MASTER of IT ENGINEERING
RESEARCH METHODOLOGY
YEAR 1, SEMESTER 1
30 Sept 2013- 24 Feb 2014
Dr Leang Khim23/02/2014
I. Project Initiation
II. Project Planning
III. Project Execution
IV.Project Closure
CONTENTS
Jason Westland, 2006. The Project Management Life Cycle
A project A unique endeavor to produce a set of deliverable
within clearly specified time, cost (budget/resources), and quality constraints.
The Project Management Life Cycle
Jason Westland, 2006. The Project Management Life Cycle
Project management The skills, tools, and management processes required
to successfully undertake a project.
* Deliverable: A quantifiable outcome of a project which results in the partial or full achievement of the project objectives.
Characteristics of a project
1. A clearly defined goal2. Limited time3. Temporary organization4. A leader and members5. Budget for achieving the goal6. Valuable required resources7. Sometimes unexpected outcomes happen8. Consisting of several phases9. Modification increases the difficulty of changing
the process
The Project Management Life Cycle
The Project Management Life Cycle
Examples of some notable projects
Angkor Wat (>40 ys) Human Genome Project which
mapped the human genome (1990-2001, 11 ys)
Manhattan Project, which developed the first nuclear weapon- atomic bomb (1935-1945,6 ys)
The Project Management Life Cycle
Examples of some notable projects
Project Apollo, which landed humans
on the moon (1963-1972, 9 ys)
Great Pyramid of Giza (20 ys).
Reasons of Failing Project1. Unachievable objectives2. Unreasonable expectations3. Inadequate planning4. Unclear requirements and
ineffective requirements practices
5. Ineffective communication6. Insufficient resources 7. Ineffective project tracking
capabilities8. Poor quality and insufficient
quality control
The Project Management Life Cycle
9. Poorly defined requirements10. Scope creep11. Stakeholders have different
expectations12. Stakeholders have unrealistic
expectations13. There is no real need or demand
for the product14. There is a lack of user involvement
in the project15. Change management is lacking or
ineffectiveJason Westland, 2006. The Project Management Life Cycle
I. Project Initiation
Develop a case
Start
Undertake a feasibility study
Establish the term of reference (TOR)
Appoint a project team
Set up a project office
Perform phase review
Jason Westland, 2006. The Project Management Life Cycle
Develop a case is created to define the problem or opportunity
in detail and identify a preferred solution for implementation.
A detailed description of the problem or opportunity;
A list of the alternative solutions available;
An analysis of a business benefits, cost, risks, and issues;
A description of the preferred solutions;
A summarized plan for implementation.
Jason Westland, 2006. The Project Management Life Cycle
I. Project Initiation
Feasibility study is to:
Assesses the likelihood of each alternative solution option
Investigate if the forecast costs are reasonable
Find out if the solution, risks and issues are achievable,
acceptable and avoidable, respectively.
Jason Westland, 2006. The Project Management Life Cycle
I. Project Initiation
Terms of reference (TOR) a document that outlines the purpose
of the project, the manner in which the project will be structured and
how it will be implemented. It defines:
The vision, objectives, scope, and deliverable for the project.
Organization structure, activities, resources, funding required to
undertake the project.
Jason Westland, 2006. The Project Management Life Cycle
I. Project Initiation
1. The vision, objectives, scope and deliverables (that is
what the project will actually produce).
2. Stakeholders, authority, roles and responsibilities
(that is, who will take part in it)
3. Resource, financial (costs and budgets) and quality
plans (that is, how it will be achieved)
Terms of reference may include:
Jason Westland, 2006. The Project Management Life Cycle
I. Project Initiation
4. Work breakdown structure and schedule
(that is, when it will be achieved)
5. Identification of the customer
6. Major assumptions and constraints
7. Key risk areas
8. Project approach or strategy used
Terms of reference may include:
Jason Westland, 2006. The Project Management Life Cycle
I. Project Initiation
Project team Appointment of Project Manager
Job description
Financial and accounting systems, etc.
Project office Office furniture
Communication infrastructure
Financial and accounting systems, etc.
