DEBARK UNIVERSITY

COLLEGE OF NATURAL AND COMPUTATIONAL SCIENCE

DEPARTMENT OF INFORMATION TECHNOLOGY

COURSE TITLE : IT PROJECT MANAGMEBNT
COURSE CODE:ITec 3062

INDIVIDUAL ASSIGNMENT
NAME ID NUMBER
1. TADISO ASMAMAW………………………………………. 1401501

SUBMITTED TO : Mr MULATU
SUBMISSIONDATE:30/05/2017 E.C

DEBARK ETHIOPIA
 TABLE CONTENT
Introduction..............................................................................................................................................I
1. discuss the relationship between project, program and portfolio management and their
contribution to enterprise success?.........................................................................................................1
2 list common sources of risks in its projects?......................................................................................4
1. Technical Risks.........................................................................................................................................4
2. Project Management Risks......................................................................................................................5
3. Stakeholder Risks.....................................................................................................................................5
4. Human Resource Risks.............................................................................................................................5
5. Organizational Risks.................................................................................................................................5
6. External Risks...........................................................................................................................................6
7. Security Risks...........................................................................................................................................6
8. Environmental Risks.................................................................................................................................6
9. Quality Risks.............................................................................................................................................6
10. Political and Social Factors.....................................................................................................................6
3 describe risk identification processes, tools and tourniquets to help and identify project risks and
the main output of the risk identification-risk register?..........................................................................7
3.1 risk identification processes...............................................................................................................7
3.2 Risk Identification tools and Techniques.........................................................................................8
4 what the difference between crashing and fast tracking in a project schedule with their advantage
and dis advantage?................................................................................................................................10
5. define predecessor, successor, and parallel activities give real world example for each?.................12
6 define quality in your own words? How would you define in a word processing, spreadsheet or
presentation software?..........................................................................................................................13
7. discuss the advantage and disadvantage of different ways of distributing project information? .....14
Summary................................................................................................................................................18
References.............................................................................................................................................19
Introduction

Effective project, program, and portfolio management is

essential for organizations to achieve strategic goals and
optimize resources. A project is a temporary effort with a
specific objective, while a program consists of related
projects managed together for greater benefits. A portfolio
includes multiple programs and projects aligned with
business strategy. These three levels work hierarchically
to ensure efficient resource utilization, risk mitigation,
and strategic alignment. Additionally, risk management,
project scheduling techniques (such as crashing and fast
tracking), and effective communication methods enhance
project success. This document explores these concepts,
providing best practices for maximizing organizational
efficiency and success.

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 1. discuss the relationship between project, program and
portfolio management and their contribution to enterprise
success?

Project, program, and portfolio management

 A project is a temporary endeavor undertaken by a
company or organization (such as the creation of a new
product, service, or result).and It Is Characterized by:
 Temporary: Projects have a clear start and finish.
 Unique: Each project is different and delivers a unique
output.
 Objectives: Focus on specific goals and outcomes.

 A program is a group of projects that are similar or related to

one another and that
A program is a collection of related projects managed in a
coordinated manner to gain benefits and control not available
from managing them individually. Programs often encompass
larger initiatives that require multiple projects to achieve broader
organizational goals. It Is Characterized by:

 Interrelated Projects: Programs consist of projects that are

interdependent and contribute to a common goal.
 Synergies: By managing projects collectively, programs can
leverage resources, optimize project schedules, and reduce
risks.

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  Goal-Oriented: Programs usually aim for strategic business
objectives and benefits that can be realized through the
collaborative execution of its projects.

 A portfolio is a group of programs and/or projects within the

same organization, which may be related or unrelated to one
another
A portfolio is a collection of projects and programs that are
grouped together to facilitate effective management and
alignment with strategic objectives. Portfolios can include projects
and programs that are not necessarily related, allowing
organizations to manage a diverse array of initiatives. It Is
Characterized by:
 Strategic Alignment: Portfolios align projects and programs
with long-term business strategies and goals.
 Resource Allocation: Portfolio management involves
deciding which projects and programs to prioritize based on
their potential value and alignment with objectives.
 Risk Management: Portfolio management considers risk
across all projects and programs, allowing for a
comprehensive approach to managing uncertainty and
maximizing return on investment (ROI).
Relationship Between Project, Program, and
Portfolio Management
Hierarchy: The relationship can be visualized
hierarchically. Projects feed into programs, and programs,
along with standalone projects, feed into the portfolio. This
hierarchy ensures that all efforts are directed toward
overarching organizational goals.

