E-Commerce Class

E-Commerce Class
E-Commerce Software
Project Management
Alocate Zvikaramba
MSc Applied Computer Science
Introduction
 Many organizations today have a new or renewed interest
in project management
 Computer hardware, software, networks, and the use of
interdisciplinary and global work teams have radically
changed the work environment
 The U.S. spends $2.3 trillion on projects every year, or
one-quarter of its gross domestic product, and the world as
a whole spends nearly $10 trillion of its $40.7 gross
product on projects of all kinds
2
AlocateZvikaramba@hit2019
Project Management Statistics
 Worldwide IT spending totaled more than $1.8 trillion in
2005, a 6 percent increase from 2004, and spending is
projected to grow 8 percent in 2006 and 4 percent in 2007
 In 2005, the total compensation for the average senior

project manager was $99,183 per year in the United
States, $94,646 in Australia, and $106,374 in the United
Kingdom
 The number of people earning their Project Management

Professional (PMP) certification increased by more than 70
percent from 2004 to 2005, with more than 200,000 PMPs
worldwide by the end of August, 2006
3
History of Project Management
 In 1917, Henry Gantt developed the famous Gantt chart as a tool
for scheduling work in factories
 A Gantt chart is a standard format for displaying project schedule
information by listing projects activities and their corresponding start and
finish dates in a calendar format
 The military was the key industry behind the development of
several project management techniques.
 Members of the US navy Polaris missile/submarine project first used
network diagrams in 1958. These diagrams helped model the
relationships among project tasks, which allowed them to create
schedules that were more realistic.
 Determining the relationships among tasks helps in finding the critical path of
the network. This tells the manager the earliest completion date of the project.
 In the 1990s, many companies created project management offices
(PMO) to help them handle the increasing number and complexity of
projects throughout an organization
4
History of Project Management
 Some people argue that building the Egyptian pyramids was a
project, as was building the Great Wall of China
 Most people consider the Manhattan Project to be the first
project to use “modern” project management
 This three-year, $2 billion (in 1946 dollars)
project had a separate project manager
(General Leslie Groves) and a technical manager
(Dr. Robert Oppenheimer)
 The military realized that scientists and
other technical specialists often did not have
the desire or the necessary skills to manage
large projects
 Dr. Oppenheimer was asked repeatedly for an organization chart of the
teams working on the project and their responsibilities. Eventually he
threw a piece of paper at his director and said “Here’s your damn
organization chart.”
5
Motivation for Studying IT Project
Management
 IT Projects have a terrible track record
 A 1995 Standish Group study (CHAOS) found that

Average cost of an IT application development
project was >$2.3 billion for a large company, >$1.3
billion for a medium company and > $434,000 for a
small company
Only 16.2% of IT projects were successful in meeting
scope, time, and cost goals
Over 31% of IT projects were canceled before
completion, costing over $81 billion in the U.S. alone
6
Failure Statistics of IT projects
7
Advantages of Using Formal
Project Management
 Better control of financial, physical, and human resources
 Improved customer relations
 Shorter development times
 Lower costs
 Higher quality and increased reliability
 Higher profit margins
 Improved productivity
 Better internal coordination
 Higher worker morale (less stress)
8
What Is a Project?
 A project is “a temporary endeavor undertaken to
create a unique product, service, or result”
 Operations is work done to sustain the business
 Projects end when their objectives have been reached

or the project has been terminated
 Projects can be large or small and take a short or long
time to complete
9
What is Project management ?
 Project management is “the application of
knowledge, skills, tools, and techniques to project
activities in order to meet project requirements
10
The Nature of IT Projects
 IT projects can be very diverse in terms of size,
complexity, products produced, application area, and
resource requirements
 The nature of software development projects is even
more diverse than hardware-oriented projects
 IT projects also support every possible industry and
business function
rt, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected web
Examples of IT Projects
 A help desk or technical worker replaces ten laptops for
a small department
 A small software development team adds a new feature
to an internal software application for the finance
department
 A college campus upgrades its technology infrastructure
to provide wireless Internet access across the whole
campus
 A cross-functional task force in a company decides what
Voice-over-Internet-Protocol (VoIP) system to purchase
and how it will be implemented
12
Top Ten Technology Projects in 2006
VoIP Desktop upgrades
Outsourcing Application
Data networking performance
Customer management
relationship Business analytics
management Compliance tracking
Collaboration
Supply chain
management
13
Top Ten Technology
Projects in 2008 (Gartner)
Green IT
Unified communications
Business process modeling
Virtualization 2.0
Social software
•14
14 •AlocateZvikaramba@hit2019
Top 10 strategic technologies,
Gartner (2015)

