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IT Project Management: Definition, Methodology, & Examples

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IT project management is a vital discipline that directs the successful execution of technology projects.

Essentially, it is the practice of planning, executing and monitoring technology projects to achieve specific goals within time and budget constraints. 

The purpose of project management in IT is to offer a structured yet flexible framework that leads technology projects to triumph.

This demands technical expertise, strategic planning, and robust teamwork to ensure timely delivery, cost-effectiveness, and adherence to the desired standards.

The following article explores the fundamental principles and practices vital for successfully executing IT projects, providing valuable insights and tactics for newcomers and experienced professionals. 

Fundamentals of IT Project Management

Time is pressing in the fast-paced technology industry, where IT project management is critical.

The discipline of IT project management guides technology projects from inception to completion, navigating the rapid technological advancements and intense demand for innovation that characterize the landscape.

An IT project management requires a reliable blend of technical expertise and mastery of communication, risk management, and strategic planning to succeed in this dynamic environment. 

This combination is advantageous and critical in keeping up with the ever-evolving technological advancements.

Team Dynamics and Collaboration

Team dynamics and collaboration have a significant impact on project outcomes. 

A cohesive IT team includes skilled individuals and fosters an environment where diverse talents and perspectives drive innovation and problem-solving. 

Building a cohesive IT team involves promoting a culture of open communication and mutual respect. 

Moreover, maintaining a positive team culture is also critical to sustained collaboration. 

This can be accomplished by acknowledging and commemorating accomplishments, assisting during difficulties, and ensuring a healthy work-life balance. 

Tools and Technologies for IT Project Management

Project managers encounter various challenges, such as maintaining team cohesion, ensuring timely communication, and keeping track of multiple tasks and deadlines. 

This is why the role of tools and technology cannot be overstated. 

Tools and technologies provide a centralized platform to organize tasks, timelines, and resources, streamlining the process. 

There are various tools and technologies available for IT project management. 

Integrating these tools results in a streamlined, more efficient management process. 

Teams can collaborate seamlessly, meet deadlines with greater accuracy, and achieve project goals more effectively. 

Agile and Waterfall Methodologies

Agile and waterfall project management methodologies serve different purposes in IT. 

The selection between those methodologies should depend on the specific needs and nature of the project. 

Agile provides flexibility and responsiveness to accommodate changing requirements, making it a good fit for projects that require continuous adaptation. 

The Agile methodology centers around iterative development, breaking the project into smaller units rather than simultaneously delivering it. 

For businesses, agile methodology means delivering products that align better with current market demands and meet client expectations. 

In contrast, waterfall methodology offers a structured, predictable approach that works best for projects with precise, unchanging requirements. 

The primary advantage of the waterfall is its straightforward, structured approach. It is most effective for projects with clearly defined objectives and consistent requirements. 

Waterfall methodology provides increased predictability in terms of both project timelines and budgets for businesses. 

Budgeting and Resource Allocation

Budgeting and resource allocation in IT project management require balancing financial constraints with project needs. 

Effective strategies involve careful planning, ongoing monitoring, and flexible resource management. 

Estimating costs for resources, labor, and expenses is critical to budgeting in IT projects. 

Effective budgeting tackles the issue of delivering projects within financial constraints while upholding quality. 

Resource allocation in IT project management entails assigning suitable resources, such as team members, equipment, and technology, to the appropriate tasks. 

Implementing both practices guarantees the efficient utilization of resources, keeping the project on track financially and operationally. 

A few strategies can be employed to optimize resource utilization while adhering to financial constraints:

• Prioritize tasks
• Regular monitoring
• Flexible resourcing
• Leverage technology

Monitoring and Evaluation in IT Projects

Continuous monitoring and evaluation are essential to ensure that IT projects stay aligned with their objectives and are completed successfully. 

Monitoring and evaluating IT projects ensures they remain aligned with their goals and efficiently executed. 

Tools such as project management software, regular team meetings, performance metrics and feedback loops can help MSPs and businesses keep projects on track, identify problems early and ensure successful outcomes . 

Monitoring requires continuous observation of the project’s progress to ensure it adheres to the planned schedule, budget, and scope. 

Meanwhile, evaluation systematically assesses the project’s progress at different stages. It enables a comprehensive understanding of whether the project is attaining its objectives and delivering the anticipated value. 

Example of IT Project Management

Let’s consider an IT project management example, specifically the development and implementation of a customized software solution for a business client. 

This project involves various activities, including but not limited to initial needs assessment, planning, software design, development, testing, and deployment. 

The IT project manager initiates the project by conducting a comprehensive needs analysis to comprehend the client’s specific requirements fully. 

The value lies in ensuring the project aligns perfectly with the client’s business objectives and IT strategy. 

After defining the project scope, the IT project manager supervises the design and development phase, which involves coordinating a team of developers, designers, and other technical professionals to create the software. 

The IT project manager implements monitoring and evaluation processes during the development phase. 

After development, the project manager oversees testing and deployment to ensure the software meets all requirements and functions adequately in the client’s operational environment. 

Post-Implementation Review and Continuous Improvement

Post-implementation review and continuous improvement are essential to ensure IT projects’ long-term success and quality. 

The Post-Implementation Review (PIR) and Continuous Improvement are integral components of IT project management, especially for Managed Service Providers (MSPs) and businesses focusing on delivering top-notch IT services. 

PIR is conducted after the completion of an IT project to improve the quality of the project. 

The main objective of PIR is to assess whether the project has achieved its goals and extract valuable lessons learned from the evaluation process. 

The significance of PIR lies in its ability to provide insights that can enhance the outcome of future projects. 

At the same time, continuous improvement is about constantly looking for ways to improve project management processes and results. It means applying what is learned from PIR to future projects. 

For MSPs and businesses, this entails creating a culture that actively seeks and utilizes feedback to drive improvements. 

MSPs and businesses can bolster their project management practices by conducting comprehensive PIRs and adopting a continuous improvement mindset. 

This ideal circumstance leads to improved project outcomes and increased client satisfaction. 

Step into IT project management with this guide. This journey intertwines technical mastery, strategic understanding, and the art of teamwork. 

Imagine applying these distilled principles to your next project as an IT professional or project manager. 

This is your gateway to elevating your projects to new levels of excellence. Every step you take with these insights brings you closer to the pinnacle of success. 

Visualize yourself leading your next IT project. Each strategy from this guide is a tool in your arsenal, shaping the path to your project’s triumph. 

Sharing your experiences and learning from peers isn’t just an activity; it’s an upward spiral, lifting your project management skills higher.

Feel the pride and satisfaction as your project, infused with your dedication and this newfound wisdom, achieves its objectives. And, of course, Octobits is your partner on this journey. 

With its sophisticated platform, Octobits redefines IT management, offering a unified dashboard, streamlined login systems, and efficient billing and reporting – all harmoniously integrated to simplify your work. 

Imagine a world where your IT environment seamlessly integrates with industry giants like Datto Autotask, Microsoft 365, Azure, AWS, CrowdStrike, and Proofpoint. 

Octobits isn’t just a tool; it’s the architect of a cohesive and optimized IT landscape tailor-made for your business needs. 

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What is IT project management?

IT project management is the process of managing, planning, and developing information technology projects. Project managers can use software to move through the five phases of the IT project management life cycle and accomplish complex tasks more effectively.

IT project managers are adaptable and resourceful leaders. Carrying complex projects over the finish line isn’t an easy task, but the right leader does it time and time again. 

Having the right IT management software can be the key to project success. Our guide outlines what IT project management is and provides tips for managing IT projects.  

IT project management is the process of managing, planning, and developing information technology projects. IT projects exist within a variety of industries, including software development, information security, information systems, communications, hardware, network, databases, and mobile apps.

IT project developers deliver a product or service, while managers handle IT project management. Managers are in charge of communicating expectations and keeping projects on track and on budget to ensure the IT projects run smoothly.

What are the 5 phases of IT projects?

As an IT project manager, you can accomplish complex tasks more effectively using the five phases of IT project management. Each phase has different milestones that drive the project life cycle forward. Whether you’re managing sprints for an Agile project or process rollouts—map out your next project using the five phases below.

1. Initiation

During the initiation phase , determine the need for the project and create a project proposal. The project must also be viable for the team and the company at large. During this phase, make sure to also confirm the project is worth the allotted time and resources before moving forward.

2. Planning

The planning phase is a collaborative effort between you as the IT project manager and your team. Planning for the project involves setting budgets, identifying risks, and creating clear goals for what you hope to accomplish. 

A roadmap template can help you plan goals that you can then refer to throughout the project life cycle. 

3. Execution

The execution phase is when the team sets deliverables for the project. IT project managers play a crucial role by delegating tasks to hit milestones and keeping communication open among all team members. 

Use team collaboration software to ensure everyone is on the same page about who’s doing what by when. You may need to revisit the project plan during execution, as projects often experience changes during development. 

4. Monitor and control

During the execution phase, use IT project management software to track your team’s progress in real time. This involves monitoring the time, cost, scope, quality, and risk of the project itself. Using your project roadmap , you can evaluate whether the project is on track with your project proposal and goals, or course-correct if necessary. 

Once the project is complete, the closure phase begins. In this phase, ensure all work has been completed, approved, and moved on to the appropriate team. It’s also important to take some time to review any lessons learned during the project and determine what went well and what didn’t. The closure phase is crucial because it empowers your team to review and improve future methodology. 

What does an IT project manager do?

As an IT project manager, you must know how to communicate with everyone in your organization. You’ll be working closely with members of the IT department but you may also be in charge of discussing your team’s work with other teams.

Ensure the product functions: The goal of every IT project is to deliver a functional product that meets the customer’s needs. IT project managers are the first point of contact if things go wrong with a project, which is why you must prioritize functionality above all else. 

Assign tasks to team members: A project manager is a team’s go-to person when determining what their roles and responsibilities are for the project. As an IT project manager, take some time to understand IT teams so you can assign tasks effectively.

Track progress and performance: Once each project begins, project management professionals must track team performance, the project timeline , the budget, and how well the project is meeting its goals. IT project managers can use project management software to assess competencies and assist with professional development.

Lead Agile meetings with stakeholders: A stakeholder is often influenced by the outcome of the project. This could be senior management, a customer, or a product tester. As IT project manager, you’ll communicate with stakeholders and give them frequent status reports on the project.  

Challenges faced by IT project managers

You’ll face a fair number of challenges in your role as IT project manager, but with the right management tools, you can feel confident in your ability to address issues quickly. 

Time and budgeting

Time and budgeting are some of the biggest challenges you may face in IT project management. Without realistic deadlines for a project, you risk delivering a product or service that is of lower quality than it could be. 

Not having the resources to complete the project can also make teams and customers suffer. You can reduce time and budgeting challenges by prioritizing these items in the planning phase. 

Scenario: Senior management would like your team to perform a company-wide software migration within one month, but you’ll need an additional month because your team is too small and inexperienced to complete the migration in the allotted time frame.

Solution: Use IT project management software to keep senior management informed about your team’s availability and experience. That way, management can prepare a more realistic timeline when assigning IT projects.

Scope creep

Scope creep occurs when the original goals of the project become overshadowed if stakeholders continue adding new requirements and deliverables. It can potentially derail a project and requires constant maneuvering. 

To reduce the frequency of scope creep, set strong project objectives from the beginning, have a change control process in place, and do your best to communicate with stakeholders every step of the way. 

Scenario: Your initial project goal was to improve outdoor Wi-Fi at your company’s headquarters so employees and visitors can work from anywhere. During project execution, stakeholders ask you to expand the outdoor Wi-Fi reach to the operations center across the street and also allow download capabilities. 

Solution: IT project management can give clear project objectives at the start, so your stakeholders will know what can be accomplished during this project. For example, they would understand that requesting an extension of the outdoor Wi-Fi reach is reasonable, while requesting download capabilities is too extensive.

Miscommunication

Because IT project managers function as the go-between among team members, departments, and stakeholders, miscommunication can become a challenge if there isn’t an organized process in place to keep everyone informed. Prioritize communication using IT project management tools to lead your team to success. 

Scenario: Your company agrees to work with a local school and improve their learning spaces with increased access to technology. The project involves installing Wi-Fi and donating 100 computers to the school, but your senior manager thought you were only donating 10 computers.

Solution: Prioritize communication at the beginning of a project. Sharing frequent project status updates with IT management tools can ensure everyone is on the same page through the project life cycle. 

Risk management

Managing the risks of an information technology project is a necessary step in the initiation phase. During this phase, you must come up with alternate plans should your initial goals fall short. If you don’t manage risk on the front end, you’ll have a hard time picking up the slack when things go awry in real time. 

Scenario: Your team creates an online scheduling portal for patients at a hospital. You predict everything will run smoothly, so you’re shocked when a bug in the program causes cardiac patients to see gynecologists and neuro patients to see urologists.

Solution: With proper risk management, a plan is in place to quickly and effectively resolve the bug. Fixing the bug also means reassessing and identifying potential new risks raised by the fix. Risk analysis is an essential part of IT project management—try using a risk register to identify risks before they occur. 

Changing technology

Complex IT projects can take months or years to complete. One challenge in IT project management is keeping up with transforming technology as a project takes place. The project scope of your initial IT project must be flexible in case the needs of your customer change while your project is in development. 

Scenario: Your team takes on a long-term project to improve the GPS systems in cars. While working on this project, GPS phone apps come out allowing drivers to see traffic in real time. Your GPS system doesn’t include traffic, and including this feature would considerably extend your project length. 

Solution: Changing technology can’t be stopped, so your IT project must be flexible. In this example, your team would need to decide whether pivoting the project is a good business strategy to compete with advanced GPS phone technology.

Types of IT project management tools

IT project management tools can keep your project team organized and informed from project initiation to closure. These tools help visualize each team member’s role in the project and show the project’s progress in real time.

For all types of IT projects:

RACI chart: RACI stands for Responsible, Accountable, Consulted, and Informed. Using a RACI chart , you can clarify the roles and responsibilities of your team members when working through projects. For each task or deliverable, designate which team members or stakeholders are Responsible, Accountable, Consulted, or Informed. These charts can be useful in all types of IT projects, as there’s always a need for clarification among team member responsibilities.  

For projects with task dependencies:

Gantt chart: A Gantt chart —named after Henry Gantt—is a horizontal chart used to illustrate a project timeline. Each bar on the chart represents tasks in the project, and the length of each bar represents time. Gantt charts help teams visualize what work needs to get done and how tasks affect one another, like a waterfall. If your project involves many dependent tasks (in other words, tasks that rely on one another), then this is a great tool because your team members can see if and where tasks overlap. 

For projects that require tasks with small, incremental changes:

Kanban boards: Kanban boards show the work breakdown structure of what stage each task is in. Using Kanban boards in IT project management can help your team balance their work responsibilities and see other team members’ available capacity. Kanban boards work well when your project requires tasks with small, incremental changes. These task boards allow teams to break down tasks into checklists and progress stages. 

What is an example of IT project management?

An information technology team is developing a new iPhone application to help employees clock in at work. When putting together the project proposal for the iPhone app, the IT project manager consults with the app creator while also considering the needs of the end user. 

In this IT project example, we’ll use the five phases of project management to bring the iPhone app through development.

Initiation phase : The first step is to ask questions. Dig deep into how the app will help solve a problem. Consider how this iPhone app can provide a solution for employees and employers. Is creating this app viable for your team given the designated time and budget?

Planning phase : Next, you begin the planning phase. To do so, determine the budget it will take to make the app and assess who on your team can handle the coding of the app.

Execution phase: The most important part of executing the plan for your iPhone app is to identify your overall project objectives. In this example, your project objective is: “The goal of this time-tracking application is to provide an easily accessible way for employees to clock their work hours and to help employers keep track of their team’s productivity.”

Monitor, control, and closure phases: Use IT project management tools to monitor your team’s progress. With effective project management software, you can look back at the data during the closure phase. 

Streamline IT projects with project management software

A strong IT manager will ensure that your IT projects run smoothly, stay on track, and budget. Looking for a way to automate tasks as an IT manager? 

With Asana, get Gantt chart-like views, tools for managing team responsibilities, stakeholder sharing options, and real-time project updates to help you hit your project deliverables on time.

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CIAT Resource Library

It project management: directing tech success .

Information technology is critical in modern businesses of all sizes and industries.  However, implementing new IT systems or upgrading existing ones is complex. It requires careful planning, budgeting, execution, and oversight. That’s where IT project management comes into play. 

What is IT Project Management? 

IT project management involves planning, organizing, and directing information technology projects from initiation to completion. It involves careful and technical planning, scheduling, risk management, resource allocation, and overseeing all aspects of a technology project’s lifecycle from initial conception through final delivery and implementation. 

What Does a Project Manager Do? 

An IT project manager is the leader responsible for ensuring technology initiatives are successfully carried out on time, within budget, and to the required specifications. 

The role encompasses a wide range of responsibilities throughout the project lifecycle. In the planning phase, the information technology project manager must collect requirements, define scope and objectives, develop schedules and budgets, and assemble the right team with the necessary skills and experience. During execution, they lead the team, coordinate activities, monitor progress, manage risks and changes, and maintain clear communication with stakeholders. Finally, they oversee the closing procedures like testing, user training, documentation, and transitioning the deliverables to operational status. 

Critical Skills for IT Project Managers  

To ensure project success, IT managers need a versatile skill set blending technical knowledge with leadership abilities. On the technical side, they must deeply understand information technologies like hardware, software, networks, databases, security protocols, and more. This IT expertise allows them to plan projects properly, foresee potential issues, and ensure alignment with an organization’s technology strategy and standards. 

However, more than technical skills are needed for successful project management. These leaders also need outstanding planning, budgeting, scheduling, and organizational skills to keep complex projects on track. They must have strong problem-solving abilities to identify and mitigate risks, keen analytical skills, and, most importantly, top IT project managers possess excellent leadership and other interpersonal qualities to communicate clearly to their team and keep stakeholders informed.  

Professional certifications have become essential for many IT project managers to help them build those softer skills. The Certified Associate in Project Management (CAPM) from the Project Management Institute (PMI) and CompTIA Project+ are among the most widely recognized and respected certifications for validating the competencies needed to lead complex IT projects. 

The IT Project Management Process  

While every IT project is unique, most project managers will follow a similar overarching process with five key phases: 

Initiation   

In this crucial first phase, the IT project manager works with stakeholders, sponsors, and company leadership to clearly define project scope, objectives, requirements, and constraints. They assess whether the proposed project is viable and aligns with strategic goals. They develop the project charter and begin assembling the team if approved to proceed. 

Planning   

With the foundation in place, the planning stage involves mapping out all aspects of the project in detail. The IT project manager creates work breakdown structures, schedules, budgets, staffing plans, risk assessments, etc.  

Execution   

Once the plans are in place, the project moves into the execution phase, where the real work happens. The project manager provides leadership to keep everything on track, delegating tasks, managing resources, ensuring quality control, mitigating risks, and continually monitoring progress against goals. 

Monitoring and Control   

While overseeing execution, the IT project manager must monitor and control all factors that could impact the project. This includes:

• Strictly adhering to change control processes
• Tracking metrics like costs and schedules
• Identifying new risks 
• Taking corrective actions when needed. 

Closing   

When all the deliverables have been completed and approved, the project enters the closing stage. The IT project manager verifies all work, gets formal sign-offs, releases resources, captures lessons learned, and officially transitions the project outputs to the operations team. 

IT Project Management Methodologies   

An IT project manager’s methodology can significantly impact how the phases above play out. Traditional, plan-driven approaches like Waterfall rely on extensive upfront project planning and a sequential progression through each phase. In contrast, adaptive methodologies like Agile and its frameworks (e.g., Scrum) take an incremental approach with continuous re-planning, testing, and adjustments. 

Many IT project managers leverage a hybrid methodology, utilizing sequential and iterative techniques based on the specific project needs. For example, running certain phases like initiation and planning in a linear Waterfall style but executing the build iterations in an Agile framework. 

The most effective approach depends on project complexity, uncertainty, need for frequent changes, timeline flexibility, and team preferences. Experienced IT project managers are adept at tailoring methodology to optimize quality, efficiency, and business value delivery. 

IT Project Management Tools   

IT project managers rely on robust software tools to keep these complex technology initiatives organized and on schedule. While basic project management software provides essential capabilities like task tracking and Gantt charts , IT project management requires more advanced, specialized features. 

An ideal IT project management solution includes integrated support for Agile frameworks, resource management functionality for technical teams, tools for managing releases and approval workflows, and integrations with development tools like GitLab . It should also provide real-time visibility across all project artifacts with customizable dashboards and reporting for IT key performance indicators. 

Top IT project management tools like Wrike , Microsoft Project , and Jira cover all these needs with comprehensive functionality tailored for technical project environments. 

IT Project Manager Job Market and Salary   

Given the immense scope of responsibilities, IT project managers are in high demand across all industries, as organizations need professionals who can blend technical expertise with strong leadership abilities.   

Project management-oriented employment (PMOE) accounts for a staggering  3% of the global workforce , translating to approximately 90 million jobs. However, this number is projected to skyrocket to an astonishing 102 million jobs by the year 2030. 

The global market will need 25 million new project management professionals by 2030 to bridge this widening gap. This translates to a staggering requirement of  2.3 million individuals entering the project management-oriented employment sector  yearly to keep pace with the surging demand. 

With such an unwavering demand and a clear need for talented professionals, there has never been a better time than the present to embark on or advance your project management career.  

Salary Expectations   

Salaries for IT project management roles can vary significantly depending on factors like job title, experience level, location, and company size.  

The potential to earn a top salary is high in project management. According to the U.S. Bureau of Labor Statistics, the  median annual wage for project management specialists was $98,580 in May 2023.   

Once landing an IT project management role, successful professionals can advance along a rewarding career path. With further experience, top-performing IT project managers can move into senior-level and executive leadership roles such as Senior Project Manager and Director of Program Management.  

IT Project Management: The Key to Technical Excellence   

In our digital age, nearly every business is a technology business. IT project management skills are in hot demand across all sectors as companies strive to stay ahead of emerging trends and outpace competitors through technical innovation. 

Recognizing the critical need for skilled IT project managers, CIAT offers an  IT Project Management degree program . This program will equip students with the comprehensive skills needed to excel in this dynamic field. The curriculum covers essential project management methodologies, technical competencies, and leadership skills, ensuring that graduates are well-prepared to tackle complex IT projects from initiation to completion. 

By enrolling in CIAT’s IT Project Management degree program, you are investing in a future where you can lead technological initiatives, drive innovation, and make significant contributions to your organization.  

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IT Project Management: Managing IT Projects

This guide is brought to you by projectmanager, the project management software trusted by 35,000+ users..

What Is IT Project Management?

What is it project management software, benefits of it project management software, must-have features for it project management software, how to manage an it project, unique challenges of it project management, it project management methodologies, it project management tools, roles in it project management, it project manager job description, is it project management certification necessary, what is an it project.

An information technology (IT) project is a type of project that deals with IT infrastructure, information systems or computers. Examples of an IT project include web development, software development, mobile app development, network configuration, software implementation, hardware installation, database management, and IT emergency recovery.

IT project management (ITPM) is the planning, scheduling, execution, monitoring and reporting of IT projects. While many industries focus exclusively on IT projects, IT is unique in that most, if not all, industries have some level of an IT component.

Since they are often very wide in scope, IT project managers must deal with risk, interdependent integrations, software updates, scope creep and so on. Therefore, IT projects require more than the typical project management tools and skills to complete.

Specialized IT project management software complete with online Gantt charts, kanban boards, dashboards and reports provide the essential functions necessary for successful IT projects.

ProjectManager has everything you need to enhance IT planning, scheduling and rollouts. Learn more.

What Are the Six Phases of an IT Project?

The six phases of an IT project are based on the six phases of project management , which are used in conjunction with the IT phases to manage the project. They are as follows:

During the first phase of an IT project, one must ask “why is this project needed?”—in other words, the objective of the project must be identified. Then, a project proposal , including a business plan, that meets the needs of the project must be written. In addition, a feasibility study might be conducted to ensure the proposal is airtight.

After the project proposal has been approved, the project moves into the definition phase. This is where the objectives of the project are finalized and the requirements for a successful project are identified. The project scope can also be outlined, and a project plan may be created during this phase. Budgets are also set, and resources are determined.

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The design phase of an IT project is when the project team sets out to find the best solution for achieving their goal. This includes creating multiple designs and prototypes. Once a suitable design has been chosen, specifications for the development team are created and shared.

Development

The development phase is when the development team is assigned tasks and project management tools are selected. Additionally, technicalities are outlined, raw materials are requested and so on. The main goal of this phase is to make the entire plan as crystal clear as possible to avoid issues in the implementation phase.

Implementation

The implementation phase is where the final deliverable of the IT project is developed; unsurprisingly, this is often the longest phase of the project. The project team sets out to complete their tasks, while the manager monitors and controls the work , resources, cost, quality and risk.

Finally, once the implementation phase is complete, the final project is delivered to the customer/client/stakeholder. The follow up phase is all the work that comes after the project is delivered, and includes setting up support teams, training the end-users, creating a postmortem and ultimately ending the project.

Most IT projects and their phases are managed with a traditional, structured waterfall methodology. An agile framework, though, can minimize risk when adding functionality. DevOps deployment can be a good fit within an organizational culture. Rapid application development (RAD) is a low-investment, high-quality process.

What Does an IT Project Manager Do?

An IT project manager is responsible for overseeing an organization’s IT department and managing teams to execute IT projects on time and within budget. Some of the duties of an IT project manager include:

• Setting project goals and creating plans to meet them
• Maintaining the project schedule and budget, creating status reports
• Managing resources, including the team, equipment, etc.
• Assigning tasks to team members
• Developing strategy to deliver projects on time and within budget
• Using IT project management tools to track progress and performance
• Assessing project risks
• Developing IT risk management strategies
• Leading regular meetings with team and stakeholders

IT project managers are expected to have advanced knowledge of computers, operating systems, network and service desk administration. They must also be good communicators and be able to clearly explain complex technical issues. Other required skills include experience with scheduling, budgeting and resource planning.

While the skill sets of project managers across different industries are generally the same, an IT project manager is unique in that they’re focused solely on the IT needs of an organization. But like all project managers, the way an IT project manager handles their varied duties and responsibilities is with the help of robust IT project management software.

IT project management software is used by managers to organize and control the processes of their IT projects. Like any software tool, it’s main purpose is to increase efficiency.

IT project management software boosts efficiency by giving users the features they need to monitor and track progress and performance. This keeps their IT projects on track to meet tight schedules and budgets.

Some key features common among IT project management tools include task and time tracking, real-time data, unlimited file storage, multiple project views to support hybrid methodologies, planning, scheduling and reporting. Microsoft Project is one of the most commonly used project management software, but it has major drawbacks that make ProjectManager a better choice for IT projects.

Regardless of what IT project management software you choose, you want one that is going to make your job easier. It should help you organize tasks and schedule their execution over a set schedule budget. You also want a tool that connects your team and stakeholders to keep them all on the same page.

There are many benefits to using IT project management software:

• Plan Waterfall Projects with Gantt charts
• Live Status with Real-Time Dashboards
• Manage Program or Portfolio of IT Projects
• Get Data Rich Reports With One Click
• Guide teams through digital transformation projects
• Track Time Spent on Tasks and Monitor Progress
• Customize Workflow on Kanban Boards

The IT project management software that’s best for you will ideally have at least these six features.

Keep Tasks Organized on a Timeline

IT managers and teams need a visual tool to organize their tasks over a project timeline. Gantt charts help them prioritize, set the duration and even link dependent tasks that could block work later on during the execution of a project.

Make Better Data-Driven Decisions

Managing means constantly making choices. The more data you have, the better those decisions. Reports that pull info on progress, costs, variance, workload and much more can help you gather insightful information. Reports should be easy to generate, filter and share.

Get Live Status Reports

IT systems require that you keep a close eye on metrics, catch irregularities quickly and resolve them even quicker. A dashboard that is always collecting data and displaying it in easy-to-read graphs and charts will give you a high-level view of your IT’s health.

Assign the Right Amount of Tasks

Knowing what your IT teams are doing is essential to keeping them productive. If they have too many tasks, their work suffers. Using a workload management feature will allow you to see who is working on what, and balance that workload to have everyone equally allocated.

Track Your Team’s Logged Hours

Timesheets are more than a payroll tool—they’re another window into your team’s productivity. They allow you to monitor how many hours they’re spending on tasks, and you can reallocate resources as necessary to keep the work moving ahead as planned.

Know Immediately What’s Happening

IT systems are critical business processes. If they go down, money is lost. To avoid any slowdown (or worse), managers need a feature in their IT project management tool that alerts them in emergencies. It’s also helpful to get notified when anything is updated.

While there are many ways to manage an IT project, some aspects are universal. The steps might be slightly different, but the general direction is the same.

We’ll walk you through these steps one-by-one, while illustrating how a project management software can help you along the way.

1. Collect Requirements

Before a project can begin, paperwork is required. You need to define scope, create a budget and determine the stakeholder requirements. All these documents can be attached to the project on our software, which has unlimited file storage.

2. Select Team

Now that you’ve collected the project’s requirements, you can assemble a team with the skills and experience that fit the task at hand. Be sure to onboard them into your project management software, so communication happens in one place.

3. Use a Gantt Chart

Use a Gantt to add tasks to a timeline , link dependencies, set milestones and view the critical path. We offer a fully-featured online Gantt chart for project managers who work in a waterfall environment. The whole team doesn’t have to use this traditional planning tool though, as project data is shared across multiple project views: task lists, calendars and kanban boards.

4. Use a Kanban Board

Use a kanban board to control workflow during project execution. With ProjectManager, you can create workflows, execute sprints and work in an agile framework without disturbing the Gantt plan.

5. Monitor Progress

As the project moves forward, it’s important that the actual progress matches what was planned. Our software has a real-time dashboard that collects data as it’s updated. We automatically crunch the numbers and display them in charts that show costs, tasks, health and more. Project tracking has never been easier.

6. Manage Workload

IT projects require smart workload management. Are team members overtasked or have they too few assignments? To avoid slowing progress, our workload page shows you who’s on holiday and who has too much work: you can even reassign tasks right from the page.

7. Make Changes

Projects aren’t static. You have to pivot fast when there are change requests from stakeholders. Our software gives your plans and your team flexibility. For example, if a date changes, simply drag and drop the task to the new deadline on the Gantt chart. This change is then reflected throughout the software.

8. Get Reports

To track progress and keep stakeholders updated, our software has an in-depth reporting feature . There are many reports, that can be generated to help with IT project management. Make an in-depth status report with just a few clicks to get the information you need.

Ready to manage your IT project with ProjectManager? Start your 30-day free trial today!

IT project management deals with a variety of issues. It ends up interfacing with many other aspects of an organization, such as business administration, human resources, finance and other departments within the organization and entities that are outside of the business. This presents a number of pressing problems with high stakes, for if the technology goes down, then an entire business can become paralyzed.

Changing Technology

There’s the challenge that IT is a volatile industry, with a rate of change that can be dizzying. Technology is notorious for becoming obsolete once it rolls off the assembly line, so IT project management must be prepared for this inevitable change.

Communication

Another hurdle that IT project management has to clear is communication between teams. This is a problem with all projects, frankly, but with IT there are often distributed teams who work remotely, often in different time zones, which only aggravates the situation. Having clear and effective communication channels is key for success on any IT project.

Transparency

Transparency is important, too, as the focus in IT is sharp. Having transparency across the project, with clear deadlines, helps teams better incorporate new technology or respond to change quickly and effectively.

Lack of Agreement on Methodology

But one of the biggest issues is that many organizations aren’t applying IT project management to their projects, which is like sailing a ship without a rudder. Without a process or methodology, whatever that might be, projects go off-track and over budget. Having an IT project manager who defines process, roles and tools is the first step to the success of an IT project.

There seem to be as many project management methodologies as there are projects. They break down into two larger camps, though: traditional and nontraditional methods. Let’s start with the traditional waterfall method, which breaks down the tasks in a project into a line of sequential project phases, and each of these phases depends on the delivery of the one before it.

Waterfall Methodology

Waterfall is the go-to methodology for most IT projects. While it is a project management method found in large projects outside of IT, it also lends itself to IT projects and has been proven a successful approach for formal and linear projects.

