chapter 2: the project management in context of organization environment

303KM Project Management 1

Chapter 2:The Project Management in Context of Organization Environment

1 Systems View of Project Management

A systems approach emerged in the 1950s to describe a more analytical approach to management and problem solving

Three parts include: Systems philosophy: View things as systems, interacting

components working within an environment to fulfill some purpose

Systems analysis: problem-solving approach Systems management: Address business, technological, and

organizational issues before making changes to systems

303KM Project management

Figure 2-1. Three Sphere Model for Systems Management


2 Understanding Organizations

Structural frame: Focuses on roles and responsibilities, coordination and control. Organizational charts help define this frame.

Human resources frame: Focuses on providing harmony between needs of the organization and needs of people.

Political frame: Assumes organizations are coalitions composed of varied individuals and interest groups. Conflict and power are key issues.

Symbolic frame: Focuses on symbols and meanings related to events. Culture is important.


4 Recognize the Importance of Project Stakeholders

Recall that project stakeholders are the people involved in or affected by project activities

Project managers must take time to identify, understand, and manage relationships with all project stakeholders

Using the four frames of organizations can help meet stakeholder needs and expectations

Senior executives are very important stakeholders


Why Have 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 or kill points) should occur after each phase to evaluate the project’s progress, likely success, and continued compatibility with organizational goals


6 Aligning Projects with Business Strategy

Most organizations cannot undertake most of the potential projects identified because of resource limitations and other constraints.

An organization’s overall business strategy should guide the project selection process and management of those projects.


Strategic Planning

Strategic planning involves determining long-term objectives by analyzing the strengths and weaknesses of an organization, studying opportunities and threats in the business environment, predicting future trends, and projecting the need for new products and services.

Strategic planning provides important information to help organizations identify and then select potential projects.


SWOT Analysis

SWOT analysis involves analyzing Strengths, Weaknesses, Opportunities, and Threats.

It can help you identify potential projects, as is shown in the example about four people trying to start a new business.


7 Four-Stage Strategic Planning Process for Project Selection

Organizations often follow a detailed planning process for project selection.

The figure shows a four-stage planning process for selecting projects.

It is very important to start at the top of the pyramid to select projects that support the organization’s business strategy.


Methods for Selecting Projects

Discuss more on Integration management e.g.: Focus on competitive strategy and broad organizational

needs. Perform net present value analysis or other financial

projections. Use a weighted scoring model. Implement a balanced scorecard. Address problems, opportunities, and directives. Consider project time frame. Consider project priority.


Focusing on Competitive Strategy and Broad Organizational Needs

Competitive strategies: Cost leadership: Attract customers primarily

because products or services are inexpensive. Examples include Wal-Mart and McDonald.

Focus: Develop products and services for a particular market niche. Examples include Starbucks Coffee and most skin-care product shops.

Broad organizational needs: People agree there is a need for a project, they will make funds available, and there is a strong will to make the project succeed.


Chapter 4: Project Integration Management


Project Integration Management Processes

1. Develop the project charter. (3)2. Develop the preliminary project scope statement (4)3. Develop the project management plan (5)4. Direct and manage project execution (6)5. Monitor and control the project work (7)6. Perform integrated change control (8)7. Close the project (9)


2.1 Financial Analysis of Projects

Financial considerations are often an important aspect of the project selection process.

Three primary methods for determining the projected financial value of projects:

Net present value (NPV) analysis

Return on investment (ROI)

Payback analysis


3 Project Charters After deciding what project to work on, it is

important to let the rest of the organization know. A project charter is a document that formally

recognizes the existence of a project and provides direction on the project’s objectives and management.

Key project stakeholders should sign a project charter to acknowledge agreement on the need and intent of the project; a signed charter is a key output of project integration management.


4 Preliminary Scope Statements

A scope statement is a document used to develop and confirm a common understanding of the project scope.

It is an important tool for preventing scope creep:

The tendency for project scope to keep getting bigger.

A good practice is to develop a preliminary or initial scope statement during project initiation and a more detailed scope statement as the project progresses.


5 Project Management Plans A project management plan is a document used to

coordinate all project planning documents and help guide a project’s execution and control.

Plans created in the other knowledge areas are subsidiary parts of the overall project management plan.