Computing everywhere: The needs of mobile users in
diverse contexts and environs will continue to drive
companies to dev new pdcts and svcs.

The Internet of things: Expanding digitization and
connectivity will continue to enable companies to
combine info from people, places, and things to
extend svcs, improve how assets or machines
operate, or create new sources of revenue. eg “the pay-per-use
model can be applied to assets (such as . . . equipment), services (such as pay-as-you-drive insurance), people
(such as movers), places (such as parking spots), and systems (such as
cloud services ).”
15
cont’d
 3D printing: Worldwide shipments of 3D printers were
expected to nearly double in 2015 compared to 2014
and double again in 2016. New applications
continued to be found for producing items at lower
costs through improved designs, streamlined
prototyping, and short-run manufacturing.

Advanced, pervasive, and invisible analytics: Analytics
continues to grow in importance as the volume of
data generated by embedded systems increases.
The challenge is analyzing data to provide “the right
information to the right person at the right time.”
16
Project Attributes
A project:
Has a unique purpose
Is temporary
Is developed using progressive elaboration
 Specifications of the project are initially broad and then refined
and more detailed as the project progresses
Requires resources, often from various areas
Should have a primary customer or sponsor
 The project sponsor usually provides the direction and funding
for the project
Involves uncertainty
 Unclear objectives, difficult to estimate time to complete and
cost, dependence on external factors
17
Project and Program Managers
Project managers work with project sponsors, a
project team, and other people involved in a
project to meet project goals
Program: group of related projects managed in a
coordinated way to obtain benefits and control
not available from managing them individually
Program managers oversee programs and often
act as bosses for project managers
18
The Triple Constraint
of Project Management
Successful project
management means
meeting all three
goals (scope, time,
and cost) – and
satisfying the
project’s sponsor!
However, quality is
the quadruple
constraint
19
What is Project Management?
 Project management is “the application of knowledge,
skills, tools and techniques to project activities to meet
project requirements”
 Project managers strive to meet the triple constraint by

balancing project scope, time, and cost goals
20
Project Management Framework
21 AlocateZvikaramba@hit2019
•22 •AlocateZvikaramba@hit2019
Project Stakeholders
 Stakeholders are the people involved in or affected by
project activities
 Stakeholders include:
 The project sponsor
 The project manager
 The project team
 Support staff
 Customers
 Users
 Suppliers
 And yes - opponents to the project!
23
Ten Project Management
Knowledge Areas
Knowledge areas describe the key competencies
that project managers must develop
Four core knowledge areas lead to specific project
objectives (scope, time, cost, and quality)
Five facilitating knowledge areas are the means through
which the project objectives are achieved (human
resources, communication, risk, and procurement
management
One knowledge area (project integration management)
affects and is affected by all of the other knowledge
areas
All knowledge areas are important!
24
Tools and Techniques
 Project management tools and techniques assist project managers
and their teams in various aspects of project management
25
cont’d
26
Super Tools
 “Super tools” are those tools that have high use and high
potential for improving project success, such as:
 Software for task scheduling (such as project management
software)
 Scope statements
 Requirements analyses
 Lessons-learned reports
 Tools already extensively used that have been found to
improve project importance include:
 Progress reports
 Kick-off meetings
 Gantt charts
 Change requests
27
Project Success
There are several ways to define project
success
The project met scope, time, and cost goals
The project satisfied the customer/sponsor even if
the scope, time and/or costs goals were not met
The results of the project met its main objective,
such as making or saving a certain amount of
money, providing a good return on investment, or
simply making the sponsors happy.
28
What Helps Projects Succeed?*
1. Executive support 7. Firm basic requirements
2. User involvement 8. Formal methodology
3. Experienced project 9. Reliable estimates
manager 10. Other criteria, such as
4. Clear business objectives small milestones, proper
5. Minimized scope planning, competent
6. Standard software staff, and ownership
infrastructure
*The Standish Group, “Extreme CHAOS,” (2001).
29
Why Top Mgt commitment is crucial
1. Project Managers(PM) need adequate resources. The best way to kill a project is to
withhold the required money, human resources, and visibility. If project managers
have top management commitment, they will also have adequate resources and
not be distracted by events that do not affect their specific projects.
2. PM often require approval for unique project needs in a timely manner.