Waterfall has been around since it was codified in a paper published in 1970 by Dr. Winston W. Royce. The waterfall model has six stages:

• Requirements: First, the requirements are identified, analyzed and written up in a requirements document, defining what is being done and how it is to be done. This will be reviewed by stakeholders.
• Design: The next step is to document what was decided in the first stage in a design document, which notes everything needed to complete the project.
• Implementation:  The IT project manager and team execute the design document, sticking to specifications, procedures and timelines.
• Testing:  This is when deliverables from the project are measured against the standards set in the design document and stakeholders, like a quality check. If not met, then the process starts again. Our test case template can help with this process.
• Installation: If the tests are passed, then the project is ready for release to the end-user. The product should be fully operational at this point.
• Maintenance:  Most IT projects don’t end with delivery: they often require support after installation, whether updates or upgrades, though often this is tasked to a separate team.

Agile Methodology

Software development has introduced an agile framework to projects, a more iterative approach that works in short sprints and open to pivoting throughout the project, rather than being rigidly aligned with the plan. Some IT teams have incorporated agile or some of its implementations into their own projects.

Hybrid Methodology

More popular than agile with IT teams is hybrid methodology , which combines waterfall and agile, creating a more flexible and yet structured approach that can lend itself to IT projects. This “best of both worlds” approach it can be the right path forward depending on the parameters of the project.

ProjectManager is the ideal IT project management software for waterfall or hybrid methodologies. It features online Gantt charts for waterfall enthusiasts and kanban boards for agile lovers. Plus, the real-time dashboard keeps the IT project manager updated on progress through metrics that can be filtered to show the data you want and then shared.

Other Methodologies

Less used in IT projects, but worth mentioning, is the critical path method and critical chain project management. The critical path method categorizes the tasks that must be completed to fulfill the project objective. This is done with a work breakdown structure (WBS) , which is then mapped across a project duration or Gantt chart, with task dependencies linked to avoid blocking teams. This helps to know which tasks need to be done when.

The critical chain project management works backwards, recognizing deliverables and using past experience to map the tasks needed to complete the project. This is a very efficient way to use resources, while staying focused on the end-goal. However, delays can be common, and it’s not suited to work on a portfolio of projects.

The right IT project management tools will overcome the challenges of IT projects and give project managers better control and teams the features they need to collaborate and be more productive. Fortunately, ProjectManager is a project management software designed with IT project management in mind.

Gantt Charts for Waterfall Plans

The feature that fits with IT project management like a hand in a glove is ProjectManager’s online Gantt charts. Most of the methodologies above work on the timeline of a Gantt chart, and ours will allows you to link tasks that are dependent and even assign.

Teams love our online Gantt chart, especially IT teams that tend to work collaboratively and with autonomy. That’s because they can comment at the task level. Tasks can also have documents attached or images to add supporting materials and even sign-off once they’re completed.

Dashboards for Live Reporting

Because ProjectManager is a cloud-based project management software, status updates are instantly reflected throughout the program. That means your real-time dashboard is giving you project details as they happen.

The various metrics measuring cost, workload, time and more, can be filtered to show just the amount of data you need. Then these easy-to-read colorful graphs and charts can be shared to teams and stakeholders or printed out for presentations.

Roles and responsibilities in IT project management mostly mirror those projects in other disciplines. There are stakeholders, who are those who have an interest in the project; teams, who are those with skills to execute the project plan ; and the IT project manager, who is the person that is responsible for the planning, procurement and execution of the project.

Types of IT Teams

Where roles differ from more traditional projects is in the teams themselves. While more project management is executed by teams, whether remote or on site, they are largely part of the overall organization that is implementing the project. However, with IT project management there are three types of teams.

• First, there is the traditional project management team that is tasked with an IT project. These teams are not exclusive to IT and are led and staffed with a formal project management methodology.
• Second, there are professional services teams , who deliver technology to external customers. This is usually done with the implementation of software or installation of hardware. They are often led by a project manager, but can be headed by a services vice-president or director. However, they also use formal types of project management.
• Thirdly, there are internal IT teams . These are the teams that manage the delivery and maintenance of the technology in an organization. They roll out new systems, set up computers, monitors, phones and other devices for employees and manage the systems. They can be led by a project manager, though that person is usually defined within the company as a director or vice-president of IT.

The IT Project Manager

The IT project manager, due to the breadth of IT project management, has a wider range of responsibilities than most other project managers. They are not only dealing with leadership, resource allocation, scheduling and planning, monitoring and reporting, but must know about technology beyond the tools that they use to manage projects.

IT project managers are responsible for understanding firmware and being able to implement software integrations. They often build websites and databases, and manage these technologies as well. This includes building networks and maintaining security for data risks .

However, the basic structure of the IT project manager’s job remains being a clear communicator, setting realistic goals and applying the right methodology to achieve them. They must motivate and inform both teams and stakeholders, manage change and set the project schedule. The triple constraint of any project is still present. Therefore, the IT project manager, like any project manager, is concerned with setting deadlines and keeping to a budget. This is all managed through methodology.

An IT project manager can make a salary that ranges from $55,000 to $125,000, depending on industry and region. The more senior the position, however, the more compensated the person will be.

Responsibilities of an IT project manager are similar to any project manager, in that they lead the planning, execution and monitoring and reporting of the project. They are responsible for making sure resources are managed and the project comes in successfully, meaning on time, within budget and of the expected quality. They also report to upper management, stakeholders, clients, etc., while managing the IT staff.

The IT project manager is also responsible for staying updated on the latest technology and changes to the organization’s technology, through research and studying similar organizations and their IT structure. They make sure that the technology complements the organization’s overall goals, strategies and practices.

They also work to preserve the IT assets by implementing disaster recovery and back-up procedures, including any IT security and control structures. The IT project manager is responsible for the quality of all IT projects.

Skills and Qualifications

Some of the skills and qualifications of an IT project manager include:

• Technical management
• An understanding of technology
• An ability to stay on top of the ever-changing field
• Ability to analyze data
• Communications
• Problem-solving
• Data center management
• Strategic planning
• Quality management

One way to stay up-to-date on all the skills and qualifications required of an IT project manager is certification. Certification is done by an outside agency that notes a standard of excellence, understanding of the discipline and experience.

Most IT project managers have at least a bachelor’s degree in business management or a more specific area, such as marketing, engineering or computer science. To further differentiate yourself, there are certifications, but they’re mostly general project manager certifications.

Types of Certifications

The Project Management Institute (PMI) offers a couple of industry-recognized project manager certifications, such as the Certified Associate in Project Management (CAPM) and the Project Management Professional (PMP). PMI also offers a PMI Professional in Business Analysis (PMI-PBA), Program Management Professional (PgMP) and Portfolio Management Professional (PfMP).

More technical certifications are The Open Group’s TOGAF 9 and OPEN CA certifications, as well as the IASA’s Certified IT Architech – Professional (CITA-P). These enterprise architect certifications merge a knowledge of technology with business goals.

IT governance certifications is offered by ITIL and ISACA, which have Certified in the Governance of Enterprise IT (CGEIT) and Certified in Risk and Information Systems Control (CRISC).

IT Project Management Resources

• Emerging Trends in IT
• Project Management Trends (2022)
• The 10 Project management Knowledge Areas
• IT Governance: Definitions, Frameworks and Planning
• 7 Steps for Effective Problem Management in IT
• IT Audit: Definition & Quick Guide
• Technical Project Manager
• IT Portfolio Management Software
• 15 Free IT Project Management Templates for Excel, Word & More
• IT Project Plan Template
• IT Risk Assessment Template
• How to Become an IT Project Manager

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IT Project Management and Its Phases: The Ultimate Guide

Table of contents

What is IT Project Management?

Benefits of effective it project management, it project management tools: your essential toolkit, the phases of an it project: a roadmap to success, example of it project management in action, wrapping up.

• 7.1. What is IT project management?
• 7.2. What are the phases of an IT project?

Organizations rely heavily on IT projects to achieve their goals in today’s ever-evolving technological landscape. But bringing these projects to fruition requires a structured approach – enter IT project management. This specialized field ensures the smooth execution of IT initiatives, from the initial spark of an idea to its final, successful implementation.

This comprehensive guide delves into IT project management, providing a clear understanding of its core principles, the essential phases involved, and valuable tools to streamline the process.

IT project management is the application of project management principles specifically tailored to the unique needs of IT projects. In essence, it’s the practice of coordinating people, processes, and resources to deliver IT initiatives within a defined scope, budget, and timeframe, all while meeting the project’s objectives.

Here’s how it breaks down:

• People: IT project managers assemble and lead a team of skilled individuals, including developers, system administrators, testers, and stakeholders. Effective communication and collaboration are immensely important for success.
• Processes: Established methods govern how tasks are tackled, progress is monitored, and risks are mitigated. These processes ensure a structured approach and consistent results.
• Resources: IT projects often require a variety of resources, such as software licenses, hardware, and training materials. Project managers must efficiently allocate and manage these resources.

By skillfully managing these elements, IT project managers ensure that IT initiatives are delivered within the deadline, within budget, and adhering to quality standards.

Implementing a well-defined IT project management methodology offers a multitude of benefits for organizations, including:

• Increased project success rates: By following a structured approach, projects are more likely to meet their objectives.
• Improved efficiency and resource utilization: Project plans optimize the use of resources, preventing wasted time and effort.
• Reduced costs: Proactive risk management helps to avoid costly project overruns.
• Enhanced communication and collaboration: Clear communication channels foster a collaborative environment and keep the visitors on the same page.
• Improved stakeholder satisfaction: Meeting deadlines and delivering projects within budget fosters trust and confidence among stakeholders.
• Increased organizational learning: Documenting lessons learned from each project allows for continuous improvement in future endeavors.

The correct tools can significantly improve the efficiency and effectiveness of IT project management. The project management software market is expected to see significant growth, reaching an estimated.

Only 25% of companies utilize project management software , the remaining 75% could benefit greatly from its ability to track KPIs and improve efficiency. Modern tools go beyond spreadsheets and outdated methods, offering a powerful solution for project management.

Here are some of the most popular categories:

• Project Management Software: Tools like ProHance assist with creating tasks, assigning them to team members, tracking progress, and maintaining project schedules.
• Communication Tools: Communication platforms facilitate real-time communication among team members, stakeholders, and project managers.
• Version Control Systems: These systems help manage different versions of code, allowing developers to track changes and collaborate effectively. You can revert to previous versions if required.
• Issue Tracking Systems: This allows teams to log and track bugs, defects, and other issues throughout the development lifecycle.
• Documentation Tools: Valuable for creating and collaboratively editing project documentation, wikis, and user manuals.

Choosing the right IT project management tools depends on the specific requirements of your project, team size, and budget.

IT projects, like any other project, typically follow a defined lifecycle with distinct phases. Understanding these phases is essential for effective IT project management. Here’s a closer look at the common phases:

This phase lays the cornerstone for the project. The project charter is created, outlining the project’s justification, objectives, and feasibility. Stakeholders are identified, and a high-level plan is developed.

This is the most crucial phase involving detailed planning for the project execution. The project scope, schedule, budget, and resource allocation are defined in detail. Risk management strategies are developed, and communication plans are established.

The project team kicks off the actual work based on the plan. Tasks are completed, resources are utilized, and communication channels are kept open.

Monitoring and Control

Progress is constantly monitored against the baseline plan. Deviations are identified. Corrective actions are implemented to keep the project on track . Performance metrics are tracked to ensure quality delivery.

The project deliverables are finalized, and acceptance is obtained from stakeholders. Lessons learned are documented, resources are released, and a project review is conducted to identify areas for improvement.

Imagine a company that wants to develop a new e-commerce platform. Here’s how IT project management would be applied throughout the project lifecycle:

• The project manager collaborates with key stakeholders to define the project’s objective: to create a user-friendly and scalable e-commerce platform to increase online sales by 20%.
• A project charter is drafted, outlining the project scope (including core functionalities like product listings, shopping cart, and secure payment processing), budget, and timeline.
• Stakeholders are identified, including the CEO, marketing team, sales team, and IT department.
• The project team gathers detailed requirements from stakeholders through workshops and surveys.
• User stories and functional specifications are created, outlining the platform’s features and functionalities.
• The project scope document is finalized, ensuring all stakeholders are aligned on project deliverables.
• Tasks are broken down or segmented into a Work Breakdown Structure (WBS), a hierarchical outline that visually depicts the project deliverables and sub-deliverables.
• A Gantt chart, presenting a visual representation of the project schedule, is created, outlining task dependencies and deadlines.
• Resources are identified, including developers, designers, testers, and a project manager.
• An IT project management tool, like Asana, is chosen to manage tasks, track progress, and facilitate communication.
• Development begins with developers coding the platform functionalities based on the specifications.
• Designers create the user interface (UI) mockups, ensuring a user-friendly shopping experience.
• Testers conduct rigorous testing throughout the development process to identify and fix bugs.
• The project manager holds regular team meetings to monitor progress, address roadblocks, and ensure adherence to the schedule and budget.
• Communication tools like Slack are used to facilitate real-time collaboration among team members.
• Project progress is tracked against the baseline plan in the IT project management tool.
• Deviations from the schedule or budget are identified and addressed through corrective actions.
• Risks, such as security vulnerabilities or delays in development, are proactively managed by implementing mitigation strategies.
• Issue-tracking tools like Jira are used to log and track bugs and other issues.
• Once the platform is fully developed and thoroughly tested, it is deployed to a staging environment for final user acceptance testing (UAT).
• Upon successful UAT, the platform is launched to the public.
• A post-implementation review is conducted to understand the project’s success in meeting its objectives. Lessons learned are documented for future reference.
• The project team is recognized for their contributions.

This is a simplified example, but it demonstrates how IT project management principles are applied throughout the project lifecycle to ensure the successful development and launch of the e-commerce platform.

In conclusion, IT project management is an essential discipline for organizations that rely on technology to achieve their goals. By understanding its core principles, phases, and the available tools, project managers can navigate the complexities of IT projects and ensure their successful completion.

Frequently Asked Questions

Q1. what is it project management.

IT project management is the application of project management principles specifically tailored to the needs of information technology (IT) projects. It involves planning, organizing, executing, monitoring, and controlling IT projects from conception to completion. It ensures they are delivered within a defined scope, budget, and timeframe.

Q2. What are the phases of an IT project?

IT projects typically follow a defined life cycle consisting of distinct phases:

• Initiation : The groundwork is laid by creating a project charter, identifying stakeholders, and developing a high-level plan.
• Planning : Detailed planning takes center stage, with the creation of a project scope document, a comprehensive schedule, and resource allocation.
• Execution : The project team puts the plan into action, completing tasks according to the schedule and maintaining regular communication.
• Monitoring and Control: Progress is tracked, deviations are addressed, and risks are mitigated to keep the project on track.
• Closure: The project is formally closed once deliverables are accepted, lessons learned are documented, and the team is recognized.

Understanding and effectively managing these phases is crucial for project success.

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• IT applications, infrastructure and operations

IT project management

• Paul Kirvan
• Ben Cole, Executive Editor

What is IT project management?

IT project management is the process of planning, organizing and delineating responsibility for the completion of an organizations' specific information technology goals.

IT project management includes overseeing projects for software development , hardware installations, network upgrades, cloud computing and virtualization rollouts, business analytics and data management projects and implementing IT services.

Besides the normal problems that can cause a project to fail, factors that can negatively affect success of an IT project. These include advances in technology during the project's execution; infrastructure changes that impact security and data management; and unknown dependent relationships among hardware, software, network infrastructure and data.

IT projects might also succumb to the first-time, first-use penalty, which is the total risk an organization assumes when implementing a new technology for the first time. Complications are likely to affect the chances of success for a first-time project.

What does an IT project manager do?

A typical IT project manager (PM) spends their day in meetings, reviewing project activities against the plan, orchestrating activities to correct project issues, monitoring progress against the budget, providing status reports to stakeholders, and briefing business unit leaders and senior management, among many others.

Regular meetings with IT department heads on the project team are especially important, as their contributions influence greatly whether the project is completed as planned. Discussions with vendors supporting the project are also important, especially when checking on deliveries of components and checking expenses again the budget,

The PM must also act as a cheerleader for the project, motivating project team members and IT employees supporting the project.

If the PM is using a software package to monitor the project, regular daily visits to the system are needed to ensure things are on track. The PM will likely spend time on the system after hours to identify issues that might need attention before they create a problem in the project schedule.

What skills do IT project managers need?

In addition to first-hand knowledge of IT systems and operations, IT project managers should have significant PM and problem-solving skills and expertise, often gained early in their careers. A bachelor's degree in areas such as computer science, business management or information systems is often required. Building on their education and experience, PMs can take relevant online self-study classes and pursue professional PM certifications and degree programs.

PM professionals and candidates have many options to establish and further their education. Many established universities offer project management certifications Specialized firms such as the Project Management Institute offer the Certified Associate in Project Management and Project Management Professional certification.

Managing the project

While specific phases in a project are unique to each project, these five process groups are universal and comprise the project management lifecycle:

• Initiation. The project goal, need or problem is identified. The project is assigned and project charter is created.
• Planning. The PM and the project team collaborate to plan all the steps needed for success. The project planning processes are iterative , and it's expected that planning will happen often throughout the project.
• Execution. Once the project plan is created, the project team goes implements the plan to create the project deliverables. The project can shift to project planning as needed throughout project execution.
• Monitoring and controlling. As the project is being executed, the PM monitors and controls the work for time, cost, scope , quality, risk and other factors. Ongoing monitoring and controlling ensure the project addresses its targets for each objective.
• Closing. At the end of each phase and the entire project, project closure happens to ensure all the work was completed on time, all the work is approved, and ownership is transferred from the project team to operations.

Managing the project knowledge areas

There are ten knowledge areas where a PM is expected to deliver value throughout the project:

• Project scope management. The scope is defined, documented and approved. It's protected from unauthorized changes, edited with approved changes and validated by stakeholders for project acceptance.
• Project schedule management. The schedule is defined first by the working hours of the project, any milestones and a deadline. The project team's availability throughout the project is documented and planned accordingly. The PM works with the project team to identify the tasks and task duration estimates to create a timeline.
• Project costs management. Project costs are estimated so a budget can be set. These costs include materials, pricing, services, facilities, software licenses and other expenses attributed directly to the project.
• Project quality management. What constitutes quality is defined in specific metrics and agreed upon among the stakeholders as early in the project as possible. Quality assurance programs and policies direct the work, while quality control inspects the work to confirm that the quality measures are met.
• Project human resources management. The PM works with the project team to verify that IT team members are completing their assignments and leveraging their knowledge while working well with others. The PM informs managers of these contributors about their participation and performance.
• Project communications management. Stakeholders will rely on the PM for information throughout the project lifecycle. PMs skilled in this knowledge area typically create a communications management plan to address who will need what information, when the information is needed and what modality is best for the communications.
• Project risk management. Risks are situations, events and conditions that can threaten or sometimes benefit IT project objectives. Risk management involves identifying and analyzing risks as well as creating a response for each risk event. The probability and impact of each risk event is evaluated to create a risk score to justify the costs needed to manage the risk event.
• Project procurement management. Should the project need to purchase goods or services, a formal process for procurement is necessary. The plan should address contract type and administration, purchasing audits, and contract closeout. Many PMs do not manage procurement, instead deferring to the organization's centralized procurement or purchasing department and processes.
• Project stakeholder management. Stakeholders include anyone with a vested interest in the project. Stakeholder management is the identification of, inclusion of and communication with the groups of stakeholders. The goal is to manage concerns the stakeholders might have.
• Project integration management. This involves the coordination of the events in all the other knowledge areas. How well the PM performs in one knowledge area directly affects the performance of the other areas. Project integration management examines the interactions and contingencies among the knowledge areas to ensure the project is adequately planned, executed, controlled and closed.
• Project completion and reporting to IT management. As the project reaches completion, the PM should be prepared to close out the project as completed, providing evidence verifying that the new system is in production and performing as expected as well as closing out any connections between internal and external participants. The PM should also prepare a report to senior management and IT management on the project's completion, citing issues that were addressed and lessons learned, explaining how the new system will benefit the organization, and recommending follow-up steps.

Except for procurement, all these knowledge areas will be relevant in every project. They can occur iteratively, and there is no set order for managing them. PMs shift to the appropriate knowledge and processes based on what's occurring in the project.

What is IT project lifecycle?

The project lifecycle of a typical IT project moves through iterations of several activities. These include planning, executing and controlling until the project is ultimately closed and transferred into operations. Organizations can select one of several popular approaches to reduce the risk of expensive rework, risks from quickly changing technology, or expansive planning at project launch.

The approaches align to three distinct IT project management lifecycles.

What is predictive lifecycle?

This is the most common, traditional project lifecycle for IT projects. In this approach, the PM and project team first define the project scope, project schedule and expected costs before project execution begins. As part of the project planning, each phase of the project should be clearly defined. Each phase involves a specific type of project work. For the project to move from its initiation to closure, each phase must be started and completed in the specific order as planned. This is named the Waterfall approach as the project "waterfalls" down the project phases.

What is iterative lifecycle?

This approach requires that the project management be defined early, but cost and activity duration estimates are planned at a higher level. As project execution occurs, cost and duration estimates are created for the most imminent work through iterative planning. This approach also calls for iterations of benefits to be released to the organization. An iterative lifecycle may create a new software with more features provided in each new release.

What is adaptive lifecycle?

This project lifecycle also uses an iteration of planning and executing, but the planning may last for two to four weeks. This approach uses a rolling wave of planning and executing through short bursts of both planning and executing. Change is expected in this approach to the IT project and it is ideal for software development projects. Agile project management and Scrum are examples of the adaptive lifecycle.

A variant of the Agile approach is the Kanban framework , which has a philosophy of continuous improvement and uses "Kanban boards" to visually show where project activities are in the course of the overall project.

Each of these lifecycles uses the concept of phases to move the project work forward. A phase describes the type of work that will occur in that portion of the project. The PM, the organizational requirements and even customer requirements can influence selection of the types of project lifecycle the PM will adapt in the project.

IT project management software

Building an IT project plan can occur with tools as rudimentary as an Excel spreadsheet or as advanced as Microsoft Project . The former is useful for simple projects; the latter can be scaled to support large, complex projects.

More sophisticated systems are available to handle just about any kind of project. Organizations should take advantage of a free demo if the vendor offers it before making a purchase. One project management software system to consider is Wrike , a cloud-based system that supports all sizes of projects. Other flexible, scalable online project management tools include Project Insight, BigTime and Monday.com .

Check out open source products also. Most vendors offer free and paid versions. The integration of artificial intelligence (AI) elements into PM software is an important advancement. PMs will appreciate AI for its ability to anticipate potential problems before they occur.

Creating a project management plan

Once the intended result, or end game , is identified, it's often a good idea to identify various completion points or decision points. This will flag the steps needed to complete the project. The methodology to use, such as Waterfall or Agile, can then be selected.

Once the key action points are known, sub-processes needed for timely completion of the activities can be defined. While these activities are being developed, they can be incorporated in whatever project management methodology is being used.

As the various activities are being defined, periodic team meetings are advisable to ensure that all team members are aligned with the project's direction. In parallel to project activities, milestones can be established, budgets defined and approved, team members advised on their assignments and responsibilities, and regular briefings set with senior management to ensure their ongoing support.

Flexibility in the structure of the methodology is important because changes to aspects of the project are inevitable. The project plan and, if used, project management software must automatically adjust time frames, budgets, staffing and other variables as changes occur.

Managing risk in IT projects

As with any project, risk must be accounted for. Risks can occur at any point, so the key is to accept that risks will be present, anticipate and identify them, review their likelihood and importance, and define ways to mitigate their impact.

If project management software is to be used, see if it can identify and analyze potential risks, threats and vulnerabilities that may affect the project's success. It's also advisable to perform a risk assessment before the project starts. This is where AI might be helpful; it could streamline the process and also later reassess risks.

Project, program and portfolio management are related but represent distinct disciplines. Learn about the responsibilities and goals of each as well as how they differ .

Continue Reading About IT project management

• How AI is transforming project management
• Essential goal achievement tips for project managers
• Compare Azure DevOps vs. Jira for IT ops project management
• Smartsheet scales project management for larger customers
• Benefits of adopting project portfolio management

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IT Project Management Best Practices In 2024

Updated: Mar 8, 2024, 6:56am

Table of Contents

What is it project management, what does an it project entail, how to build an it management project, it project management best practices, bottom line, frequently asked questions (faqs).

Knowing how to manage an IT project is critical to getting the best results. With the right planning and communication, you can put your team in a position to deliver a project on time and on budget with minimal risk.

Below, we’re going to look at some of the top IT project management best practices you can use to make sure your project is a success.

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In a nutshell, IT project management is the process of planning, managing, developing, deploying, monitoring or reporting on information technology projects. This includes any project information systems, computers or other IT infrastructure.

Projects that fall under this banner include software development, web development, mobile app development, network configuration and hardware deployment.

At its core, IT project management is about ensuring that all projects are planned and executed effectively, clearly communicating and defining processes to relevant employees and teams, while working toward meeting stakeholders’ expectations.

It’s also about being able to make real-time adjustments to the project’s direction as new challenges emerge throughout the process.

In any IT project, there are some key stages to manage. These include:

1. Initiation

This is the initial phase where you define the overall objective of the project. During this process, you’ll likely need to hold a pre-project meeting with your IT team and other stakeholders to define what the project is looking to achieve, setting out a basic project road map, gathering feedback and ultimately achieving buy-in.

2. Planning

In this phase of the project management life cycle, it’s time to start identifying the steps you’ll take to achieve the project’s goals. While this may have been discussed briefly during the initiation phase, this will now need to become much more detailed.

Now you’ll start to break down the project into milestones, assigning roles and responsibilities to each employee, providing deadlines for each deliverable as well as the overall project, and determining an overall budget.

You’ll also want to start developing a central source of truth and documentation that employees can refer to, including a change management process. All involved teams should be made aware of how to report progress and voice concerns.

They should also be encouraged to sign all necessary documents such as nondisclosure agreements (NDAs) and requests for proposal (RFPs).

3. Execution

Once your plan is set in stone, it’s time to start executing tasks and milestones. You can now begin tracking your team’s progress. This not only includes tracking and monitoring their performance through the use of KPIs, but also whether they’re completing the necessary deliverables on time.

More broadly, you (or the IT project manager) will also be able to act as a central resource to help support employees if there are any unforeseen challenges. Support is key to ensuring ongoing risk mitigation and keeping the project within budget.

Ultimately, the success or failure of project execution rests on the ability of employees to communicate clearly about the progress of the project and any obstacles they face.

This is the final phase where the project and all of the underlying deliverables are finally completed. As the project comes down to an end, you’ll begin decommissioning the temporary workflows, meetings and operations you used to deliver the project, and getting all key stakeholders to sign off on the project.

You’ll also want to create a report reviewing the project’s performance. This is looking to establish whether the project concluded successfully, and if there was anything that could have been done better. It should also include a record of changes made during the life cycle of the project so you can see what improvements were made.

Together, this information will help you to learn from any mistakes made and generate insights that you can use to ensure the success of future projects.

Throughout the project management life cycle, there are some key steps you’ll want to take to maximize your chances of success. These include:

1. Get buy-in for your project

Communicate with all key stakeholders to make sure that all the necessary individuals have signed off on the project. Getting the green light will come down to your ability to communicate the project’s value, often translating technical challenges into layman’s terms.

2. Create a project plan

Draft a highly detailed plan for your project to highlight its overall objective, and smaller tasks/milestones you’re breaking it down into. Your plan should also include an overall budget and timeline, as well as what internal resources and employees you need to make it happen, and the KPIs you’ll use to measure performance.

3. Appoint an IT Project Manager

Select an IT project manager to take responsibility for managing the administrative progress of the project as a whole. The project manager can act as a central point of contact for all employees involved in the process and monitor performance to make sure that all milestones are delivered on time.

4. Set up a team

Develop a team of employees to work alongside the IT project manager to help drive the project forward. Each member should know their role and responsibility and be familiar with the overall objectives of the project.

5. Create a communication plan

Produce a communication plan to outline what information employees need to communicate internally. This includes when/how to contact the IT project manager with status updates, as well as any scenarios where information should be shared with other teams or stakeholders.

6. Measure KPIs

During the execution phase, you’ll want to closely monitor KPIs to assess whether the project is progressing as it should. If certain teams are underperforming, then this provides you with valuable information you can use to react and make changes to get your project back on schedule.

7. Establish a change management plan

If your plan doesn’t function as well as intended, then having a change management plan is essential for ensuring that your employees have a formal process they can refer to. This can help them to change the project direction while getting the green light from all the necessary stakeholders.

When it comes to IT project management best practices, there are a handful of actions you should keep in mind. These include:

1. Create a detailed plan

Drawing up a plan with clearly defined goals and objectives, including an outline of the overall project scope that breaks down the steps required to achieve the goals, and a basic timeline will make sure that all key employees and stakeholders will know what needs to be done to stay on track.

2. Establish a project communication structure

Make sure there’s a defined communication process detailing who to contact and how, to make sure that employees know how to ask questions about the project.

3. Put together a RACI matrix

Use a responsible, accountable, consulted and informed (RACI) matrix to outline employees’ roles and responsibilities for the project. This should include all relevant tasks, milestones and decisions they will be accountable for throughout the process.

4. Appoint a dedicated project manager

Select a project manager to lead the project, not just to take responsibility for the transformation but to advocate for it to get the support of other stakeholders and teams.

5. Create a central reference document

Draw up a central reference document that acts as a single source of truth for all your project information. This can include instructions and hyperlinks to key documents and files so that employees and stakeholders can easily access the information they need.

6. Store project files on a shared drive

Create a secure shared drive to store all files related to your IT project on. This will make it much easier for employees to access project materials. Make sure that only authorized users have permissions to access the enclosed documents.

7. Limit work in progress

Lastly, limit the amount of work in progress to make sure that only a manageable amount of tasks are active at a single time. This will take pressure off of your employees and reduce the chance of mistakes.

Even the best laid plans aren’t immune to hiccups, but the more detailed your preparations, the better you’ll be able to adapt if your project experiences challenges on the way. After all, having a plan doesn’t just benefit the project manager, it also gives employees the guidance they need to know what’s expected of them to make the project a success.

What is the best practice in IT project management?

Preparation and communication are the keys to success in any IT project. A detailed plan will not only help to get buy-in from stakeholders but will lay out employees’ roles and responsibilities for the project. This ensures there’s no ambiguity about what they’re expected to do throughout the process.

What should every IT project manager know?

While the IT project manager is in charge of the overall project, this doesn’t mean they can’t delegate tasks to other employees. If there are lots of tasks going on at once, consider reducing the amount of active tasks or seek additional support from other members of the project management team.

How do I effectively manage the scope of an IT project?

Once again, preparation is the key. A detailed plan that breaks a project down into clear milestones—assigned to particular employees and teams, and overseen by a dedicated project manager—can reduce the chance of going beyond the scope of a project.

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With over seven years of experience as a freelance technology writer and reporter, Tim Keary has a range of experience breaking down complex technologies into simple and accessible content. His work has been featured in Forbes Advisor, Techopedia and VentureBeat.

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Introduction to IT Project Management

Information technology is a hot rave today as tech has infiltrated every sphere of life. New startups are leveraging IT to make an impact. Old businesses are not left out, as many digitize their operations. Professionals across industries make use of technology tools to for IT project management. Modern offices also rely on IT tools to remain operational. This means a ton of new software and IT projects are being developed to meet these growing demands. 

To create a project and execute it, adequate management must be involved. Properly managing an IT project is important to reach its goal. Project management is the process of planning, managing, and developing an IT project. 

IT project management (PM) happens throughout the project life cycle. It involves methods or processes that manage and control tasks and projects to meet deliverables. Deliverables may be anything. It may be launching a new product or service or improving an existing one. Deliverables are often based on the project objective. 

To manage the project effectively, you need the services of a PM professional, also known as a project manager. It is the project manager’s job to ensure that all the processes and resources needed for the execution of a project are in place. 

A Typical IT Project Manager Job Description

Every IT project’s success depends on how well it is you manage it throughout its lifecycle. A project manager is responsible for the success of an IT project. A project manager will likely handle a team of professionals. They will delegate tasks, map out a project plan, and ensure the project stakeholder(s) is updated at every step. 

Project managers are not expected to know any programming languages or have in-depth technical knowledge, even if they are overseeing a software development project. They are only required to know the project management principles. 

The type of project determines what style of project management will be employed to complete the project. There are a couple of them, which will be outlined in this article. 

Most companies require an IT project manager to see every project to its completion. This makes it such a well-paying, in-demand job. According to the Bureau of Labor Statistics, the average project manager makes about $95,000 annually and works 40 hours weekly. Anyone can become a project manager if they pass the certification exams. However, it would help if you had at least a bachelor’s degree to show that you have formal education. 

Key Responsibilities of an IT Project Manager

According to the PMI annual pulse survey, a project must incorporate these principles to be successful: risk management, a formal structure (project charter or project plan), devoted project sponsors, clear and concise goals, outlined roles and responsibilities, performance management baseline, effective communication, value delivery, and change management. 