6 Project Execution Project execution involves managing and performing

the work described in the project management plan.

The majority of time and money is usually spent on execution.

The application area of the project directly affects project execution because the products of the project are produced during project execution.


7 Monitoring and Controlling Project Work

Changes are inevitable on most projects, so it’s important to develop and follow a process to monitor and control changes.

Monitoring project work includes collecting, measuring, and disseminating performance information.

Two important outputs of monitoring and controlling project work include recommended corrective and preventive actions.


8 Integrated Change Control

Three main objectives are:

Influence the factors that create changes to ensure that changes are beneficial.

Determine that a change has occurred.

Manage actual changes as they occur.

A baseline is the approved project management plan plus approved changes.


9 Closing Projects

To close a project, you must finalize all activities and transfer the completed or cancelled work to the appropriate people.

Main outputs include:

Administrative closure procedures.

Contract closure procedures.

Final products, services, or results.

Organizational process asset updates.


Chapter 5: Project Scope Management



Table 5.1. Sample Project Charter


Table 5.1. Sample Project Charter (cont’d)


3 Scope Definition and theProject Scope Statement

The preliminary scope statement, project charter, organizational process assets, and approved change requests provide a basis for creating the project scope statement.

As time progresses, the scope of a project should become clearer and more specific.


Creating the Work Breakdown Structure (WBS) A WBS is a deliverable-oriented grouping of the work

involved in a project that defines the total scope of the project.

A WBS is a foundation document that provides the basis for planning and managing project schedules, costs, resources, and changes.

Decomposition is subdividing project deliverables into smaller pieces.


The WBS Dictionary and Scope Baseline

Many WBS tasks are vague and must be explained in more detail so people know what to do and can estimate how long the work will take and what it will cost.

A WBS dictionary is a document that describes detailed information about each WBS item.

The approved project scope statement and its WBS and WBS dictionary form the scope baseline, which is used to measure performance in meeting project scope goals.


Advice for Creating a WBS and WBS Dictionary*

A unit of work should appear in only one place in the WBS. The work content of a WBS item is the sum of the WBS items below it. A WBS item is the responsibility of only one individual, even though

many people may be working on it. The WBS must be consistent with the way in which work is actually

going to be performed; it should serve the project team first, and other purposes only if practical.

Project team members should be involved in developing the WBS to ensure consistency and buy-in.

Each WBS item must be documented in a WBS dictionary to ensure accurate understanding of the scope of work that is included and not included in that item.

The WBS must be a flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project according to the scope statement


5 Scope Verification It is very difficult to create a good scope statement and

WBS for a project. It is even more difficult to verify project scope and

minimize scope changes. Many IT projects suffer from scope creep and poor scope

verification (see “What Went Wrong?”).


6 Scope Control

Scope control involves controlling changes to the project scope.

Goals of scope control are to:

Influence the factors that cause scope changes.

Ensure changes are processed according to procedures developed as part of integrated change control.

Manage changes when they occur.

Variance is the difference between planned and actual performance.


Suggestions for Reducing Incomplete and Changing

Requirements Develop and follow a requirements management process.

Use techniques such as prototyping, use case modeling, and JAD to get more user involvement.

Put requirements in writing and keep them current.

Create a requirements management database for documenting and controlling requirements. Conduct adequate testing throughout the project life cycle.

Review changes from a systems perspective.

Emphasize completion dates to help focus on what’s most important.

Allocate resources specifically for handling change requests and enhancements.

Chapter 6:Project Time Management


Critical Path Method (CPM) CPM is a network diagramming technique used to

predict total project duration.

A critical path for a project is the series of activities that determines the earliest time by which the project can be completed.

The critical path is the longest path through the network diagram and has the least amount of slack or float.

Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date.


Calculating the Critical Path

Develop a good network diagram.

Add the duration estimates for all activities on each path through the network diagram.

The longest path is the critical path.

If one or more of the activities on the critical path takes longer than planned, the whole project schedule will slip unless the project manager takes corrective action.



3 Network Diagrams

Network diagrams are the preferred technique for showing activity sequencing.

A network diagram is a schematic display of the logical relationships among, or sequencing of, project activities.

Two main formats are the arrow and precedence diagramming methods.


Figure 6-2. Sample Activity-on-Arrow (AOA) Network Diagram for

Project X


Calculating the Critical Path

Develop a good network diagram.

