries.

Project Management as a Discipline: In the 1970s, project management

began to be recognized as a distinct discipline. Professional associations such
as the Project Management Institute (PMI) were established, and project
management frameworks like the Project Management Body of Knowledge
(PMBOK) were developed.

Software Development: The growth of the software industry in the 1980s

and 1990s brought about the need for specialized project management
approaches. Agile methodologies, such as Scrum and Extreme Programming
(XP), emerged to address the unique challenges of software development
projects.

Globalization and Complexity: With the increasing complexity and

globalization of projects in the late 20th and early 21st centuries, project
management gained further prominence. Organizations recognized the
importance of project management in delivering successful outcomes and
began investing in training and certification programs.

Modern Project Management Practices: Today, project management is

widely recognized as a crucial discipline across industries. It encompasses a
wide range of methodologies and tools, including traditional waterfall
approaches, agile methodologies, hybrid models, and advanced project
management software.

The history of project management demonstrates its evolution from basic

project coordination to a formal discipline that incorporates a wide range of
methodologies, techniques, and best practices. As projects become
increasingly complex and diverse, project management continues to adapt and
develop new approaches to ensure successful project outcomes.

1.2.2 Program:

As was previously stated, around 25% of the global GNP is spent on projects.
Most corporate organisations or enterprises spend a large amount of time
working on projects, and effectively managing those projects is essential to
the success of the organisation. The utilisation of programmes and project
portfolio management are two key ideas that aid projects in achieving
corporate goals.

In the IT field, there are several common programs that are often
implemented to manage related projects and activities. These programs help
organizations achieve their goals more efficiently and effectively. Here are
some examples:
 Software
Development
Program:

Infrastructure
Program

Program:
Enterprise
Resource Cybersecurity
Planning (ERP) Program
Program

IT Service
Management
Program

Software Development Program: This program focuses on managing

multiple software development projects within an organization. It includes
activities such as requirements gathering, design, coding, testing, and
deployment. By coordinating these projects under a program, organizations
can ensure consistency, share resources, and align the development efforts
with business objectives.

Infrastructure Program: An infrastructure program involves managing

various projects related to the IT infrastructure of an organization. This can
include projects for network upgrades, server virtualization, data center
consolidation, cloud migration, and other infrastructure enhancements. By
grouping these projects together, organizations can optimize resource
allocation, minimize disruptions, and ensure a cohesive infrastructure
strategy.

Cybersecurity Program: In today's digital landscape, cybersecurity is a

critical concern for organizations. A cybersecurity program encompasses
multiple projects and activities aimed at protecting an organization's
information systems and data from unauthorized access, threats, and
vulnerabilities. This may include projects for implementing firewalls, intrusion
detection systems, security audits, employee training, incident response
planning, and other security-related initiatives.
IT Service Management Program: This program focuses on managing the
delivery of IT services within an organization. It includes projects and
activities related to service desk operations, service level management,
change management, problem management, and IT service improvement. By
coordinating these efforts, organizations can ensure high-quality service
delivery, improved customer satisfaction, and better alignment between IT
and business needs.

Enterprise Resource Planning (ERP) Program: An ERP program involves

implementing and managing an enterprise-wide software system that
integrates various business functions such as finance, human resources,
procurement, and supply chain management. This program typically consists
of multiple projects that address different modules or components of the ERP
system. By managing these projects collectively, organizations can achieve
standardized processes, data consistency, and improved operational
efficiency.

1.2.3 Project Management Knowledge areas

Project Management Knowledge Areas are the core areas of expertise that
project managers should possess to effectively manage projects. These
knowledge areas represent different aspects of project management and
provide a structured framework for organizing and executing project
activities. The Project Management Institute (PMI) defines ten knowledge
areas in its Project Management Body of Knowledge (PMBOK). Let's explore
each knowledge area briefly:
 Project Integration Management:

Project Scope Management:

Project Schedule Management

Project Cost Management:

Project Quality Management:

Project Resource Management

Project Communications Management

Project Risk Management

Project Procurement Management

Project Stakeholder Management

Figure 1.2.3 Project Management Knowledge areas

Project Integration Management: This knowledge area focuses on

coordinating and integrating various project management processes and
activities. It involves developing project charters, creating project
management plans, executing project activities, monitoring and controlling
project work, and closing projects.