The project coordinator or manager is in charge of: 

• Drafting a project plan : The project manager creates a written document called the project proposal. A project proposal defines the project scope and convinces project stakeholders of the project’s potential.
• Making the teamwork : Teamwork makes the dream work, and the project manager makes sure the team works. Project managers typically are held responsible for the performance of the team members. They may also be asked to assemble a project team based on the project’s requirements. Managing a team means a project manager must know how to use PM tools like Jira, Trello, ClickUp, Asana, etc. 
• Ensuring proper communication : There are often different people contributing to a technology project, and they all require different information regarding the project. A stakeholder and a team member do not need the same information regarding project updates. Their interest in the project varies, so you must communicate only what they need to know.
• Identifying project obstacles and managing them : Project managers must be able to forecast an impending risk to a project and be innovative enough to manage them when they arise during the project. 
• Cost and Time management : The cost and time taken to complete a project will also be important to shareholders and investors. Everyone wants to achieve more for less and in due time. The project depends on the manager’s ability to set deadlines, delegate tasks, and ensure work is completed before the deadline. 

Becoming an IT Project Manager: What Does it Take?

If you are great at managing people and steering them in the right direction to achieve a set goal, consider a program or project management career. Aside from people management, having a handful of skills to manage a project would be best. See if you have any of these:

• You are a natural leader : Trust that leading a team takes more than telling people what they should do. Leading a project team to operations often takes inspiring and incentivizing the team. A lot of time, team members will squabble. There will be a lot of rebellion on your hand when there is friction along the way. Being a natural leader means getting your team members to align with your goals and believe in your judgment to get the job done. 
• You communicate promptly and clearly : It takes more than saying what needs to be said. Some things must be said on time; other times, you must pay attention to who you are saying these things to. Communicating as a project manager can be tougher than you think. You need great oral and verbal skills as the overall project success depends on it. 
• You are great at negotiating : A project manager might get caught up in conflicting situations where they must bargain with a shareholder, client, or vendor. Such scenarios depend on the project manager’s ability to negotiate and manage conflict.
• You are great at problem-solving : Nobody wants a project manager who cries when the project hits a rough patch or abandons the project when a problem arises. You need to be able to think on your feet. It also means being innovative and creative in how you approach problems. 

Is a Degree Compulsory in Project Management

If you have the qualities mentioned above, you are certainly cut out to be a project manager. However, working as a project manager requires you to get certified. You have to acquire PM skills by taking a course recognized by PMI (Project Management Institute). Once certified, you can take internship opportunities and training to gain relevant work experience. 

People often ask if you need a bachelor’s degree to be a project manager. The answer is a bit complicated. All the skills you need to be a project manager will be a cquired by taking a PMI course, even if you did no management course in school. However, project managers are often expected to have some formal education, like a bachelor’s degree. This degree might be in any field, but having a computer science or business degree is a great edge in the job market. 

The Fundamentals of IT Project Management

What Defines a Typical IT Project

Projects are not like everyday operations or tasks in that they take a great deal of planning and execution to carry out. A typical IT project will have the following characteristics:

• The need for a plan, manager, and team : Ordinary everyday IT operations can only be executed with a well-thought-out plan. For instance, assume workers must log their hours on an Excel sheet. There is no need for any plans to be made to execute such actions, and it certainly doesn’t require a team. However, if we were to build a database that allows us to manage the time stamp of workers like an Excel sheet. That would require a team of software developers, product designers, cloud engineers, etc. 
• Follows the project management lifecycle : All IT projects follow five project management processes called a lifecycle: project initiation, project planning, project execution, monitoring, and closure. Each project phase must be completed and delivered to the shareholders for approval. 
• Only be completed with the availability of certain elements : Time, Cost, and scope are important factors that must be sorted before project execution. 

Why is Project Management Crucial?

When project managers are not involved, you know it is a disaster waiting to happen. If you have ever had to organize any event, you will be fully aware of how important management is in getting anything done. IT projects can be very complex and require several people working together. Friction can occur between two teams working on the same project, and it is the project manager’s job to ease the tension.

Project managers are also visionaries who help others keep the goal in mind. Without their input, we may have dispirited teams that cannot meet project timelines and understand the general project scope. They can also ensure project buy-in by the stakeholders, which is integral to ensuring project completion. 

Turning ideas into reality is impossible without a booming project economy. Everyone needs project managers to be at the top of their game to ensure success and shareholder happiness. 

A Deep Dive into Project Management Methodologies

Understanding the Project Life Cycle

The project management life cycle highlights the processes needed to ideate and create a project. This encompasses four phases of project management: initiation, planning, execution, and closure. There is often a fifth one, depending on the project management method and project. Project managers may employ a unique project management method to achieve this, but all four phases must be attended to and are important. Let’s dive in a bit to see what each phase entails: 

• Initiation: The initiation phase is where you run a survey to understand whether your idea is a solution that your region needs and who your potential consumers will be. You will also get more clarity on the work you hope to achieve as you define your objectives, declare the scope of your project, reach out to project shareholders, and map out deliverables. 
• Planning : Once you have given your idea some structure, it is important to outline the strategy by which you hope to achieve your project objectives. At the point of the project lifecycle, create a project plan, estimate the budget needed to actualize the plan, share the project plan with the senior management and team members. Determine the project schedule, and outline the risks of embarking on the project.
• Execution : This phase includes monitoring the team closely, providing feedback to project stakeholders, managing conflicts, and mitigating the risks encountered. 
• Closure : You need to tie up any loose ends on a project before moving on to the next project. Analyze the project performance, see how the team performed overall, document major lessons or discoveries, and account for resources used during the project. 

Comparing Different IT Project Management Methodologies

Not all IT projects are the same, and even then, the project objective determines what methodology an IT project manager will work with the project. There are many project management methodologies available, and here are a couple: 

• The waterfall approach follows a sequence where each phase must be completed before moving on to the next phase. The waterfall approach typically has five stages: planning, design, implementation, verification, and maintenance. It is one of the simplest methods to apply in project management and is well-suited for projects with stable requirements. However, this is not well suited for dynamic projects, takes longer to deliver, and allows for little client participation. 
• Agile Project approach : The project is broken down into phases and iterations in this method. It is an iterative approach with a continuous release based on the end-users feedback. The agile approach works if you have a project with changing requirements. This is only good for small projects, not complex projects with fixed timelines. 
• Scrum : This is an offshoot of agile project management with emphasized collaboration, transparency, and focus on delivering high-quality features of a project. This project management methodology emphasizes self-management and is not suitable for long-term projects. 
• Lean : With the lean approach, you seek to optimize workflow, eliminate waste, and emphasize continuous improvements. It is often used in combination with Agile. You might have to make cultural and organizational changes within your company to implement such a strategy. 

There are many more methodologies in project management you can explore to meet your needs as a team. Be sure to weigh the odds and see if it can help you achieve your project objectives. 

Picking the Right Methodology for Your Project

When choosing the right methodology for your project, you should keep the following in mind: 

• Project size and cost
• The complexity of the project you are embarking on
• The risks associated with the project 
• How receptive and knowledgeable your team is about the method of your choice
• Project and organization goals
• The opinions of your stakeholder(s)
• The downsides of using such an approach
• The changes that must be made to implement the methodology you have chosen. 

You can use a PM methodology assessment template to evaluate the methodology of your choice.

Overcoming the Unique Challenges of IT Project Management

Staying Updated with Changing Technology

As technology advances and more complex IT projects are being developed, there is a need to develop better technology and more efficient methods to manage these projects . 

As a project manager trying to stay on top of their game, you must keep up with the updates. This might seem like a lot, but you can do this by being a part of a community, networking with other professionals and asking them what they are doing differently, and attending seminars and conferences to stay updated on trends. You should also prioritize learning and consume as many publications in your field as possible. 

Ensuring Effective Communication in Your Team

You will work with different people as the project progresses, from vendors to team members to end-users. You should also remember that communication is beyond what you say; make sure your non-verbal messages are also on cue. 

Make sure you use clear and concise language to help your audience understand. Tailor your message to fit your audience; your shareholders do not want to hear about your fight with the developers over the new feature. 

Active listening is also an integral part of communication as a project manager. No matter how well the project is going, if you dismiss the complaints and concerns of your stakeholders, you might have a dilemma on your hands in no time. 

Maintaining Transparency in the Project

Watching yourself underdeliver or getting stuck in a project might be hard. You may not be hitting the KPIs you set, but do not attempt to mislead anyone. 

When there is any problem, do well to communicate promptly to everyone about the problem. This way, everyone knows what is happening and can help you get it fixed. Misleading your superiors and project team never ends well, and you will lose all trust once it is discovered. 

The Importance of Project Management Tools and Software

Project leaders use many tools to ensure a smooth flow of operations and create a collaborative environment. You must familiarize yourself with all the best tools in the market to make yourself an exceptional PM. 

Top Features to Look for in IT Project Management Tools

There are a lot of tools in the market these days, and it can take time to sift through the junk to see what works best. All you have to do is look out for these top features to make the right choice. 

• Task management
• File sharing and team messaging 
• Features to track timelines
• Budget and cost tracking 
• Analytics, reporting, and data visualization
• Workflow automation
• Cyber security 

Exploring Different Project Management Software Options

Here are five PM software options that every PM should explore in 2023 : 

• Trello 
• Wrike 
• Asana 

When exploring these software options, consider the features your team will need the most. Wrike is known for being a great file-sharing platform. Paymo allows for intercontinental collaboration, as it supports about 23 languages. Basecamp helps to streamline processes. 

How to Leverage Technology for Effective Project Management

Leveraging technology allows you to automate workflows, track the project’s progress, quickly nip problems in the bud, and document the process in real time. You should always remember that any technology you use has to ease the project into a smooth flow. 

Seek technology with adequate cloud storage, a great user interface, and collaboration tools. 

Navigating the Path to IT Project Management Certification

Renowned Project Management Certifications

As I mentioned earlier, starting your PM journey requires being certified. You can get certified by taking a digital course. Depending on what aspect of project management (traditional project management or Agile or Scrum) you wish to delve into, there are online courses to help you. 

Make sure you get globally recognized certifications that are relevant today. Here are some you can look into: 

• Agile Certified Practitioner (ACP)
• Project Management Professional (PMP)
• BVOP Certified Project Manager
• Associate in Project Management (APM)
• Certified Project Management (CPM)
• Certified Project Manager (CPM-IAPM)
• Certified ScrumMaster (CSM)

Benefits of Obtaining a Project Management Certification

Getting a globally recognized certification will open you to international opportunities. You also gain credibility, boosting your career advancement as a professional. Taking more courses is great for gaining new skills and staying relevant in the industry as times change. You get to stay ahead of the curve. 

Paving the Way for a Successful IT Project Management Career

The demand for project managers is rising. By 2027, about 88 million jobs will be up for project management and related professionals . It might not be an easy route, but it pays off eventually. Becoming an IT project manager takes intense focus, consistency, and determination. Once you have all the qualities, you are on your way to a successful and rewarding career as a project manager. 

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IT Management (Information Technology Management)

IT Management or Information Technology (IT) Management is the process of overseeing all matters related to information technology operations and resources within an IT Organization (information technology organization). IT management ensures that all technology resources and associated employees are utilized properly and in a manner that provides value for the organization . [1]

IT Governance is the process of leading the IT Organization. So, IT Governance provides leadership or sets the direction while IT Management provides operational capability or executes on the direction. Increasingly, both these capabilities are assigned to the CIO and their team.

• 1 Overview of IT Management [2]
• 2 Components of IT Management [3]
• 3 Key Features of Effective IT Management [4]
• 4 The Importance of IT management [6]
• 5 Responsibilities of an IT Manager [7]
• 7 References

Overview of IT Management [2]

The central aim of IT management is to generate value through the use of technology . To achieve this, business strategies and technology must be aligned.

IT Management is different from management information systems . The latter refers to management methods tied to the automation or support of human decision-making. IT Management refers to IT related management activities in organizations. MIS is focused mainly on the business aspect, with a strong input into the technology phase of the business/organization.

A primary focus of IT management is the value creation made possible by technology. This requires the alignment of technology and business strategies. While the value creation for an organization involves a network of relationships between internal and external environments, technology plays an important role in improving the overall value chain of an organization. However, this increase requires business and technology management to work as a creative, synergistic, and collaborative team instead of a purely mechanistic span of control.

Historically, one set of resources was dedicated to one particular computing technology, business application or line of business, and managed in a silo-like fashion. These resources supported a single set of requirements and processes, and couldn't easily be optimized or reconfigured to support actual demand. This led technology providers to build out and complement their product-centric infrastructure and management offerings with Converged Infrastructure environments that converge servers, storage, networking, security, management, and facilities. The efficiencies of having this type of integrated and automated management environment allows enterprises to get their applications up and running faster, with simpler manageability and maintenance and enables IT to adjust IT resources (such as servers, storage and networking) quicker to meet unpredictable business demand.

Components of IT Management [3]

The simple answer is that IT management is managing anything related to IT or tech at your organization. The more complicated (and better) answer, is that IT management has several components, all of which relate to aligning IT objectives with business objectives in a way that creates the most value for your company. Below, we will discuss the three components of IT management.

• IT Strategy: The first component of IT management is the most important because it involves connecting your IT department with your business’s needs. Having an IT strategy means, at its core, having a plan to deal with both good and bad scenarios as they relate to IT. For example, if your company expands and hires more employees, your IT department needs to figure out how to manage increased activity on your network. Or if your company is the target of a cyber attack, tech will need directives for recovering lost or compromised information. An effective IT strategy should do the following:
• Support business operations by considering your organization’s overall goals and making sure your IT department can support and further those goals. That also means considering the business aspects of your IT department such as creating a workable budget and communicating with leaders in other departments to get a holistic view of your organization’s needs.
• Secure your company’s and your customers’ information by developing a plan to protect it and staying up to date on the latest security strategies.
• Provide value to the company by delivering reliable IT service and creating a framework for the IT department’s own plans for improvement as your organization grows and develops.
• IT Service: Providing value through quality IT service isn’t as simple as promising that your tech team will do a good job. It means creating service goals and standards and doing everything you can to make sure your team lives up to them. Delivering top-notch IT service involves a two-pronged view of the people consuming those services:
• Customers need to know their data won’t be compromised by faulty security systems. But on a more day-to-day level, they need access to your company’s website. Clients visiting your office might need access to your internet connection. And they need a system where they can report any tech-related issues they might encounter.
• Employees need reliable access to an internet connection and internal data. Connections need to be secure, and your employees—especially those outside of the IT department—need to be educated about responsible network access. When something goes wrong, they also need a place to report tech issues so they’re fixed ASAP.
• IT Assets: Finally, you need to manage all of the assets employees use to get their work done. That means managing not only who gets which laptop but also when and how your systems are updated. IT assets include:
• Hardware. This is what you typically think of when discussing assets. Managing hardware includes keeping track of who uses which assets, tracking wear and tear, and ordering new equipment if and when you need it.
• Software. Don’t forget that software is also an IT asset. Who uses which systems? When do your licenses expire? Do you need to connect one or more solutions? Is your tech team responsible for fixing a buggy proprietary system? You should be able to answer all of these questions if you’re properly managing your assets.

Key Features of Effective IT Management [4]

Overseeing current IT projects and operations will always be part of an IT management mandate. But today's CIOs will need to use technology in new, innovative ways [5] to help the business keep pace with rapid change. IT management software and tools can help. Data and analytics, as well as cloud, are some of the areas CIOs have pursued. At the same time, they’re looking at artificial intelligence (AI), Internet of Things (IoT) and more to prepare for the future.

• Analytics: An analytics solution can mine terabytes of operational data quickly to find the root cause of service impacts. It helps identify potential bottlenecks, predict outages and drive greater efficiency. Organizations gain insights into data or processing issues, negative IT trends and anomalies – making it easier to take steps to avoid system chaos. Beyond in-house optics, analytics provide insights to help enterprises better understand their customers – which in turn can drive business strategy.
• Cloud Computing: Cloud services offer scalability, data security, data recovery services and more. Using the cloud can improve efficiencies and reduce infrastructure costs. It can benefit all aspects of the business, from operations to finance, and help position the organization for transformative cloud-based solutions in future. Many enterprises host core business applications on mainframes, which process millions of transactions each day. Cloud enablement helps IT departments modernize their mainframe systems – while freeing up CIOs to focus on other priorities. Organizations benefit from higher levels of productivity and performance with less overhead.
• AI and Cognitive Computing: AI systems analyze data, learn and predict problems to help IT managers deliver better service quality. As well, AI-based chatbots can function as virtual agents, talking with users to resolve technical issues. Customers can also use them to learn about products and services. Moving ahead, cognitive computing may become vital to helping enterprises manage IT and accelerate innovation.
• IoT: IoT platforms collect and analyze data from devices and sensors, helping to proactively resolve issues and improve productivity. IT managers can quickly derive insights into what the organization is doing right – and what it could be doing better. Cognitive learning further enables business to unlock IoT value. For one, it could combine multiple data streams to identify patterns and provide more context than would otherwise be available. Intelligent sensors too have the potential to self-diagnose and adapt to their environment without the need for human intervention.

The Importance of IT management [6]

IT is the backbone of many, if not all, enterprise structures. From data management to automation to mere communication, IT is what provides these services. The objective of IT management is to make sure that the technologies that are essential to your business are secure and high-performing.

For example, a cyberattack can cost a business $200,000 of revenue on average. And small businesses are particularly vulnerable to a breach. IT management is one methodology in place to prevent attacks from happening with the help of clever technology. Businesses must put these types of issues in the hands of experts. That’s where IT management steps in. In addition, emerging technologies like blockchain, artificial intelligence, machine learning, and more, now have a big part to play in how businesses appeal to customers.

For IT professionals, this makes their job even more high stakes because they will need to have a fundamental knowledge of advanced technologies. At any rate, the end goal is a digital transformation that will lead to both innovation and market success. The conversation of IT management not only revolves around being business-savvy but also having a lasting effect on the surrounding culture of your industry and the world.

Responsibilities of an IT Manager [7]

In the simplest of terms, an IT Manager is a problem solver. As a business grows or issues arise, it will often fall on the IT Manager to create an operating system or software which will help those in sales, service, or manufacturing be efficient or run smoother. A newly hired IT manger may adopt an inferior operating system structure and it may be up to him or her to make necessary adjustments in software capacity and performance. Besides the technical responsibilities attached to the position, an IT Manager must also be able to communicate in technical and non-technical environments. Managing a technical team means being a creative decision-maker and drawing the best work from analysts and code writers. Being able to train non-technical staff on ways to use software is another role the IT Manager must play. IT Managers must also be prepared to field questions and problems from department heads and general managers or CEOs. These types will rely heavily on an IT Manager's knowledge and creativity in order to fix a problem quickly.

• Business IT Alignment
• IT Service Management (ITSM)
• IT Project Management
• Enterprise Architecture
• nformation Technology Risk Management
• IT Budgeting
• Change Management
• ↑ What is Information Technology Management (IT Management)? OMICS International
• ↑ Overview of IT Management Wikipedia
• ↑ Components of IT Management Capterra
• ↑ Key features of effective IT management IBM
• ↑ CIO's Guide to IT Management
• ↑ Why IT management is important? Trio
• ↑ What are the responsibilities of an IT Manager? Top Management Degrees

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What Is Project Management?

Understanding project management.

• Project vs. Program Management

The Bottom Line

What is project management and what are the types.

Investopedia / Theresa Chiechi

Project management is the planning and organization of a company's resources to move a specific task, event, or duty toward completion. It can involve a one-time project or an ongoing activity, and resources managed include personnel, finances, technology, and intellectual property.

Key Takeaways

• On a very basic level, project management includes the planning, initiation, execution, monitoring, and closing of a project.
• Many different types of project management methodologies and techniques exist, including traditional, waterfall, agile, and lean.
• Project management is used across industries and is an important part of the success of construction, engineering, and IT companies.

Generally speaking, the project management process includes the following stages: planning, initiation, execution, monitoring, and closing. We'll discuss each of those stages in more depth later in this article.

Project management often is associated with fields in engineering and construction and, more lately, healthcare and information technology (IT), which typically have a complex set of components that have to be completed and assembled in a set fashion to create a functioning product.

No matter the industry, project managers tend to have roughly the same job: to help define the goals and objectives of the project and determine when the various project components are to be completed and by whom. They also create quality control checks to ensure completed components meet a certain standard.

From start to finish, every project needs a plan that outlines how things will get off the ground, how they will be built, and how they will finish.

Every project usually has a budget and a time frame. Project management uses a type of triage process to keep everything moving smoothly, on time, and on budget. That means when the planned time frame is coming to an end, the project manager may keep all the team members working on the project to finish on schedule. Many types of project management have been developed to meet the specific needs of certain industries or types of projects. Three of those types are waterfall, agile, and lean.

Types of Project Management

Waterfall project management.

This is similar to traditional project management but includes the caveat that each task needs to be completed before the next one starts. Steps are linear and progress flows in one direction—like a waterfall. Because of this, attention to task sequences and timelines is very important in this type of project management. Often, the size of the team working on the project will grow as smaller tasks are completed and larger tasks begin.

Agile Project Management

The computer software industry was one of the first to use this methodology. With the basis originating in the 12 core principles of the Agile Manifesto, agile project management is an iterative process focused on the continuous monitoring and improvement of deliverables . At its core, high-quality deliverables are a result of providing customer value, team interactions, and adapting to current business circumstances.

Agile project management does not follow a sequential stage-by-stage approach. Instead, phases of the project are completed in parallel to each other by various team members in an organization. This approach can find and rectify errors without having to restart the entire procedure.

Lean Project Management

This methodology is all about avoiding waste, both of time and of resources. The main idea is to create more value for customers with fewer resources. When managing a project with this approach, the goal is similar to that of the lean enterprise production principle. The only resources that will be used on the project are those that directly contribute to its successful completion.

There are many more methodologies and types of project management than listed here, but these are some of the most common. The type used depends on the preference of the project manager or the company whose project is being managed.

Kanban Project Management

Kanban is a highly visual and intuitive project management methodology designed to optimize workflow and enhance productivity. At its core, Kanban relies on a Kanban board, a visual representation of the project's tasks and their status. Tasks are depicted as cards that move through different stages of the workflow, typically represented as columns on the board, such as "to do," "in progress," and "done."

As work progresses, team members move cards across the board, providing real-time visibility into the status of each task and the overall project. By visualizing work in this way, Kanban promotes transparency, collaboration, and efficiency, allowing teams to identify bottlenecks, prioritize tasks, and maintain a steady flow of work.

Six Sigma Project Management

Perhaps considered more of a process improvement tool, Six Sigma can still be used in project management. Six Sigma is a rigorous and data-driven approach to process improvement that aims to minimize defects and variability within organizational processes.

Six Sigma utilizes a structured methodology known as DMAIC : Define, Measure, Analyze, Improve, and Control. In the Define phase, project goals and objectives are clarified, and key metrics are established to measure process performance. The Measure phase involves collecting relevant data and analyzing process performance against established metrics to identify areas for improvement.

In the Analyze phase, root causes of defects or variations are identified through statistical analysis and data-driven techniques. Once root causes are understood, the Improve phase focuses on implementing targeted solutions to address identified issues and optimize process performance. Finally, the Control phase involves establishing controls and monitoring systems to sustain improvements over time, ensuring that processes remain stable and continue to meet desired performance levels.

Scrum Project Management

Scrum is a popular agile framework designed to enhance team collaboration and deliver value iteratively. Scrum breaks down project work into manageable units called sprints, usually lasting between one to four weeks. Each sprint begins with a planning session where the team selects a set of tasks from the product backlog to complete during the sprint. Once the sprint starts, the team works collaboratively to achieve the sprint goal, holding daily stand-up meetings to discuss progress, address challenges, and adapt as needed.

Throughout the sprint, Scrum teams focus on delivering incremental value, often producing a potentially shippable product increment by the end of each sprint. At the conclusion of the sprint, the team conducts a sprint review to demonstrate the completed work to stakeholders and gather feedback.

Steps of Project Management

Different project management frameworks may identify more or less steps. In general, there's five stages of project management, each discussed briefly below.

Phase 1: Initiation

The initiation phase serves as the genesis of the project, where an idea is nurtured into a clear vision. It involves brainstorming, feasibility studies , and refining the project concept to align with organizational goals and stakeholder needs. In the initiation stage, project objectives are defined, along with the scope of work and the desired outcomes.

Phase 2: Planning

Planning is the phase where the blueprint for the project is crafted. Planning involves breaking down the project into manageable tasks, sequencing them logically, estimating resources, and developing a comprehensive project plan.

Planning usually entails some sort of resource allocation tasks. Resource allocation ensures that the necessary people, materials, and budget are available when needed. Risk management identifies potential threats when those resources may not be achievable at the right time or quantity.

Phase 3: Execution

The execution phase is where the project plan comes to life, and the project team swings into action. Tasks are assigned, and the project team members collaborate to bring the project deliverables to fruition. Quality assurance processes are implemented to verify that project deliverables meet the specified quality standards. The execution phase is the period of intense activity as the project potentially visibly progresses toward its goals.

Phase 4: Monitoring

Once the project is underway, the monitoring phase involves tracking project performance against the plan, identifying any deviations or issues, and taking corrective action to bring the project back on course. Change management processes are implemented to address any changes to the project scope, schedule, or resources. Project managers use this phase to tackle any obstacles that come up (i.e. late deliveries, personnel being unavailable, etc.).

Phase 5: Closing

The closing phase marks the culmination of the project journey. Loose ends are tied, and hopefully, accomplishments are celebrated. In the closing phase, the final deliverables are handed over to the customer or end user, and any remaining administrative tasks such as contract closure or financial reconciliations are completed. It's usually a good idea to debrief on "lessons learned" to implement better processes or project management techniques for future similar projects.

Example of Project Management

Let's say a project manager is tasked with leading a team to develop software products. They begin by identifying the scope of the project. They then assign tasks to the project team, which can include developers, engineers, technical writers, and quality assurance specialists. The project manager creates a schedule and sets deadlines.

Often, a project manager will use visual representations of workflow, such as Gantt charts or PERT charts , to determine which tasks are to be completed by which departments. We'll touch on visualizations in the next section. They set a budget that includes sufficient funds to keep the project within budget even in the face of unexpected contingencies. The project manager also makes sure the team has the resources it needs to build, test, and deploy a software product.

When a large IT company acquires smaller companies, a key part of the  project manager's job is to integrate project team members from various backgrounds and instill a sense of group purpose about meeting the end goal. Project managers may have some technical know-how but also have the important task of taking high-level corporate visions and delivering tangible results on time and within budget.

Project Management Tools

To held with organizing and staying on top of tasks, the industry of project management usually leverages a handful of tools. These tools have been touched on throughout this article, but we'll call them out more specifically now. Note that projects that differ in size or scope may call for additional tools, and some smaller projects may be able to do without some of these tools altogether.

• Project management software provides a digital platform for organizing, planning, and tracking project activities. Some more common project management software tools include Microsoft Project, Asana, Trello, or Jira.
• Communication tools facilitate real-time collaboration and communication among project teams, stakeholders, and project managers. For example, Slack is a popular messaging platform that lets team members to communicate through channels, direct messages, and file sharing. Other examples include Microsoft Teams or Zoom.
• Project managers usually rely on document management systems to store, organize, and share project documents. These repositories can range from SharePoint, Google Drive, or DropBox. Document management systems ensure that team members have access to the latest project documentation.
• For companies that want to know what time is being spent on what task, time-tracking software allows team members to record what they've been up to. Platforms like Harvest offer time tracking, expense tracking , and invoicing features, helping project managers monitor project progress. This may be really important for some projects, especially if items are being billed to a client. Another example of this type of tool is Toggl.
• Last, project management entails risk management tools . Something like Risk Register can help identify potential risks, their likelihood, and their potential impact on project objectives. Meanwhile, internal model simulations like Monte Carlo can analyze probability distributions.

Project Management vs. Program Management

Program management and project management are both essential disciplines within the field of organizational management. They do serve distinct purposes and involve different responsibilities.

Project management focuses on the successful delivery of specific, time-bound initiatives. A project is more often a temporary endeavor undertaken to create a unique product, service, or result. On the other hand, program management involves the oversight of multiple related initiatives that collectively contribute to achieving strategic organizational objectives.

As opposed to a project, a program is a collection of projects. Program managers are responsible for aligning individual projects with the organization's strategic goals, and this entails managing interdependencies between projects. For example, a company may sell an entire suite of options for smart technology devices. Program management would ensure that each device (smart light bulbs, smart thermostats, smart security cameras, etc.) would align with larger company initiatives. Project management would ensure optimal management of future products.

Project management is the planning, execution, and monitoring of a series of tasks that have an end goal. Companies embark on project management to achieve a certain process, making sure the proper steps are taken at the right time. This may relate to the company's operations (i.e. moving from one office building to another) or the company's business model (i.e. a technology firm crafting a new software product).

Why Is Project Management Important?

Project management ensures that large deliverables are executed properly. Instead of focusing on one large end product, project management usually documents, evaluates, and monitors a series of smaller, more manageable tasks that come together to make something bigger possible. Project management is important because it ensures end goals are achieved.

What Are Examples of Project Types?

A common example of a project would be product development. Multiple departments are involved in creating the product, marketing it, selling it, and more. The team that designs a project is different from the teams that manufacture, market, or sell the product. As part of a project, each of these teams would be working with a project manager who helps move the product development from one stage to the next.

What Makes a Good Project Plan?

Communication is key to a good project plan. Each team's responsibilities should be detailed with a goal, a time frame, and resources available, for example. Visual explanations such as Gantt charts also are helpful. These are bar graphs that can show each stage of a project and, for example, the time when that stage will take place. This is just one example as the best way to outline a plan for those involved depends on the scope and details of the plan.

Project management is an important part of bringing different teams or different departments together to achieve a singular goal. If creating a product, for example, someone needs to design it, someone needs to build it, someone needs to test it, someone needs to market it, etc. The project manager helps define the ultimate goal of the project and set forth a timeline for how and when that project will be achieved. That way, for example, product testers and product marketers can know what to expect and when to expect it—as well as what they are expected to achieve when the project reaches their respective stages.

Agile Manifesto. " Manifesto for Agile Software Development ."

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What is IT Project Management? [Complete Guide for 2024]

Within the ever-evolving landscape of IT project management, navigating through shifting priorities, complex dependencies, and steep learning curves can be daunting.

Whether you’re an experienced project manager or a tech enthusiast looking to make your mark, the multitude of processes and innovations can overwhelm even the best of us.

But fear not, for we are here to guide you on this transformative journey.

In this blog, we will delve into what IT project management is, its benefits, and address the challenges it presents.

What Is IT Project Management?

IT project management involves planning, organizing, and overseeing technology-driven projects from initiation to completion. It includes coordinating resources, managing budgets, mitigating risks, and ensuring timely delivery of IT projects.

From implementing new software systems to launching website development initiatives, IT project management plays a crucial role in driving technological advancements within organizations.

Consider a scenario where a company aims to migrate its entire IT infrastructure to the cloud. 

Here, the IT project manager would be responsible for creating a comprehensive plan, coordinating with various teams, monitoring progress, and ensuring a seamless transition. All of this while adhering to deadlines and budgetary constraints.

With effective IT project management, businesses can optimize efficiency, drive innovation, and stay ahead in the digital landscape.

Now, let’s learn the different phases of IT project management.

Navigating the 5 Phases of IT Project Management Success

The IT project management life cycle involves five key phases – Initiation, Design, Development, Implementation, and Closure.

Let’s dive in to understand each phase!

1. Initiation

This is the first phase where you define the scope, objectives, and feasibility of the project. You also identify the stakeholders, risks, and resources involved in the project.

In this phase, you need to create a project charter or a business case to document the project’s purpose and benefits.

For example, if your company decides to implement a new customer relationship management (CRM) system, initiation would involve assessing the existing  IT project management process, understanding user requirements, and determining the project’s scope .

2. Planning & Design

The planning and design phase involves collaborating with stakeholders and subject matter experts to gather requirements and analyze every facet to create a comprehensive roadmap that will guide the project’s execution .

By meticulously mapping out the project’s path, you can ensure that resources are allocated efficiently and that the project stays on track from start to finish. It also ensures that the project is aligned with organizational objectives and considers factors such as technology, usability, and scalability.

This stage sets the tone for the entire project, fostering clear communication, establishing expectations, and aligning everyone involved toward a common goal. 

Thus, by investing time and effort through the planning and design stage, you can lay a solid foundation that greatly increases the chances of success as you embark on your project journey.

So if you’re working on a website development project, the planning and design phase involves creating wireframes, defining user interfaces, and selecting appropriate development tools.