Jason Westland, 2006. The Project Management Life Cycle
I. Project Initiation
II. Project Planning
Createan acceptance plan
Create a communication plan
Create a procurement plan
Jason Westland, 2006. The Project Management Life Cycle
Develop a resource plan
Create a project plan
Create a financial plan
Create a risk plan
Create a quality plan
Contract the suppliers
Perform phase review
Create a project plan Reiterate the project scope.
Identify the project milestones, phases, activities and tasks.
Quantify the effort required for each task.
Allocate project resource to each task
Construct a project schedule
List any planning dependencies, assumptions and constrains
The project plan is constantly referred throughout the project.
Jason Westland, 2006. The Project Management Life Cycle
II. Project Planning
Milestones Description Milestone date
Quality plan approved
A quality plan has been documented and approved by the project sponsor. It identifies the quality assurance and quality control techniques required to ensure and control the quality of all project deliverables and processes.
DD/MM/YY
Preferred supplier contracted
A formal tender process is undertaken to identify a short-list of capable suppliers and select a preferred supplier. The tender process involves creating a statement of work, a request for information......
DD/MM/YY
A milestone is a major event in a project, and often represents the completion of a set of project activities.
Jason Westland, 2006. The Project Management Life Cycle
II. Project Planning
Project schedule
No Task name Jan Feb Mar Apr May Jun Jul Aug1. Appoint project team
DirectorManagerLeaderAdministrator
2. Set up project officePremiseRental contractOffice equipmentAdditional facilities
II. Project Planning
Create a resource plan summarizes type of resource required, such as labor, equipment and materials.
Quantity of each type of resource required. Roles, responsibilities and skill-sets of all human resource
required. Specifications of all equipment resource required. Items and quantities of material resource required.
Jason Westland, 2006. The Project Management Life Cycle
II. Project Planning
Jason Westland, 2006. The Project Management Life Cycle
Role Responsibility Skills Stat date End date
Project manager
Delivering the approved solution to meet the full requirements of the customer
Time managementCost managementPeople management
DD/MM/YY DD/MM/YY
Supervisor Executing activities to accomplish the project objectives
Planning DD/MM/YY DD/MM/YY
Labor listing
II. Project Planning
Jason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life Cycle
Create a financial plan identifies the financial resources required to undertake a project.
List the types of costs such as labor, equipment, administrative, etc.
Identify the unit cost for each cost type. Identify when the costs will be incurred by completing
an expense schedule. identify the cost per activity
II. Project Planning
Jason Westland, 2006. The Project Management Life Cycle
Type of cost Unit cost Comment1. Labor ($...../month)
DirectorManagerAdministrator
2. Equipment ($..../item)ComputerFurnitureVehiclesEngine
3. Others
Cost forecast
II. Project Planning
Jason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life Cycle
Create a quality plan identifies the extent to which the final
deliverable conforms to the customer’s requirements
Quality targets.
Describe the quality assurance.
Define the processes to achieve the quality targets.
II. Project Planning
Jason Westland, 2006. The Project Management Life Cycle
Quality targets
Project requirement
Project deliverable
Quality criteria Quality standards
New financial management solution with accounts receivables and payables processes
Implementation of Oracle Financials General Ledger (GL), Accounts Payable (AP) and Accounts Receivables (AR) system.
System functionality GL tested and installed. AP tested and installed. AR tested and installed.
System performance System up-time System response timeData transferred
System functionality GL operational with no errors. AP operational with no errors. AR operational with no errors.
System performance 99.9% system uptime <1 second response times 100% data accuracy
Quality targets
II. Project Planning
Jason Westland, 2006. The Project Management Life Cycle
Quality assurance plan
Technique Description Frequency
Recruit skilled staff
We will recruit skilled staff to assure deliverable quality by:o Ensuring staff having at least 3 year experience in
finance and accounting in similar projects.o Appointing 2 technical consultants to ensure that the
technology deliverables of this project meet the quality standards.
Throughout the project
Undertake quality review
We will review the quality of deliverable by:o Appointing an independence resource to perform monthly
quality review.
Monthly
Quality assurance plan
II. Project Planning
Jason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life Cycle
Create a risk plan identifies the level of project risk.