e.g. The team might need additional hardware and software halfway
through the project for proper testing,
or the project manager might need to offer special pay and benefits to
attract and retain key project personnel. With top management
commitment, PM can meet these needs.
3. PM must have cooperation from people in other depts. Because most IT

projects cut across functional areas and depts, top management must help
project managers deal with the political issues that often arise.
30
Cont’d
If certain functional managers are not responding to
PMs’ requests for necessary info, top mgt must step in
to encourage the functional managers to cooperate.
4. PM often need someone to mentor and coach them on

leadership issues. Many IT project managers come from technical
positions and are inexperienced as managers. Senior managers
should take the time to give advice on how to be good leaders.
They should encourage new PM to take classes to develop
leadership skills and allocate the time and funds for PMs to do so.
31
What the Winners Do
• Recent research findings show that companies
that excel in project delivery capability:
– Use an integrated project management toolbox (use
standard/advanced PM tools and lots of templates)
– Grow project leaders, emphasizing business and soft
skills
– Develop a streamlined project delivery process
– Measure project health using metrics, like customer
satisfaction or return on investment
32
Best Practice
Robert Butrick, suggests that organizations need
to follow basic principles of project management,
Make sure your projects are driven by your strategy;

be able to demonstrate how each project you
undertake fits your business strategy, and screen out
unwanted projects as soon as possible
Engage your stakeholders; at all stages of a project,

and encourage teamwork and commitment at all times.
33
Suggested Skills for Project
Managers
Project managers need a wide variety of skills
They should:
Be comfortable with change
Understand the social, political and physical

environments of the organizations they work in and with
Be able to lead teams to accomplish project goals
34
The Role of the Project Manager
Job descriptions vary, but most include
responsibilities like planning, scheduling,
coordinating, and working with people to achieve
project goals
Remember that 97% of successful projects were

led by experienced project managers, who can
often help influence success factors
35
Suggested Skills for Project Managers
The Project Management Body of Knowledge

Application area knowledge, standards, and
regulations
Project environment knowledge
General management knowledge and skills
Soft skills or human relations skills
36
Ten Most Important Skills and
Competencies for Project Managers
1. People skills
2. Leadership
3. Listening
4. Integrity, ethical behavior, consistent
5. Strong at building trust
6. Verbal communication
7. Strong at building teams
8. Conflict resolution, conflict management
9. Critical thinking, problem solving
10. Understands, balances priorities
37
Different Skills Needed in
Different Situations
 Large projects: leadership, relevant prior experience,
planning, people skills, verbal communication, and team-
building skills are most important
 High uncertainty projects: risk management, expectation
management, leadership, people skills, and planning skills
are most important
 Very novel projects: leadership, people skills, having vision
and goals, self-confidence, expectations management, and
listening skills are most important
38
Importance of Leadership Skills
 Effective project managers provide leadership by example
 A leader focuses on long-term goals and big-picture

objectives while inspiring people to reach those goals
 A manager deals with the day-to-day details of meeting
specific goals
 Project managers often take on the role of both leader and
manager
“Managers do things right, leaders do the right thing”
“Leaders determine the vision, managers achieve the vision”
39
Characteristics of IT Project Team
Members
 IT project team members often have diverse
backgrounds and skill sets
 Many companies purposely hire graduates with
degrees in other fields such as business,
mathematics, or the liberal arts to provide different
perspectives on IT projects
 Some IT projects require the skills of people in just a
few job functions
 But some require inputs from many or all of them
Project Phases and The Project Life Cycle
 Project phases vary by project or industry.
 A project life cycle is a collection of phases. Phases break
projects down into smaller, more manageable pieces, which will
reduce uncertainty.
 Project life cycles define what work will be performed in each