Add the duration estimates for all activities on each path through the network diagram.

The longest path is the critical path.

If one or more of the activities on the critical path takes longer than planned, the whole project schedule will slip unless the project manager takes corrective action.


Figure 6-8. Determining the Critical Path for Project X


Using Critical Path Analysis to Make Schedule Trade-

offs Free slack or free float is the amount of time an

activity can be delayed without delaying the early start of any immediately following activities.

Total slack or total float is the amount of time an activity can be delayed from its early start without delaying the planned project finish date.

A forward pass through the network diagram determines the early start and finish dates.

A backward pass determines the late start and finish dates.

Chapter 7:Project Cost Management


Basic Principles of Cost Management

Tangible costs or benefits are those costs or benefits that an organization can easily measure in dollars.

Intangible costs or benefits are costs or benefits that are difficult to measure in monetary terms.

Direct costs are costs that can be directly related to producing the products and services of the project.

Indirect costs are costs that are not directly related to the products or services of the project, but are indirectly related to performing the project.

Sunk cost is money that has been spent in the past; when deciding what projects to invest in or continue, you should not include sunk costs.


Basic Principles of Cost Management

Learning curve theory states that when many items are produced repetitively, the unit cost of those items decreases in a regular pattern as more units are produced.

Reserves are dollars included in a cost estimate to mitigate cost risk by allowing for future situations that are difficult to predict. Contingency reserves allow for future situations that may be

partially planned for (sometimes called known unknowns) and are included in the project cost baseline.

Management reserves allow for future situations that are unpredictable (sometimes called unknown unknowns).


5 Earned Value Management (EVM)

EVM is a project performance measurement technique that integrates scope, time, and cost data.

Given a baseline (original plan plus approved changes), you can determine how well the project is meeting its goals.

You must enter actual information periodically to use EVM.

More and more organizations around the world are using EVM to help control project costs.


Earned Value Management Terms

The planned value (PV), formerly called the budgeted cost of work scheduled (BCWS), also called the budget, is that portion of the approved total cost estimate planned to be spent on an activity during a given period.

Actual cost (AC), formerly called actual cost of work performed (ACWP), is the total of direct and indirect costs incurred in accomplishing work on an activity during a given period.

The earned value (EV), formerly called the budgeted cost of work performed (BCWP), is an estimate of the value of the physical work actually completed.

EV is based on the original planned costs for the project or activity and the rate at which the team is completing work on the project or activity to date.


Rate of Performance Rate of performance (RP) is the ratio of actual work

completed to the percentage of work planned to have been completed at any given time during the life of the project or activity.

Brenda Taylor, Senior Project Manager in South Africa, suggests using this approach for estimating earned value.

For example, suppose the server installation was halfway completed by the end of week 1. The rate of performance would be 50 percent (50/100) because by the end of week 1, the planned schedule reflects that the task should be 100 percent complete and only 50 percent of that work has been completed.


Earned Value Calculations for One Activity After Week One

Activity Week 1

Earned Value (EV) $10K *50% = $5K

Planned Value (PV) $10K

Actual Cost (AC) $15K

Cost Variance EV-AC = -$10K

Schedule Variance (SV) EV-PV = -$5K

Cost Performance Index (CPI) EV/AC = 33%

Schedule Performance Index (SPI) EV/PV = 50%


Table 7-5. Earned Value Formulas


Rules of Thumb for Earned Value Numbers

Negative numbers for cost and schedule variance indicate problems in those areas.

A CPI or SPI that is less than 100 percent indicates problems.

Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule).


Figure 7-4. Earned Value Calculations for a One-Year Project

After Five Months To Date Planned Actual

Activity Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec PV % Cmpl.% Cmpl. RP EV