3. Development

This is the phase where you build and test the solution according to the specifications outlined in the design phase.

Whether it entails coding and configuring the software or implementing integrations, the development phase is where you put your plan to action. 

This is where you need to monitor and control the quality, scope, time, and cost of the project. 

Suppose you’re developing a mobile app. Developers would write code, create user interfaces, and integrate functionalities during this phase, bringing the app to a functional state.

4. Implementation

In this phase, you deploy and deliver the solution to the end users or customers. It includes activities such as system testing, user training, and data migration.

You can use various methods and tools to install, configure, and integrate the solution with the existing systems. 

You may also provide training and support to the end users. 

For instance, when developing a new software application, you must ensure that the users are able to install the application on their devices or servers. Additionally, comprehensive user manuals or interactive tutorials should be provided to facilitate a seamless onboarding experience for the users.

The IT project management life cycle is incomplete without closing the IT project. 

The follow-up phase focuses on evaluating the project’s performance and gathering feedback. You can collect feedback from end-users to measure the performance and outcomes of the project. 

You can also document the lessons and best practices learned from the project.

This phase enables continuous improvement for future projects. For example, if you are developing a new software application, you may conduct a user satisfaction survey and a post-implementation review in this phase.

These phases are overseen by an IT project manager, who ensures that the project delivers the promised results within the defined timeline and budget.

But, what are the key responsibilities of an IT project manager?

Let’s find out!

From Vision to Reality: The Critical Role of an IT Project Manager

The role of IT project managers is instrumental in ensuring successful project delivery.

Let’s unravel an IT project manager’s key responsibilities.

Time & Budget Management

IT project managers are responsible for defining realistic timelines and budgets, ensuring projects are completed within allocated resources while keeping their quality intact. 

Their expertise lies in effective resource allocation, prioritization, and meticulous monitoring to keep projects on track. Also, they need to track and control the time and budget throughout the project lifecycle and report any deviations or issues to the stakeholders.

Taming Scope Creep

One of the major challenges in IT projects is scope creep , where project requirements expand beyond the original plan. 

Project managers play a crucial role in preventing scope creep. They define clear objectives, manage change requests, and facilitate effective stakeholder communication right from the project’s inception, ensuring alignment and control.

Avoiding Miscommunication

Miscommunication can lead to misunderstandings, delays, and costly mistakes. 

IT project managers establish and maintain effective communication channels among project team, stakeholders, and customers. 

They convey the project’s status, progress, issues, and risks regularly and clearly to all parties involved, fostering a shared understanding and collaboration.

For example, IT project managers ensure effective communication by conducting regular meetings with the project team, stakeholders, and the client. They provide clear updates on the project’s status, progress, issues, and risks among all parties involved. 

This proactive approach helps to prevent misunderstandings, delays, and minimize costly mistakes.

Managing Risks in a Timely Way

Risks are inherent in every IT project and they can range from internal technical issues to external factors. 

Project managers proactively identify, assess, and mitigate risks throughout the project lifecycle. They develop risk management strategies, monitor potential threats, and take timely actions to minimize their impact on project outcomes. 

By acting as guardians against uncertainties, project managers ensure long-term success.

Embracing Technological Evolution

Technology evolves at a rapid pace, impacting IT projects and their requirements.

Therefore, it is imperative for IT project managers to stay up-to-date with the latest methodologies and tools. They need to embrace emerging technologies, assess their potential benefits, and adapt project plans to leverage technological advancements.

For instance, let’s consider an IT project manager who is leading a mobile app development project. 

Recognizing the rapid evolution of mobile technologies, he stays up-to-date with the latest methodologies and tools in the mobile app development space. He embraces emerging technologies such as augmented reality (AR) and machine learning (ML) to assess their potential benefits for the project. 

He also adapts the project plan to incorporate AR features and utilizes ML algorithms to provide a personalized user experience. By embracing technological evolution, the project manager ensures that the mobile app remains innovative and competitive in the ever-changing market.

These are the key areas of responsibility of IT project managers. 

But do you know that while fulfilling these responsibilities, IT project managers encounter some common challenges?

Let’s dig deeper into the challenges in the next section.

Top Challenges Faced by IT Project Managers

Here are the top challenges that IT project managers face on a daily basis: 

Keeping up With the Changing Technology

In the fast-paced world of technology, IT project managers face an exhilarating battle to stay at the forefront of advancements. 

And that’s not all. They also need to ensure that their projects cater to the user’s and client’s needs.

For example, while developing a mobile app, the failure to anticipate the lightning-fast evolution of smartphone models and operating system updates can prove disastrous, causing compatibility issues and a poor user experience.

Thus, it’s best to embrace the best tools and technological advancements. 

But don’t stop there. 

Immerse yourself in the minds of end-users, anticipate their needs, and exceed their wildest expectations. In this ever-evolving landscape, only the boldest and most astute project managers can emerge victorious.

Managing Changing Priorities

One of the biggest challenges in project management is dealing with changing priorities. Business requirements often evolve during the course of a project. Also, sometimes the priorities of the project may change due to external factors such as market demand, customer feedback, or regulatory changes.

Thus, IT project managers should be flexible and adaptable to adjust their plans and resources accordingly. For example, they may have to postpone a feature launch due to a new compliance requirement.

Using a specialized IT project management software like ProProfs Project for this purpose significantly simplifies the process. Here’s how.

You can create a project dashboard defining all tasks, their due dates, and their current status. In the above image, the colored dots indicate the following:

• Green – Active, something you are working on right now.
• Amber – On-hold, you are waiting on something.
• Red – In-active, don’t think about this right now.

Now, when you wish to highlight a certain project as important and on priority, all you have to do is click on the star icon next to the status indicator. The project will be highlighted and will stand out as important compared to other projects.

Lack of Communication

Communication hurdles pose significant challenges in IT project management. 

Without clear and consistent communication channels, misinterpretations and misunderstandings are likely to happen. There is also a lack of understanding about project goals, responsibilities, expectations, and progress in the team, when communication channels are not clearly defined.

Also, IT project managers often grapple with finding the right balance between overcommunication and insufficient updates.

Navigating these challenges demands astute communication strategies and the right tools.

Using the right project management software , you can witness a smooth exchange of information and avoid messy email threads. This helps bridge gaps and foster seamless collaboration throughout the project lifecycle.

It also enables you to enjoy timely notifications and stay updated about the latest developments & covered milestones.

Lack of Transparency

Transparency is key for building trust and confidence among team members and stakeholders in IT projects.

However, sometimes project managers struggle to provide the necessary transparency, which leads to a lack of accountability and an increased risk of project failure. 

Thus, managers must ensure that they share relevant information related to a project with key stakeholders apart from tracking progress and openly addressing challenges. 

This keeps all team members aligned with the developments and focused on the goals. 

Handling Complex Dependencies

IT projects often involve intricate dependencies between tasks and teams.

Identifying and managing these dependencies is a significant challenge for project managers. Failure to address complex dependencies can lead to bottlenecks, delays, and compromised project outcomes.

For example, a project manager overseeing website development must coordinate with multiple teams, such as designers, developers, and content creators. If any team falls behind schedule, it can create a ripple effect that disrupts the entire project timeline.

IT project managers face a myriad of challenges that require proactive management and problem-solving skills. Most of these challenges can be resolved by incorporating a reliable project management tool with key features to track progress in real time.

Key Project Management Features to Manage IT Projects in Real Time

Real-time project management allows teams to stay updated, make informed decisions, and respond promptly to changes. Here, we will explore key features of project management tools that can help you manage IT projects in real time.

Gantt Charts for Visualizing Project Timelines

A Gantt chart is a visual representation of a project timeline that shows the start and end dates, duration, dependencies, and progress of each task. 

It helps project managers to plan and coordinate their activities, identify potential bottlenecks or delays, and adjust their plans accordingly.

You can use a gantt chart to see how a change in one task affects the rest of the project. This way, you are in control of how things progress regardless of scope or priority changes.

Reports for Data-Driven Insights

A report summarizes the status and performance of a team or project. It provides real-time data that helps in visualizing how your project is progressing and what needs to be improved. 

This further enables you to monitor key metrics, identify trends, and make informed decisions.

Here is an example of a report that offers crucial insights into the progress of a project and its real-time status. With this, you can quickly assess whether the project is progressing as planned or do you need to make adjustments to steer the project in the right direction.

Project Dashboards to Keep Track of Everything

A project dashboard is a graphical display that shows the key indicators of a project’s health and progress.

These dashboards let you set up a project workflow and set things in motion. Team members can view which tasks are assigned to them and when they are due. This way, you can set accountability right at the start and accomplish your goals on time.

Kanban Boards for Increased Task Visibility

Kanban boards provide a visual representation of work stages, allowing teams to track and manage tasks from initiation to completion.

The board consists of cards and columns. Each card represents a task and each column represents a stage of the process. The Kanban methodology helps project managers to limit work in progress, prioritize tasks , and improve efficiency. 

For example, a project manager can use a Kanban board to move tasks from “ To Do ” to “ Doing ” to “ Done ” as they are completed.

Now that you’re aware of the key features for success, let’s look at the benefits they bring to the table.

Benefits of Using an IT Project Management Software

Here are the key benefits of leveraging an IT project management software:

• Easier to plan project schedules and track progress via Gantt and Kanban views.
• Facilitates effective collaboration among team members and stakeholders via data and file sharing
• Helps you plan and optimize resource utilization from start to finish
• Allows you to customize workflows to suit project needs
• Helps you track time spent on a task and keep productivity in check
• Enables informed decision-making via rich project reports

To understand IT project management better, let’s take a look at some examples. 

A Simple Example of IT project management

Imagine you are leading an IT project management team responsible for developing a new website for a client. The objective is to create a modern, user-friendly website that effectively showcases the client’s products and services, driving engagement and conversions.

Let’s break down the project management process for this project.

Initiation for Website Creation

Start by understanding the client’s requirements and goals for the website. Identify key stakeholders and their expectations.

Define the scope of the project, including the number of pages, desired features, and any specific design or branding guidelines . Also, assess the project’s feasibility and establish a realistic budget and timeline.

Planning & Roadmap Design

Next, proceed to the subsequent phase by crafting a thorough project plan that encompasses essential milestones, tasks, and dependencies. Additionally, it is crucial to create a comprehensive site map to effectively visualize the structure and navigation of the website.

Furthermore, carefully assess and decide upon the appropriate technologies and platforms to be utilized, such as WordPress or any other CMS, while ensuring optimal allocation of resources. You also need to plan out the content creation process right from what to write to which images or videos to add to the website. 

Collaborate closely with the client and the design team. Employ wireframes or prototypes to effectively showcase the envisioned design, functionalities, and user experience. 

You also need to continuously refine these prototypes based on feedback and observations before proceeding to the development phase.

Website Development

Once the design is approved, proceed to the development phase. Utilize the right tools to create a website that works seamlessly across browsers and devices.

You should also implement interactive elements like forms, animations, and images to enhance engagement. And most importantly integrate necessary third-party platforms such as payment gateways or social media plugins.

Lastly, regularly test for functionality, performance, and security to identify and address bottlenecks well in time.  

When creating content, ensure that it’s compelling enough and aligned with the client’s brand voice. Then, optimize content for search engines (SEO) to improve visibility and organic traffic. Also, source or create high-quality visuals like images, videos, and infographics to enhance the website’s appeal.

Implementation Strategy

Prepare for the website’s launch by setting up hosting, domain, and server configurations.

Conduct thorough testing across different browsers, devices, and screen resolutions to ensure the website functions flawlessly. Set up analytics and tracking tools to monitor website performance and user behavior.

Develop a plan for a seamless transition from the existing website, including redirects and data migration if applicable.

Project Closure

Once the website is live, review its performance, gather user feedback, and address any necessary refinements or bug fixes.

Document the project’s successes, challenges, and lessons learned for future reference. 

Celebrate the successful completion of the website development project and recognize the contributions of the team and stakeholders involved.

By following these steps, you can effectively manage an IT project focused on website development and deliver a visually appealing and functional website that meets the client’s requirements and engages their target audience.

Drive Process Efficiency With Robust IT Project Management

IT project management is full of unpredictable challenges. 

From developing new systems to addressing sudden priority issues, the industry is constantly evolving. However, embracing the thrill of these challenges is what makes working in IT exciting.

With the right practices and the use of effective IT project management software, you can streamline your tasks and focus on what truly matters. It’s time to gear up, embrace the excitement, and conquer the IT project management world one challenge at a time!

About the author

David miller.

David is a Project Management expert. He has been published in elearningindustry.com , simpleprogrammer.com . As a project planning and execution expert at ProProfs, he has offered a unique outlook on improving workflows and team efficiency. Connect with David for more engaging conversations on Twitter , LinkedIn , and Facebook .

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UMass Boston

• Current Students
• Parents & Families
• Faculty & Staff
• Information Technology
• About Information Technology
• Project Management Office
• Definition Of A Project
• Software & Systems
• Hardware & Labs
• Training & Classroom Support
• Research & Innovation
• Mission, Vision & Values
• IT Outcomes
• Student Jobs
• Executive Summary
• Methodology
• Project Closing Phase
• Project Execution Control Phase
• Project Initiation Phase
• Project Lifecycle Overview
• Project Planning Phase

Definition of a Project

A project is a temporary endeavor (it has a start and end date), undertaken to create a unique product, service or result within defined constraints.  A project concludes when its specific tangible and/or intangible objectives have been attained and its resources have been released to do other work. 

The UMass Boston Information Technology Project Management Methodology defines a project as:

• A unique endeavor (not repeated)
• Temporary, with a distinct beginning and end
• Defined by specific deliverables
• Conducted by a temporary team that exists for the duration of its execution
• Having a project manager who is responsible for its success
• Defined by identifying its starting point, the goals/objectives sought, and the route between them

Operations by contrast are ongoing and repetitive.  Operational activities may repeat daily, monthly, annually, or on an as-needed basis, e.g., financial review, standard upgrades, hiring for a new position. When operations require a major change in process, input/output, or purpose, they may become projects until the change is complete.

Project Management/Collection

• Project Management

Learning Guide

This learning guide supports the Wikiversity course Project Management , available at http://en.wikiversity.org/wiki/Project_Management .

Project Management/Collection/Sidebar Project management is the process and activity of planning, organizing, motivating, and controlling resources, procedures and protocols to achieve specific goals in scientific or daily problems. [1]

This course comprises 15 lessons on project management. Each lesson includes a combination of Wikipedia readings, YouTube videos, and hands-on learning activities. The course also assists learners in preparing for CompTIA Project+ certification.

Preparation

This is a second-year college-level information systems management course. Learners should already be familiar with information systems concepts.

• Introduction
• Organization
• Communication

Project Charter

Scope Statement

• Change Management
• Work Breakdown Structure
• Resource Allocation
• Quality Management
• Procurement
• Project management
• Internet Fundamentals/Project Management
• Wikipedia: Project management
• OpenTextBC: Project Management

Bibliography

• Ahmed; Nabil : A PM Expert

• CompTIA Project+ Certification Exam Objectives PK0-003
• CompTIA Project+ Certification Exam Objectives PK0-004
• CompTIA Project+ Glossary of Standard Project Management Terms

Lesson 1 - Introduction

This lesson introduces project management, including project characteristics and project validation.

• 1.1 Learning Guide
• 3 Preparation
• 6 Bibliography
• 7 References
• 8 Lesson 1 - Introduction
• 9 Objectives and Skills
• 10 Readings
• 11 Multimedia
• 12 Activities
• 13 Lesson Summary
• 14 Key Terms
• 15 Review Questions
• 16 Assessments
• 17 See Also
• 18 References
• 19 Lesson 2 - Organization
• 20 Objectives and Skills
• 21 Readings
• 22 Multimedia
• 23 Activities
• 24 Lesson Summary
• 25 Key Terms
• 26 Review Questions
• 27 Assessments
• 28 References
• 29 Lesson 3 - Process
• 30 Objectives and Skills
• 31 Readings
• 32 Multimedia
• 33 Activities
• 34 Lesson Summary
• 35 Key Terms
• 36 Review Questions
• 37 Assessments
• 38 See Also
• 39 References
• 40 Lesson 4 - Communication
• 41 Objectives and Skills
• 42 Readings
• 43 Multimedia
• 44 Activities
• 45 Lesson Summary
• 46 Key Terms
• 47 Review Questions
• 48 Assessments
• 49 References
• 50 Lesson 5 - Project Charter
• 51 Objectives and Skills
• 52 Readings
• 53 Multimedia
• 54 Activities
• 55 Lesson Summary
• 56 Key Terms
• 57 Review Questions
• 58 Assessments
• 59 References
• 60 Lesson 6 - Scope Statement
• 61 Objectives and Skills
• 62 Readings
• 63 Multimedia
• 64 Activities
• 65 Lesson Summary
• 66 Key Terms
• 67 Review Questions
• 68 Assessments
• 69 See Also
• 70 References
• 71 Lesson 7 - Change Management
• 72 Objectives and Skills
• 73 Readings
• 74 Multimedia
• 75 Activities
• 76 Lesson Summary
• 77 Key Terms
• 78 Review Questions
• 79 Assessments
• 80 See Also
• 81 References
• 82 Lesson 8 - Work Breakdown Structure
• 83 Objectives and Skills
• 84 Readings
• 85 Multimedia
• 86 Activities
• 87 Lesson Summary
• 88 Key Terms
• 89 Review Questions
• 90 Assessments
• 91 See Also
• 92 References
• 93 Lesson 9 - Schedule
• 94 Objectives and Skills
• 95 Readings
• 96 Multimedia
• 97 Activities
• 98 Lesson Summary
• 99 Key Terms
• 100 Review Questions
• 101 Assessments
• 102 See Also
• 103 References
• 104 Lesson 10 - Resource Allocation
• 105 Objectives and Skills
• 106 Readings
• 107 Multimedia
• 108 Activities
• 109 Lesson Summary
• 110 Key Terms
• 111 Review Questions
• 112 Assessments
• 113 See Also
• 114 References
• 115 Lesson 11 - Quality Management
• 116 Objectives and Skills
• 117 Readings
• 118 Multimedia
• 119 Activities
• 120 Lesson Summary
• 121 Key Terms
• 122 Review Questions
• 123 Assessments
• 124 See Also
• 125 References
• 126 Lesson 12 - Cost
• 127 Objectives and Skills
• 128 Readings
• 129 Multimedia
• 130 Activities
• 131 Lesson Summary
• 132 Key Terms
• 133 Review Questions
• 134 Assessments
• 135 References
• 136 Lesson 13 - Risk
• 137 Objectives and Skills
• 138 Readings
• 139 Multimedia
• 140 Activities
• 141 Lesson Summary
• 142 Key Terms
• 143 Review Questions
• 144 Assessments
• 145 References
• 146 Lesson 14 - Procurement
• 147 Objectives and Skills
• 148 Readings
• 149 Multimedia
• 150 Activities
• 151 Lesson Summary
• 152 Key Terms
• 153 Review Questions
• 154 Assessments
• 155 See Also
• 156 References
• 157 Lesson 15 - Closure
• 158 Objectives and Skills
• 159 Readings
• 160 Multimedia
• 161 Activities
• 162 Lesson Summary
• 163 Key Terms
• 164 Review Questions
• 165 Assessments
• 166 See Also
• 167 References

Objectives and Skills

Objectives and skills for the introduction portion of Project+ PK0-003 certification include: [2]

• Temporary endeavor
• Delivers a unique product or service
• Constrained by time
• Resources and quality
• Feasibility analysis
• Justification for project
• Alignment to strategic plan
• Identify and analyze stakeholders

Objectives and skills for the introduction portion of Project+ PK0-004 certification include: [3]

• Start and finish
• Reason/purpose
• Project as part of a program
• Project as part of a portfolio
• Project charter
• Project management plan
• Organizational chart
• Scope statement
• Communication plan
• Project schedule
• Status report
• Dashboard information
• Action items
• Meeting agenda/meeting minutes
• Wikipedia: Project stakeholders
• Wikipedia: Project management software
• Wikipedia: Project portfolio management
• Wikipedia: Project manager
• YouTube: Introduction to Project Management
• YouTube: Project management tutorial: The characteristics of a project
• YouTube: The Role of the Project Manager
• YouTube: Top 10 Terms Project Managers Use
• YouTube: Studying Project Feasibility: A Vital Business Process
• Youtube: Top 3 Management Tools for Teams - Project Management
• Do an Internet search to find a recent real life project that interests you. Describe what the project is, what you liked about this project, and what you would do differently if you were assigned to this project.
• Think of some projects you've had to do in your own life. This could be in your personal life or at work. What problems did you encounter, and what are some ways you can think of to prevent problems from happening?
• Would you consider an occupation in project management? Why or why not?
• Search on indeed.com for any project management jobs available. Share your findings.
• Read the article Wikipedia: Project management software . Then do a google search on project management software. Name 3 different software you found, and which you would use.
• Read the article Steps to Determine Project Feasibility . Discuss why you feel these steps are necessary in determining project feasibility. Which step do you feel is the most important and why?
• Read The Best 8 Project Management Apps . Download a free application and browse around to get a better knowledge of project management through a mobile device.

Lesson Summary

• Project management is essential to an organization in today’s world. “Companies, governments, and nonprofit organizations are recognizing to be successful they need to use modern project techniques, especially for IT projects. Individuals are realizing that to remain competitive in the workplace, they must develop good project skills and that many of the concepts of project management will help them in their everyday lives as they work with people and technology on a day-to-day basis”. [4]
• Project management is the discipline of carefully projecting or planning, organizing, motivating and controlling resources to achieve specific goals and meet specific success criteria. [5]
• The primary challenge of project management is to achieve all of the project goals and objectives while honoring the preconceived constraints. [6]
• The primary constraints are scope, time, quality and budget (project management triangle). [7]
• The secondary challenge is to optimize the allocation of necessary inputs and integrate them to meet pre-defined objectives. [8]
• A project is a temporary endeavor designed to produce a unique product, service or result with a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables) undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value. [9]
• Stakeholders are entities that have an interest in a given project. [10]
• These stakeholders may be inside or outside an organization which: sponsor a project, or have an interest or a gain upon a successful completion of a project; may have a positive or negative influence in the project completion. [11]
• A project team has mainly three separate components: Project Manager, Core Team and Contracted Team. [12]
• The Project Manager is the head of the team and is the person responsible for accomplishing the stated project objectives. [13]
• Key project management responsibilities include creating clear and attainable project objectives, building the project requirements, and managing the constraints of the project management triangle, which are cost, time, scope, and quality. [14]
• The project manager is accountable for ensuring that everyone on the team knows and executes his or her role. [15]
• Project Managers analyze and collectively manage current or proposed projects based on numerous key characteristics. [16]
• They use project portfolio management (PPM) to manage processes, methods and technologies. [17]
• PPM provides program and project managers in large, program/project-driven organizations with the capabilities needed to manage the time, resources, skills, and budgets necessary to accomplish all interrelated tasks. [18]
• It provides a framework for issue resolution and risk mitigation, as well as the centralized visibility to help planning and scheduling teams to identify the fastest, cheapest, or most suitable approach to deliver projects and programs. [19]
• Project management software can also assist project managers with it wide range of functions such as: manage estimation and planning, scheduling, cost control and budget management, resource allocation, collaboration software, communication, decision-making, quality management and documentation or administration systems. [20]

Review Questions

• PPM provides a framework for ____ resolution and ____ mitigation, as well as the centralized visibility to help planning and scheduling teams to identify the fastest, cheapest, or most suitable approach to deliver projects and programs issue, risk
• What are the three main components of a project management team? Project Manager, Core team, and contracted team
• What are the three parts to the project management triangle? Time, quality, and budget
• What is best used to illustrate start and finish dates of terminal elements of a project? Gantt Chart
• A ____ is a temporary endeavor designed to produce a unique product, service or result with a defined beginning and end. undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value. Project
• ____ ____ is the discipline of carefully projecting or planning, organizing, motivating and controlling resources to achieve specific goals and meet specific success criteria. Project Management
• The ____ ____ of project management is to achieve all of the project goals and objectives while honoring the preconceived constraints primary challenge
• The ____ ____ is to optimize the allocation of necessary inputs and integrate them to meet pre-defined objectives secondary challenge
• ____ are entities that have an interest in a given project Stakeholder
• Stakeholders may be ____ or ____ the organization inside, outside
• The ____ ____ is the head of the team and is the person responsible for accomplishing the stated project objectives project manager
• Creating clear and attainable project objectives, building the project requirements, and managing the constraints of the project management triangle, which are cost, time, scope, and quality are key ____ ____ ____ project management responsibilities
• The ____ ____ is accountable for ensuring that everyone on the team knows and executes his or her role project manager
• Project Managers ____ and ____ manage current or proposed projects based on numerous key characteristics analyze, collectively
• They use ____ ____ ____ (PPM) to manage processes, methods and technologies Project portfolio management
• ____ is an individual, group or organization, who may be affected, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project stakeholder

Assessments

• Quiz: Quizlet: Introduction to Project Management
• Flashcards: Introduction to Project Management
• Villanova University: What is Project Management?

• ↑ Wikipedia: Project management
• ↑ CompTIA: Project+ Certification Exam Objectives: PK0-003
• ↑ CompTIA: Project+ Certification Exam Objectives: PK0-004
• ↑ (Schwalbe)(Information Technology Project Management)
• ↑ Wikipedia:Project stakeholder
• ↑ Wikipedia: Project stakeholder
• ↑ Wikipedia: Project manager
• ↑ Wikipedia: Project portfolio management
• ↑ Wikipedia: Project management software
• ↑ Wikipedia: Best practice
• ↑ Wikipedia: Critical Path Method
• ↑ Wikipedia: Ethics
• ↑ Wikipedia: Gantt chart
• ↑ Wikipedia: Project Management Institute
• ↑ Wikipedia: Deliverable
• ↑ Wikipedia: Project Management Professional
• ↑ Wikipedia: Project sponsorship

Lesson 2 - Organization

Organization is an entity made up of a body of people. Organizations include institutions, businesses or any association with a collective goal and is linked to an external environment. [1] This lesson covers the organization element of project management.

Objectives and skills for the organization portion of Project+ PK0-004 certification include: [2]

• Resources reporting to functional manager
• Project manager has limited or no authority
• Authority is shared between functional managers and project managers
• Resources assigned from functional area to project
• Project manager authority ranges from weak to strong
• Project manager has full authority
• Resources report to project manager
• Ad hoc resources
• Business merger/acquisition
• Business demerger/split
• Business process change
• Internal reorganization
• Outsourcing
• Wikipedia: Organization
• Wikipedia: Organizational culture
• Wikipedia: Organizational structure
• Wikipedia: Organizational chart
• Wikipedia: Corporate governance
• Wikipedia: International Organization for Standardization
• YouTube: Reframing Organizations 3
• YouTube: What is Project Management Organizational Structure? Its Types and Charts
• YouTube: Functional Organization vs Projectized Organization
• YouTube: What is ISO International Organization for Standardization?
• YouTube: Phase Gate Process Defined
• Youtube: Project Management Organizational Structures
• Youtube: Project Management Organizational Structure Its Definition, Types, and Charts
• YouTube: What is a Matrix Organization Structure
• For an organizational chart, use a tool such as: Creately: Tools, Templates and Resource to Draw Org Charts/Hierarchy Charts and create a hierarchical chart for your organization or school. In addition, review Wikipedia: Diagramming software .
• How does it affect your environment? How would the other structures affect where you work?
• Write a summary of the affects and your opinion on the best suited structure for your organization.
• Review Tutorialspoint: Decision Making Process . With the steps given about decision making process, compare it to the way your organization makes decisions.
• ISO: New ISO standard on project management .
• Write a summary justifying why you would or would not choose any of these methods to use for your organization.
• Review TechNet Magazine: Business of IT Understanding Regulatory Compliance . Choose a best practices compliance method to make your organization compliant and research it.
• An organization consists of multiple people that has a collective goal and is linked to an external environment. [3]
• There are a variety of legal types of organizations, such as corporations, governments, armed forces, charities, and educational institutions. [4]
• According to management science, most human organizations fall roughly into four types including committees, ecologies, matrix, and hierarchies. [5]
• Organizational culture can cause a change in which the way people and groups interact with each other, clients, and stakeholders. [6]
• Organizational structure provides the foundation on which standard operating procedures and routines rest as well as determines which individuals get to participate in which decision-making processes, and thus to what extent their views shape the organization’s actions. [7]
• A functional organizational structure is fitting as a producer of standardized goods and services at large volume and low cost. In addition, at coordination and specific tasks, which makes producing a limited amount of products or services efficient and predictable. [8]
• In a matrix organization the functional manager assures that each type of expert in the organization is well-trained, and measured by a boss who is super-expert in the same field and the executive manager tries to get projects completed using the experts. [9]
• Matrix organizational structure can be weak, balanced, or strong. [10]
• An organizational chart shows the relations between people within an organization. There can be various types such as hierarchical, matrix, or flat. [11]
• Governance can pertain to the processes of interaction and decision-making among the actors involved in a collective problem that lead to the creation, reinforcement, or reproduction of social norms and institutions. [12]
• Governance structures and principles recognizes the rights and responsibilities among different participants in the corporation (managers, shareholders, and other stakeholders) and includes the rules and procedures for making decisions in corporate affairs. [13]
• Even if the organization is a geopolitical entity (nation-state), a corporation (organization incorporated as legal entity), a socio-political entity, or an informal one, its governance is the way the rules, norms, and actions are produced, sustained, regulated and held accountable. [14]
• In regards to governance mechanisms, this would include monitoring the actions, policies, practices, and decisions of corporations, their agents, and affected stakeholders. [15]
• ISO, the International Organization for Standardization, is an independent, nongovernmental organization. Its standards aid in the creation of products and services that are safe, reliable and of good quality. [16]
• Using the phase-gate model for product development identifies problems and assesses progress before the project's conclusion. Using this model on a large project reduces complexity of what could be a large and limiting innovation process and creates a straightforward rule-based approach. When a phase-gate model incorporates cost and fiscal analysis tools such as net present value, the organization can potentially be provided with quantitative information regarding the feasibility of developing potential product ideas. Finally, the model is an opportunity to validate the updated business case by a project's executive sponsors. [17]
• The SDLC attach to phases that are important to developers, such as planning, analysis, design, and implementation. There are different types of SDLC models which are waterfall, fountain, spiral, build and fix, rapid prototyping, incremental, synchronize and stabilize. The waterfall model is the oldest and is more commonly used for project management. [18]
• The Work Breakdown Structure (WBS) identifies major phases and milestones of a project in a summary. It also includes the scope and timelines which will be part of the initial project description to get the approval for the project. [19]
• The basic Project Management Processes/Stages of development may be used regardless of methodology. The major process groups include Initiating, Planning, Execution, Monitoring and Controlling, and Closing. [20]
• Virtual team, which can also be known as remote team, refers to a group of individuals that work together from different locations and communicate through technology. Such technology can be e-mail, Fax, video, or voice conferencing in order for each individual to collaborate on the task the team is working on. [21] .
• An _____ consists of multiple people that have a collective goal and is linked to an external environment. An organization consists of multiple people that have a collective goal and is linked to an external environment.
• There are a variety of legal types of organizations such as, _____, _____, _____, _____, and _____. There are a variety of legal types of organizations such as corporations, governments, armed forces, charities, and educational institutions.
• According to management science, most _____ fall roughly into four types including _____, _____, _____, and _____. According to management science, most human organizations fall roughly into four types including committees, ecologies, matrices, and hierarchies.
• Organizational _____ can cause a change in which the way people and groups interact with each other, clients, and stakeholders. Organizational culture can cause a change in which the way people and groups interact with each other, clients, and stakeholders.
• Organizational _____ provides the foundation on which standard operating procedures and routines rest as well as determines which individuals get to participate in which _____, and thus to what extent their views shape the organization’s actions. Organizational structure provides the foundation on which standard operating procedures and routines rest as well as determines which individuals get to participate in which decision-making processes, and thus to what extent their views shape the organization’s actions.
• The three basic organizational structures are ____, ____, and ____. Project managers have the most authority in a ___ project organization, an intermediate amount of authority in a ___ organization, and the least amount of authority in a pure ___ organization. The three basic organizational structures are functional, matrix, and project. Project managers have the most authority in a pure project organization, an intermediate amount of authority in a matrix organization, and the least amount of authority in a pure functional organization.
• In a _____ organization the functional manager assures that each type of expert in the organization is well-trained, and measured by a boss who is a super-expert in the same field. The executive manager tries to get projects completed using the experts. In a matrix organization the functional manager assures that each type of expert in the organization is well-trained, and measured by a boss who is a super-expert in the same field. The executive manager tries to get projects completed using the experts.
• Matrix organizational structure can be _____, _____, or _____. Matrix organizational structure can be weak, balanced, or strong.
• An organizational _____ shows the relations between people within an organization of which there can be various types such as _____, _____, or _____. An organizational chart shows the relations between people within an organization of which there can be various types such as hierarchical, matrix, or flat.
• _____ can pertain to "the processes of interaction and decision-making among the actors involved in a collective problem that lead to the creation, reinforcement, or reproduction of social norms and institutions." Governance can pertain to "the processes of interaction and decision-making among the actors involved in a collective problem that lead to the creation, reinforcement, or reproduction of social norms and institutions."
• Governance _____ and _____ recognize the rights and responsibilities among different participants in the corporation (managers, shareholders, and other stakeholders) and includes the rules and procedures for making decisions in corporate affairs. Governance structures and principles recognize the rights and responsibilities among different participants in the corporation (managers, shareholders, and other stakeholders) and includes the rules and procedures for making decisions in corporate affairs.
• Even if the _____ is a geopolitical entity (nation-state), a corporation (organization incorporated as legal entity), a socio-political entity, or an informal one, its _____ is the way the rules, norms, and actions are produced, sustained, regulated and held accountable. Even if the organization is a geopolitical entity (nation-state), a corporation (organization incorporated as legal entity), a socio-political entity, or an informal one, its governance is the way the rules, norms, and actions are produced, sustained, regulated and held accountable.
• In regards to _____, this would include monitoring the actions, policies, practices, and decisions of corporations, their agents, and affected stakeholders. In regards to governance mechanisms, this would include monitoring the actions, policies, practices, and decisions of corporations, their agents, and affected stakeholders.
• ISO, the _____, is an independent, nongovernmental organization which aids in the creation of products and services that are safe, reliable and of good quality. ISO, the International Organization for Standardization, is an independent, nongovernmental organization which aids in the creation of products and services that are safe, reliable and of good quality.
• At each _____, the continuation of the process is decided by (typically) a manager or a steering committee. At each gate, the continuation of the process is decided by (typically) a manager or a steering committee.
• The second phase of the product development process is _____. The second phase of the product development process is scoping.
• The Work Breakdown Structure (WBS) identifies major _____ and _____ of a project in a summary. It also includes the _____ and _____ which will be part of the initial project description to get the approval for the project. The Work Breakdown Structure (WBS) identifies major phases and milestones of a project in a summary. It also includes the scope and timelines which will be part of the initial project description to get the approval for the project.
• The basic Project Management Processes/Stages of development may be used regardless of _____. The major process groups include _____,Planning, _____, Monitoring and Controlling, and _____. The basic Project Management Processes/Stages of development may be used regardless of methodology. The major process groups include Initiating, Planning, Execution, Monitoring and Controlling, and Closing.
• Virtual team, which can also be known as _____, refers to a group of individuals that work together from different _____ and communicate through technology. Such technology can be e-mail, _____, _____, or voice conferencing in order for each individual to collaborate on the task the team is working on. Virtual team, which can also be known as remote team, refers to a group of individuals that work together from different locations and communicate through technology. Such technology can be e-mail, Fax, video, or voice conferencing in order for each individual to collaborate on the task the team is working on.
• _____ Software Development is an approach to software development where solutions evolve through the effort of organizing, collaborating and functional teams with their customer or client. The software encourages a rapid response to _____ and supports planning, development, and improvement. Agile Software Development is an approach to software development where solutions evolve through the effort of organizing, collaborating and functional teams with their customer or client. The software encourages a rapid response to change and supports planning, development, and improvement.
• Flashcards: Quizlet: Organization
• Quiz: Quizlet: Organization
• Quiz: Quizlet: Org Processes and Models