Project Scope Management: Scope management involves defining,

managing, and controlling the project's scope. This includes collecting
requirements, defining the project's scope, creating a work breakdown
structure (WBS), verifying and controlling scope changes.

Project Schedule Management: This knowledge area deals with developing,

managing, and controlling the project schedule. It includes activities such as
defining project activities, sequencing them, estimating activity durations,
developing the project schedule, and controlling schedule changes.

Project Cost Management: Cost management involves estimating,

budgeting, and controlling project costs. It includes processes such as
estimating costs, determining budgets, controlling costs, and monitoring
variances.

Project Quality Management: Quality management focuses on ensuring

that the project meets the required quality standards. It includes activities
such as quality planning, quality assurance, and quality control.
Project Resource Management: This knowledge area involves managing
and allocating resources effectively throughout the project lifecycle. It
includes activities such as identifying resource requirements, acquiring and
developing project team members, managing their performance, and dealing
with resource constraints.

Project Communications Management: Communications management

involves planning, managing, and controlling project communications. It
includes activities such as identifying communication requirements,
developing a communication plan, distributing information, and managing
stakeholder engagement.

Project Risk Management: Risk management involves identifying,

assessing, and managing project risks to minimize their impact on the project.
It includes processes such as risk identification, qualitative and quantitative
risk analysis, risk response planning, and risk monitoring and control.

Project Procurement Management: Procurement management focuses on

managing the procurement process for acquiring goods and services from
external vendors. It includes activities such as procurement planning,
solicitation planning, vendor selection, contract administration, and contract
closure.

Project Stakeholder Management:

Stakeholder management involves identifying and managing project
stakeholders to ensure their needs and expectations are addressed. It includes
activities such as stakeholder identification, analysis, and engagement
throughout the project lifecycle.

These ten knowledge areas provide a comprehensive framework for project

management, and project managers must have a solid understanding of each
area to effectively plan, execute, and control projects. It's important to note
that these knowledge areas are not necessarily sequential but often overlap
and interact with each other throughout the project lifecycle.

1.2.4. Project management tools and techniques

Project management utilizes various tools and techniques to effectively

plan, execute, monitor, and control projects. These tools and techniques help
project managers and teams streamline processes, enhance collaboration, and
ensure successful project outcomes. Here are some commonly used project
management tools and techniques:

Work Breakdown Structure

Gantt Charts

Network Diagrams

Project Management Software

Risk Registers

Decision Matrices

Earned Value Management

Communication and Collaboration Tools

Quality Management Tools

Stakeholder Analysis and Engagement Tools

Figure 1.2.4. Project management tools and techniques

1. Work Breakdown Structure (WBS): A WBS is a hierarchical

breakdown of project deliverables and tasks. It helps to divide the
project into manageable components, facilitating planning, scheduling,
and resource allocation.
2. Gantt Charts: Gantt charts visually represent project schedules,
showing tasks, durations, dependencies, and milestones. They provide a
timeline view of project activities, helping project managers and teams
track progress and manage resources.
3. Network Diagrams: Network diagrams, such as the Critical Path
Method (CPM) and the Program Evaluation and Review Technique
(PERT), illustrate the sequencing and dependencies of project activities.
They identify the critical path, which is the longest path of dependent
tasks and helps determine project duration.
4. Project Management Software: Project management software, such
as Microsoft Project, Trello, or Asana, provides a centralized platform
for planning, scheduling, tracking, and collaborating on projects. These
tools often include features like task management, document sharing,
communication tools, and progress reporting.
5. Risk Registers: Risk registers document potential risks, their
likelihood, impact, and response strategies. They help project teams
 identify, assess, prioritize, and manage risks throughout the project
lifecycle.
6. Decision Matrices: Decision matrices assist in selecting the best
course of action when multiple options are available. They assign
weights to different criteria and evaluate alternatives based on these
criteria to make informed decisions.
7. Earned Value Management (EVM): EVM is a technique that
integrates project scope, schedule, and cost performance to assess
project progress and forecast future performance. It uses key metrics
like Planned Value (PV), Earned Value (EV), and Actual Cost (AC) to
analyze project performance and variances.
8. Communication and Collaboration Tools: Various communication
and collaboration tools, such as email, instant messaging, video
conferencing, and project management software features like discussion
boards and shared document repositories, facilitate effective
communication and collaboration among project stakeholders.
9. Quality Management Tools: Quality management tools, like control
charts, Pareto charts, fishbone diagrams, and statistical sampling
techniques, assist in monitoring and improving project quality. They
help identify quality issues, analyze root causes, and implement
corrective actions.
10. Stakeholder Analysis and Engagement Tools: Stakeholder
analysis tools, like stakeholder mapping and power/interest grids, aid in
identifying project stakeholders, understanding their interests,
influence, and potential impact on the project. Engagement tools, such
as communication plans, stakeholder registers, and engagement
matrices, help manage stakeholder relationships and ensure their
involvement and support.
These tools and techniques are just a sample of the vast array available to
project managers. The selection and utilization of specific tools depend on the
project's nature, complexity, and requirements, as well as the preferences of
the project team.

1.2.6. Project Portfolio Management

Project Portfolio Management (PPM) is a strategic process that organizations

use to effectively manage a collection of projects or programs. It involves
making informed decisions about project selection, prioritization, resource
allocation, and ongoing monitoring and control. The goal of PPM is to optimize
the allocation of resources and maximize the value of the project portfolio in
alignment with the organization's objectives.
Here are the key components and activities involved in project
portfolio management:

Project Scope

Boundaries of Project
project Objectives:

External
Factors key Deliverables:

components
of project
protfolio
management

Organizational
Timeframe
Context:

Stakeholders: Resources:

Project Identification and Selection: The first step in PPM is to identify

and evaluate potential projects. This involves considering project proposals,
business cases, and strategic objectives to determine which projects align
with the organization's goals and priorities. Projects are evaluated based on
their expected benefits, risks, costs, and resource requirements.

Prioritization and Ranking: Once a set of potential projects is identified,

they are prioritized and ranked based on their strategic value, return on
investment, urgency, resource availability, and other relevant factors. This
helps in allocating resources to the most valuable and critical projects.

Resource Allocation: PPM involves making decisions about resource

allocation across the project portfolio. This includes determining the
allocation of funds, personnel, equipment, and other resources to ensure the
successful execution of projects. Resource constraints and dependencies are
taken into account to optimize resource allocation and avoid overcommitment.

Monitoring and Control: PPM requires ongoing monitoring and control of

projects within the portfolio. This involves tracking the progress,
performance, and risks of individual projects and the portfolio as a whole.
Regular reviews and reporting enable timely identification of issues,
deviations from plans, and opportunities for corrective actions.
Portfolio Optimization: PPM aims to optimize the portfolio by periodically
reviewing the project mix and making adjustments based on changing
priorities, resource availability, market conditions, and other factors. This may
involve adding, removing, or reprioritizing projects to ensure the portfolio
remains aligned with the organization's strategic objectives.

Governance and Decision-Making: PPM typically involves establishing

governance structures, committees, and decision-making processes to guide
portfolio management activities. This ensures that decisions about project
selection, prioritization, and resource allocation are made in a transparent,
objective, and consistent manner.

Benefits Realization: PPM focuses on maximizing the realization of benefits

from the project portfolio. This involves actively monitoring and measuring the
outcomes and benefits achieved by projects and taking appropriate actions to
ensure that the expected benefits are realized.