List the foreseeable project risks.
Rate the likelihood of each risk.
Describe the impact on the project
Set actions to reduce and/or prevent the risk.
II. Project Planning
Jason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life Cycle
Risk category Risk description Risk ID
Requirements The requirement have not been clearly specified The requirements specified do not match the
customer’s need.
1.11.2
Benefits The business benefits have not been identified The final solution delivered does not achieve the
required benefits
2.12.2
Budget The project exceeds the budget allocated There is unaccounted expenditure on the project
3.13.2
Deliverables The deliverables required by the project are notclearly defined.
The deliverable produced does not meet the quality criteria defined.
4.1
4.2
Risk list
II. Project Planning
Jason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life Cycle
Title Score Description
Very high 100 Highly likely to occur……
High 80 Very likely to occur, based on the circumstances of the project
Medium 60 Likely to occur….
Low 40 Unlikely to occur. However needs to be monitored…..
Very low 20 Highly unlikely to occur based on current information….
Risk likelihood
II. Project Planning
Jason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life Cycle
Create an acceptance plan is defined as gaining agreement fromthe customer that the deliverables produced by the project meet the criteria defined by the customer.
A list of the milestones. A set of criteria and standards for the acceptance of deliverables
by customers. A plan outlining how the deliverables will be reviewed. A process for gaining customer acceptance.
II. Project Planning
Jason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life Cycle
Milestone Deliverable
Name Description Name Description
Financial system upgraded
Implement the software package on new hardware
Software package installed
Implement General Ledger (GL), Accounts Payable (AP) and Accounts Receivable (AR) software
Acceptance milestones
II. Project Planning
Jason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life Cycle
Deliverable Criteria Standards
Software package installed
System functionality GL tested and installed. AP tested and installed. AR tested and installed.
System performance System up-time System response timeData transferred
System functionality GL operational with no errors. AP operational with no errors. AR operational with no errors.
System performance 99.9% system uptime <1 second response times 100% data accuracy
Acceptance criteria
II. Project Planning
Jason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life Cycle
Create a communication plan describes the information to be disseminated to all project stakeholders to keep them regularly informed of the progress of the project.
The information requirements of each project stakeholder. A schedule of the communication events, methods and release
dates. A matrix highlighting the resource involved in each communication
event. A clear process for undertaking each communication event within
the project.
II. Project Planning
Jason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life Cycle
Create a procurement plan identified the products to be procured
An overview of the external supply market. A full list of products to be acquired and a detail description of each
product. The justification for procuring the products A plan outlining the timeframes for acquiring the products. A tender process describing how the product suppliers will be
chosen
II. Project Planning
Jason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life Cycle
Contract the suppliers : A formal tender management process is undertaken to select a preferred supplier.
Issue a statement of work (SOW) Issue a request for information (RFI) Issue a request for proposal (RFP) Receive and evaluate supplier proposalsChoose a preferred supplierNegotiate a formal contract
II. Project Planning
Jason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life Cycle
Perform a phase review: This is a checkpoint to ensure that the project has achieved its stated objectives as planned. It describes the status of:
Overall project. Project schedule based on the project plan. Project expenses based on the financial plan. Project staffing based on the resource plan. Project deliverables based on the quality plan Project risk based on the risk register. Project issues based on the issue register.
II. Project Planning
Present to project sponsor
Project board (chaired by the project sponsor) decides whether to cancelor undertake further work or grant approval to begin the next phase
Perform phase review
Jason Westland, 2006. The Project Management Life Cycle
II. Project Planning
Jason Westland, 2006. The Project Management Life Cycle
III. Project Execution
Perform change management
Perform risk management
Perform issue management
Jason Westland, 2006. The Project Management Life Cycle
Monitor and control
Build deliverables
Perform time management
Perform quality management
Perform cost management
Perform procurement management
Perform phase review
Perform acceptance
management
Perform communication management
Jason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life Cycle
III. Project Execution
Jason Westland, 2006. The Project Management Life Cycle
Build deliverables: The steps undertaken to build each deliverable will vary
depending on the type of project you are undertaking. Regardless of the method used, careful monitoring and
control process should be employed.