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 Beneficial Coordination: Effective communication and
governance between projects, programs, and portfolios are
essential for realizing synergies, optimizing resource use,
and achieving strategic objectives
 Project, program, and portfolio management all
happen simultaneously. While the project manager is
overseeing multiple tasks within a project, the
program manager is coordinating related projects
within a program. Portfolio managers, meanwhile, are
managing multiple programs within an organization,
ensuring that all of them are working towards fulfilling
strategic objectives.
So, the relationship between project, program, and
portfolio management in IT project management is
crucial for delivering successful technology initiatives.
Each layer supports and enhances the others,
facilitating strategic alignment, optimized resource
usage, risk management, and continuous improvement.
This integrated approach helps IT organizations
navigate the complexities and rapid changes of the
technology landscape, ultimately driving business
success.

 Contribution of Project, Program, and Portfolio Management to

Success an enterprise
 Strategic Alignment: Ensures that all projects and programs support
the organization’s strategic goals, allowing for better decision-making
regarding which initiatives to pursue.
 Risk Management and Performance Monitoring: By assessing the
performance and risks across multiple projects and programs,

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 portfolio management enables organizations to adapt to changing
environments and shifting priorities.
 Alignment with Strategic Objectives: The interconnectedness of project,
program, and portfolio management ensures that individual projects
contribute to broader strategic goals. This alignment is critical for
organizational success as it focuses efforts on high-priority initiatives
that drive business value.
 Resource Optimization: By effectively managing the interplay between
projects and programs, organizations can optimize resource
utilization. This efficiency reduces costs and maximizes returns on
investments across the portfolio.
 Enhanced Decision-Making: With a holistic view provided by portfolio
management, organizations can make informed decisions about
which projects and programs to fund, prioritize, or terminate based on
current business needs and future opportunities.
 Risk Mitigation: By managing risks at the portfolio level, organizations can
identify potential issues early on and implement mitigative strategies across
programs and projects, ultimately leading to better outcomes.
 Increased Agility: Effective integration of project, program, and portfolio
management enables organizations to adapt quickly to changes in the business
environment, market demands, or technological advancements. This agility is
essential in today's fast-paced and often unpredictable business landscape.
 Continuous Improvement: The feedback loops created by effective
management practices encourage learning and process improvements across
projects and programs, fostering a culture of continuous improvement within the
organization

2 list common sources of risks in its projects?

1. Technical Risks
Technology Complexity: The complexity of the technology stack or integration with
existing systems can lead to unforeseen issues.

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 Emerging Technologies: Using cutting-edge technologies may result in stability or
compatibility issues due to lack of maturity.
Software Bugs and Defects: Undetected bugs or defects in software can lead to
project delays and increased costs.
Integration Challenges: Difficulty in integrating with legacy systems or third-party
services can cause disruptions.

2. Project Management Risks

Poor Planning: Inadequate project planning, including unrealistic timelines and
budgets, can lead to project failure.
Scope Creep: Uncontrolled changes or continuous growth in project scope can
undermine timelines and budgets.
Resource Allocation: Insufficient resources or the unavailability of key personnel
can hinder project progress.

3. Stakeholder Risks
Lack of Stakeholder Engagement: Insufficient involvement of stakeholders
(clients, users, sponsors) can result in a solution that does not meet their needs.
Changing Requirements: Frequent changes in stakeholder requirements during
the project can lead to confusion and rework.

4. Human Resource Risks

Skill Gaps: A lack of expertise in required technologies or methodologies can lead
to delays and quality issues.
Team Dynamics: Poor teamwork, conflict, or communication issues among team
members can impact productivity and morale.

5. Organizational Risks
Change in Organizational Goals: Shifts in strategic direction or corporate priorities
can render a project obsolete.
Insufficient Support: Lack of management support or commitment can adversely
affect resources and project momentum.

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6. External Risks
Regulatory Changes: New regulations or compliance requirements can impact
timelines and project scope.
Market and Economic Factors: Economic downturns or market volatility can affect
project funding and resources.
Vendor Risks: Dependence on external vendors for hardware, software, or services
can introduce risks related to reliability and performance.