By implementing effective project portfolio management practices,

organizations can achieve several benefits, including improved resource
utilization, better alignment with strategic objectives, reduced project risks,
enhanced decision-making, and increased overall project success rates. PPM
provides a holistic view of the project landscape and enables organizations to
make informed decisions about project investments to achieve their long-term
goals.

1.2.6.1. The role of a project manager

The role of a project manager is crucial in project management as they are
responsible for planning, executing, and delivering projects successfully.
Project managers play a multifaceted role and are involved in various aspects
of project management throughout the project lifecycle. Here are the key
responsibilities and roles of a project manager:

Project Planning: The project manager is responsible for developing a

comprehensive project plan that outlines the project's objectives, scope,
deliverables, timelines, resources, and budget. They work closely with
stakeholders to identify project requirements and define the project's goals
and success criteria.

Stakeholder Management: Project managers engage with stakeholders to

understand their needs, expectations, and requirements. They communicate
project updates, manage stakeholder relationships, and ensure stakeholders
are engaged and informed throughout the project.

Team Management: Project managers assemble project teams, assign roles

and responsibilities, and provide leadership and direction to team members.
They foster a collaborative and productive work environment, manage team
performance, and facilitate effective communication and coordination among
team members.

Risk Management: Project managers identify potential risks and develop

strategies to mitigate them. They assess risks, develop risk mitigation plans,
and monitor and control risks throughout the project. They are responsible for
ensuring project activities are conducted in a manner that minimizes risks and
maximizes project success.

Project Execution: Project managers oversee the execution of project

activities, ensuring that tasks are completed as per the project plan. They
monitor progress, track milestones, manage dependencies, and address any
issues or obstacles that may arise. They are responsible for keeping the
project on track and within budget.

Communication and Reporting: Project managers facilitate effective

communication within the project team and with stakeholders. They provide
regular project status updates, report on project progress, and communicate
project risks, issues, and changes to relevant parties. They ensure that
communication channels are open and that information flows efficiently.

Quality Management: Project managers are responsible for ensuring that

project deliverables meet the required quality standards. They develop and
implement quality assurance processes, conduct quality reviews, and ensure
that project outcomes meet customer expectations.

Change Management: Project managers handle change requests and assess

their impact on the project. They evaluate change requests, determine the
feasibility, and manage the change control process to minimize scope creep
and maintain project focus.

Project Closure: Project managers oversee the project closure process,

ensuring that all project deliverables are completed, lessons learned are
documented, and project outcomes are evaluated. They conduct post-project
reviews to identify areas for improvement and share insights for future
projects.
Project managers require a diverse set of skills to effectively manage projects
and lead project teams. Here are some suggested skills that are important for
project managers:

Leadership: Project managers need strong leadership skills to inspire and

motivate their project teams, set a clear direction, and make informed
decisions. They should be able to guide and influence team members towards
project goals.

Communication: Effective communication is vital for project managers. They

must be able to clearly articulate project objectives, expectations, and
progress to stakeholders, team members, and other relevant parties. Strong
verbal, written, and interpersonal communication skills are essential.

Organization and Planning: Project managers must excel in organizing

project activities, developing project plans, and creating schedules. They need
to be able to manage resources efficiently, set realistic deadlines, and adapt
plans as necessary. Strong organizational and planning skills help ensure
project success.

Risk Management: Identifying and managing project risks is crucial for

project managers. They should be skilled in conducting risk assessments,
developing risk mitigation strategies, and monitoring and controlling risks
throughout the project lifecycle. Proactive risk management helps prevent or
minimize project issues.

Problem Solving: Project managers must be adept at problem-solving. They

should be able to identify issues, analyze them, and develop creative and
practical solutions. Being able to think critically and make timely decisions is
important for overcoming project challenges.

Team Management: Project managers need strong team management skills

to effectively lead and collaborate with project teams. This includes skills such
as team building, conflict resolution, delegation, and providing feedback. They
should foster a positive team environment that promotes collaboration and
productivity.