• ↑ Wikipedia: Organization
• ↑ Wikipedia: Organizational culture
• ↑ Wikipedia: Organizational structure
• ↑ Wikipedia: Organizational chart
• ↑ Wikipedia: Governance
• ↑ Wikipedia: Corporate governance
• ↑ Wikipedia: International Organization for Standardization
• ↑ Wikipedia: Phase-gate model
• ↑ Wikipedia: Systems development life cycle
• ↑ Wikipedia: Virtual team

Lesson 3 - Process

Objectives and skills for the process portion of Project+ PK0-004 certification include: [1]

• Business case
• High-level scope definition
• High-level risks
• Work breakdown structure
• Detailed risks
• Requirements
• Procurement plan
• Change management plan
• Deliverables
• Risks/issues log
• Performance measuring and reporting
• Quality assurance/governance
• Change control
• Project sign off
• Archive project documents
• Lessons learned
• Release resources
• Close contracts
• Readily adapt to new / changing requirements
• Iterative approach
• Continuous requirements gathering
• Establish a backlog
• Burndown charts
• Continuous feedback
• Sprint planning
• Daily standup meetings / SCRUM meetings
• SCRUM retrospective
• Self-organized and self-directed teams
• Wikipedia: Project management: Initiating
• Wikipedia: Project management: Planning
• Wikipedia: Project management: Executing
• Wikipedia: Project management: Monitoring and controlling
• Wikipedia: Project management: Closing
• Wikipedia: Phase-gate model
• Wikipedia: Systems development life cycle
• Wikipedia: Agile software development
• YouTube: Project Management Across the Project Life Cycle
• YouTube: Top Deliverables in Project Management
• YouTube: 5 Steps to Process Management Planning
• YouTube: Monitoring and Control Functions
• YouTube: What are Project Deliverables - Project Management
• Read Wikipedia: Project_management and summarize each of the Project Management Process Groups (Initiating, Planning, Executing, Monitoring/Controlling, and Closing). Identify at least 3 tasks that would occur during each phase.
• Read Wikibooks: Project_Management/Fundamentals and list the key inputs and outputs of each of the 5 Project Management Process Groups.
• Read Wikipedia: Project_plan#Purpose and describe why you think answering these questions Why? What? Who? and When? are important for project planning.
• Click on PRINCE2.com . Check out the opportunities to learn the PRINCE2 process.
• Read iSixSigma: What Is Six Sigma and define what a Six Sigma defect is. Create a flowchart showing a project process.
• Five Major Activities of an Operating System With Respect to Process Management
• Business Process Management Activities
• Traditionally, project management includes a number of elements: four to five project management process groups, and a control system. [2]
• Regardless of the methodology or terminology used, the same basic project management processes or stages of development will be used. Major process groups generally include: Initiation, Planning, Execution, Monitoring/Controlling, and Closing. [3]
• The initiating processes determine the nature and scope of the project. [4]
• The initiating processes facilitate formal authorization to start a new project. [5]
• After the initiation stage, the project is planned to an appropriate level of detail. The main purpose is to plan time, cost and resources adequately to estimate the work needed and to effectively manage risk during project execution. [6]
• Project Planning generally consists of determining how to plan, developing a scope statement, identifying deliverables, creating the work breakdown structure, as well as estimating time, cost, and risk. [7]
• The execution phase ensures that the project management plan's deliverables are executed accordingly.This phase involves proper allocation, co-ordination and management of human resources and any other resources such as materials and budgets. [8]
• Monitoring and controlling consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project. [9]
• Monitoring and controlling includes measuring the ongoing project activities, monitoring the project variables, identifying corrective actions to address issues and risks properly, and Influencing the factors that could circumvent integrated change control so only approved changes are implemented. [10]
• Closing includes the formal acceptance of the project and the ending thereof. Administrative activities include the archiving of the files, documenting lessons learned, closing contracts and writing a Post Implementation Review. [11]
• To manage risk, a risk register (or risk log e.g. in PRINCE2 and formatted either as a table or as a scatterplot) is used as a risk management tool to fulfill regulatory compliance acting as a repository for all risks identified and includes additional information about each risk, e.g. nature of the risk, reference and owner, mitigation measures. [12]
• Additional processes, such as planning for communications and for scope management, identifying roles and responsibilities, determining what to purchase for the project and holding a kick-off meeting are also generally advisable. [13]
• A work breakdown structure (WBS), in project management and systems engineering, is a deliverable-oriented decomposition of a project into smaller components. [14]
• Quality management ensures that an organization, product or service is consistent. It has four main components: quality planning, quality assurance, quality control and quality improvement. [15]
• The scope statement details the project deliverables and describes the major objectives. The objectives should include measurable success criteria for the project. [16]
• Over the course of any project, the work scope may change. Change is normal and expected. This needs to be documented to show what is being changed. A change management form is used to accomplish this. [17]
• Agile software development is an umbrella term for a set of methods and practices based on the values and principles expressed in the Agile Manifesto. Solutions evolve through collaboration between self-organizing, cross-functional teams and their customers/end users. It promotes adaptive planning, evolutionary development, early delivery, and continual improvement, and encourages rapid and flexible response to change. [18]
• The most popular agile methodologies include Extreme Programming (XP), Scrum, Crystal, Dynamic Systems Development Method (DSDM), Lean Development, and Feature-Driven Development (FDD). [19]
• A sprint (or iteration) is the basic unit of development in Scrum. The sprint is a timeboxed effort; that is, it is restricted to a specific duration. The duration is fixed in advance for each sprint and is normally 2-4 weeks. [20]
• Scrum is a methodology that allows a team to self-organize and make changes quickly, in accordance with agile principles. [21]
• A scrum master is the facilitator for an agile development team who manages the process for how information is exchanged. [22]
• Initiating processes takes place during _____ phase of a project. Initiating processes takes place during each phase of a project.
• What is a method based on interactive and incremental development, which requirements and solutions evolve through collaboration? Agile is a method based on interactive and incremental development, which requirements and solutions evolve through collaboration.
• Performance reports are common outputs of _______ and _______. Performance reports are common outputs of monitoring and controlling.
• The _____ is a ______ that describes best practices for what should be done to manage a project. The PMBOK Guide is standard that describes best practices for what should be done to manage a project.
• _____ _____ _____ is a form of adaptive software development. Agile software development is a form of adaptive software development.
• A ______ ______ is a document that includes details related to the identified project stakeholders. A stakeholder register is a document that includes details related to the identified project stakeholders.
• A ______ ______ is a technique that project managers can use to help understand and increase the support of stakeholders throughout the project. A stakeholder analysis is a technique that project managers can use to help understand and increase the support of stakeholders throughout the project.
• A ____ _____ is a meeting that is held at the beginning of the project so stakeholders can meet, review project goals, and discuss future plans. A kick-off meeting is a meeting that is held at the beginning of the project so stakeholders can meet, review project goals, and discuss future plans.
• ____ is the leading agile development method for completing projects with a complex, innovative scope of work. Scrum is the leading agile development method for completing projects with a complex, innovative scope of work.
• Many people use ______ to have a standard format for preparing various project management documents. Many people use template to have a standard format for preparing various project management documents.
• Agile maturity assessment: [1]
• Agility self assessment: [2]
• Project management skills assessment: [3]
• Watch: YouTube: Project Management Life Cycle vs Delivery Life Cycle .
• Read: Best Practices: Project Life Cycle Framework - State of California
• Watch: IT Project Management .
• Download & Read: CDC: Change Management Plan Template & Change Management Form [DOC]
• Intro to Scrum in Under 10 Minutes https://www.youtube.com/watch?v=XU0llRltyFM
• Sheetsmart: Demystifying the 5 Phases of Project Management
• AZENDOO: Top 13 Project Management Methodologies and Styles
• CIO From IDG: Agile project management: A comprehensive guide
• TechTarget: SearchCIO: Agile project management, from agile to waterfall
• TechTarget: SearchCIO: Agile Project Management
• ↑ Wikipedia: Project management: Processes
• ↑ Wikipedia: Project management: Initiating
• ↑ PMPnotes.com
• ↑ Wikipedia: Project management: Planning
• ↑ Wikipedia: Project management: Executing
• ↑ Wikipedia: Project management: Monitoring and controlling
• ↑ Wikipedia: Project maangement: Closing
• ↑ Wikipedia: Risk Register & Managing Risk
• ↑ Wikipedia: Communication Plan, Scope management, kick-off meeting
• ↑ Wikipedia: Work Breakdown Structure
• ↑ Wikipedia: Quality Management
• ↑ Wikipedia: Scope statement
• ↑ Wikipedia: Change Management
• ↑ Wikipedia: Agile_software_development
• ↑ "Agile 101: Back to the Basics" . VersionOne . Retrieved 2018-05-14 .
• ↑ "Scrum (software development)" . Wikipedia . 2018-05-08 . https://en.wikipedia.org/w/index.php?title=Scrum_(software_development)&oldid=840264851 .  
• ↑ "What is scrum master? - Definition from WhatIs.com" . WhatIs.com . Retrieved 2018-05-14 .
• ↑ Wikipedia: Artifact_(software_development)
• ↑ Wikipedia: Burn_down_chart
• ↑ https://shelf.brytewave.com/#/books/9781337431095/cfi/6/24!/4/336/2/2/2@0:0
• ↑ Wikipedia: Scrum: Daily Scrum
• ↑ Wikibooks: Project Execution and Control
• ↑ Wikibooks: Project Initiation Stage
• ↑ Wikipedia: Kickoff_meeting
• ↑ Wikipedia: Software_development_process
• ↑ Wikipedia: Monitoring and controlling
• ↑ Wikipedia: Project planning
• ↑ Wikipedia: Scrum: Product backlog
• ↑ Wikipedia: Scrum: Product owner
• ↑ Wikipedia: PRINCE2
• ↑ Wikipedia: Rational_Unified_Process
• ↑ Wikipedia: Six_Sigma
• ↑ Wikipedia: Six Sigma: Methodologies

Lesson 4 - Communication

Objectives and skills for the communication portion of Project+ PK0-004 certification include: [1]

• Kick-off meetings
• Virtual vs. in-person meetings
• Scheduled vs. impromptu meetings
• Closure meetings
• Instant messaging
• Video conferencing
• Voice conferencing
• Face-to-face
• Text message
• Distribution of printed media
• Social media
• Language barriers
• Time zones/geographical factors
• Technological factors
• Cultural differences
• Interorganizational differences
• Intraorganizational differences
• Personal preferences
• Rapport building/relationship building
• Tailor method based on content of message
• Criticality factors
• Level of report detail
• Types of communication
• Confidentiality constraints
• Tailor communication style
• Project planning
• Project change
• Risk register updates
• Schedule changes
• Task initiation/completion
• Stakeholder changes
• Gate reviews
• Business continuity response
• Incident response
• Resource changes
• Wikipedia: Communication
• techrepublic.com: Project communications: A plan for getting your message across
• Wikipedia: Nonverbal communication
• Wikipedia: Time zone
• yourbusiness.azcentral.com: Communication & Organizational Structure
• Wikipedia: Language barrier
• YouTube: Project Communications Management
• YouTube: 03 Internal and External Communication
• YouTube: Key To Effective Communication In Projects
• YouTube: Your Project Kickoff Meeting Checklist
• YouTube: How to Have an Awesome Project Kick-Off Meeting
• YouTube: Remote Project Management Tips & Tactics
• YouTube: Project Management: Creating a Communications Plan
• Establish the components of an internal and external communication plan.
• Create the Communication Plan for your project.
• Create the kick-off plan for your project.
• Describe the implementation of the kick-off meeting.
• What are the stakeholders’ communication requirements?
• Is there a difference in communication requirements between Change Control Board and Steering Committee?
• Create the Communication Matrix identifying the scenarios for information distribution methods in your project.
• Determine communication needs of your virtual team and create Communication Matrix.
• Communication preferences
• Functional or hierarchical barrier
• Technology barriers
• Communication is a process by which meaning is assigned and conveyed in an attempt to create shared understanding. [2]
• The basic steps of communication are the forming of communicative intent, message composition, message encoding, transmission of signal, reception of signal, message decoding and finally interpretation of the message by the recipient. [3]
• Non-verbal communication includes the use of visual cues such as body language, distance, and physical environments/ appearance. [4]
• Stakeholder management is a critical component to the successful delivery of any project and will create positive relationships with stakeholders through the appropriate management of their expectations and agreed objectives if done effectively. [5]
• Internally, operating systems typically use UTC as their basic time-keeping standard, while providing services for converting local times to and from UTC, and also the ability to automatically change local time conversions at the start and end of daylight savings time in the various time zones. [6]
• The functional or hierarchical structure is particularly useful in times of crises or other scenarios where an organization needs to control its communication through gatekeepers who manage it both internally and externally. [7]
• Language barrier is a figurative phrase used primarily to indicate the difficulties faced when people who have no language in common attempt to communicate with each other. [8]
• Cultural diversity is important because our country, workplaces, and schools increasingly consist of various cultural, racial, and ethnic groups. We can learn from one another, but first we must have a level of understanding about each other in order to facilitate collaboration and cooperation. [9]
• A communication trigger is when a change occurs that affects the project and so must be discussed with the appropriate stakeholders or team members to prevent a project delay or other problem. [10]
• A change to any of the triple constraints (budget, scope or schedule) is a communication trigger. [11]
• The target audience for a communication trigger is determined by the type of information or trigger. An example is if there is a scope change, a change request form will be submitted to the Change Control Board with reasons for the change. [12]
• ___________ is a process by which meaning is assigned and conveyed in an attempt to create shared understanding. Communication is a process by which meaning is assigned and conveyed in an attempt to create shared understanding.
• The basic steps of communication are the forming of communicative intent, message composition, message encoding, transmission of signal, reception of signal, message ________ and finally interpretation of the message by the recipient. The basic steps of communication are the forming of communicative intent, message composition, message encoding, transmission of signal, reception of signal, message decoding and finally interpretation of the message by the recipient.
• Developing an external communication planning strategy can be acquired through the following four stages: _____, _____, strategy and plan, and _____. Developing an external communication planning strategy can be acquired through the following four stages: audit, objectives, strategy and plan, and result.
• __________ communications keep stakeholders in the loop, but also sending too much communication can actually hamper the amount of work that gets done. Frequent communications keep stakeholders in the loop, but also sending too much communication can actually hamper the amount of work that gets done.
• Non verbal communication includes the use of visual cues such as body language, distance, physical environments/appearance of ______ and of _______. Non verbal communication includes the use of visual cues such as body language, distance, physical environments/appearance of voice and of touch.
• __________ Distribution is information collection, sharing, and distribution to project stakeholders in a timely manner across the project life cycle. Information Distribution is information collection, sharing, and distribution to project stakeholders in a timely manner across the project life cycle.
• A successful _______ meeting should include the following discussion points: meeting and project objectives, project approach, deliverables, project team, roles and responsibilities, change control, communication plan, high level requirements, and timeline. A successful kickoff meeting should include the following discussion points: meeting and project objectives, project approach, deliverables, project team, roles and responsibilities, change control, communication plan, high level requirements, and timeline.
• ________ management is a critical component to the successful delivery of any project and will create positive relationships with stakeholders through the appropriate management of their expectations and agreed objectives if done effectively. Stakeholder management is a critical component to the successful delivery of any project and will create positive relationships with stakeholders through the appropriate management of their expectations and agreed objectives if done effectively.
• The process of managing stakeholders is an activity of communicating with stakeholders and managing their expectations and concerns for the purpose of meeting the stakeholder _____, addressing issues, resolving conflict situations, and achieving the project goals. The process of managing stakeholders is an activity of communicating with stakeholders and managing their expectations and concerns for the purpose of meeting the stakeholder needs, addressing issues, resolving conflict situations, and achieving the project goals.
• Internally, operating systems typically use UTC as their basic time-keeping standard, while providing services for converting local times to and from UTC, and also the ability to automatically change local time conversions at the start and end of daylight saving time in the various ________ zones. Internally, operating systems typically use UTC as their basic time-keeping standard, while providing services for converting local times to and from UTC, and also the ability to automatically change local time conversions at the start and end of daylight saving time in the various time zones.
• There are various types of communication preferences or methods that one could utilize such as face to face, video conferencing, _______ etc. There are various types of communication preferences or methods that one could utilize such as face to face, video conferencing, telephone etc.
• The functional or ________ structure is particularly useful in times of crises or other scenarios where an organization needs to control its communication through gatekeepers who manage it both internally and externally. The functional or hierarchical structure is particularly useful in times of crises or other scenarios where an organization needs to control its communication through gatekeepers who manage it both internally and externally.
• _________ barrier is a figurative phrase used primarily to indicate the difficulties faced when people who have no language in common attempt to communicate with each other. Language barrier is a figurative phrase used primarily to indicate the difficulties faced when people who have no language in common attempt to communicate with each other.
• Given the geographical and organizational _______ within typical project teams today, successful project managers should also consider how the team can best communicate, and to put in place tools to facilitate efficient and frequent communication. Given the geographical and organizational diversity within typical project teams today, successful project managers should also consider how the team can best communicate, and to put in place tools to facilitate efficient and frequent communication.
• Flashcards: Quizlet: Communication
• Quiz: Quizlet: Communication
• Flashcards: Quizlet: PMP: Project Communications Management
• Quiz: Quizlet: PMP: Project Communications Management
• ↑ Wikipedia: Communication .
• ↑ Wikipedia: Nonverbal communication .
• ↑ Wikipedia: Stakeholder management .
• ↑ Wikipedia: Time zone .
• ↑ http://yourbusiness.azcentral.com/communication-organizational-structure-1476.html
• ↑ Wikipedia: Language barrier .
• ↑ "Cultural Diversity: Definition & Meaning | Purdue Global" . Purdue Global . Retrieved 2018-05-05 .
• ↑ Heldman, Kim (2017-01-26). CompTIA Project+ Study Guide: Exam PK0-004 (in en). John Wiley & Sons. ISBN  9781119280538 . https://books.google.com/books?id=ZRgCDgAAQBAJ&pg=PT326&dq .  
• ↑ Wikipedia: Communication Management
• ↑ Wikipedia: Communication_ software
• ↑ Wikipedia: Forecasting
• ↑ Wikipedia: Interactive_ communication
• ↑ Wikipedia: Intercultural_ communication
• ↑ Wikipedia: Internal_ communication
• ↑ Wikipedia: Kickoff_ meeting
• ↑ Wikipedia: Language_ barrier
• ↑ Wikipedia: SharePoint
• ↑ Wikipedia: Soft_ skills
• ↑ Wikipedia: Stand-up_ meeting
• ↑ Wikipedia: Two-way_ communication
• ↑ Wikipedia: Wiki

Lesson 5 - Project Charter

Objectives and skills for the project charter portion of Project+ certification include: [1]

• Identify the project
• Validate the project
• Prepare a project charter
• Obtain approval (signature) for project charter
• Key project deliverables
• High level milestones
• High level cost estimates
• Identify stakeholders
• General project approach
• Problem statement
• High level assumptions
• High level constraints
• High level risks
• Project objectives

Objectives and skills for the project charter portion of Project+ PK0-004 certification include: [2]

• High-level requirements
• Business case/justification
• Manage team, communication, scope, risk, budget, and time
• Manage quality assurance
• Responsible for artifacts
• Support project manager
• Cross-functional coordination
• Documentation/ administrative support
• Time/resource scheduling
• Check for quality
• Vested interest
• Provide input and requirements
• Project steering
• Develop and maintain project schedule
• Communicate timeline and changes
• Reporting schedule performance
• Solicit task status from resources
• Contribute expertise to the project
• Contribute deliverables according to schedule
• Estimation of task duration
• Estimation of costs and dependencies
• Sets standards and practices for organization
• Sets deliverables
• Provides governance
• Key performance indicators and parameters
• Provides tools
• Outlines consequences of non-performance
• Standard documentation/templates
• Coordinate resources between projects
• Wikipedia: Project charter
• Kent State: Identify and Develop a Project that Supports your Organization's Core Mission
• Wikipedia: Project management#Initiating
• Wikipedia: Stakeholder management
• PM by PM Blog: What are Project Assumptions and PM by PM Blog: What are Project Constraints?
• Zewo Guidelines for Projects and Programmes: What is a project objective?
• University of Wisconsin: Stage 2: Initiate the Project
• Project Manager: A Quick Guide
• Six Sigma: Six Sigma Project Charter
• Project Charter Example: Example with Template
• YouTube: MS Project 2010 Allocating Resources
• YouTube: What is a Project Charter
• YouTube: Project Charter Fundamentals
• YouTube: How To Create a Project Charter
• YouTube: How to write a Project Charter
• YouTube: Resource histogram explained for project management
• YouTube: Resource Management Example
• Know the Project Vision. The first measure taken when determining a Project Charter is to identify the project vision. The vision encapsulates the purpose of the project and is the fixed end goal for the project team.
• Identify your objectives. Then supported on the vision, list three to five targets to be reached by the project. Every aim should be Specific, Measurable, Attainable, Real and Time-bound (SMART). [3]
• Create a team if necessary for the project.
• Using a stakeholder mapping method, identify the primary stakeholders.
• Project Charter Full Template
• Project Charter Template
• Project Charter Template in PPT and Word
• CDC Project Charter Template
• Project Charter Single Page
• The project’s title and date of authorization
• The project manager’s name and contact information
• A summary schedule, including the planned start and finish dates; if a summary milestone schedule is available, it should also be included or referenced
• A summary of the project’s budget or reference to budgetary documents, an estimate of the approximate cost of the project in money and time.
• A brief description of the project's high level objectives, including the business need or other justification for authorizing the project
• Project success criteria, including project approval requirements and who signs off on the project
• A summary of the planned approach for managing the project, which should describe stakeholder needs and expectations, important assumptions, and constraints, and should refer to related documents, such as a communications management plan, as available
• A roles and responsibilities matrix
• A sign-off section for signatures of key project stakeholders
• A comments section in which stakeholders can provide important comments related to the project
• Although ideas for projects usually abound in non-profit organizations, proposal writers can try to generate fresh ideas by reading newspapers, journals or newsletters related to your organization's mission and talking to colleagues about what topics seem to be getting the most attention in your field. Try to find a unique approach to solving a problem or combination of problems. [5]
• Most projects fail due to poor definition. This is the leading cause of scope creep, which leads to unavailable resources and more time and budget necessary to completely satisfy scope. Since the plan reflects the work, resources, budget, and time necessary to satisfy the scope it is easy to see the critical importance of understanding the project definition and description. It is also necessary to ensure agreement from all stakeholders before planning. Let stakeholders review the draft of the project definition document, and get their sign-off, before moving to the planning phase of the project. [6]
• The project charter is usually a short document that refers to more detailed documents such as a new offering request or a request for proposal. [7]
• The project charter is formally accepted and approved by the project sponsor and other designated stakeholders. Formal approval acknowledges the completion, review and acceptance of all the deliverables produced during the Initiate Stage. Signatures on the project charter document mark final approval of the charter, which is the go-forward agreement. [8]
• Project Charter is a statement of the scope, objectives, and participants in a project. It provides a preliminary delineation of roles and responsibilities, outlines the project objectives, identifies the main stakeholders, and defines the authority of the project manager. It serves as a reference of authority for the future of the project. [7]
• Project Management Office (PMO) is a department within a business, agency, or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects.
• A key deliverable is an item - either tangible or intangible - produced as a part of a project. [9]
• Milestones are deliverables or major events to be achieved on a specified date. They can be viewed as ”how are we doing” thresholds indicating whether a project is on track to finish as expected. [10]
• A high-level budget is a summary of the estimated costs to complete the high-level project milestones. Generally, there are three types of costs that can be included in a high-level budget: Labor costs, Material costs, Non-labor costs. [11]
• Stakeholder analysis is the process of identifying the individuals or groups that are likely to affect or be affected by a proposed action, and sorting them according to their impact on the action and the impact the action will have on them. [12]
• The objective of the project management approach is to define the project management methodologies that will be used on the project. The approach should be based on the project management framework but should also include reference to and iterative development, or prototyping methodologies that will be utilized. [13]
• A problem statement is a clear description of the issue(s), it includes a vision, issue statement, and method used to solve the problem. A problem statement expresses the words that will be used to keep the effort focused and it should represent a solveable problem. [14]
• Project Assumptions are events or circumstances that are expected to occur during the project life-cycle. [15]
• Project Constraints are restrictions imposed by Stakeholders or Environment that limits Project Team’s options. [16]
• During the early phases of project planning, assessments must be made as to whether the project can be completed successfully. Usually these are GO/ NO GO decisions. While very little detail may be known at this point, the high-level risks should attempt to be identified and assessed. These steps include: identifying risks at the highest level of the work tasks; analyzing the associated costs and benefits of the project to determine the relative risks of potential gains; and developing high-level mitigation strategies to reduce the impact of potential events. [17]
• The project objective describes the project’s outcomes: intended and direct, short- and medium-term effects on the target group. The project objective must lie within the scope of the project, and one must be able to directly attribute the effects to the project. [18]
• business case - Used to justify the investment. Includes the project objective, high-level requirements, and time and cost goals. [19]
• constraint - A limitation or restriction. [20]
• contract - An agreement between two or more parties. [21]
• cost - The value of money that is correlated to an item or service. [22]
• deliverable - A product or service produced or provided as part of a project. [23]
• enterprise environmental factors - Includes relevant government or industry standards, the organization’s infrastructure, and marketplace conditions. [24]
• initiating - Processes defining and authorizing a project and/or project phase. [25]
• milestones - Specific points along a project timeline. [26]
• objectives - Goals. [27]
• organizational process assets - include formal and informal plans, policies, procedures, guidelines, information systems, financial systems, management systems, lessons learned, and historical information that can influence a project’s success. [28]
• problems - Undesirable situations that prevent an organization from achieving its goals. [29]
• project - A temporary endeavor undertaken to create a unique product, service, or result. [30]
• project c harter - A document that formally recognizes the existence of a project and provides direction on the project’s objectives and management. [31]
• project m anager - A professional in the field of project management. [32]
• risk - Potentially gaining or losing of something [33]
• schedule - A plan for carrying out a process or procedure, giving lists of intended events and times. [34]
• scope - All the work involved in creating the products of the project and the processes used to create them. [35]
• stakeholders - People involved in or affected by project activities. [36]
• stakeholder a nalysis - A technique for analyzing information to determine which stakeholders’ interests to focus on and how to increase stakeholder support throughout the project. [37]
• statement of work - a document that describes the products or services to be created by the project team. [38]
• task - An activity that needs to be accomplished within a period of time. [39]
• template - A preset format for a document or file, used so that the format does not have to be recreated each time it is used. [40]
• The ______ processes determine the nature and scope of the project Initiating
• Although ideas for _____ usually abound in non-profit organizations, proposal writers can try to generate fresh ideas by reading newspapers, journals or newsletters related to your organization's mission and talking to colleagues about what topics seem to be getting the most attention in your field. [4] Projects
• Most projects fail due to poor definition. This is the leading cause of scope _____, which leads to unavailable resources and more time and budget necessary to completely satisfy scope. Creep
• The project _____ is usually a short document that refers to more detailed documents such as a new offering request or a request for proposal. Charter
• The project charter is formally accepted and approved by the project _____ and other designated stakeholders. Sponsor
• Project Charter is a statement of the _____, objectives, and participants in a project. Scope
• A key _____ is an item - either tangible or intangible - produced as a part of a project. Deliverable
• _____ are deliverables or major events to be achieved on a specified date. Milestones can be viewed as ”how are we doing” thresholds indicating whether a project is on track to finish as expected. Milestones
• A high-level budget is a summary of the estimated costs to complete the high-level project milestones. Generally, there are three types of costs that can be included in a high-level budget: _____ costs, _____ costs, Non-labor costs. [10] Labor, Material
• _____ analysis is the process of identifying the individuals or groups that are likely to affect or be affected by a proposed action, and sorting them according to their impact on the action and the impact the action will have on them.[11] Stakeholder
• The objective of the project management approach is to define the project management _____ that will be used on the project. Methodologies
• A problem statement expresses the words that will be used to keep the effort focused and it should represent a _____ problem. Solvable
• Project _____ are events or circumstances that are expected to occur during the project life-cycle. Assumptions
• Project _____ are restrictions imposed by Stakeholders or Environment that limits Project Team’s options. Constraints
• During the early phases of project _____, assessments must be made as to whether the project can be completed successfully. Planning
• The project objective must lie within the _____ of the project, and one must be able to directly attribute the effects to the project. Scope
• Take Go Skills: Project Charter Quiz
• Review Quizlet: Project Charter
• Take Quizlet: Project Charter
• Review Quizlet: Process Groups and Project Charter
• ↑ http://www.wikihow.com/Make-Your-Project-Charter
• ↑ https://en.wikipedia.org/wiki/Project_management#Initiating
• ↑ http://literacy.kent.edu/Oasis/grants/first2.html
• ↑ https://www.projectsmart.co.uk/project-planning-the-first-line-of-defence-for-preventing-failed-projects.php
• ↑ 7.0 7.1 https://en.wikipedia.org/wiki/Project_charter
• ↑ https://pma.doit.wisc.edu/initiate/7/what.html
• ↑ http://study.com/academy/lesson/key-deliverables-in-project-management-definition-lesson-quiz.html
• ↑ https://pma.doit.wisc.edu/initiate/4/what.html
• ↑ https://pma.doit.wisc.edu/initiate/5/what.html
• ↑ https://en.wikipedia.org/wiki/Stakeholder_analysis
• ↑ http://www.information-management-architect.com/project-management-approach.html
• ↑ http://www.ceptara.com/blog/how-to-write-problem-statement
• ↑ http://www.pmbypm.com/what-are-assumptions
• ↑ http://www.pmbypm.com/project-constraints
• ↑ https://www.chandleraz.gov/Content/PM102HighLevRiskIdGDE.pdf
• ↑ http://impact.zewo.ch/en/impact/step1_define_objectives/project_objective
• ↑ https://shelf.brytewave.com/#/books/9781337431095/cfi/6/26!/4/278/4/2/2@0:0
• ↑ https://en.wikipedia.org/wiki/Constraint
• ↑ https://en.wikipedia.org/wiki/Contract
• ↑ https://en.wikipedia.org/wiki/Deliverable
• ↑ https://shelf.brytewave.com/#/books/9781337431095/cfi/6/26!/4/284/4@0:54.0
• ↑ http://www.dictionary.com/browse/initiate ?
• ↑ https://en.wikipedia.org/wiki/Milestone_(project_management)
• ↑ https://en.wikipedia.org/wiki/Objective
• ↑ https://www.merriam-webster.com/dictionary/problem
• ↑ https://en.wikipedia.org/wiki/Project_charter
• ↑ https://en.wikipedia.org/wiki/Project_manager
• ↑ https://en.wikipedia.org/wiki/Risk
• ↑ http://www.dictionary.com/browse/schedule
• ↑ https://en.wikipedia.org/wiki/Scope_(project_management)
• ↑ https://en.wikipedia.org/wiki/Stakeholder_(corporate)
• ↑ https://en.wikipedia.org/wiki/Task_(project_management)
• ↑ https://en.wikipedia.org/wiki/Template

Lesson 6 - Scope Statement

Objectives and skills for the scope statement portion of Project+ PK0-004 certification include: [1]

• Environment
• Change request
• Scope creep
• Constraint reprioritization
• Interaction between constraints
• Stakeholders/sponsors/management
• Other projects
• Wikipedia: Scope statement
• Wikipedia: Scope (project management)
• Wikipedia: Performance indicator
• Deep Fried Brain Project: Product Scope, Project Scope and Requirements
• Simplilearn: Importance of Scope Management
• PMStudyCircle: Assumptions and Constraints in Project Management
• ProjectManagementSkills: The Project Scope Statement
• Simplilearn: Importance of Having Clearly Defined Acceptance Criteria
• Unichrone: Project Scope Statement - What does it include?
• YouTube: What is Project Scope Management?
• YouTube: Scope Management
• YouTube: Importance of Scope in Project Management
• YouTube: Scope: Defining Objectives
• YouTube: Assumptions and Constraints
• YouTube: Introduction to Key Performance Indicators
• YouTube: How to write Acceptance Criteria

In the following activities, you will learn about the steps to creating a scope statement.