Plan and staff project 4,000 4,000 8,000 100 100 100% 8,000Analyze requirements 6,000 6,000 12,000 100 100 100% 12,000Develop ERDs 4,000 4,000 8,000 100 100 100% 8,000Design database tables 6,000 4,000 10,000 100 100 100% 10,000Design forms, reports, etc 8,000 4,000 8,000 75 50 67% 5,333Construct working prototype 10,000 Test/evaluate prototype 2,000 6,000 Incorporate user feedback 4,000 6,000 4,000 Test system 4,000 4,000 2,000 Document system 3,000 1,000Train users 4,000Monthly PV 4,000 10,000 10,000 10,000 12,000 16,000 10,000 6,000 8,000 4,000 5,000 5,000 Cumulative PV 4,000 14,000 24,000 34,000 46,000 62,000 72,000 78,000 86,000 90,000 95,000 100,000Monthly AC 4,000 11,000 11,000 12,000 15,000Cumulative AC 4,000 15,000 26,000 38,000 53,000Monthly EV 4,000 10,000 10,000 10,000 9,333Cumulative EV 4,000 14,000 24,000 34,000 43,333 43,333Project EV as of 31/5 43,333Project PV as of 31/5 46,000Project AC as of 31/5 53,000CV = EV - AC -9,667SV = EV - PV -2,667CPI = EV / AC 81.76%SPI = EV / PV 94.20%Estimate at Completion (EAC) 122,309Estimated time to Complete 12.74

Plot Graph

8K*75%=6K6K/12K =50%

RP=50% / 75% = 67%

8K * 67% = 5,333

+ +

+


Figure 7-5. Earned Value Chart for Project after Five

Months

If the EV line is below the AC or PV line, there are problems in those areas.


Chapter 8:Project Quality Management


2 What Is Project Quality Management?

Project quality management ensures that the project will satisfy the needs for which it was undertaken.

Processes include: Quality planning: Identifying which quality standards are

relevant to the project and how to satisfy them. Quality assurance: Periodically evaluating overall project

performance to ensure the project will satisfy the relevant quality standards.

Quality control: Monitoring specific project results to ensure that they comply with the relevant quality standards.


4 Quality Assurance Quality assurance includes all the activities related to

satisfying the relevant quality standards for a project.

Another goal of quality assurance is continuous quality improvement.

Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization.

A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects.


5 Quality Control The main outputs of quality control are:

Acceptance decisions Rework Process adjustments

Some tools and techniques include: Pareto analysis Statistical sampling Six Sigma Quality control charts


56303KM Project Management

6.1 Pareto Analysis Pareto analysis involves identifying the vital few

contributors that account for the most quality problems in a system.

Also called the 80-20 rule, meaning that 80 percent of problems are often due to 20 percent of the causes.

Pareto diagrams are histograms, or column charts representing a frequency distribution, that help identify and prioritize problem areas.

57303KM Project Management

Sample Pareto Diagram

Figure 8-2. Normal Distribution and Standard

Deviation


6.4 Quality Control Charts and the Seven Run Rule

A control chart is a graphic display of data that illustrates the results of a process over time. It helps prevent defects and allows you to determine whether a process is in control or out of control.

The seven run rule states that if seven data points in a row are all below the mean, above the mean, or are all increasing or decreasing, then the process needs to be examined for non-random problems.


Quality Control Charts A control chart is a graphic display of data that illustrates the

results of a process over time. The main use of control charts is to prevent defects, rather than to

detect or reject them. Quality control charts allow you to determine whether a process is

in control or out of control. When a process is in control, any variations in the results of the

process are created by random events; processes that are in control do not need to be adjusted.

When a process is out of control, variations in the results of the process are caused by non-random events; you need to identify the causes of those non-random events and adjust the process to correct or eliminate them.


The Seven Run Rule You can use quality control charts and the seven run

rule to look for patterns in data.

The seven run rule states that if seven data points in a row are all below the mean, above the mean, or are all increasing or decreasing, then the process needs to be examined for non-random problems.


Figure 8-3. Sample Quality Control Chart


Chapter 9:Project Human Resource

Management

Information Technology Project Management,Fourth Edition


Figure 9-1. Maslow’s Hierarchy of Needs


Herzberg’s Motivational and Hygiene Factors

Frederick Herzberg wrote several famous books and articles about worker motivation. He distinguished between: Motivational factors: Achievement, recognition, the

work itself, responsibility, advancement, and growth. These factors produce job satisfaction.

Hygiene factors: Larger salaries, more supervision, and a more attractive work environment. These factors cause dissatisfaction if not present, but do not motivate workers to do more.


McClelland’s Acquired-Needs Theory

Specific needs are acquired or learned over time and are shaped by life experiences. The following are the main categories of acquired needs:

Achievement (nAch): People with a high need for achievement like challenging projects with attainable goals and lots of feedback.