Negotiation and Influencing: Project managers often need to negotiate with

stakeholders, team members, and other project-related parties. They should
be skilled in understanding various perspectives, resolving conflicts, and
reaching consensus. Influencing skills help in gaining support and buy-in for
project decisions.
Financial Management: Understanding and managing project budgets is
crucial for project managers. They should have basic financial management
skills to estimate project costs, track expenses, and ensure the project
remains within budget constraints. Knowledge of financial principles and
budgeting techniques is beneficial.

Adaptability and Flexibility: Projects often involve uncertainties and

changes. Project managers need to be adaptable and flexible in their
approach, being able to adjust plans and resources as needed. They should be
comfortable with change and adept at managing project scope and
expectations.

Stakeholder Management: Project managers must effectively engage and

manage stakeholders throughout the project. This involves understanding
stakeholder needs, expectations, and concerns, and effectively communicating
with them. Building strong relationships and managing stakeholder
engagement is crucial for project success.

These are just a few suggested skills for project managers. The specific skill
set required may vary depending on the nature of the project, industry, and
organization. Continuous learning and development in these areas can help
project managers enhance their abilities and succeed in their roles.

1.2.6.2. Project success

Defining the success or failure of a project involves evaluating whether it has
achieved its intended objectives and met stakeholders' expectations. Success
and failure can be subjective and can vary depending on the project context
and stakeholders involved. However, some common criteria for assessing
project success or failure include:
1. Achievement of Project Objectives: Projects are typically undertaken
to achieve specific goals and objectives. Evaluating whether these
objectives have been met is a key factor in determining success. This
can include factors such as delivering the desired product or service,
meeting project milestones, and fulfilling stakeholder requirements.

2. Adherence to Project Constraints: Projects often operate within

constraints such as budget, timeline, and scope. Success can be
measured by assessing whether the project has been completed within
the allocated resources and timeline while meeting the defined scope.
3. Stakeholder Satisfaction: Project success depends on meeting the
expectations and satisfaction of stakeholders, including clients, end-
 users, project team members, and other relevant parties. Gathering
feedback and assessing stakeholder satisfaction through surveys,
interviews, or other means can help determine project success.
4. Delivering Value: The value delivered by a project is an essential
measure of success. It involves evaluating whether the project outcomes
have generated the expected benefits, such as increased revenue, cost
savings, improved efficiency, or enhanced customer satisfaction.
5. Quality of Deliverables: Assessing the quality of project deliverables is
crucial in determining success. This can involve evaluating whether the
final product or service meets the required standards, performs as
intended, and fulfills the specified functional and non-functional
requirements.
6. Effective Project Management: The efficiency and effectiveness of
project management practices and processes can significantly impact
project success. Factors such as adherence to project plans, effective
communication, proactive risk management, and efficient resource
utilization contribute to project success.
7. Lessons Learned and Continuous Improvement: A project's success
or failure can also be evaluated based on the lessons learned and the
opportunities for continuous improvement identified throughout the
project. Assessing the project's ability to capture and apply these
lessons for future projects can be indicative of success.
It's important to note that project success is not solely determined by meeting
predefined criteria but also by the perception of stakeholders and the overall
impact of the project on the organization or community. Success and failure
should be assessed in a comprehensive and holistic manner, considering both
objective measures and subjective factors.

Conclusion
The profession of project management continues to grow and mature. In the
united states the military took the lead in project management and developed
many tools as Gantt charts and network diagram, but today people use
project management in virtually every industry around the globe. The project
management institute is an international professional society that provides
certification as project management professional and uphold a code of ethics.
Today hundreds of project management software products are available to
assist people in managing projects.
Summary
Program Management focuses on managing a group of related projects to achieve a common
strategic objective, while Project Portfolio Management involves the centralized governance and
management of an organization's entire project portfolio. Together, they enable organizations to
effectively prioritize, plan, execute, and monitor projects and programs in alignment with their
strategic goals, leading to improved project outcomes and organizational success.

