Methods of it project management pdf download

This means that a project is done only one time. With sales of more than copies Fundamentals of Project Management has helped generations of project managers navigate the ins and outs of every aspect of this complex disciplineUsing a simple step-by-step approach the book is the perfect introduction to project management tools techniques and concepts.

It has three key features to distinguish it from other forms of management and they include. The art consists of soft skills including leadership trust credibility problem solving and. Project management is a method of planning the plan. What a project is the skills you need to make things run smoothly and the 5 phases of a projectincluding.

Panded edition of Fundamentals of Project Management I hope to enhance your chances of bringing projects in on time on bud-get with an excellent deliverableevery time. Readers will learn how to. Project management is a distinct area of management that helps in handling projects. This project management approach covers detailed planning visual-rich documentation continuous analysis and frequent process improvements.

Confirming Your Projects Justification. Project Manager or PM of any other kind weve got your back. The six phases of project management This chapter provides a sketch of the traditional method of project management.

This includes the project manager stakeholders and the project team. Example screenshots of this gree for each assessment, based on either a Positive- spreadsheet are shown in Fig. Figure 3 b presents an excerpt of the criteria numbers [23]. We have plans to investigate these two weights an excerpt of the data shown in Table 7. Fig- ft solutions in a future research. In addition, we intend to apply the decision making approach in software se- lection problems which involve large number of stake- holders and decision makers.

Conclusions further research. For example, an interesting idea could be to validate the approach applicability in address- The paper presented, through a case study, the ap- ing the selection of other types of software packages. The applied with uncertainties would further strengthen the pro- method jointly synthesized intuitionistic fuzzy sets and posed approach in deriving more precise results. The benefit from this combination in a PP- have also plans to examine the utilization of more pow- MIS selection approach is twofold: First, the approach erful methods in the same domain, such as the interval- actively involves decision makers and PPMIS users valued intutionistic fuzzy sets [12,23].

Second, the approach considers that they both express Acknowledgments their judgments under inherent uncertainty. More sig- nificantly, the approach handles adequately the degree The authors would like to thank the anonymous re- of indeterminacy that characterizes both decision mak- viewers for their helpful suggestions, as well as Ilias ers and users in their evaluations.

This is very impor- Maglogiannis, Lazaros Iliadis and Harry Papadopou- tant when an organization needs to decide upon the se- los for their kind invitation to participate in the special lection of any new, multi-functional information sys- issue of the Intelligent Decision Technologies Jour- tem, as in our case is a suitable PPMIS, since decision nal.

The research presented in this paper has the user requirements. Herrera and E. Herrera-Viedma, Linguistic decision anal- ysis: Steps for solving decision problems under linguistic in- formation, Fuzzy Sets and Systems 1 , 67— Ho, Integrated analytic hierarchy process and its applica- References tions — a literature review, European Journal of Operational Research 1 , — Ahlemann, Towards a conceptual reference model for [19] A.

Jadhav and R. Sonar, Evaluating and selecting soft- project management information systems, International Jour- ware packages: A review, Information and Software Technol- nal of Project Management 27 1 , 19— Ahmad and P.

Laplante, Software project management [20] M. Liberatore and B. Ali and W. Money, A study of project management [21] H. Lin, P. Hsu and G. Meyer and F. Ahlemann, Project Management Software tems 20 1 , 87— Awasthi, S. Chauhan and S. Goyal, A fuzzy multi- Wurzburg, Germany, Park, I. Park, Y. Kwun and X. Tan, Extension of the [6] 2 , — TOPSIS method for decision making problems under interval- valued intuitionistic fuzzy environment, Applied Mathemati- cal Modelling 35 5 , — Boran, S.

Genc, M. Kurt and D. Raymond and F. Bergeron, Project management infor- [8] F. Akay, Personnel selec- mation systems: An empirical study of their impact on tion based on intuitionistic fuzzy sets, Human Factors and project managers and project success, International Journal Ergonomics in Manufacturing and Service Industries 21 5 of Project Management 26 2 , — Stang, Magic quadrant for IT project and portfolio man- [9] C.

Prince2 requires that prior to the project a robust business case is developed which provides a clear understanding of the benefits versus the costs and risks.

This business case is further refined during the initiation stage and is updated on a stage-by-stage basis throughout the project. This ensures that the project is always seen as a means to an end, rather than an end in itself and should avoid that the product is successful in terms of time, cost and resources, but fails to provide value.

Furthermore, Prince2 prescribes explicit responsibilities for developing, maintaining and approving the business case. Whereas, PMBOK and Prince2 follow a very structured approach, with predefined processes, roles and responsibilities, Agile Project Management is fundamentally much less structured.

Agile Project Management actually originates from Agile Software Development and thus a product development approach! The Agile Software Development movement was kick-started by the Agile Manifesto which identified 4 core values and 12 fundamental agile principles. The core values are: Communication with parties is more important than standard procedures and tools. Focus on delivering a working application and less focus on providing thorough documentation. Collaborate more with clients.

Be open to changes instead of freezing the scope of the work. The fundamental principles are: Satisfy the customer through early and continuous delivery of value.

Welcome change, even when it arrives late. Deliver frequently. Work together with different skills. Trust and support your people to get the job done. Face-to-face conversations. Produce results that get part of the job done Working software. Sustainable development. Continuous attention to excellence and design. Simplicity is essential. Self-organizing teams.

Reflect and adjust. In the AIB the activity is written inside a box. Each activity is represented by one and only one box. There is a precedential order which show which activity must happen first before the next one can follow. For example, one cannot design the network before it has been surveyed. It is also possible for activities to happen concurrently e. The first stage when making a project schedule is to make an estimation of how long each activity will take, from the time it starts until the time it is finished.

Any associated time and the time required to execute the work makes up the total time the activity takes to be completed. The individual responsible for executing the particular task should be allowed to make such estimation. This creates an environment in which the individual performs work freely without any undue pressure.

However, for very large organisations, a group of people may be assigned the task of making such an estimation but in consultation with people who are directly involved with the execution of such task. Past experience comes in handy when determining the time it will take to complete a given activity. The project completion time is usually stated in the contract. However, some customers only specify the project end times. Sometimes the project start and end times are not precisely stated in the contract.

The contract may just state that the project should be finished within 90 days from the date of signing the contract. Once the estimated duration for each activity is in place, the project manager or his appointee needs to calculate the Earliest Times, the Latest Times, Latest Start Time, Latest Finish Time, total slack and Critical Path.

If the total slack is negative, it means there is no slack throughout the project and we cannot afford to delay some activities without jeopardising the project. If the slack is positive, it means that we can delay certain activities during project execution. In large projects, a network diagram may consists of many paths of activities from project start to finish.

Some paths may have negative values of total slack while some may have positive values. The longest path within the network diagram is called the Critical Path. Considerable time should be spent on planning because it is at this stage where project can fail or succeed. With proper project planning, risk are minimised, resources are effectively utilised and project monitoring is made easy. Planning tools are a vital component of project planning.

Although very useful, the Gantt chart is now more applicable to small projects. The PERT is more suitable to projects that are more complex and big. It is essential to involve team members, especially those responsible for carrying out the tasks, when planning.

If planning is not given due recognition in the early stages of project, project management can prove to be a time consuming process, exasperating and complex. Hence planning simplifies projects. Clements, J, C and Gido, J. Effective project Management. Thomson, South Western. C Mastering Project Management. Thoroughgood Ltd. Project Management: A Managerial Approach.