• Why is Scope important in Project Management?
• What are some common issues involved with Scope Management?
• Which project processes are part of Project Scope Management?
• Watch: Scope Definition the Easy Way , and write down what reports need to be prepared in order to efficiently plan a project and its scope.
• Name the two types of constraints and how they differ?
• Write down two examples of each type of constraint that will affect you and your project.
• Read about Key Performance Indicators and write down three ways you will measure the progress and success of the project.
• Watch Project Scope: Defining Objectives . Project Objectives must be clear, concise and measurable. Review the objectives associated with your project and determine if there is a way to measure the success.
• What is Baseline and how to do it?
• How is baseline related to scope?
• Read Design Academy: Writing a Project Scope Statement and use the tips to write a scope statement for the project you are working on now.
• A performance indicator or key performance indicator (KPI) is a type of performance measurement. KPIs evaluate the success of an organization or of a particular activity in which it engages. KPI's define a set of values against which to measure. [2]
• The scope statement details the project deliverables and describes the major objectives. [3]
• The scope of a project is the clear identification of the work that is required to successfully complete or deliver a project. [4]
• One of the project manager’s responsibilities is to ensure that only the required work (the scope) will be performed and that each of the deliverables can be completed in the allotted time and within budget. [5]
• The documentation of the scope of the project will explain the boundaries of the project, establish the responsibilities of each member of the team and set up procedures for how work that is completed will be verified and approved. [6]
• The boundaries of a project are the reasonable limits of project work to determine what is included in the project and what’s not. [7]
• The scope statement will also help make sure all key stakeholders are on the same page. By setting proper expectations with your stakeholders you can reduce the chances of misunderstandings arising later and possibly derailing the entire project. [8]
• The assumptions and constraints can be identified and documented throughout the project’s life cycle. These parameters play an important role during the planning process. [9]
• Constraints are limitations imposed on the project, such as the limitation of cost, schedule, or resources, and you have to work within the boundaries restricted by these constraints. All projects have constraints, which are defined at the beginning of the project. [10]
• The PMBOK Guide recognizes six project constraints: scope, quality, schedule, budget, resource and risk. Out of these six, scope, schedule, and budget are collectively known as the triple constraints. [11]
• An assumption is a belief of what you assume to be true in the future. You make assumptions based on your knowledge, experience or the information available on hand. These are anticipated events or circumstances that are expected to happen during your project’s life cycle. [12]
• Acceptance criteria are those criteria, including performance requirements and essential conditions, which must be met before project deliverables are accepted (PMBOK® Guide V4). They set out the specific circumstances under which the user will accept the final output of the project. They are criteria against which we can measure, achieve, and prove to our clients that our work is complete. [13]
• The validate scope process is performed by the project manager with the client after the deliverable or the product is completed. The purpose of this process is to ensure that the client accepts the product formally. [14]
• A performance indicator or key performance indicator (KPI) is a type of performance ______. A performance indicator or key performance indicator (KPI) is a type of performance measurement.
• The scope ___________ details the project deliverables and describes the major objectives. The scope statement details the project deliverables and describes the major objectives.
• The ______ of a project is the clear identification of the work that is required to successfully complete or deliver a project. The scope of a project is the clear identification of the work that is required to successfully complete or deliver a project.
• One of the project manager’s responsibilities is to ensure that only the required work (the scope) will be performed and that each of the deliverables can be completed in the allotted ______ and within ______. One of the project manager’s responsibilities is to ensure that only the required work (the scope) will be performed and that each of the deliverables can be completed in the allotted time and within budget.
• The documentation of the scope of the project will explain the ______ of the project, establish the ______ of each member of the team and set up ______ for how work that is completed will be verified and approved. The documentation of the scope of the project will explain the boundaries of the project, establish the responsibilities of each member of the team and set up procedures for how work that is completed will be verified and approved.
• The boundaries of a project are the reasonable limits of project ______ to determine what is included in the project and what’s not. The boundaries of a project are the reasonable limits of project work to determine what is included in the project and what’s not.
• The scope statement will also help make sure all key ______ are on the same page. The scope statement will also help make sure all key stakeholders are on the same page.
• The ______ and ______ can be identified and documented throughout the project’s life cycle. The assumptions and constraints can be identified and documented throughout the project’s life cycle.
• Constraints are ______ imposed on the project and you have to work within the boundaries restricted by these constraints. Constraints are limitations imposed on the project and you have to work within the boundaries restricted by these constraints.
• The PMBOK Guide recognizes six project constraints: ______, ______, ______, ______, ______, and ______. The PMBOK Guide recognizes six project constraints: scope, quality, schedule, budget, resource and risk.
• Scope, schedule, and budget are collectively known as the ______ constraints. Scope, schedule, and budget are collectively known as the triple constraints.
• An assumption is a belief of what you assume to be ______ in the future. An assumption is a belief of what you assume to be true in the future.
• ______ criteria are those criteria, including performance requirements and essential conditions, which must be met before project deliverables are accepted Acceptance criteria are those criteria, including performance requirements and essential conditions, which must be met before project deliverables are accepted
• The ______ scope process is performed by the project manager with the client after the deliverable or the product is completed. The validate scope process is performed by the project manager with the client after the deliverable or the product is completed.
• Introduction to Project Scope Management
• Quiz: Quizlet: Introduction to Scope Management
• How to Write a Project Scope Statement
• Preliminary Project Scope Statement
• Wikipedia: Project Management Body of Knowledge
• YouTube: Project Scope Statement
• What is Project Scope
• Project Management Skills fro New and Aspiring Project Manager: The Project Scope Statement
• ↑ https://en.wikipedia.org/wiki/Performance_indicator
• ↑ https://en.wikipedia.org/wiki/Scope_statement
• ↑ https://www.simplilearn.com/project-scope-management-importance-rar89-article
• ↑ http://www.mymanagementguide.com/project-boundaries-identification/
• ↑ http://www.project-management-skills.com/project-scope-statement.html
• ↑ https://pmstudycircle.com/2012/10/assumptions-and-constraints-in-project-management/
• ↑ https://www.simplilearn.com/importance-of-having-clearly-defined-acceptance-criteria-in-projects-article
• ↑ https://pmstudycircle.com/2014/09/control-quality-versus-validate-scope/
• ↑ https://en.wikipedia.org/wiki/Benchmarking
• ↑ https://en.wikipedia.org/wiki/Scope_%28project_management%29
• ↑ https://www.mindgenius.com/resources/documents/process-improvement/project-scope-statement-with-mindgenius.aspx
• ↑ https://en.wikipedia.org/wiki/Requirements_management
• ↑ http://www.projectscope.net/
• ↑ https://en.wikipedia.org/wiki/Scope_creep
• ↑ https://en.wikibooks.org/wiki/Project_Management/PMBOK/Scope_Management
• ↑ https://en.wikipedia.org/wiki/Work_breakdown_structure

Lesson 7 - Change Management

Change Management involves identifying, evaluating and managing changes throughout the project life-cycle. [1]

Objectives and skills for the change management portion of Project+ PK0-003 certification include: [2]

• Approvals required
• Forms needed
• Turnaround times
• Document routing
• Communication flow
• Identify change
• Document using the appropriate change control forms
• Perform impact analysis
• Coordinate with the appropriate stakeholders to select the course of action
• Update the appropriate project plan components based on the approved change request
• Time / Schedule
• Cost / resources

Objectives and skills for the change management portion of Project+ PK0-004 certification include: [3]

• Identify and document
• Regression plan (Reverse changes)
• Identify approval authority
• Obtain approval
• Implement change
• Validate change/quality check
• Update documents/audit documents/version control
• Communicate throughout as needed
• Timeline change
• Funding change
• Requirements change
• Quality change
• Resource change
• Scope change
• Wikipedia: Change management
• Wikipedia: Change management (ITSM)
• Wikipedia: Change control
• Wikipedia: Change request
• Wikipedia: Change control board
• Wikipedia: Change impact analysis
• Wikipedia: Change management auditing
• Wikipedia: Change order
• Wikipedia: Scope creep
• Wikipedia: Change Log
• YouTube: What Is Change Management In Project Management Terms?
• YouTube: How to Lead Change Management
• YouTube: Do's & Don'ts of ITIL Change Management
• YouTube: How to Control Change Requests on a Project
• YouTube: Implement change more successfully with Impact Analysis
• YouTube: Change Management Process
• List John Kotters 8-step process for leading change.
• Describe the factors of successful change management.
• Mention the purpose of a change control board.
• List examples of members of the change control board.
• Define your CCB.
• Create a change control process.
• Explain how change is fundamental to a project and the significant impact it can have on a project.
• Elaborate how to control change requests.
• Create a change request form.
• Define and detail a change log.
• Create a change log.
• Change Management involves identifying, evaluating and managing changes throughout the project lifecycle. [4]
• Change Management is used to ensure that standardized methods and procedures are used for efficient and prompt handling of all changes to control. [5]
• The three main objectives are: influencing factors that create change to ensure that the change is beneficial, determining that a change has occurred and managing changes as they occur. [6]
• Change management would typically be composed of: raising and recording of changes, assessing the impact, cost, benefit and risk of proposed changes, developing business justification and obtaining approval, managing and coordinating change implementation, monitoring and reporting on implementation, reviewing and closing change requests. [7]
• Every change that enters the project must pass through this change control process. [8]
• A CCB (change control board) is a formal group of people responsible for approving or rejecting changes to a project. The primary functions of a CCB are to provide guidelines for preparing change requests, evaluating change requests and managing the implementation of approved changes. [9]
• When the change control board approves or declines the change request the change requestor is informed of the project decision. All decisions on change requests are documented for future reference. If an approved change request affects the project scope then configuration management is enforced. The authority of the change control board may vary from project to project, but decisions reached by the change control board are often accepted as final and binding. [10]
• A change log is a record of requests for change (RFCs) submitted for all changes in a service. [11]
• Change requests typically originate from one of five sources: problem reports that identify bugs that must be fixed, which forms the most common source, system enhancement requests from users, events in the development of other systems, changes in underlying structure and or standards (e.g. in software development this could be a new operating system), demands from senior management. [12]
• Change management procedures are formally documented and controlled. [13]
• Change impact analysis identifies the potential consequences of a change, or estimates what needs to be modified to accomplish a change. [14]
• Risk event is an occurrence that has a negative impact on the project. [15]
• Scope creep is a risk in most projects. It can be a result of poor change control, lack of proper initial identification of what is required to bring about the project objectives, weak project manager or executive sponsor, poor communication between parties and lack of initial product versatility. [16]
• Cost Control is a factor that creates cost fluctuation and variance that can be influenced and controlled using various cost management tools. [17]
• Successful change management is more likely to occur if the following are included: [18]
• Define measurable Project stakeholder aims and create a business case for their achievement (which should be continuously updated)
• Monitor assumptions, risks, dependencies, costs, return on investment, dis-benefits and cultural issues
• Effective communication that informs various stakeholders of the reasons for the change (why?), the benefits of successful implementation (what is in it for us, and you) as well as the details of the change (when? where? who is involved? how much will it cost? etc.)
• Devise an effective education, training and/or skills upgrading scheme for the organization
• Counter resistance from the employees of companies and align them to overall strategic direction of the organization
• Provide personal counseling (if required) to alleviate any change-related fears
• Monitoring of the implementation and fine-tuning as required
• In some cases, even after a change is evaluated and approved, it may be necessary to return to the project state prior to the incorporation of the change. For this reason, the project manager creates a Regression Plan. [19]
• Turnaround time means the amount of time taken to fulfill a request. [20]
• _________________ is a structured process and set of tools for managing the people side of change such that business results are achieved, on time and on budget. Change management is a structured process and set of tools for managing the people side of change such that business results are achieved, on time and on budget.
• Decisions reached by the ____________________ are often accepted as final and binding. Decisions reached by the Change Control Board(CCB) are often accepted as final and binding.
• _________________ is the combination of the three most significant restrictions on any project- scope, schedule and cost. It is sometimes referred to as the project management triangle or the iron triangle. Triple constraint is the combination of the three most significant restrictions on any project- scope, schedule and cost. It is sometimes referred to as the project management triangle or the iron triangle.
• _________________ process is used to ensure that changes to a product or system are introduced in a controlled and coordinated manner. Change control process is used to ensure that changes to a product or system are introduced in a controlled and coordinated manner.
• Poor change control can allow scope _____________________. Poor change control can allow scope creep.
• Integrated change control is part of the __________________ process group. Integrated change control is part of the monitoring and controlling process group.
• _______________ change management employs a structured approach to ensure that changes are implemented smoothly and successfully to achieve lasting benefits. Organizational change management employs a structured approach to ensure that changes are implemented smoothly and successfully to achieve lasting benefits.
• All notable changes made to a project are recorded in a ________________. All notable changes made to a project are recorded in a Change Log.
• A _________________ is a document required for any changes needed in the underlying structure and/or standards of a project. A Change Request is a document required for any changes needed in the underlying structure and/or standards of a project.
• _______________ identifies the potential consequences of a change, or estimates what needs to be modified to accomplish a change. Change Impact Analysis (IA) identifies the potential consequences of a change, or estimates what needs to be modified to accomplish a change.
• The project manager develops a ____________________ in case the change needs to be reversed. The project manager develops a regression plan in case the change needs to be reversed.
• _____________ is an occurrence that has a negative impact on the project. Risk event is an occurrence that has a negative impact on the project.
• The amount of time taken to fulfill a request is called ________________. The amount of time taken to fulfill a request is called Turnaround time.
• _______________ is a factor that creates cost fluctuation and variance that can be influenced and controlled using various cost management tools. Cost Control is a factor that creates cost fluctuation and variance that can be influenced and controlled using various cost management tools.
• Flashcards: Quizlet: Chapter 7: Change Management
• Quiz: Quizlet: Chapter 7: Change Management
• Read: Prosci.com: The Prosci definition of change management
• Read: Training Website By Joseph Phillips PMP: Defining the change control system
• Read: Harvard.edu Website: Change Control
• ↑ Wikipedia: Change Management .
• ↑ Wikipedia: Change management (ITSM)
• ↑ Wikipedia: Change management (engineering)
• ↑ Wikipedia: Change management (ITSM) .
• ↑ Wikipedia: Change Control
• ↑ Wikipedia: Change control board .
• ↑ Wikipedia: Changelog .
• ↑ Wikipedia: Change request
• ↑ Wikipedia: Change management auditing
• ↑ Wikipedia: Change impact analysis .
• ↑ https://pm4id.org/chapter/11-2-risk-management-process/
• ↑ Wikipedia: Scope creep
• ↑ https://en.wikipedia.org/wiki/Project_management_triangle#Cost_Process_Areas
• ↑ Wikipedia: Change management#Factors of successful change management
• ↑ Robin Abernathy (2018). “CompTIA Project+ Cert Guide: Exam PK0-004 (Certification Guide) 1st Edition”. Pearson Education, Inc. ISBN   0-7897-5883-0
• ↑ Wikipedia: Turnaround time
• ↑ Wikipedia: Change control board
• ↑ Wikipedia: Change impact analysis
• ↑ Wikipedia: Changelog
• ↑ Wikipedia: Change management
• ↑ Wikipedia: Project management triangle #Cost Process Areas
• ↑ Wikipedia: Project management triangle #Schedule control
• ↑ Wikipedia: Project_management#The traditional triple constraints

Lesson 8 - Work Breakdown Structure

A work breakdown structure (WBS), in project management and systems engineering, is a deliverable-oriented decomposition of a project into smaller components. [1]

Objectives and skills for the work breakdown structure portion of Project+ PK0-003 certification include: [2]

• Explain the benefits of WBS
• Explain the levels of a WBS
• Explain the purpose of a WBS
• Identify the planning processes which utilize the WBS as an input
• Critique a given WBS
• Explain the purpose of a WBS dictionary

Objectives and skills for the schedule portion of Project+ PK0-004 certification related to work breakdown structure include: [3]

• Wikipedia: Work breakdown structure
• Workbreakdownstructure.com: Work Breakdown Structure (WBS)
• Project Smart: Work Breakdown Structure 101
• Project Smart: Work Breakdown Structure (WBS) Purpose, Process and Pitfalls
• Project Management Tips: Benefits of the Work Breakdown Structure
• Project Management Knowledge: Work Breakdown Structure Dictionary
• Master Work Breakdown Structure
• Youtube: Project Management:What is a Work Breakdown Structure?
• Youtube: Work Breakdown Structure
• YouTube: MS Project 2013 Entering Tasks, Durations and Creating a WBS
• Youtube: WBS Dictionary
• Youtube: Top tips for developing a Work Breakdown Structure
• What approach does your organization use?
• What are the advantages and disadvantages of that approach?
• Watch YouTube: MS Project 2013 Entering Tasks, Durations and Creating a WBS .
• Consider that you are planning a birthday party. Create your own Work Breakdown Structure.
• Name 3 benefits of having a Work Breakdown Structure
• Create a WBS for your project management course project.
• Create a WBS dictionary to provide detailed information about each WBS item.
• "A work breakdown structure (WBS), in project management and systems engineering, is a deliverable-oriented decomposition of a project into smaller components. A work breakdown structure is a key project deliverable that organizes the team's work into manageable sections." [4]
• "The Project Management Body of Knowledge (PMBOK 5) defines the work breakdown structure as “A hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables.”' [5]
• "The work breakdown structure visually defines the scope into manageable chunks that a project team can understand, as each level of the work breakdown structure provides further definition and detail." [6]
• "The project team creates the project work breakdown structure by identifying the major functional deliverables and subdividing those deliverables into smaller systems and sub-deliverables." [7]
• "A WBS also provides the necessary framework for detailed cost estimating and control along with providing guidance for schedule development and control." [8]
• "A WBS is neither a project plan, a schedule, nor a chronological listing. It specifies what will be done , not how or when." [9]
• WBS forces the team to create detailed steps
• WBS lays the groundwork for schedule and budget
• WBS creates accountability
• WBS creation breeds commitment
• "The process of developing and completing a WBS breeds excitement and commitment." [11]
• "When a project is falling behind, referring to the work breakdown structure will quickly identify the major deliverables impacted by a failing work package or late sub - deliverable." [12]
• "A work breakdown structure allows you to "double check all the deliverables’ specifics with the stakeholders and make sure there is nothing missing or overlapping." [13]
• "Project work breakdown structures can also be used to identify potential risks in a given project." [14]
• "The development of the WBS normally occurs at the start of a project and precedes detailed project and task planning." [15]
• Analogy Approach - The approach that is used to create a WBS by using a similar WBS (prepared for another project) as a starting point.
• Top-down Approach - The approach that is used to create a WBS by starting with the largest deliverables of the project and breaking them down into subordinate packages.
• Bottom-up Approach- The approach that is used to create a WBS by having team members identify as many specific tasks as possible and then grouping these tasks into larger project activities.
• Mind Mapping - The technique used to develop a WBS through a diagram. It is used to represent concepts, ideas, tasks or other items linked to a central theme. [17]
• "An important design principle for work breakdown structures is called the 100% rule." [18]
• "The 100% rule states that the WBS includes 100% of the work defined by the project scope and captures all deliverables - internal, external, interim - in terms of the work to be completed, including project management." [19]
• "Another rule commonly used when creating a WBS is the 8/80 rule. This rule says no single activity should be less than 8 hours, or greater than 80 hours." [20]
• "A project budget can be allocated to the top levels of the work breakdown structure, and department budgets can be quickly calculated based on each project’s work breakdown structure." [21]
• "By allocating time and cost estimates to specific sections of the work breakdown structure, a project schedule and budget can be quickly developed." [22]
• "As the project executes, specific sections of the work breakdown structure can be tracked to identify project cost performance and identify issues and problem areas in the project organization." [23]
• "The level of detail in a WBS makes it easier to hold people accountable for completing their tasks." [24]
• "Decomposition is the act of breaking down deliverables in to successively smaller chunks of work to be completed in order to achieve a level of work that can be both realistically managed by the project manager and completed within a given time frame by one or more team members." [25]
• "Work packages are the lowest level of the WBS and are pieces of work that are specifically assigned to one person or one team of people to be completed." [26]
• "The WBS Dictionary describes each component of the WBS with milestones, deliverables, activities, scope,and sometimes dates, resources, costs, and quality." [27]
• "The WBS Dictionary is a useful resource for project management, and should be consulted for relevant information on each component of the work breakdown structure (WBS). The WBS dictionary includes entries for each WBS component that briefly defines the scope or statement of the work, defines deliverables, contains a list of associated activities, and provides a list of recognized milestones to gage progress." [28]
• The __________________ is a key project deliverable that organizes the team’s work into manageable sections. The work breakdown structure is a key project deliverable that organizes the team’s work into manageable sections.
• The lowest level of the work breakdown structure is called a _______________. The lowest level of the work breakdown structure is called a work package.
• The design principle of a work breakdown structure which states that the total scope and all deliverables be included is called the ____________. The design principle of a work breakdown structure which states that the total scope and all deliverables be included is called the 100% rule.
• The _____________ states that no single element of a work breakdown structure should be less than 8 hours, or greater than 80 hours. The 8/80 rule states that no single element of a work breakdown structure should be less than 8 hours, or greater than 80 hours.
• For a description of each element contained in a work breakdown structure, consult the ________________. For a description of each element contained in a work breakdown structure, consult the WBS dictionary.
• The ________________ can be referred to when a project falls behind schedule in order to identify which work packages will be impacted the most. The Work Breakdown Structure can be referred to when a project falls behind schedule in order to identify which work packages will be impacted the most.
• ________________________ is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. Work Breakdown Structure is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables.
• The ____________________is a method used to create a WBS by having team members identify as many specific tasks as possible and then grouping these tasks into larger project activities. The bottom-up approach is a method used to create a WBS by having team members identify as many specific tasks as possible and then grouping these tasks into larger project activities.
• The ____________________is a method used to create a WBS by using a similar WBS (prepared for another project) as a starting point. The analogy approach is a method used to create a WBS by using a similar WBS (prepared for another project) as a starting point.
• ________________________ is a diagram showing the responsibilities of each member for each task in a project. Used as a tool for communicating the hierarchy of the team and the reporting lines within a project. Organizational Breakdown Structure (OBS) is a diagram showing the responsibilities of each member for each task in a project. Used as a tool for communicating the hierarchy of the team and the reporting lines within a project.
• The act of breaking down deliverables into successively smaller chunks of work is called _________________. The act of breaking down deliverables into successively smaller chunks of work is called decomposition.
• ______________ is the outcome or product that is produced to complete a work package or project. Deliverable is the outcome or product that is produced to complete a work package or project.
• _________________ is a technique used to develop a WBS through a diagram. It is used to represent concepts, ideas, tasks or other items linked to a central theme. Mind Mapping is a technique used to develop a WBS through a diagram. It is used to represent concepts, ideas, tasks or other items linked to a central theme.
• ________________ is the method of planning down to the level of detail currently known and going back to plan deeper once more information is acquired. Rolling wave planning is the method of planning down to the level of detail currently known and going back to plan deeper once more information is acquired.
• Flashcards: Quizlet: Chapter 8: Work Breakdown Structure
• Quiz: Quizlet: Work Breakdown Structure
• Mandin: Creating Effective Work Breakdown Structures
• Wikipedia: Responsibility assignment matrix
• University of Calgary: WBS and Schedules
• University of Illinois: Constructing Network Diagram from Work Breakdown Structure
• ↑ https://www.workbreakdownstructure.com
• ↑ http://pmtips.net/blog-new/benefits-work-breakdown-structure
• ↑ http://pmtips.net/Blog/benefits-work-breakdown-structure
• ↑ https://www.projectsmart.co.uk/work-breakdown-structure-purpose-process-pitfalls.php
• ↑ https://www.e-education.psu.edu/geog871/l5_p3.html
• ↑ https://www.matchware.com/mind-mapping-software
• ↑ https://www.projectsmart.co.uk/work-breakdown-structure-101.php
• ↑ http://project-management-knowledge.com/definitions/w/work-breakdown-structure-dictionary/
• ↑ https://www.projectsmart.co.uk/work-breakdown-structure-purpose-process-pitfalls.php Project Smart: Work Breakdown Structure (WBS) Purpose, Process and Pitfalls
• ↑ https://certification.comptia.org/docs/default-source/exam-objectives/project_glossary.pdf
• ↑ http://www.matchware.com/en/products/mindview/mindmapping.htm
• ↑ Wikipedia:Work Breakdown Structure
• ↑ https://www.projectsmart.co.uk/work-breakdown-structure-101.php Project Smart: Work Breakdown Structure 101
• ↑ http://project-management-knowledge.com/definitions/w/work-breakdown-structure-dictionary/ Project Management Knowledge: Work Breakdown Structure Dictionary

Lesson 9 - Schedule

In project management, a schedule is a listing of a project's milestones, activities, and deliverables, usually with intended start and finish dates. [1]

Objectives and skills for the schedule portion of Project+ PK0-003 certification include: [2]

• Schedule to milestones
• Analyze Gantt chart
• Identify dependency types
• Determine the critical path of a project schedule
• Establish schedule baselines
• Network diagram (ADM, PDM, CPM, CCM)

Objectives and skills for the schedule portion of Project+ PK0-004 certification include: [3]

• Determine tasks
• Determine task start/finish dates
• Determine activity/task durations
• Determine milestones
• Set predecessors
• Set dependencies
• Sequence tasks
• Prioritize tasks
• Determine critical path
• Allocate resources
• Set baseline
• Set quality gates
• Client sign off
• Management approval
• Legislative approval
• Wikipedia: Schedule (project management)
• Wikipedia: Program evaluation and review technique
• Wikipedia: Critical path method
• Wikipedia: Dependency (project management)
• Wikipedia: Gantt chart
• Wikipedia: Graphical Evaluation and Review Technique
• YouTube: Project Schedule Management
• YouTube: Project Scheduling with Milestones
• Youtube: Using Project 2013 to Create a Gantt Chart
• YouTube: How to perform Critical Path Method (CPM) and find Float
• YouTube: Precedence Diagramming Method
• Youtube: How to Create a Pert Chart
• Youtube: How to Schedule Your Next Project
• Watch YouTube: MS Project 2013 Entering Tasks, Durations and Creating a WBS Use existing WBS to apply your schedule.
• Define dependency.
• How many different kinds of dependency are there?
• Name the different kinds of dependency.
• What is the most common dependency relationship?
• Define PERT chart
• What are the advantages and disadvantages of PERT chart?
• Define Gantt chart
• List the benefits of Gantt chart
• List the six steps in the Critical Path Method
• Define each step
• In project management, a schedule is a listing of a project's milestones, activities, and deliverables, usually with intended start and finish dates. Those items are often estimated by other information included in the project schedule of resource allocation, budget, task duration, and linkages of dependencies and scheduled events. A schedule is commonly used in the project planning and project portfolio management parts of project management. [4]
• Milestones are tools used in project management to mark specific points along a project timeline. These points may signal anchors such as a project start and end date, a need for external review or input and budget checks, among others. In many instances, milestones do not impact project duration. Instead, they focus on major progress points that must be reached to achieve success. [5]
• A Gantt chart is a type of bar chart that illustrates a project schedule. This chart lists the tasks to be performed on the vertical axis, and time intervals on the horizontal axis. The width of the horizontal bars in the graph show the duration of each activity. Gantt charts illustrate the start and finish dates of the terminal elements and summary elements of a project. Terminal elements and summary elements constitute the work breakdown structure of the project. [6]
• Sequencing activities are usually used by scheduling dependencies. A dependency is a logical relationship with is a dependency between two activities or between an activity and a milestone. There are 4 standard types of dependencies; Finish to Start, Finish to Finish, Start to Start, Start to Finish. [7]
• Graphical Evaluation and Review Technique, commonly known as GERT, is a network analysis technique used in project management that allows probabilistic treatment both network logic and estimation of activity duration. [8]
• Critical Path Method (CPM) is an algorithm for scheduling a set of project activities. The model should include a list of all activities required to complete the project, the time each activity will take, the dependencies between activities, and logical end points, such as milestones of deliverable items. CPM calculates the longest path of planned activities. [9]
• Arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows. Precedence relationships between activities are represented by circles connected by one or more arrows. The length of the arrow represents the duration of the relevant activity. ADM only shows finish-to-start relationships, meaning that each activity is completed before the successor activity starts. [10]
• Precedence diagram method (PDM) is a tool for scheduling activities in a project plan. It is a method of constructing a project schedule network diagram that uses boxes, referred to as nodes, to represent activities and connects them with arrows that show the dependencies. [11]
• Critical chain method (CCM) is a technique based on network changes project schedule taking into account scarce resources. [12]
• Program Evaluation and Review Technique (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. PERT uses probabilistic time estimates – duration estimates based on using optimistic, most likely, and pessimistic estimates of activity durations – instead of one specific or discrete duration estimate, as CPM does. [13]
• To use PERT, you calculate a weighted average for the duration estimate of each project activity using the following formula: [14]
• PERT weight average = (O + 4M + P)/6
• (O) - Optimistic time, (M) - most likely time, (P) - pessimistic time
• As part of schedule development, project managers may establish quality gates, which provide acceptance criteria to ensure that project tasks are completing deliverables within the quality control guidelines established during project planning. [15]
• A governance gate is similar to a quality gate in that it marks acceptance criteria for the project tasks, but a governance gate is more about client sign-off, management approval, or legislative approval. A governance gate should be set up whenever the project manager must obtain formal approval prior to proceeding with the project activities. [16]
• ______________ are tools used in project management to mark specific points along a project timeline. Milestones are tools used in project management to mark specific points along a project timeline.
• A ________________ illustrates the start and finish dates of the terminal elements and summary elements of a project. A Gantt chart illustrates the start and finish dates of the terminal elements and summary elements of a project.
• The ___________________ is a project network diagramming technique used to predict total project duration. The Critical Path Method is a project network diagramming technique used to predict total project duration.
• ___________________ is a project network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration. Project Evaluation and Review Technique (PERT) is a project network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration.
• _______________ is a network analysis technique that allows probabilistic treatment both network logic and estimation of activity duration. Graphical Evaluation and Review Technique (GERT) is a network analysis technique that allows probabilistic treatment both network logic and estimation of activity duration.
• ___________________ is a network diagramming technique in which activities are represented by arrows. Also known as the activity-on-arrow. Arrow Diagramming Method is a network diagramming technique in which activities are represented by arrows. Also known as the activity-on-arrow.
• ____________________ is a network diagramming technique in which boxes represent activities. Precedence Diagramming Method is a network diagramming technique in which boxes represent activities.
• _______________________ is a technique based on network changes project schedule taking into account scarce resources. Critical Chain Method is a technique based on network changes project schedule taking into account scarce resources.
• During project planning, a project _____ is developed by allocating a time component to each task of a work breakdown structure. During project planning, a project schedule is developed by allocating a time component to each task of a work breakdown structure.
• ______________ provides acceptance criteria to ensure that project tasks are completing deliverables within the quality control guidelines established during project planning. Quality Gates provides acceptance criteria to ensure that project tasks are completing deliverables within the quality control guidelines established during project planning.
• __________________should be set up whenever the project manager must obtain formal approval prior to proceeding with the project activities. Governance Gate should be set up whenever the project manager must obtain formal approval prior to proceeding with the project activities.
• The four standard types of dependencies are _______________, ________________, ______________, and ________________. The four standard types of dependencies are Finish to Start, Finish to Finish, Start to Start, and Start to Finish.
• ____________________ calculates the longest path of planned activities. Critical Path Method calculates the longest path of planned activities.
• Flashcards: Quizlet: Chapter 9: Schedule
• Quiz: Quizlet: Chapter 9: Schedule
• Read Techniques for shortening project schedules Fast-tracking and crashing can get your project back on schedule .
• ↑ Wikipedia: Schedule (project management)
• ↑ Wikipedia: Milestone (project management) .
• ↑ Wikipedia: Gantt Chart .
• ↑ Wikipedia: Dependency (project management) .
• ↑ Wikipedia: Graphical Evaluation and Review Technique
• ↑ Wikipedia: Critical path method .
• ↑ Wikipedia: Arrow diagramming method .
• ↑ Wikipedia: Precedence diagramming method
• ↑ Wikipedia: Project Management/PMBOK/Time Management
• ↑ Kathy Schwalbe (2015). “Information Technology Project Management 8th Edition”. Cengage Learning. ISBN   1-2854-5234-8
• ↑ Wikipedia: Arrow diagramming method
• ↑ Wikibooks: Project Management/PMBOK/Time Management
• ↑ Wikipedia: Critical path method
• ↑ Wikipedia: Milestone (project management)
• ↑ Wikipedia: Precedence diagram method