Perform time management is used to: Calculate the total time spent undertaking each task; Calculate the total staff cost undertaking each task; Identify the percentage of each task completed; Enable the project manager to control the level resource.
Jason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life Cycle
Perform cost management: Labor costs (for staff, external suppliers, contractors,
consultants, etc.); Equipment cost ( computers, furniture, building facilities, etc.); Material costs ( stationary, consumables, water and power, etc.); Administration costs ( legal, insurance, lending, accounting fee,
etc.).
Each expense form must specify: The activity and task, the date, the type of expense, description of expense, amount, payee, invoice number, and approval signature by the person in charge (manager/director).
III. Project Execution
Jason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life Cycle
Perform quality management is a method by which the quality of the deliverables and management processes are assured and controlled during a project. (refer to Project Planning)
Perform change management is a method by which changes to the project scope, deliverables, timescales, or resources are identified, evaluated and approved prior to implementation.
Change requester identifies and documents the need and submit change request form (CRF) to the change manager who will review and decide on CRF.
III. Project Execution
Jason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life Cycle
Perform issue management is a method by which issues that are currently affecting the ability of the project to produce the required deliverables are formally managed. Communicating, documenting, monitoring, reviewing, and resolving issues identified
Perform risk management is a method by which risks to the project are formally identified, quantified and managed during the execution of the project (refer to Project Planning).
III. Project Execution
Jason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life Cycle
Perform acceptance management is a method by which deliverables by the project are reviewed and accepted by the customer (refer to Project Planning).
Perform procurement management is a method by which products are acquired for a project from external suppliers, involving controlling the ordering, receipt, review and approval of the products (Refer to Project Planning).
III. Project Execution
Jason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life Cycle
Perform communication management is a method by which formal messages are identified, created, reviewed and communicated within a project.
Identify the message content, audience, timing and format. Create message to be sent Review the message Communicate the message to the recipients.
III. Project Execution
Jason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life Cycle
Perform a phase review is to ensure that the project has achieved its stated objectives as planned. It describes the status of the:Overall project.
Project expenses based on the financial plan. Project staffing based on the resource plan. Project deliverables based on the quality plan. Project risks based on the risk register. Project issues based on the issue register
III. Project Execution
Jason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life Cycle
IV. Project Closure
Jason Westland, 2006. The Project Management Life Cycle
Perform project closure
Review project completion
IV. Project Closure
Jason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life Cycle
Perform project closure A detailed list of project completion criteria. Confirmation that all completion criteria have been met. A set of actions to hand over project deliverables and
documentation, terminate contract, inform stakeholder, etc. A request for project closure approval
Jason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life Cycle
Completion category
Completion criterion Accepted by customer
Objectives o The project vision has been achieved as defined in TOR.o All project objectives been achieved as defined in TOR.
Y/N
Benefits The full benefits have been realized as defined in the business case.
Y?N
Deliverables All deliverables have been accepted by the customer, as per acceptance plan.
Completion criteria
IV. Project Closure
Jason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life Cycle
Supplier name
Contract reference
Termination activity Release date Activity owner
Objectives Ref. no. Notify suppliersPay supplier invoices
DD/MM/YYYY Name of person in charge
Supplier termination
IV. Project Closure
Jason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life CycleJason Westland, 2006. The Project Management Life Cycle
Review project completion: A post-implementation review is undertaken to formally review the project and identify any lessons learnt.
An assessment of overall performance. A rating of level of conformance. A list of project achievements and failures. Lessons learnt and recommendations for future projects.
IV. Project Closure
Jason Westland, 2006. The Project Management Life Cycle
Project Scope: The work that needs to be accomplished to deliver a product, service, or result with the specified features and functions
Scope creep: The incremental expansion of the scope of a project,which may include and introduce more requirements that may not havebeen a part of the initial planning of the project, while neverthelessfailing to adjust schedule and budget.
The Project Management Life Cycle
Deliverable: A quantifiable outcome of a project which results in the partial or full achievement of the project objectives.
Output: The tangible products or services that the activity will deliver.
Top Related