phase, what deliverables will be produced and when, who is
involved in each phase, and
how management will control and approve work produced in
each phase.
 A deliverable is a product or service, such as a technical

report, a training session, a piece of hardware, or a segment of
software code, produced or provided as part of a project
41
The Project Life Cycle
cont’d
 In early phases resource needs are usually lowest and the level of
uncertainty is highest. Project stakeholders have the greatest
opportunity to influence the final characteristics of the project’s
products, services, or results.
 During the middle phases , the certainty of completing

the project improves as more info is known about the project
requirements and objectives. Also, more resources are usually needed
than during the initial or final phase.
 The final phase of a project focuses on ensuring that project

requirements were met and that the project sponsor approves
completion of the project. Rapport between project team and sponsor
is essential.
42
Project Life Cycle
43
Product Life Cycles
 Products also have life cycles
 The Systems Development Life Cycle (SDLC) is a
framework for describing the phases of developing
information systems
 Systems development projects can follow
 Predictive life cycle
 Iterative life cycle
 Incremental life cycle
 Adaptive life cycle
 Hybrid life cycle
Product Life Cycles
 Predictive Life Cycle Models
 Waterfall model: has well-defined, linear stages of systems
development and support
 Spiral model: shows that software is developed using an
iterative or spiral approach rather than a linear approach
 Prototyping model: used for developing prototypes to clarify
user requirements
 Rapid Application Development (RAD) model: used to
produce systems quickly without sacrificing quality
Product Life Cycles
The Importance of Project Phases
and Management Reviews
 A project should successfully pass through each of
the project phases in order to continue on to the
next
 Management reviews, also called phase exits, phase
gate reviews, or kill points, should occur after each
phase to evaluate the project’s progress, likely
success, and continued compatibility with
organizational goals
 It is unwise to wait until the end of project or
product phases to have management inputs
 Many projects are reviewed by management on a regular
basis
Diverse Technologies & Product Life
Cycle
 IT projects use diverse technologies that change
rapidly
 Differences in technical knowledge can make
communication between professionals challenging
 New technologies have also shortened the time
frame many businesses have to develop, produce,
and distribute new products and services
Recent Trends Affecting IT or E-
Commerce Project Management
 Globalization
 Outsourcing: Outsourcing is when an organization
acquires goods and/or sources from an outside
source. Offshoring is sometimes used to describe
outsourcing from another country
 Virtual teams: A virtual team is a group of
individuals who work across time and space using
communication technologies
 Agile project management
Globalization
 Issues
 Communications
 Trust
 Common work practices
 Tools
 Suggestions
 Employ greater project discipline
 Think globally but act locally
 Consider collaboration over standardization
 Keep project momentum going
 Use newer tools and technology
Outsourcing
 Organizations remain competitive by using
outsourcing to their advantage, such as finding ways
to reduce costs
 Practice can be unpopular on some countries
 Project managers should become more familiar with
many global and procurement issues
Virtual Teams
 Advantages
 Lowering costs because many virtual workers do not require
office space or support beyond their home offices
 Providing more expertise and flexibility or increasing
competitiveness and responsiveness by having team
members from across the globe working any time of day or
night
 Improving the work/life balance for team members by
eliminating fixed office hours and the need to travel to work
Virtual Teams
 Disadvantages
 Isolating team members
 Increasing the potential for communications problems
 Reducing the ability for team members to network and
transfer information informally
 Increasing the dependence on technology to accomplish work
Agile
 Agile means being able to move quickly and easily,
but some people feel that project management, as
they have seen it used, does not allow people to
work quickly or easily
 Early software development projects often used a
waterfall approach
 As technology and businesses became more complex, the
approach was often difficult to use because requirements
were unknown or continuously changing
 Agile today means using an approach where
requirements and solutions evolve through
collaboration
Agile
 Manifesto for Agile Software Development
 In February 2001, a group of 17 people that called itself the Agile
Alliance developed and agreed on the Manifesto for Agile Software
Development, as follows:
 “We are uncovering better ways of developing software by doing it
and helping others do it. Through this work we have come to value:
 Individuals and interactions over processes and tools
 Working software over comprehensive documentation
 Customer collaboration over contract negotiation
 Responding to change over following a plan”*
 *Agile Manifesto.
Scrum
 According to the Scrum Alliance, Scrum is the
leading agile development method for completing
projects with a complex, innovative scope of work.
 The term was coined in 1986 in a Harvard Business
Review study that compared high-performing, cross-
functional teams to the scrum formation used by
rugby teams.
Scrum
Scrum
 Kanban
 Technique that can be used in conjunction with Scrum
 Developed in Japan by Toyota Motor Corporation
 Uses visual cues to guide workflow
 Kanban cards show new work, work in progress, and work
completed
Project scope management
 Project scope management includes the processes to
ensure that the project addresses all the work
required to complete the project successfully.
The main processes include
 planning scope management
 collecting requirements,
 defining scope,
 creating the WBS,
 validating scope,
 and controlling scope.
59
Process: project scope management