Lesson 10 - Resource Allocation

Resource allocation or resource management is the scheduling of activities and the resources required by those activities while taking into consideration both the resource availability and the project time. [1]

Objectives and skills for the resource allocation portion of Project+ PK0-003 certification include: [2]

• Identify existing resource availability
• Identify training needs / outsourcing requirements
• Assign resources to scheduled tasks
• Assemble and develop project team, build team cohesiveness, perform individual performance appraisals
• Competing resource demands
• Expert judgment
• Varying work styles
• Confronting
• Negotiating
• Fast tracking
• Use of tools as necessary

Objectives and skills for the resource allocation portion of Project+ PK0-004 certification include: [3]

• Shared resources
• Dedicated resources
• Resource allocation
• Resource shortage
• Resource overallocation
• Low quality resources
• Benched resources
• Interproject dependencies
• Interproject resource contention
• Team building
• Trust building
• Team selection
• Remote vs. in-house
• Personnel removal/replacement
• Communication issues
• Compromising
• Wikipedia: Resource allocation
• Wikipedia: Professional development
• Wikipedia: Outsourcing
• Wikipedia: Human resources
• Wikipedia: Project team
• Conflict Resolution in Project Management
• Wikipedia: Resource leveling
• Youtube: Conflict resolution techniques
• Youtube: Schedule, planning, archiving
• Youtube: How to manage resources
• Youtube: How to manage team performance
• Youtube: Creating high performance project teams
• Youtube: How to run team meetings
• Youtube: Managing a High Risk Project
• Youtube: Managing Project Resources
• Youtube: Resource leveling and Resource Smoothing
• Youtube: Microsoft Project 2013 Tutorial – Resource Basics
• Watch this tutorial and use Microsoft Project or another project management software to practice allocating resources to tasks.
• Resources can often become overallocated in Microsoft Project. Watch this tutorial video to learn how to manage resource over-allocations in your project.
• Review this web page to learn how limited resource allocation works in projects where there are insufficient resources. In your project management software, create a scenario in which resources are limited, and use the critical path method to assign resources to tasks.
• Watch this tutorial to have an understanding about resource leveling and allocate resources to your project to apply resource leveling techniques.
• Please review Conflict Resolution in Project Management and review the following scenarios of conflicts and try to resolve them.
• Resource allocation or resource management is the scheduling of activities and the resources required by those activities while taking into consideration both the resource availability and the project time. [4]
• In project management, Resource Breakdown Structure (RBS) is a hierarchical list of resources related by function and resource type that is used to facilitate planning and controlling of project work. The Resource Breakdown Structure includes, at a minimum, the personnel resources needed for successful completion of a project, and preferably contains all resources on which project funds will be spent, including personnel, tools, machinery, materials, equipment and fees and licenses. [5]
• In project management terminology, resources are required to carry out the project tasks. They can be people, equipment, facilities, funding, or anything else capable of definition (usually other than labor) required for the completion of a project activity. [6]
• When using shared resources, the project manager will need to negotiate with department managers or other managers for resource availability. [7]
• When using dedicated resources, the project manager has full access to the resource for the project. [8]
• Interproject dependencies occur when one project must wait for another project to complete results that are needed by the first project. [9]
• Outsourcing is an agreement in which one company contracts its own internal activity to different company. [10]
• Human resources are the people who make up the workforce of an organization, business sector, or economy. [11]
• A project team is a team whose members usually belong to different groups, functions and are assigned to activities for the same project. A team can be divided into sub-teams according to need. Usually project teams are only used for a defined period of time. They are disbanded after the project is deemed complete. [12]
• Team building is a never-ending process. Even after a team matures, team building efforts should be regularly renewed or continued. The project manager should work with team members to ensure that the team moves through the following team building stages in the Tuckman Ladder. [13]
• Forming – The team meets and learns about the opportunities and challenges, and then agrees on goals and begins to tackle the tasks.
• Storming – the second stage of team development where the group starts to sort itself out and gain each other’s trust. This stage often starts when they voice their opinions and as a result of this a conflict may arise between team members as power and status are assigned.
• Norming – This happens when the team is aware of competition and they share a common goal. In this stage, all team members take the responsibility and have the ambition to work for the success of the team's goals.
• Performing – a team-building stage where the team is motivated and knowledgeable. The team members are now competent, autonomous and able to handle the decision-making process without supervision.
• Adjourning – a team-building stage that involves completing the task and breaking up the team.
• Compromising is also described as a "give and take" style. Conflicting parties bargain to reach a mutually acceptable solution. Both parties give up something in order to reach a decision and leave with some degree of satisfaction. [15]
• It is important for a project manager to understand the dynamics of conflict before being able to resolve it. The internal characteristics of conflict include perception of the goal, perception of the other, view of the other's actions, definition of problem, communication, and internal group dynamics. [16]
• Smoothing is also referred to as accommodating or obliging style. In this approach, the areas of agreement are emphasized and the areas of disagreement are downplayed. Conflicts are not always resolved in the smoothing mode. A party may sacrifice it's own concerns or goals in order to satisfy the concerns or goals of the other party. [17]
• Forcing is also known as competing, controlling, or dominating style. Forcing occurs when one party goes all out to win it's position while ignoring the needs and concerns of the other party. As the intesity of a conflict increases, the tendency for a forced conflict is more likely. This results in a win-lose situation where one party wins at the expense of the other party. [18]
• Avoiding is also described as withdrawal style. This approach is viewed as postponing an issue for later or withdrawing from the situation altogether. It is regarded as a temporary solution because the problem and conflict continue to reoccur over and over again. [19]
• The goal is to achieve 100% utilization but that is very unlikely, when weighted by important metrics and subject to constraints, for example: meeting a minimum service level, but otherwise minimizing cost. [20]
• Resource management is a key element to activity resource estimating and project human resource management. Both are essential components of a comprehensive project management plan to execute and monitor a project successfully. [21]
• Resource leveling is defined by A Guide to the Project Management Body of Knowledge (PMBOK Guide) as "A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply." [22]
• Fast tracking means that you look at activities that are normally done in sequence and assign them instead partially in parallel. [23]
• "Crashing" the schedule means to throw additional resources to the critical path without necessarily getting the highest level of efficiency. [24]
• ________________________is the scheduling of activities and the resources required by those activities while taking into consideration both the resource availability and the project time. Resource allocation or resource management.
• _____________________ are the people who make up the workforce of an organization, business sector, or economy. Human Resources
• Compromising is also described as a "­____________" give and take
• _______________ occurs when one party goes all out to win its position while ignoring the needs and concerns of the other party. Forcing
• _______________ is described as a withdrawal style approach because it postpones an issue for later or withdrawing from the situation altogether. Avoiding
• _______________ means that you look at activities that are normally done in sequence and assign them instead partially in parallel. Fast tracking
• The term "___________" means to throw additional resources to the critical path without necessarily getting the highest level of efficiency crashing
• A _______________ is a team whose members usually belong to different groups, functions and are assigned to activities for the same project. Project team
• _______________ sometimes involves transferring employees and assets from one firm to another. Outsourcing
• ____________________ is a key element to activity resource estimating and project human resource management. Resource management
• _____________________ is an approach wherein the areas of agreement are emphasized, and the areas of disagreement are downplayed. Smoothing
• When using ___________ resources, the project manager will need to negotiate with department managers or other managers for resource availability. shared
• When using __________ resources, the project manager has full access to the resource for the project. dedicated
• __________________ is a document that breaks down allocated resources hierarchically by category and type. Resource Breakdown Structure
• __________________ brings two viewpoints together to discuss issues and reach a solution. Negotiating
• _________________ occur when one project must wait for another project to complete results that are needed by the first project. Interproject dependencies
• Flashcards: Quizlet: Chapter 10: Resource Allocation
• Quiz: Quizlet: Chapter 10: Resource Allocation
• Read Wikipedia: Resource (project management) .
• Read Fast-tracking and crashing can get your project back on schedule .
• Read Manage Project Delays: Proactive Steps to Minimize the Unexpected .
• Read Optimizing Project Performance .
• Read Simple Ways to Optimize Your Project Plan in MS Project .
• ↑ Wikipedia: Resource Allocation
• ↑ Wikipedia: Resource Breakdown Structure
• ↑ Wikipedia: Resource (project management)
• ↑ Wikipedia: Outsourcing
• ↑ Wikipedia: Human resources
• ↑ Wikipedia: Project team
• ↑ Wikipedia: Tuckman's stages of group development
• ↑ Conflict Resolution in Project Management
• ↑ Wikipedia: Resource Management
• ↑ Wikipedia: Resource Leveling
• ↑ Fast-tracking and crashing can get your project back on schedule
• ↑ Wikipedia: Collaboration
• ↑ Wikipedia: Compromise
• ↑ Deputy Project Manager Job Description
• ↑ Fast Tracking
• ↑ REFLECTION 5: THE HUMAN RESOURCE FRAME
• ↑ What is Intrinsic Motivation?
• ↑ Wikipedia: Offshoring
• ↑ Organization Breakdown Structure (OBS)
• ↑ Resource Allocation: Do You Overwork Your Resources?
• ↑ Wikipedia: Resource leveling
• ↑ Wikipedia: Resource breakdown structure
• ↑ Project Management Knowledge
• ↑ What is the difference between resource loading and resource leveling?
• ↑ Team Development

Lesson 11 - Quality Management

Quality Management ensures that an organization, product or service is consistent. It has four main components: quality planning, quality assurance, quality control and quality improvement . Quality management is focused not only on product and service quality, but also on the means to achieve it. Quality management, therefore, uses quality assurance and control of processes as well as products to achieve more consistent quality. [1]

Objectives and skills for the quality management portion of Project+ certification include: [2]

• Quality metrics, control limits, and frequency of measurement
• Quality assurance processes
• Quality control processes
• Quality baseline
• Monitor work performance
• Analyze performance information
• Identify variances
• Generate change requests
• Implement change requests
• Pareto charts
• Ishikawa diagram
• Project scheduling software
• Process diagram
• Pareto chart
• Scatter chart
• Gantt chart
• Dashboard/status report
• Intranet sites
• Internet sites
• Vendor knowledge bases
• Collaboration tools
• Key performance indicators
• Key performance parameters
• Balanced score card
• SWOT analysis
• Responsible, Accountable, Consulted, Informed (RACI) Matrix
• Wikipedia: Quality management
• Wikipedia: Small-scale project management
• Leadership & Project Management Champions: What are Project Baselines?
• Wikipedia: Quality assurance
• Wikipedia: Quality control
• Wikipedia: Pareto chart
• Wikipedia: Histogram
• Wikipedia: Run chart
• Wikipedia: Ishikawa diagram
• YouTube: What is Project Quality Management? Process, Tools and Techniques
• YouTube: Quality Planning vs Quality Assurance vs Quality Control Project Quality Management
• YouTube: Seven Basic Quality Tools Project Quality Management
• YouTube: Project Management Concept #28: Control Chart vs Run chart
• YouTube: Project management Concept #29: Histogram vs Pareto Chart
• YouTube: How to use a Burndown chart
• YouTube: Fishbone Diagram - How to Construct a Fishbone Diagram
• YouTube: How to Meet Your Quality Targets - Project Management
• YouTube: What are the principles of modern quality management?
• Read Bright Hub Project Management: A Roundup of Quality Control Tools and Techniques , and create a tool required for the project.
• Read Tutorialspoint: Project Quality Plan . Develop a quality plan which includes quality metrics, control limits, frequency of measurement, and a quality baseline.
• Brainstorm ideas with your team members.
• Review Wikipedia: Quality Assurance to see examples of Quality Assurance.
• Set up goals of project assurance.
• Define compliance criteria.
• Identify a set of measurements to be used to determine quality levels.
• Assign responsibilities to team members.
• Review Wikipedia: Quality control .
• Read Wikipedia: Quality audit , and do quality audit systematically to make sure all quality standards have been met.
• Identify non-compliance and reasons for that.
• Read CA: Quality Improvement .
• Watch YouTube How to Meet Your Quality Targets - Project Management .
• Based on quality assurance and quality control activities, identify necessary changes.
• Read Wikipedia: Change request , and create a change request.
• Watch YouTube How to Perform a SWOT Analysis
• Read SWOT Analysis Wiki
• Try performing a SWOT analysis for your own group or project.
• Quality metrics help you translate your clients' needs into measurable goals. It's critical that you define a set of quality metrics during your project’s planning phase, so that you and your team know exactly what you need to get done. [4]
• Control limits are used to detect signals in process data that indicate that a process is not in control and, therefore, not operating predictably. [5]
• The decision about the measurement frequency is a trade-off between the cost of taking the measurement and the value of the information. [6]
• Quality assurance is the planned or systematic actions necessary to provide enough confidence that a product or service will satisfy the given requirements. [7]
• Quality control is the ongoing effort to maintain the integrity of a process to maintain the reliability of achieving an outcome. [8]
• Quality baseline: records quality objective of the project. [9]
• Monitoring and Controlling consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project. [10]
• Project controlling should be established as an independent function in project management. It implements verification and controlling function during the processing of a project in order to reinforce the defined performance and formal goals. [11]
• The key benefit [of monitoring and controlling] is that project performance is observed and measured regularly to identify variances from the project management plan. [12]
• Monitoring and controlling influences the factors that could circumvent integrated change control so only approved changes are implemented. [13]
• The purpose of the Pareto chart is to highlight the most important among a (typically large) set of factors. In quality control, it often represents the most common sources of defects, the highest occurring type of defect, or the most frequent reasons for customer complaints, and so on. [14]
• To construct a histogram, the first step is to "bin" the range of values—that is, divide the entire range of values into a series of intervals—and then count how many values fall into each interval. The bins are usually specified as consecutive, non-overlapping intervals of a variable. The bins (intervals) must be adjacent, and are usually equal size. [15]
• Common uses of the Ishikawa diagram are product design and quality defect prevention to identify potential factors causing an overall effect. [16]
• It's critical that you define a set of quality metrics during your project’s _______ phase, so that you and your team know exactly what you need to get done. It's critical that you define a set of quality metrics during your project’s planning phase, so that you and your team know exactly what you need to get done.
• Control ______ are used to detect signals in process data that indicate that a process is not in control and, therefore, not operating predictably. Control limits are used to detect signals in process data that indicate that a process is not in control and, therefore, not operating predictably.
• The decision about the measurement _________ is a trade-off between the cost of taking the measurement and the value of the information. The decision about the measurement frequency is a trade-off between the cost of taking the measurement and the value of the information.
• Quality assurance is the _______ or __________ actions necessary to provide enough confidence that a product or service will satisfy the given requirements. Quality assurance is the planned or systematic actions necessary to provide enough confidence that a product or service will satisfy the given requirements.
• Quality ________is the ongoing effort to maintain the integrity of a process to maintain the reliability of achieving an outcome. Quality control is the ongoing effort to maintain the integrity of a process to maintain the reliability of achieving an outcome.
• Quality baseline: records ______ objective of the project. Quality baseline: records quality objective of the project.
• Monitoring and controlling consists of those processes performed to _______ project execution so that potential problems can be __________ in a timely manner and __________ action can be taken, when necessary, to control the execution of the project. Monitoring and controlling consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project.
• Project controlling should be established as an ___________ function in project management. Project controlling should be established as an independent function in project management.
• The key benefit [of monitoring and controlling] is that project performance is observed and measured regularly to identify ________ from the project management plan. The key benefit [of monitoring and controlling] is that project performance is observed and measured regularly to identify variances from the project management plan.
• Monitoring and controlling influences the factors that could circumvent integrated change control so only ________ changes are implemented. Monitoring and controlling influences the factors that could circumvent integrated change control so only approved changes are implemented.
• The purpose of the _____ chart is to highlight the most important among a (typically large) set of factors. The purpose of the Pareto chart is to highlight the most important among a (typically large) set of factors.
• To construct a _______, the first step is to "bin" the range of values—that is, divide the entire range of values into a series of intervals—and then count how many values fall into each interval. To construct a histogram, the first step is to "bin" the range of values—that is, divide the entire range of values into a series of intervals—and then count how many values fall into each interval.
• Common uses of the ______ diagram are product design and quality defect prevention to identify potential factors causing an overall effect. Common uses of the Ishikawa diagram are product design and quality defect prevention to identify potential factors causing an overall effect.
• A _______ helps to show if there is a relationship between two variables. A scatter chart helps to show if there is a relationship between two variables.
• A _______ is a common tool for displaying project schedule information. A gantt chart is a common tool for displaying project schedule information.
• _______ can also be used during risk identification by having project teams focus on the broad perspectives of potential risks for particular projects. SWOT analysis can also be used during risk identification by having project teams focus on the broad perspectives of potential risks for particular projects.
• Flashcards: Quizlet: Quality Management
• Quiz: Quizlet: Quality Management
• American Management Association: The Critical Link Between Requirements and Project Quality
• Virginia Tech: Project Quality Management Plan
• Project Management Skills: Project Quality Management
• Schwalbe, Kathy. Information Technology Project Management 8th edition . Massachusetts: Boston. 2016. ISBN   9781285452340
• ↑ Project Management Docs
• ↑ Wikipedia: Control limits
• ↑ Wikipedia: Quality management
• ↑ Wikepedia: Pareto chart
• ↑ Wikipedia: Histogram
• ↑ Wikipedia: Ishikawa diagram
• ↑ Wikipedia: Balanced scorecard
• ↑ CompTIA: Project+ Certification Program
• ↑ Wikipedia: Brainstorming
• ↑ Wikipedia: Regulatory compliance
• ↑ Academlib.com What are the principles of modern quality management?
• ↑ Wikipedia: Pareto chart
• ↑ Wikipedia: Quality assurance
• ↑ Wikipedia: Quality audit
• ↑ Leadership & Project Management Champions: What are Project Baselines?
• ↑ Wikipedia: Quality control
• ↑ Patient safety: Quality Improvement
• ↑ Business Dictionary: What is quality planning?
• ↑ Wikipedia: Responsibility assignment matrix
• ↑ Wikipedia: Run chart
• ↑ Wikipedia: Scatter plot
• ↑ Wikipedia: SWOT analysis
• ↑ Wikipedia: Job performance

Lesson 12 - Cost

Cost management is a method that uses technology to measure cost and productivity through the full life cycle of enterprise level projects. Cost management encompasses several specific functions of project management including estimating, job controls, field data collection, scheduling, accounting and design. [1]

Objectives and skills for the cost portion of Project+ certification include: [2]

• Control limits
• Assign costs
• Chart of accounts
• Project budget
• Cost estimates (bottom up, top down, parametric, expert judgment, analogous)
• Cost baseline

Objectives and skills for the cost portion of Project+ PK0-004 certification include: [3]

• Total project cost
• Expenditure tracking
• Expenditure reporting
• Plan vs. actual
• Wikipedia: Project cost management
• Wikipedia: Earned value management
• Wikipedia: Cost estimate
• Wikipedia: Quality costs
• Wikipedia: Indirect cost
• Wikipedia: Variable cost
• YouTube: Estimate Project Costs
• YouTube: Project Cost Management
• YouTube: Resource Planning
• YouTube: Cost Estimate vs Budget
• YouTube: Obtaining Earned Value Information
• Cooperate with the financial department to estimate costs required for purchasing all necessary good/services and undertaking necessary activities to deliver the project.
• Use project cost management software to develop spreadsheets and make calculations.
• Use project cost management software to work in collaboration with the financial department to determine items of the budget and sources of funding and then to allocate the budget.
• Ensure that the budget allocation is optimized and costs are fully covered with the planned and allocated budget.
• Earned Value
• Cost Variance
• Cost Performance Index
• Estimate At Completion
• Estimate To Completion
• Schedule Variance
• Schedule Performance Index
• Variance At Completion
• Review the different types of estimates, and decide which is best for this project.
• Project cost management is traditionally a week area of IT projects. IT project managers must acknowledge the importance of cost management and take responsibility for understanding basic cost concepts, cost estimating, budgeting, and cost control. [4]
• Project managers must understand several basic principles of cost management to be effective in managing project cost. Important concepts include profits and profit margins, life cycle costing, cash flow analysis, sunk cost, and learning curve theory. [5]
• Planning cost management involves determining the policies, procedures, and documentation that will be used for planning, executing, and controlling project cost. The main output of this process is a cost management plan. [6]
• Estimating costs is a very important part of project cost management. There are several types of cost estimates, including rough order of magnitude (ROM), budgetary, and definitive. Each type of estimate is done during different stages of the project life cycle, and each has a different level of accuracy. Several tool and techniques can help you develop cost estimates, including analogous estimating, bottom-up estimating, parametric estimating, and computerized tools. [7]
• Determining the budget involves allocating costs to individual work items over time. It is important to understand how particular organizations prepare budgets so estimates are made accordingly. [8]
• Controlling cost includes monitoring cost performance, reviewing changes, and notifying project stakeholders of changes related to cost. Many basic accounting and finance principles relate to cost project management. Earned value management is an important method used for measuring project performance. Earned value management integrates scope, cost, and schedule information. Project portfolio management allows organization to collect and control an entire suite of projects or investments as one set of interrelated activities. [9]
• Several software products can assists with project cost management. Project 2010 has many cost management futures, including earned value management. Enterprise project management software and portfolio management software can help mangers evaluate data on multiple project. [10]
• A (an) _____ uses the actual cost of a previous, similar project as the basis for estimating the cost of the current project. A analogous estimate uses the actual cost of a previous, similar project as the basis for estimating the cost of the current project.
• _____ includes the processes required to ensure that a project team completes a project within an approved budget. Project cost includes the processes required to ensure that a project team completes a project within an approved budget.
• The _____ can be used to estimate the projected cost of completing the project. The cost performance index (CPI) can be used to estimate the projected cost of completing the project.
• A cost estimation tool which involves estimating individual work items or activities and summing them to get a project total is known as a(n) _____ estimate. A cost estimation tool which involves estimating individual work items or activities and summing them to get a project total is known as a bottom-up estimate.
• _____ are most reliable when previous projects are similar in fact with current projects. Analogous estimates are most reliable when previous projects are similar in fact with current projects.
• One of the main outputs of the _____ process is a cost baseline. One of the main outputs of the ost budgeting process is a cost baseline.
• The _____ are time-intensive and expensive to develop. The bottom-up estimates are time-intensive and expensive to develop.
• Good Earth, a company manufacturing packaged food products, sets up its stores in Baltonia. However, a year later, the company closes the store down due to high operating costs. In such a scenario, the money spent in paying for the rent of the store in Baltonia would be an example of _____ costs. Good Earth, a company manufacturing packaged food products, sets up its stores in Baltonia. However, a year later, the company closes the store down due to high operating costs. In such a scenario, the money spent in paying for the rent of the store in Baltonia would be an example of sunk costs.
• Profits may be defined as _____ minus expenditures. Profits may be defined as revenues minus expenditures.
• Accountants usually define _____ as a resource sacrificed or foregone to achieve a specific objective or something given up in exchange. Accountants usually define cost as a resource sacrificed or foregone to achieve a specific objective or something given up in exchange.
• The main goal of project cost management is to complete a project within an approved _____. The main goal of project cost management is to complete a project within an approved budget.
• A cost _____ is not an output of the project cost management process. A cost baseline is not an output of the project cost management process.
• If a company loses $5 for every $100 in revenue for a certain product, the profit margin for that product is -____%. If a company loses $5 for every $100 in revenue for a certain product, the profit margin for that product is -5%.
• _____ reserves allow for future situations that are unpredictable. Management reserves allow for future situations that are unpredictable.
• To prepare a cost estimate for a building based on its location, purpose, number of square feet, and other characteristics, you would use a _____ technique. To prepare a cost estimate for a building based on its location, purpose, number of square feet, and other characteristics, you would use a parametric technique.
• _____ involves allocating the project cost estimate to individual material resources or work items over time. Project cost budgeting involves allocating the project cost estimate to individual material resources or work items over time.
• _____ is a project performance measurement technique that integrates scope, time, and cost data. Earned value management is a project performance measurement technique that integrates scope, time, and cost data.
• _____ _____ analysis is a method for determining the estimated annual costs and benefits for a project. Cash flow analysis is a method for determining the estimated annual costs and benefits for a project.
• The percentage of work actually completed multiplied by the planned cost; formerly called the budgeted cost of work performed is known as _____ _____. The percentage of work actually completed multiplied by the planned cost; formerly called the budgeted cost of work performed is known as earned value (EV).
• Avoid _____ when deciding what project to invest in or continue. Avoid sunk costs when deciding what project to invest in or continue.
• _____ is the rate at which a company is losing money. Burning rate is the rate at which a company is losing money.
• _____ is an outflow of money to another person or group to pay for an item or service, or for a category of costs. Expenditure reporting is an outflow of money to another person or group to pay for an item or service, or for a category of costs.
• _____ is a system that presents financial information that enables stakeholders to track the source of money and where it is being dispensed. Expenditure tracking system is a system that presents financial information that enables stakeholders to track the source of money and where it is being dispensed.
• FlashCards: Project Management-Cost
• Quiz: Quizlet: Project Management-Cost
• Multiple-choice questions Project Cost Management & Controlling
• ↑ Wikipedia: Project cost management
• ↑ Wikipedia:Project_cost_management .
• ↑ Wikipedia:Cost price
• ↑ Wikipedia:Project management triangle
• ↑ Wikipedia:Baseline (configuration management)
• ↑ Wikipedia:Earned value management
• ↑ Wikipedia:Cost estimate
• ↑ Wikipedia:Burn rate
• ↑ Wikipedia:Cash flow
• ↑ Wikipedia:Cost contingency
• ↑ Wikipedia:Quality costs
• ↑ Wikipedia:Cost estimating
• ↑ Wikipedia:Indirect costs
• ↑ Wikipedia:Budgeted cost of work performed
• ↑ Wikipedia:Expense
• ↑ Wikipedia:Public expenditure tracking system
• ↑ Wikipedia:Intangible good
• ↑ Wikipedia:Experience curve effects
• ↑ Wikipedia:Whole-life cost
• ↑ Wikipedia:Cost overrun
• ↑ Wikipedia:Profit margin
• ↑ Wikipedia:Project cost management
• ↑ Wikipedia:Strategic reserve
• ↑ Wikipedia:Order of magnitude
• ↑ Wikipedia:Sunk costs
• ↑ Wikipedia:Asset
• ↑ Wikipedia:There are known knowns
• ↑ Wikipedia:Variance (accounting)

Lesson 13 - Risk

Risk Project risk management is the art and science of identifying, analyzing, and responding to risk throughout the life of a project and in the best interests of meeting project objectives. A frequently overlooked aspect of project management, risk management can often result in significant improvements in the ultimate success of projects. Risk management can have a positive impact on selecting projects, determining their scope, and developing realistic schedules and cost estimates. It helps project stakeholders understand the nature of the project, involves team members in defining strengths and weaknesses, and helps to integrate the other project management knowledge areas. [1]

Objectives and skills for the risk portion of Project+ certification include: [2]