The project manager plays a central role in project management, responsible

for planning, execution, and successful delivery of projects. They are
accountable for managing resources, stakeholders, risks, and ensuring
effective communication and coordination to achieve project objectives.
It's important to note that project success is not solely determined by meeting
predefined criteria but also by the perception of stakeholders and the overall
impact of the project on the organization or community. Success and failure
should be assessed in a comprehensive and holistic manner, considering both
objective measures and subjective factors.

Bibliography

External Resources

E-Resources

https://www.apm.org.uk/resources/what-is-project-management/
#:~:text=Project%20management%20is%20the%20application,a%20finite
%20timescale%20and%20budget.

https://www.accord.edu.so/web/content/33460?
download=true&access_token=bb2b556c-9cbc-4ca8-9542-452

Case study
A small business, ABC Bakery, wants to establish an online presence by
building a website to showcase their products and services. They have hired a
project manager, Sarah, to oversee the website development project. Sarah's
team consists of a web designer, a developer, a content writer, and a graphic
designer. The project has a timeline of 8 weeks.
1. Planning Phase: During the planning phase, Sarah and her team defined
the project scope, objectives, deliverables, and identified key
stakeholders. They also developed a work breakdown structure (WBS)
and created a project schedule.
 2. Execution Phase: In the execution phase, the team started working on
the website development. The web designer created wireframes and
design mockups, the developer built the website using HTML and CSS,
the content writer developed engaging content, and the graphic
designer created relevant visuals.
3. Monitoring and Control Phase: Sarah regularly monitored the project's
progress, compared it against the project schedule, and identified any
deviations. She communicated with the team members, addressed any
concerns, and ensured that the project remained on track. She also
conducted periodic quality checks to ensure that the website met the
desired standards.
4. Closure Phase: After completing the website development, Sarah
organized a final review and approval process with the client. Once the
website was approved, she ensured that all project documentation,
including the source code, design files, and content, were properly
handed over to the client.
Question 1: What is the importance of defining the project scope and
objectives?
Answer: Defining the project scope and objectives helps establish clear
boundaries and expectations for the project. It ensures that everyone involved
understands what needs to be achieved and what is outside the project's
scope. This clarity helps in efficient resource allocation, risk management, and
overall project success.
Question 2: How can the project manager ensure effective coordination
among team members during the execution phase?

Answer: The project manager can ensure effective coordination by

establishing regular communication channels, conducting team meetings, and
providing clear instructions and expectations. They can also use project
management tools to track progress, assign tasks, and address any issues or
roadblocks promptly.
Question 3: Why is monitoring and control important in project management?
Answer: Monitoring and control are essential to track project progress,
identify any deviations or risks, and take corrective actions as needed. It helps
the project manager to maintain visibility over the project's status, manage
resources effectively, and ensure that the project objectives are met within the
defined constraints.
Question 4: What are the key activities involved in the closure phase of a
project?
Answer: The closure phase involves activities such as finalizing project
deliverables, conducting a project review or lessons learned session, obtaining
client approval or sign-off, archiving project documentation, and transitioning
the project to the client or operational team. It ensures a smooth and
organized project closure.

Bibliography

External Resources

1. Information Technology Project Management" by Kathy Schwalbe

Cengage Learning, 8th Edition , 2015.
2. Project Management Information Systems" by David L. Olson and
Desheng Dash Wu, Publisher: World Scientific Publishing Co. Pte. Ltd.
McGraw-Hill/Irwin; 2nd edition (May 8, 2003

Multiple choice Question

1 which of the following is not part of the three-sphere model for systems
management?
a. Business
b. information
c. technology
d. organization
2.A--------- is a temporary endeavor undertaken to create a unique product,
service or result
a/. Program
b. Process
c. Project
d.Portfolio

3. _______________ is vital for project managers

a. Communication Skill
b. Leadership skill
c. organizing project
d. All the above

4. Identifying and managing project ------------ is crucial for project managers

a. Risk
b. return
c. technology
d.None of the above
5. An -------------- involves implementing and managing an enterprise-wide
software system.
a. ERP program
b. Software
c. Leadership
d. Organizing