7. Security Risks
Cybersecurity Threats: Vulnerabilities can be exploited by hackers, leading to data
breaches and potential project delays.
Data Loss: Risks related to data corruption, loss, or inadequate backup solutions
can compromise project deliverables.

8. Environmental Risks
Natural Disasters: Events such as earthquakes, floods, or other disasters can
disrupt project execution and access to resources.
Remote Work and Global Teams: Time zone differences and communication lines
across distributed teams can introduce coordination challenges.

9. Quality Risks
Quality Control Issues: Insufficient testing and QA processes can result in a final
product that doesn't meet quality standards.
Deliverables Uncertainty: Lack of clear definitions for project deliverables can lead
to misunderstandings and unsatisfactory outcomes.

10. Political and Social Factors

Political Changes: Changes in leadership, policy, or governance can impact project
priorities and funding.
Public Perception: Negative perceptions related to a project or the organization can
lead to stakeholder challenges and opposition.

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3 describe risk identification processes, tools and
tourniquets to help and identify project risks and the main
output of the risk identification-risk register?
3.1 risk identification processes
Risk identification is a critical step in the risk management
process for IT project management. It involves systematically
identifying potential risks that could impact the project's
success. Some of these are:
1. Planning for Risk Identification
Before identifying risks, it’s essential to define the risk management
plan, which includes:

Scope and Objectives: Clarifying the project's scope and what the risk
management process aims to achieve.
Stakeholder Involvement: Identifying key stakeholders who have
insights into potential risks, including project sponsors, team members,
end users, and subject matter experts.
2. Documenting Identified Risks
As risks are identified, they should be systematically
documented in a Risk Register. This register typically includes:

Risk Description: A clear explanation of the identified risk.

Risk Category: Classification of the risk (e.g., technical,
organizational, external).
Potential Impact: An assessment of the potential impact on
the project if the risk occurs.
Likelihood of Occurrence: An estimate of how likely it is for
the risk to occur.

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 Risk Owner: The individual responsible for monitoring and
managing the risk.
3. Analyzing Risks
Once risks are documented, a preliminary analysis can help
prioritize risks based on their potential impact and likelihood of
occurrence. This often involves:

Qualitative Risk Analysis: Assessing the significance of

identified risks using a risk matrix to categorize them based on
severity and probability.
Quantitative Risk Analysis: In more complex projects,
quantitative techniques may be applied to estimate the
potential impact of risks on project objectives, including cost
and schedule implications.
4. Ongoing Risk Identification
Risk identification is not a one-time activity. It should be an
ongoing process throughout the project lifecycle. This can
involve:
Regular Risk Reviews: Conducting periodic reviews of the risk
register to update and add new risks as they arise.
Continuous Communication: Encouraging team members
and stakeholders to report new risks as they are identified
through regular meetings or communication channels.
5. Utilizing Tools and Software
Many project management tools and software can enhance
the risk identification process. Some tools provide
functionalities specifically for managing risks, including:

3.2 Risk Identification tools and Techniques

Several techniques can be employed to identify risks in IT projects:

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a. Brainstorming
Conducting brainstorming sessions with project stakeholders to
generate a wide range of potential risks.
Execution: Encourage open discussion; use facilitation
techniques to ensure all voices are heard.
b. Interviews
Description: Conducting one-on-one or group interviews with
stakeholders to gather insights on potential risks based on their
experiences.
Execution: Structured or unstructured interviews can be used,
depending on the project's complexity.
c. Workshops
Description: Organizing group workshops with a diverse set of
stakeholders to collaboratively identify risks.
Execution: Utilize facilitated sessions to guide discussions,
often using techniques like SWOT (Strengths, Weaknesses,
Opportunities, Threats) analysis.
d. Checklists
Description: Utilizing pre-existing risk checklists based on
historical data from previous projects or industry standards to
identify common risks.
Execution: Customize existing checklists to fit the specific
context of the current project.
e. Root Cause Analysis
Description: Identifying potential risks by analyzing past project
failures and understanding their underlying causes.
Execution: Use techniques such as the “5 Whys” to deepen the
understanding of why risks occurred in previous projects.
f. Delphi Technique

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 Description: Obtaining anonymous input from a panel of
experts through multiple rounds of questions to reach a
consensus on potential risks.
Execution: After each round, the facilitator summarizes
responses and shares them with the group for further input.
Main Outputs of the Risk Identification Process: Risk Register
The risk register is a vital output of the risk identification
process. It serves as a comprehensive database that captures
relevant information about identified risks, allowing project
teams to systematically manage and monitor risks throughout
the project lifecycle.