Affiliation (nAff): People with high need for affiliation desire harmonious relationships and need to feel accepted by others, so managers should try to create a cooperative work environment for them.

Power (nPow): People with a need for power desire either personal power (not good) or institutional power (good for the organization). Provide institutional power seekers with management opportunities.


Myers-Briggs Type Indicator (MBTI)

MBTI is a popular tool for determining personality preferences and helping teammates understand each other.

Four dimensions include: Extrovert/Introvert (E/I) Sensation/Intuition (S/N) Thinking/Feeling (T/F) Judgment/Perception (J/P)

NTs, or rationals, are attracted to technology fields. IT people vary most from the general population in their

tendency to not be extroverted or sensing.



Figure 9-6. Sample Resource Histogram


Resource Loading Resource loading refers to the amount of individual

resources an existing schedule requires during specific time periods.

Helps project managers develop a general understanding of the demands a project will make on the organization’s resources and individual people’s schedules.

Overallocation means more resources than are available are assigned to perform work at a given time.


Resource Leveling Resource leveling is a technique for resolving resource

conflicts by delaying tasks.

The main purpose of resource leveling is to create a smoother distribution of resource use and reduce overallocation.


Figure 9-8. Resource Leveling Example


Benefits of Resource Leveling

When resources are used on a more constant basis, they require less management.

It may enable project managers to use a just-in-time inventory type of policy for using subcontractors or other expensive resources.

It results in fewer problems for project personnel and the accounting department.

It often improves morale.

Chapter 10:Project Communications Management



Determining the Number of Communications Channels

As the number of people involved increases, the complexity of communications increases because there are more communications channels or pathways through which people can communicate.

Number of communications channels = n(n-1)

2

where n is the number of people involved.

e.g. if six people involved, number of communications channels = 6( 6-1)/2 = 15


Figure 10-1. The Impact of the Number of People on

Communications Channels


4. Performance Reporting Performance reporting keeps stakeholders informed

about how resources are being used to achieve project objectives.

Status reports describe where the project stands at a specific point in time.

Progress reports describe what the project team has accomplished during a certain period of time.

Forecasts predict future project status and progress based on past information and trends.


Chapter 11:Project Risk Management



5. Quantitative Risk Analysis Assess the likelihood and impact of identified risks

to determine their magnitude and priority. Risk quantification tools and techniques include:

Probability/impact matrixes The Top Ten Risk Item Tracking Expert judgment


Probability/Impact Matrix A probability/impact matrix or chart lists the relative

probability of a risk occurring on one side of a matrix or axis on a chart and the relative impact of the risk occurring on the other.

List the risks and then label each one as high, medium, or low in terms of its probability of occurrence and its impact if it did occur.

Can also calculate risk factors: Numbers that represent the overall risk of specific

events based on their probability of occurring and the consequences to the project if they do occur.



6. Quantitative Risk Analysis Often follows qualitative risk analysis, but both can be

done together. Large, complex projects involving leading edge

technologies often require extensive quantitative risk analysis.

Main techniques include: Decision tree analysis Simulation Sensitivity analysis


Decision Trees and Expected Monetary Value

(EMV) A decision tree is a diagramming analysis technique

used to help select the best course of action in situations in which future outcomes are uncertain.

Estimated monetary value (EMV) is the product of a risk event probability and the risk event’s monetary value.

You can draw a decision tree to help find the EMV.


Figure 11-6. Expected Monetary Value (EMV)

Example

7. Risk Response Planning After identifying and quantifying risks, you must

decide how to respond to them. Four main response strategies for negative risks:

Risk avoidance Risk acceptance Risk transference Risk mitigation


Residual and Secondary Risks

It’s also important to identify residual and secondary risks.

Residual risks are risks that remain after all of the response strategies have been implemented.

Secondary risks are a direct result of implementing a risk response.


Chapter 12:Project Procurement Management



Why Outsource? To reduce both fixed and recurrent costs.

To allow the client organization to focus on its core business.

To access skills and technologies.

To provide flexibility.

To increase accountability.