• Initial risk assessment
• Risk matrix
• Risk register
• Risk response strategies
• Stakeholder risk tolerance
• Perform qualitative and quantitative risk analysis
• Update risk register with appropriate changes
• Identification
• Quantification
• Prioritization
• Wikipedia: Risk management
• Wikipedia: Risk management plan
• Wikipedia: Risk breakdown structure
• Wikipedia: Risk assessment
• Wikipedia: Risk register
• Wikipedia: Risk Matrix
• Qualitative Risk Analysis
• YouTube: Definitions of Risk
• YouTube: What is Project Risk Management?
• YouTube: What is a Risk Register and When To Use It
• YouTube: Probability and Risk Matrix
• YouTube: Project Management Concept #2: Qualitative Risk Analysis vs Quantitative Risk Analysis
• YouTube: Controlling Risks
• Brainstorm with your team members to create a list of risks associated with your current project (10 total).
• Place the strengths, weaknesses, opportunities and threats in a table.
• Rank each based on the greatest impact on the outcome of the project.
• Create a risk breakdown structure for identified risks in your current project.
• Draw a register using the following components: risk name, risk description, cause of risk, impact, probability, response to risk, risk owner, and risk status.
• Read Wikipedia: Risk .
• Build a Risk Matrix using the risks identified in your current project.
• Use scale of 1-5 for probability and a scale of 1-3 for impact.
• Calculate Risk score (impact X probability).
• Prioritize list of risks (high to low).
• Draw a decision tree diagram and calculate the EMV to determine which vendor to choose using the following scenario:
• You are about to start working on a major project for your organization. The company wants you to obtain two bids from vendors they have worked with in the past to do part of the work on the project. Vendor A and Vendor B both bid $10,000 to do the work. Vendor A has a 50% probability of coming in on time and on budget, a 30% chance of going $20,000 over budget and a 20% chance of being $10,000 under budget. On the other hand, Vendor B has a 30% chance of of delivering on time with no additional costs, a 40% of going $15,000 over budget and a 30% of being $10,000 under budget.
• Risk, is an event that will impact something or someone in a positive or negative way. Two factors that affect risk include the likelihood of the event occurring and the consequences of it occurring. Positive risks result in opportunities, whereas negative risks result in threats to the project. [4]
• What is the purpose of the project?
• What possible benefits or hindrances could alter the project's outcome?
• Which identified risks are most important?
• Which identified risks will have the greatest impact?
• What should the response be to these identified risks?
• What changes have occurred due to responding to these risks?
• Exploitation ensures that the opportunity associated with the risk definitely occurs.
• Enhancement increases the impact and/or the probability of the opportunity that results from the risk.
• Sharing allocates the ownership of the opportunity that results to a third party to ensure the benefits from the risk occur.
• Acceptance of a positive risk means being willing to take advantage of the opportunity that may arise as a result of the risk.
• Avoidance tries to eliminate the risk or its impact entirely from the project.
• Mitigation reduces the impact and/or the probability of the risk from occurring.
• Transference shifts the impact of the risk and its response to a third party.
• Acceptance of negative risks acknowledges that risks may occur, but takes no action until the risk surfaces.
• Risk management is a process therefore to identify, analyze, respond, monitor and control risks that may arise when working on a project. [8]
• In order to avoid risk or take advantage of risk, first we have to identify it and classify it. The goal of Risk Management is to take adequate action when classified events may harm, delay, or change the course of a developing project. [9]
• The Risk Management Plan is a continuous process that occurs throughout the duration of the project because only identified risks can be properly managed. Its aim is to increase the impact of positive risks while lessening the impact and probability of negative risks. [10]
• The assessment part is nothing else, but risk appraisal using qualitative and quantitative approaches, the assessment is done after identifying a risk.
• Qualitative analysis looks at the qualities (impact and probability) related to risks by using a grading scale (high, medium, or low) or a numeric scale. Using a numeric scale allows for the calculation of a risk score. This type of analysis is subjective.
• Quantitative analysis quantifies the impact of risk in relation to costs and schedule. This analysis is used to justify increasing the budget or using contingency reserves.
• In order to quantify the impact of the risk, a few different techniques or specialized software can be used. These techniques include decision tree analysis, Expected Monetary Value (EMV) and Monte Carlo method. [11]
• One can also estimate risk by doing the following things: creating a Risk Breakdown Structure, using a Risk Matrix, and devising a Risk Register.
• Risk Breakdown Structure is a tool that is used to identify risks. It is a comprehensive list of risk events that are likely to occur and it is organized hierarchy. It uses a drill down technique to identify subcategories of risks. [12]
• Risk matrix is a tool that is used to prioritize the risks associated with a current project. Probability is plotted on the x-axis and impact is plotted on the y-axis. A score is generated when a numeric scale is used by multiplying impact and probability. The team determines what score is an acceptable and unacceptable level of risk. [13]
• Risk register is a log that catalogs the identified risks to the project and documents how the team plans to respond. The components that make up a risk register include the following: risk number, risk name, description, cause of risk, risk owner, risk response, probability of risk, impact of risk, and risk status. These tools allow one to assess how likely a risk will occur, the impact of the risk, and how to address these risks so that the project has a favorable outcome. [14]
• Risk,is an event that will impact something or someone in a _____or _____way. Risk,is an event that will impact something or someone in a positive or negative way.
• Risk management is a process therefore to identify, analyze, respond,_____and _____ risks, that may arise when working on a project. Risk management is a process therefore to identify, analyze, respond, monitor and control risks, that may arise when working on a project.
• Responses to _____ risks include exploitation, enhancement, sharing and acceptance. Responses to positive risks include exploitation, enhancement, sharing and acceptance.
• Responses to _____ risks include avoidance, mitigation, transference and acceptance. Responses to negative risks include avoidance, mitigation, transference and acceptance.
• _____ increases the impact and/or the probability of the opportunity that results from the risk. Enhancement increases the impact and/or the probability of the opportunity that results from the risk.
• The Risk Management Plan is a _____process that occurs throughout the duration of the project. The Risk Management Plan is a continuous process that occurs throughout the duration of the project.
• The assessment part is nothing else, but risk appraisal using _____and _____ approaches. The assessment part is nothing else, but risk appraisal using qualitative and quantitative approaches.
• _____ is a bypass of a recognized problem in a system. A workaround is typically a temporary fix that implies that a genuine solution to the problem is needed. Workaround is a bypass of a recognized problem in a system. A workaround is typically a temporary fix that implies that a genuine solution to the problem is needed.
• _____ analysis quantifies the impact of risk in relation to costs and _____ . Quantitative analysis quantifies the impact of risk in relation to costs and schedule.
• In order to quantify the impact of the Risk, a few different techniques and specialized software can be used. These techniques include decision tree analysis, Expected Monetary Value (EMV) and _____ _____ method. In order to quantify the impact, a few different techniques and specialized software can be used. These techniques include decision tree analysis, Expected Monetary Value (EMV) and Monte Carlo method.
• One can also estimate risk by doing the following things: creating a Risk Breakdown Structure, using a _____ _____,and devising a Risk Register. One can also estimate risk by doing the following things: creating a Risk Breakdown Structure, using a Risk Matrix ,and devising a Risk Register.
• A risk register is a log that catalogs the identified _____ to the project and documents how the team plans to respond. A risk register is a log that catalogs the identified risks to the project and documents how the team plans to respond.
• _____ reduces the impact and/or the probability of the risk from occurring. Mitigation reduces the impact and/or the probability of the risk from occurring.
• _____ shifts the impact of the risk and its response to a third party. Transference shifts the impact of the risk and its response to a third party.
• _____ _____ _____ is a tool that is used to identify risks. It is a comprehensive list of risk events that are likely to occur and it is organized hierarchy. Risk Breakdown Structure is a tool that is used to identify risks. It is a comprehensive list of risk events that are likely to occur and it is organized hierarchy.
• _____ is a group creativity technique by which efforts are made to find a conclusion for a specific problem by gathering a list of ideas spontaneously contributed by its members. Brainstorming is a group creativity technique by which efforts are made to find a conclusion for a specific problem by gathering a list of ideas spontaneously contributed by its members.
• A broad class of computational algorithms that rely on repeated random sampling to obtain numerical results is called _____ _____ analysis. A broad class of computational algorithms that rely on repeated random sampling to obtain numerical results is called Monte Carlo analysis.
• _____ _____ is a tool that is used to prioritize the risks associated with a current project. Risk matrix is a tool that is used to prioritize the risks associated with a current project.
• _____ are a type of diagram that represents an algorithm, workflow or process, showing the steps as boxes of various kinds, and their order by connecting them with arrows. This diagram representation illustrates a solution model to a given problem. Flowcharts are a type of diagram that represents an algorithm, workflow or process, showing the steps as boxes of various kinds, and their order by connecting them with arrows. This diagram representation illustrates a solution model to a given problem.
• ____ _____, a variable that is quantitatively associated with a disease or other outcome, but direct alteration of the risk marker does not necessarily alter the risk of the outcome. Risk factors, a variable that is quantitatively associated with a disease or other outcome, but direct alteration of the risk marker does not necessarily alter the risk of the outcome.
• ______ is a document that a project manager prepares to foresee risks, estimate impacts, and define responses to issues. Risk strategies is a document that a project manager prepares to foresee risks, estimate impacts, and define responses to issues.
• ______ is the identification, evaluation, and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability or impact of unfortunate events[1] or to maximize the realization of opportunities. Risk activities is the identification, evaluation, and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability or impact of unfortunate events or to maximize the realization of opportunities.
• Flashcards: Project Management-Risk
• Quiz: Quizlet: Project Management-Risk
• ↑ (Schwalbe 426) Schwalbe, Kathy. Information Technology Project Management, 8th Edition. Cengage Learning, 20151027. VitalBook file.
• ↑ Wikipedia: Risk
• ↑ YouTube: Risk management basics: What exactly it is?
• ↑ YouTube: What is Project Risk Management?/Risk Management Professional/PMI-RMP Certification Training
• ↑ YouTube: PMP® Exam Prep Online, PMP Tutorial 39 | Planning | Plan Risk Responses
• ↑ Wikipedia:Risk management
• ↑ Wikipedia:Risk management plan
• ↑ YouTube: Project Management Concept #2: Qualitative Risk Analysis vs Quantitative Risk Analysis
• ↑ YouTube: Risk Breakdown Structure
• ↑ YouTube: Probability and Risk Matrix: Risk Management | PMI-RMP Certification Training | PMI RMP Exam Tips
• ↑ YouTube: What is a Risk Register and When To Use It
• ↑ Wikipedia: Contingency plan
• ↑ Wikipedia: Decision tree
• ↑ Wikipedia: Delphi method
• ↑ Wikipedia: Flowchart
• ↑ Wikipedia: Influence diagram
• ↑ Wikipedia: Interview
• ↑ Wikipedia: Monte Carlo method
• ↑ Wikipedia: Risk matrix
• ↑ Wikipedia: Residual risk
• ↑ Wikipedia:Risk
• ↑ Wikipedia: Risk management
• ↑ Wikipedia: Risk appetite
• ↑ Wikipedia: Risk aversion
• ↑ Wikipedia: Risk breakdown structure
• ↑ Wikipedia: Risk factor
• ↑ Wikipedia: Risk management plan
• ↑ Wikipedia: Risk neutral
• ↑ Wikipedia: Risk register
• ↑ Wikipedia: Risk-seeking
• ↑ Wikipedia: Risk tolerance
• ↑ Wikipedia: Sensitivity analysis
• ↑ Wikipedia: Workaround

Lesson 14 - Procurement

Procurement means acquiring goods and services from an outside source. The term procurement is widely used in government; many private companies use the terms purchasing and outsourcing. Organizations or individuals who provide procurement services are referred to as suppliers, vendors, contractors, subcontractors, or sellers; of these terms, suppliers is the most widely used. Many IT projects involve the use of goods and services from outside the organization. [1]

Objectives and skills for the procurement portion of Project+ certification include: [2]

• Project needs assessment / gap analysis
• Make or buy decision
• RFI, RFQ, RFP (Request for: Information, Quote, Proposal)
• Request seller response
• Evaluate seller response
• Vendor selection
• Contract development
• Transition dates
• Extended support

Objectives and skills for the procurement portion of Project+ PK0-004 certification include: [3]

• Request for Information
• Request for Proposal
• Request for Quote
• Agreements/contract
• Non-disclosure agreement
• Cease and Desist letter
• Letter of Intent
• Statement of Work
• Memorandum of Understanding
• Service Level Agreement
• Purchase Order
• Wikipedia: Procurement
• Wikipedia: Gap analysis
• pmtips.net: Make or buy analysis in 5 easy steps
• Wikipedia: Request for proposal (Please see Request for Information (RFI) and Request for Quotation (RFQ) inside)
• mypmps.net: Request Seller Response
• itil.org: Six steps for a successful vendor selection
• pmstudycircle.com: Types of procurement contract used in project management
• wiki.en.it: Transition Planning and Support
• Wikipedia: Transition methodology
• YouTube : Introduction to Procurement
• YouTube: How to do a Gap Analysis
• YouTube: Make or buy decision
• YouTube: Request for Proposal
• YouTube: How to Write a RFP
• YouTube: Difference between RFQ and RFI
• YouTube: Proposal/Response Evaluation
• YouTube: Supplier selection
• YouTube: Defining contract types
• YouTube: Transition plan
• YouTube: Procurement,Purchasing, and Supply Chain Management Training
• How does procurement management work?
• How can you make the process work efficiently?
• Why is Procurement important in project management?
• List and explain steps of procurement project management.
• Make a 'Make or buy decision' based on the practice exam.
• Read investopedia.com: request for proposal and create a request for proposal for your organization/college using this online tool formswift.com:request for proposal.
• Put yourself in the place of the customer and consider what questions they would have about how you will implement what you propose.
• Make a list of steps in a transition plan.
• Procurement is the act of finding, acquiring, buying goods, services or works from an external source, often via a tendering or competitive bidding process. The process is used to ensure the buyer receives goods, services or works at the best possible price, when aspects such as quality, quantity, time, and location are compared. [4]
• Gap analysis is a formal study of what a business is doing currently and where it wants to go in the future. It can be conducted, in different perspectives, as follows- Organization (e.g., Human Resources), Business Direction, Business Processes and Information technology. [5]
• The‘make or buy’ decision is to decide if it’s better to do the task or make the product in-house or whether you should contract with a vendor to do it for you. Here’s an easy 5 step approach that can be used in procurement discussions-Review existing skills, Review potential skills, Review time, Review costs and Compare quality. [6]
• A request for proposal (RFP) is a document that solicits proposal, often made through a bidding process, by an agency or company interested in procurement of a commodity, service or valuable asset, to potential suppliers to submit business proposals. An RFP is used where the request requires technical expertise, specialized capability, or where the product or service being requested does not yet exist and the proposal may require research and development to create whatever is being requested. [7]
• A request for information (RFI) is a standard business process whose purpose is to collect written information about the capabilities of various suppliers. Normally it follows a format that can be used for comparative purposes. An RFI is primarily used to gather information to help make a decision on what steps to take next. RFI's are therefore seldom the final stage and are instead often used in combination with the following: request for proposal (RFP), request for tender (RFT), and request for quotation (RFQ). [8]
• A request for quotation (RFQ) is a standard business process whose purpose is to invite suppliers into a bidding process to bid on specific products or services. An RFQ typically involves more than the price per item. Information like payment terms, quality level per item or contract length may be requested during the bidding process. [9]
• Six steps for a successful vendor selection-Kick-off and requirements definition, Market research and first vendor filtering, Request for Proposal (RFP), Evaluate responses, Proof of Concept (POC) and Select Vendor. [10]
• The Contract: A contract is a legally binding agreement between two or more parties. Usually, one party is known as a buyer and another as a seller. The contract is the key to the buyer and seller relationship. It provides the framework for how they will deal with each other. Procurement contracts can be broadly divided into three categories- Fixed-Price Contract, Cost Reimbursable Contract, Time and Materials. [11]
• Transition Plan: A project management transition plan is simply a document that outlines the processes to be followed during the implementation stage of any project. Upon the completion of a defined task, the project team cannot simply present the findings and deliverables to the company executives and walk away. They must also provide a thorough plan for the implementation of these ideas into the processes that already exist and this plan is called a 'transition plan' because the company will literally experience a period of change while the plans are put in motion. [12]
• An ownership transition plan is a written and comprehensive document that outlines how and when the ownership of a business will be transferred to others, either internally or externally, in order to achieve the owner’s goals. [13]
• ___________is the act of finding, acquiring, buying goods, services or works from an external source. Procurement is the act of finding, acquiring, buying goods, services or works from an external source.
• ____________ is a formal study of what a business is doing currently and where it wants to go in the future. Gap Analysis is a formal study of what a business is doing currently and where it wants to go in the future.
• The _________ decision is to decide if it’s better to do the task or make the product in-house or whether you should contract with a vendor to do it for you. The ‘make or buy’ decision is to decide if it’s better to do the task or make the product in-house or whether you should contract with a vendor to do it for you.
• _________is a document that solicits proposal, often made through a _______process, by an agency or company interested in procurement of a commodity, service or valuable asset, to potential suppliers to submit ________ proposals. A request for proposal (RFP) is a document that solicits proposal, often made through a bidding process, by an agency or company interested in procurement of a commodity, service or valuable asset, to potential suppliers to submit business proposals.
• A _________________is a standard business process whose purpose is to collect written information about the capabilities of various suppliers. Normally it follows a format that can be used for comparative purposes. A request for information (RFI) is a standard business process whose purpose is to collect written information about the capabilities of various suppliers. Normally it follows a format that can be used for comparative purposes.
• A __________is a standard business process whose purpose is to invite suppliers into a bidding process to bid on specific products or services. A request for quotation (RFQ) is a standard business process whose purpose is to invite suppliers into a bidding process to bid on specific products or services.
• A contract is a legally __________ agreement between two or more parties. A contract is a legally binding agreement between two or more parties.
• A Fixed-Price Contract is also known as a _______contract. A Fixed-Price Contract is also known as a lump-sum contract.
• In __________ the seller is reimbursed for completed work plus a fee representing his profit. In Cost Reimbursable Contract the seller is reimbursed for completed work plus a fee representing his profit.
• A __________ type of contract is generally used when the deliverable is “labor hours.” A Time and Materials type of contract is generally used when the deliverable is “labor hours.”
• A project management ___________ is simply a document that outlines the processes to be followed during the implementation stage of any project. A project management transition plan is simply a document that outlines the processes to be followed during the implementation stage of any project.
• An _______________ is a written and comprehensive document that outlines how and when the ownership of a business will be transferred to others, either internally or externally, in order to achieve the owner’s goals. An ownership transition plan is a written and comprehensive document that outlines how and when the ownership of a business will be transferred to others, either internally or externally, in order to achieve the owner’s goals.
• _______________ is an agreement between two (bilateral) or more (multilateral) parties. It expresses a convergence of will between the parties, indicating an intended common line of action. Memorandum of Understanding is an agreement between two (bilateral) or more (multilateral) parties. It expresses a convergence of will between the parties, indicating an intended common line of action.
• _______________ is a document sent to an individual or business to stop purportedly illegal activity ("cease") and not to restart it ("desist"). Cease and Desist letter is a document sent to an individual or business to stop purportedly illegal activity ("cease") and not to restart it ("desist").
• _______________ is a document outlining one or more agreements between two or more parties before the agreements are finalized Letter of Intent is a document outlining one or more agreements between two or more parties before the agreements are finalized.
• Flashcards: Procurement
• Quiz: Quizlet: Procurement
• Read: ehow.com: How to create a procurement plan for project
• Read: pmi.org: Contract/Procurement management
• Read: study.com: What is project procurement management?- Definition & Process
• Watch: YouTube: Project Procurement Management
• ↑ (Schwalbe 466) Schwalbe, Kathy. Information Technology Project Management, 8th Edition. Cengage Learning, 20151027. VitalBook file.
• ↑ Wikipedia: Procurement
• ↑ Wikipedia: Gap Analysis
• ↑ Make or Buy
• ↑ Wikipedia: Request for Proposal
• ↑ Wikipedia: Request for Information
• ↑ Wikipedia: Request for Quotation
• ↑ Vendor Selection
• ↑ Procurement Contracts
• ↑ Transition Plan
• ↑ Ownership transition plan
• ↑ Wikipedia: Bidding
• ↑ Wikipedia: Buyer
• ↑ Wikipedia: Cease and desist
• ↑ Wikipedia: Contract
• ↑ Wikipedia: Cost Analysis
• ↑ Wikipedia: Letter of intent
• ↑ Wikipedia: Memorandum of understanding
• ↑ Wikipedia: Non-disclosure agreement
• ↑ Wikipedia: Proposal (business)
• ↑ Wikipedia: Purchase order
• ↑ Wikipedia: Sales Quote
• ↑ Wikipedia: Service-level agreement
• ↑ Wikipedia: Statement of work
• ↑ Wikipedia: Vendor

Lesson 15 - Closure

The Project Closure Phase is the fourth and last phase in the project life cycle. In this phase, you will formally close your project and then report its overall level of success to your sponsor. Project Closure involves handing over the deliverables to your customer, passing the documentation to the business, cancelling supplier contracts, releasing staff and equipment, and informing stakeholders of the closure of the project. After the project has been closed, a Post Implementation Review is completed to determine the projects success and identify the lessons learned. [1]

Objectives and skills for the closure portion of Project+ certification include: [2]

• Confirm and document objectives that were completed/not complete
• Provide historical information for future projects
• Document retention compliance
• Meeting to review what went right / what went wrong
• Phase closure
• Project completion
• Stage completion
• Component completion
• Project cancellation
• Strengths / weaknesses
• Historical data
• Summary of costs
• Documents reasons for early closure and impact
• Final review of performance
• Transition plan
• Read: 4squareviews.com: 5th Edition PMBOK® Guide—Chapter 3: Closing Process Group
• Read: Whizlabs: 10 Steps at the time of project closure
• Read: Wikipedia: Lessons learned
• Read: Wikipedia: Postmortem documentation
• Read: prince2.wiki:Closing a project
• Watch: YouTube: Project Closure
• Watch: YouTube: Project Management Essentials : Closing
• Watch: YouTube: How and Why to Close a Project
• Watch: YouTube: Closing Phase
• Watch: YouTube: Closing a Project
• Watch: Youtube: Project Planning: How to Write a Postmortem Report - Project Management Made Easy
• Why is Closure important in Project Management?
• What are the steps in Project Closure?
• List and explain the 5 key actions that need to be performed to completely close a project.
• List and explain the types of administrative duties during closing.
• Explain why postmortems are important to project management.
• what are some best practices to follow when creating postmortems.
• Review scope documents, acceptance criteria, and confirm with the sponsor and stakeholders that all scope requirements, acceptance criteria and deliverables have been completed.
• Include project documentation like the scope, project plan deliverables, issue logs, change control logs, and budget documentation.
• Include documentation to highlight best practices and project successes and also include lessons learned that will be important to future projects.
• Closing includes the formal acceptance of the project and the ending thereof. [3]
• The primary challenge of project management is to achieve all of the project goals within the given constraints. [4]
• Administrative activities include the archiving of the files and documenting lessons learned. This phase consists of: Contract closure: Complete and settle each contract (including the resolution of any open items) and close each contract applicable to the project or project phase.Project close: Finalize all activities across all of the process groups to formally close the project or a project phase [5]
• Lessons learned or lessons learnt are experiences distilled from a project that should be actively taken into account in future projects. [6]
• Project post-mortems are intended to inform process improvements which mitigate future risks and to promote iterative best practices Post-mortems are often considered a key component of, and ongoing precursor to, effective risk management. [7]
• Post-mortems can encompass both quantitative data and qualitative data. [8]
• The project closure process is the last of the process groups, and is considered important for the project’s success. [9]
• The Project Closure Report should include all important project information that would help stakeholders and future project managers to clearly understand what was accomplished during the project and how the work was completed. [10]
• Closure Checklist: a closure checklist is a list of seemingly minor items that must be completed before a project can be closed. Many companies call this closure checklist a punch list. [11]
• Before announcing a project's closure, project managers must create and complete a project closure checklist of any outstanding project tasks. [12]
• Many different project management experts agree that the goals of a project closure report include: Review and evaluate the success of the project, Confirm outstanding issues, limitations and recommendations, Outline tasks and activities completed during the project. [13]
• The purpose of the Closing Process Group according to the PMBOK® Guide is to conclude all activities across all Project Management Process Groups to formally complete the project, phase, or contractual obligations. [14]
• Successful analysis of project estimate variance is dependent on accurate time tracking. The greater the granularity with which time is tracked, the more detailed an analysis can be performed during the project post-mortem. [15]
• Contract Closure or Procurement Closure is done before the project can be closed completely. [16]
• Administrative Closure is only done once per phase, or for the entire project. Project closure is not complete without procurement closure. [17]
• A lesson learned is knowledge or understanding gained by experience. [18]
• There are two triggers for the Closing a Project process: a natural close towards the end of the project and a premature close, which comes from the Project Board. [19]
• _______ includes the formal acceptance of the project and the ending thereof. Closing includes the formal acceptance of the project and the ending thereof.
• The primary challenge of __________________ is to achieve all of the project goals within the given constraints. The primary challenge of project management is to achieve all of the project goals within the given constraints.
• _________________________ include the archiving of the files and documenting lessons learned. This phase consists of: Contract closure: Complete and settle each contract (including the resolution of any open items) and close each contract applicable to the project or project phase.Project close: Finalize all activities across all of the process groups to formally close the project or a project phase. Administrative activities include the archiving of the files and documenting lessons learned. This phase consists of: Contract closure: Complete and settle each contract (including the resolution of any open items) and close each contract applicable to the project or project phase.Project close: Finalize all activities across all of the process groups to formally close the project or a project phase.
• _______________ or ______________ are experiences distilled from a project that should be actively taken into account in future projects. Lessons learned or lessons learnt are experiences distilled from a project that should be actively taken into account in future projects.
• Project ____________ are intended to inform process improvements which mitigate future risks and to promote iterative best practices. ____________ are often considered a key component of, and ongoing precursor to, effective risk management. Project post-mortems are intended to inform process improvements which mitigate future risks and to promote iterative best practices. Post-mortems are often considered a key component of, and ongoing precursor to, effective risk management.
• ___________ can encompass both quantitative data and qualitative data. Post-mortems can encompass both quantitative data and qualitative data.
• The project closure process is the_________ of the process groups, and is considered important for the project’s success. The project closure process is the last of the process groups, and is considered important for the project’s success.
• A Project Closure Report is the ______ document that assesses the success of the project, also catalogs project deliverables and officially ends the project. A Project Closure Report is the final document that assesses the success of the project, also catalogs project deliverables and officially ends the project.
• The ____________________ should include all important project information that would help sponsors, stakeholders and future project managers to clearly understand what was accomplished during the project and how the work was completed. The Project Closure Report should include all important project information that would help stakeholders and future project managers to clearly understand what was accomplished during the project and how the work was completed.
• A Closure checklist is a list of seemingly________ items that must be completed before a project can be closed. A closure checklist is a list of seemingly minor items that must be completed before a project can be closed.
• Before announcing a project's closure, project managers must create and complete a project _________ of any outstanding project tasks. Before announcing a project's closure, project managers must create and complete a project closure checklist of any outstanding project tasks.
• Many different project management experts agree that the _______ of a project closure report include: Review and evaluate the success of the project, Confirm outstanding issues, limitations, and recommendations, Outline tasks and activities completed during the project. Many different project management experts agree that the goals of a project closure report include: Review and evaluate the success of the project, Confirm outstanding issues, limitations, and recommendations, Outline tasks and activities completed during the project, Identify best practices and lessons learned for future projects
• The purpose of the _____________________ according to the PMBOK® Guide is to conclude all activities across all Project Management Process Groups to formally complete the project, phase, or contractual obligations The purpose of the Closing Process Group according to the PMBOK® Guide is to conclude all activities across all Project Management Process Groups to formally complete the project, phase, or contractual obligations
• Successful analysis of project estimate variance is dependent on_______________________. The greater the granularity with which time is tracked, the more detailed an analysis can be performed during the project post-mortem Successful analysis of project estimate variance is dependent on accurate time tracking. The greater the granularity with which time is tracked, the more detailed an analysis can be performed during the project post-mortem
• ________________ or ___________________ is done before the project can be closed completely Contract Closure or Procurement Closure is done before the project can be closed completely
• ______________________ is only done once per phase, or for the entire project. Project closure is not complete without procurement closure. Administrative Closure is only done once per phase, or for the entire project. Project closure is not complete without procurement closure.
• A ______________ is knowledge or understanding gained by experience A lesson learned is knowledge or understanding gained by experience
• There are two triggers for the Closing a Project process: a _____________ towards the end of the project and a _______________, which comes from the Project Board There are two triggers for the Closing a Project process: a natural close towards the end of the project and a premature close, which comes from the Project Board
• Flashcards: Quizlet: Project Closure
• Quiz: Project Closure Quiz
• Flashcards: Quizlet: Project Management Closing
• Quiz: Project Management Closing Quiz
• Read Study.com: Project Closure Report: Definition & Contents
• Read: Mastering-project-management.com: Mastering Project Management
• Read: Simplilearn:How to close a project
• Read: 4pm.com: Project lessons learned
• Watch: YouTube: Closing Process
• ↑ http://www.method123.com/project-closure-phase.php
• ↑ Wikipedia: Lessons Learned
• ↑ Wikipedia:Postmortem documentation
• ↑ Whizlabs: 10 Steps at the time of project closure
• ↑ Study.com: Project Closure Report: Definition & Contents
• ↑ 4squareviews.com: 5th Edition PMBOK® Guide—Chapter 3: Closing Process Group
• ↑ Wikipedia: Postmortem documentation
• ↑ Wikipedia: Lessons learned
• ↑ prince2.wiki:Closing a project
• ↑ Wikipedia: Project Management

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IT management projects: what are they and how to do them?

Information Technology (IT) management plays a strategic and vital role in modern companies, which drives operational efficiency, optimizes processes and enables innovation.

However, even with experienced professionals working in the area, some challenges are quite recurrent, requiring new tools and approaches to overcome obstacles.

And that's where projects as an important instrument for coordinating demands and providing continuous improvements. Come and discover everything about IT management projects!

What is IT management?

IT management is the area that manages an organization's technological resources strategically , seeking to use them in accordance with the goals and objectives of the business.

But, in addition to controlling resources and keeping systems functioning, IT management also seeks to improve internal processes, ensure data integrity, and promote the effectiveness of operations.

In this way, IT management helps companies face technological challenges in an increasingly digital world , providing a competitive advantage in the market and allowing the organization to achieve its objectives in an innovative way.

Main IT management challenges

IT management involves the planning, organization and control of IT processes. This, in itself, is already quite demanding work, but that's not all. In a scenario of constant technological changes and daily innovations, the list of challenges in this sector is extensive:

Data management

With the exponential increase in the amount of data generated by companies, it is necessary to adopt efficient solutions for storing, processing and analyzing data.

Information security

With the constant increase in cyber threats, information security is one of the main concerns of IT management. Companies need to ensure data protection against external agents and ensure compliance with privacy regulations, such as the General Data Protection Law (LGPD) .

|Read also: 10 biggest data security breaches in 2023

Network infrastructure

The IT management team must ensure the availability, scalability and performance of systems and networks, avoiding failures that could negatively impact the business operation.

Technological update

Companies must always be up to date to remain competitive. Managing the adoption of new technologies and the replacement of obsolete systems is a challenge that requires planning and strategic investments.

Furthermore, integrating emerging technologies such as artificial intelligence, internet of things (IoT) and cloud computing also requires adaptation and innovation skills.

Facing these challenges requires a strategic approach, adequate investments and a well-prepared team .     IT project management comes in

Understand more:

How to set up projects in IT management

1. understand the organization's objectives.

The first step is to clearly understand the organization's objectives and the specific needs of the IT area. Through dialogue, it is possible to collect information that will guide the project, such as senior management's vision , customer expectations and long-term goals .

2. Define the project methodology to be applied

The choice of project management methodology is essential to guide the execution of activities. There are predictive, agile and hybrid approaches, each suitable for a different type of objective. Find out what they are and how to choose the ideal one: project methodology.

But remember! Before defining the methodology, it is important to consider the nature of the project, the team involved and the established deadlines.

3. Define the project scope

The project scope provides direction for all tasks, so it must be clearly defined, detailing the objectives , expected deliverables requirements , available resources and project limitations

Do you want to know what are the essential items of good IT planning? Check out our KIT – IT planning.

4. Analyze feasibility

Before proceeding with execution, it is important to carry out a feasibility analysis to understand whether the project is truly viable in terms of resources, deadlines and costs .

At this stage, it is essential to identify possible risks that affect the stages and plan actions to mitigate them.

5- Put planning into action

With structured planning, the actual execution of the project begins. At this stage, the team works on implementing the activities defined in the plan, following the guidelines of the chosen methodology.

6- Use technology to your advantage

In IT projects, the search for security, system integrity and usability is fundamental to the success and reliability of the implemented solutions. In this sense, having support systems and tools is a very intelligent and strategic choice.

Here it is interesting to opt for systems that guarantee cybersecurity, such as   Lumiun DNS , which manages internet access with a cloud structure that is easy to implement.

7. Establish tracking metrics

The best way to make sure the project is going as expected is to analyze hard data, right? Therefore, here, it is interesting that you define some key indicators to be monitored continuously.

Do you want to find out what the main project indicators are? Download the KPIs in project management e-book.

By following these steps, your IT management will be better prepared to set up efficient projects that meet the organization's needs and deliver concrete results.

But, if you want to have excellent IT management projects, it is also essential to learn from each completed project , identifying lessons learned and recording improvement opportunities for future projects.

So, here's how to evaluate IT projects:

How to evaluate projects in IT management?

When we implement any action in the company, we hope to achieve some positive result. So, if the project objectives are achieved, can we consider it successful?

Yes and no!

Projects are complex undertakings that go far beyond just the result . To assess whether your IT management projects are going well, it is interesting to evaluate criteria such as:

• Compliance with legal and regulatory requirements;
• Adherence to the defined scope and deadlines;
• Appropriate use of resources;
• Level of user and customer satisfaction;
• Degree of innovation and differentiation provided by the project;
• Alignment of the project with the IT and company strategy;
• Impact on the company’s operations and results;
• Impact on relationships with partners and suppliers.

Having a comprehensive view of all these criteria and being able to monitor your projects closely is the key to success. But do you know how to do this in practice? Don't worry, we have a valuable tip for you!

Bonus! Adopt a tool for IT management projects

To ensure IT success and closely monitor each essential aspect, using a project management tool   is the ideal solution. An efficient project management system helps to centralize information, facilitates communication between teams, provides a better understanding of demands and helps to implement continuous improvement.

By using them, it is possible to obtain several benefits in IT management, such as:

• Centralization of project information and documents;
• Facilitation of communication between the team;
• Real-time monitoring of the progress and status of activities;
• Greater agility in decision making;
• Possibility of automating repetitive tasks;
• Improved collaboration between teams;
• Greater control over deadlines and resources.

Now that you know the importance of projects in IT management, deepen your knowledge and ensure even more effective IT management with the project management KIT for IT teams .

In it, you will see how to plan a project, manage team activities, prioritize the right initiatives, and measure project performance. It is worth checking!

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