4 what the difference between crashing and fast tracking in a

project schedule with their advantage and dis advantage?
In project management, both crashing and fast tracking are
techniques used to shorten the project schedule. However,
they differ in their approach and the implications for the
project's resources and risks.
4.1 Crashing
Crashing is the process of adding additional resources to the
critical path activities in order to complete them in less time.
This can involve hiring more personnel, paying for overtime, or
acquiring additional equipment.

Advantages of Crashing:
Reduced Duration: It can effectively shorten the project
duration by accelerating critical path activities.
Focus on Critical Path: Since it targets critical path activities,
the efforts are likely to yield significant overall schedule
reductions.

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 Controlled Scope: It often keeps the project scope intact while
focusing on schedule optimization.
Disadvantages of Crashing:
Increased Costs: Adding resources usually involves additional
costs that may exceed the original budget.
Diminishing Returns: Beyond a certain point, adding more
resources may not yield proportionate reductions in time
(known as the law of diminishing returns).
Potential for Quality Issues: Rushing work or adding
inexperienced personnel can lead to potential quality problems
or mistakes.

4.2 Fast Tracking

Fast tracking involves rearranging the project schedule to
perform activities in parallel that were originally planned to be
done sequentially. This often requires overlapping tasks.

Advantages of Fast Tracking:

Time Savings: It can significantly reduce the overall project
duration by overlapping activities.
Flexibility: Allows project managers to leverage existing
resources effectively and improve the utilization of team
members.
Can Be Less Costly: Fast tracking might not necessarily
require additional resources, making it potentially more cost-
effective compared to crashing.
Disadvantages of Fast Tracking:
Increased Risk of Conflicts: Overlapping activities can lead to
coordination problems and increased potential for conflicts or
dependencies issues.

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 Less Control on Quality: By compressing the schedule,
quality might be compromised as there may be less time for
thorough reviews and adjustments.
Requires Robust Communication: Effective communication
becomes critical, as teams need to be aligned and aware of
overlapping tasks to avoid misunderstandings

5. define predecessor, successor, and parallel activities give

real world example for each?

Predecessor Activities
Predecessor activities are tasks that must be
completed before another task can start. They are
essential for defining the sequence of tasks in a project
schedule.

Example: In a construction project to build a house, the

task of laying the foundation (predecessor) must be
completed before the task of constructing the walls
(successor) can begin.

Successor Activities
Successor activities are tasks that cannot start until a
predecessor task has been completed. They depend on
the completion of other tasks for their initiation.

Example: In a software development project, the task of

writing code would be a successor to the task of

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 requirements gathering. In this scenario, the
requirements gathering must be completed before the
developers can start writing code.

Parallel Activities
Parallel activities, also known as concurrent activities,
are tasks that can occur simultaneously. They do not
depend on each other, allowing for more efficient use of time
and resources.

Example: In a marketing campaign project, two parallel

activities could be developing promotional materials (like flyers
and brochures) and launching a social media campaign. Both
tasks can occur at the same time without affecting each other’s
progress.

6 define quality in your own words? How would you

define in a word processing, spreadsheet or presentation
software?

quality refers to the degree to which a product, service, or process

meets the specified requirements and fulfills the expectations of
stakeholders. It encompasses several dimensions, including
functionality, reliability, usability, performance, and security.

1. Word Processing Software: for

Document Creation
Word processing software is primarily used for creating,
editing, formatting, and managing text-based documents. This

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 includes features like spell check, text formatting, and the
ability to insert images and tables.

2. Spreadsheet Software: for Data

Organization
Spreadsheet software is designed for organizing,
analyzing, and manipulating data using rows and columns. It
allows users to perform calculations, create charts, and
manage data effectively.