Types of Contracts Different types of contracts can be used in different

situations: Fixed price or lump sum contracts: Involve a fixed total price

for a well-defined product or service. Cost reimbursable contracts: Involve payment to the seller for

direct and indirect costs. Time and material contracts: Hybrid of both fixed price and

cost reimbursable contracts, often used by consultants. Unit price contracts: Require the buyer to pay the seller a

predetermined amount per unit of service.

A single contract can actually include all four of these categories, if it makes sense for that particular procurement.


Cost Reimbursable Contracts

Cost plus incentive fee (CPIF): The buyer pays the supplier for allowable performance costs plus a predetermined fee and an incentive bonus.(P.500 text)

Cost plus fixed fee (CPFF): The buyer pays the supplier for allowable performance costs plus a fixed fee payment usually based on a percentage of estimated costs.

Cost plus percentage of costs (CPPC): The buyer pays the supplier for allowable performance costs plus a predetermined percentage based on total costs.

CPIF example (p.500 of text) Expected cost on the contract (agreed by buyer & supplier base on past

experience) = $100K Share formula on contract for buyer & supplier : 85/15 Predetermined fee to supplier = $10K

If final cost is $800K,

then cost saving = expected cost – final cost = $20K

Incentive bonus of supplier = (cost saving*15%)=$3K

Buyer paid : predetermine fee + incentive bonus + final cost

= $10K + $3K + $800K

= $93K (saving of $7K compare with expected cost)

Supplier receive : predetermine fee + incentive bonus

= $10K + $3K = $13K

If final cost is less then expected cost, both the buyer and the supplier benefit from a CPIF plan.



Figure 12-2. Contract Types Versus Risk

Evaluation Criteria It’s important to prepare some form of evaluation

criteria, preferably before issuing a formal RFP or RFQ.

Beware of proposals that look good on paper; be sure to evaluate factors, such as past performance and management approach.

Can require a technical presentation as part of a proposal.



2. PROJECT ORGANIZATION


3. PROJECT PLANNING

Planning Product Based Planning: focus attention on goal rather

than on process Staging

breaking a project into stages enables more effective management and control of project


3.1 Techniques for Product Based Planning

Product Breakdown Structure (PBS) Product Flow Diagrams (PFD) Product Descriptions Product Transformation,


3.2 Benefit of Staging

ESA provide discrete packages of work to be review by senior management and make objective assessments of the progress to date

ESA facilitate control against project momentum to progress regardless of cost by reappraisal of business case

More realistic estimation and monitoring before the commencement of next stage.

Monitor of project is enabled within and at the end of each stage.


3.3 Staging Guidelines

Each Stage should define: Start & finish dates end-products to be produced resource needed to produce the end-product

Stage setting should consider: stage upon the completion of major end-product (not divide a

maj. end-product) stage at decision about the ongoing viability of project stage at critical points where visible tight control is

necessary.


3.4 Plans for decision making and control

Project level Technical Plans Resource Plans

Stage level Technical Plans Resource Plans


4. Project Control Management by Exception Quality Control Control Meeting

Formal Assessment Meeting(PSC) Checkpoint Meetings/Reviews(PM)

Management of Risk Configuration Management


4.3 Control Meetings Formal assessment Meetings: Event driven meeting

with necessary info. for decision making is circulated well in advance and Chairmen ensures the discussion is confined to real management issues. Project Initiating Meeting End-stage Assessment Project Closure Meeting

Checkpoint Meeting: regular time driven meeting held by PM


5. Project Activities Project Initiation

Project Initiation Meeting Project Initiation Document (PID)

Project Stages Checkpoint Review Highlight Reports (monthly) PM to PSC End-Stage Assessments (ESA)

Project Closure Project Evaluation Report


6. Summary - Why PRINCE? Standard Project Management Method: staff move

from one project to another can still aware of the roles, procedures, processes and reporting formats.

Standard training materials, courses available, no need to redevelopment.

Enable refinement over years of practice.


6. Summary - Why PRINCE ? (conti)

It is a flexible method, suitable to many shape and size of project. Its particular strengths are: Definition of the roles in a project involvement of user at all level in all aspects from beginning

to end. insistence on establishing a business case before any major

expenditure.

chapter 2: the project management in context of organization environment

Documents

project phases

project selectionorga

project stakeholdersusing

project selection process

potential projects

new business

business environment

approachsystems management