The first step in project scope management is
planning scope management. The project
team
o reviews information and
o uses expert judgment and
o meetings to help create
a scope management plan and
requirements management plan.
60
Process: collecting requirements
 The next step is collecting requirements, a crucial
part of many IT projects. It is important to
review the project charter and
meet with key stakeholders listed in the
stakeholder register when collecting reqts.
The main outputs of this process are
requirements documentation and a
requirements traceability matrix.
61
Sample charter
62
Process: Defining Scope
 A scope statement is created in the scope definition
process. This document often includes a
product scope description,
product user acceptance criteria,
detailed information on all project deliverables,
information on project boundaries,
constraints, and
assumptions.
There are often
several versions of the project scope statement to
keep scope information detailed and up to date.
63
Process: creating WBS
 A work breakdown structure (WBS) is a deliverable-
oriented grouping of the work involved in
a project that defines its total scope.
 The WBS forms the basis for planning and managing
project schedules, costs, resources, and changes.
You cannot use project management software
without first creating a good WBS.
 A WBS dictionary is a document that provides
detailed information about each WBS item. A good
WBS is often difficult to create because of the
complexity of the project.
64
Sample WBS
65
Approaches for developing a WBS
 There are several approaches for developing a WBS,
including using guidelines,
 the analogy approach,
 the top-down approach,
 the bottom-up approach,
 and mind mapping.
66
Process: Validating scope
 Validating scope involves formal acceptance of the
completed project deliverables. Controlling scope
involves controlling changes to the project scope.
Poor project scope management is one of the key
reasons projects fail. For IT projects, it is
important for good project scope management to have
strong user involvement, executive support, a clear
statement of requirements, and a process for managing
scope changes.
Many software products are available to assist in project
scope management. The WBS is a key
concept in properly using project management software
because it provides the basis for entering tasks.
67

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 In 2005, the total compensation for the average senior

 The number of people earning their Project Management

 A 1995 Standish Group study (CHAOS) found that

 Operations is work done to sustain the business

 Projects end when their objectives have been reached

cloud services ).”

 Project managers strive to meet the triple constraint by

*The Standish Group, “Extreme CHAOS,” (2001).

2. PM often require approval for unique project needs in a timely manner.

3. PM must have cooperation from people in other depts. Because most IT

4. PM often need someone to mentor and coach them on

Make sure your projects are driven by your strategy;

Engage your stakeholders; at all stages of a project,

Be comfortable with change

Understand the social, political and physical

Be able to lead teams to accomplish project goals

Remember that 97% of successful projects were

The Project Management Body of Knowledge

 A leader focuses on long-term goals and big-picture

 Project life cycles define what work will be performed in each

 A deliverable is a product or service, such as a technical

 During the middle phases , the certainty of completing

 The final phase of a project focuses on ensuring that project

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