3. Presentation Software: for Visual

Communication
Presentation software is used to create visual
presentations, typically composed of slides. It combines text,
images, videos, and animations to effectively communicate
ideas and information to an audience.
7. discuss the advantage and disadvantage of different
ways of distributing project information? Distributing
project information effectively is essential in project
management, as it ensures that all stakeholders are informed,
aligned, and engaged throughout the project lifecycle. Below
are some common methods of distributing project information,
along with their advantages and disadvantages

1. Email
Advantages:

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 Wide Reach: Can be sent to multiple recipients, including
team members, stakeholders, and external parties.
Asynchronous Communication: Recipients can read
and respond at their convenience, allowing for flexibility.
Records and Documentation: Provides a trail of
communication that can be easily referenced later.
Disadvantages
Information Overload: Stakeholders may receive too many
emails, leading to important messages being overlooked.
Delayed Responses: Asynchronous nature can result in
delays in getting feedback or responses.
Miscommunication: Tone and intent can be misinterpreted
without immediate clarification.

2. Meetings (In-person or
Virtual)
Advantages:

Immediate Interaction: Allows for real-time discussion and

clarification of issues.
Engagement: Fosters collaboration and encourages
participation from stakeholders.
Non-verbal Cues: Provides opportunities to interpret body
language and other non-verbal signals.
Disadvantages:

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 Time-Consuming: Meetings can take away from productive
work time and may lead to scheduling conflicts.
Potential for Off-Topic Discussions: Meetings can stray
from the agenda, leading to inefficiencies.
Geographical Constraints: In-person meetings may not
be feasible for distributed teams; virtual meetings may require
technology solutions that not everyone can easily access.
3. Project Management Software (e.g.,
Jira, Trello, Asana)
Advantages:

Centralized Information: Keeps all project-related

information in one accessible location.
Real-Time Updates: Stakeholders can see updates and
changes instantly, ensuring everyone is on the same page.
Task Management: Makes it easy to assign tasks and track
progress, enhancing accountability.
Disadvantages:

Learning Curve: Stakeholders may need time to familiarize

themselves with the tool.
Dependency on Technology: Requires internet access
and may face downtime or technical issues.
Over-Complexity: Some tools may offer more features than
necessary, overwhelming users.

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4. Reports (Written Reports or
Dashboards)
Advantages:

Structured Information: Provides a clear, organized format

for presenting data and project updates.
Analysis and Insights: Allows for in-depth analysis and
sharing of key metrics and performance indicators.
Formal Documentation: Serves as a formal record that
can be referenced in the future.
Disadvantages:

Time-Consuming to Prepare: Compiling reports can be

labor-intensive, diverting effort from other tasks.
Static Information: Reports may become quickly outdated if
not updated regularly.
Potentially Overlooked: Recipients may not read or fully
engage with lengthy reports.
5. Instant Messaging (e.g., Slack,
Microsoft Teams)
Advantages:
Quick Communication: Facilitates fast, informal
communication, making it easy to clarify issues or share
updates.

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 Real-Time Collaboration: Supports discussion and
collaboration in real-time, often enhancing teamwork.
Integrations: Many instant messaging tools integrate with
other applications, enhancing their functionality.
Disadvantages:
Informal Nature: Important information might get lost in
casual conversations or channels.
Distraction: Constant notifications can be distracting and
may impact productivity.

Summary
This document explores project,program, and portfolio management,
emphasizing their hierarchical relationship and contributions to
enterprise success. Projects are temporary endeavors, programs
group related projects for better coordination, and portfolios
align all initiatives with strategic objectives. Effective
management optimizes resources, risk mitigation, and decision-
making. Additionally, risk identification techniques, including
brainstorming, checklists, and root cause analysis, help
organizations proactively manage uncertainties. Project
scheduling strategies, such as crashing (adding resources) and
fast tracking (overlapping tasks), ensure timely delivery.
Communication methods like emails, meetings, and project
management tools facilitate information sharing. By applying
these principles, organizations enhance productivity, agility, and
long-term success.

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 References

1.Project Management Institute (PMI), PMBOK

Guide (7th Edition)
2.ISO 21500: Guidance on Project Management
3.PRINCE2: Projects in Controlled Environments
4.Kerzner, H., Project Management: A Systems
Approach
5.Agile Manifesto & Scrum Guide
6.ITIL Foundation, ITIL Framework
matrix to categorize them based on severity and
probability.
 Quantitative Risk Analysis: In more complex projects,
quantitative techniques may 6be applied to estimate the potenti

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