CHAPTER REVIEW: CHAPTER 6

CHAPTER 6: PROJECT TIME MANAGEMENT.
From this chapter we can understand the importance of project schedules and good project time management. We cannot stop time so we must manage the project according to the time given and plan.
This chapter also defines activities as the basis for developing project schedules.
Project Time Management process include
- Activity definition: to identify the specific activities that the stakeholders must perform.
- Activity sequencing: to document the relationship between project activities.
From the activity sequencing we can create a network diagrams which display the logical relationship among project activities.

- Activity resources estimating: to estimate how many resource should use.
- Activity duration estimating: to estimate the number of time to complete the activities.
- Schedule development: to analys Activity sequencing, Activity resources estimating, and Activity duration estimating to create project schedule.
Important tools and techniques include Gantt chart, critical path, critical chain scheduling, and PERT analysis.
- Schedule control: to control and manage changes to the project schedule.
Important tools and techniques include progress report, schedule change control system, and variance analysis.

CHAPTER REVIEW: CHAPTER 5

CHAPTER 5: PROJECT SCOPE MANAGEMENT.
This chapter explain the scope planning process and describe the contents of a scope management plan.
Project management include the process required to ensure that the project addresses all the work required, to complete the project successfully.
The main process of project scope management:
- Scope planning: deciding how the scope will be defined.
- Scope definition: review the project charter and preliminary scope statement and adding more information.
- Creating the Work Breakdown Structure (WBS): subdividing the major project into smaller and make it easy to manage.
- Scope verification: formalizing acceptance of the project scope.
- Scope control: controlling changes to the project scope.

CHAPTER REVIEW: CHAPTER 4

CHAPTER 4: PROJECT INTEGRATION MANAGEMENT.
On this chapter it describes an overall framework for project integration management as it relates to the other project management areas and the project life cycle.
Project Integration Management includes:
- Develop the project charter: working with stakeholders in order to create the document that formally authorizes a project.
- Develop the preliminary project scope statement: working with stakeholders, especially users of the project’s products, services, or results, to develop the high-level scope requirements and create a preliminary project scope statement.
- Develop the project management plan: coordinating all planning efforts to create a consistent, coherent document—the project management plan.
- Direct and manage project execution: carrying out the project management plan by performing the activities included in it
- Monitor and control the project work: overseeing project work to meet the performance objectives of the project.
- Perform integrated change control: coordinating changes that affect the project’s deliverables and organizational process assets
- Close the project: finalizing all project activities to formally close the project.

Strategic planning involves determining long-term objectives, predicting future trends, and projecting the need for new products and services
Organizations often perform a SWOT analysis:
Analyzing Strengths, Weaknesses, Opportunities, and Threats.

project charter: is a document that formally recognizes the existence of a project and provides direction on the project’s objectives and management

CHAPTER REVIEW: CHAPTER 3

CHAPTER 3: THE PROJECT MANGEMENT PROCESS GROUPS
This chapter describe the 5 project management process group and the interaction among them.
The 5 project management process group:
- Initiating process.
- Planning process.
- Executing process.
- Monitoring and controlling process.
- Closing processes.
From this chapter I can map the main activities of each process group to the nine knowledge area.
Some organizations develop their own IT project management methodologies.
To know more about using the process groups and several important project document we can study the JWD consulting case study.

CHAPTER REVIEW: CHAPTER 2

CHAPTER 2: THE PROJECT MANAGEMENT AND INFORMATION TECHNOLOGY CONTEXT.
In this chapter it describe about the systems view of project management.
System approach: describe a more analytical approach to management and problem solving.
In this system include three parts:
- System philosophy: an overall model of thinking.
- System analysis: approach to solve the problem.
- System management: about Three Sphere Model (business, technological, and organizational issue).
I also understand about organizations which including the four frames, organizational structures, and organizational culture.
The 4 frames:
- Structural frame: focuses on roles and responsibilities.
- Human resource frame: providing harmony between needs of organization and people.
- Political frame: issues of conflict and power.
- Symbolic frame: symbol and meaning related to the events.
Organizational structure:
- Functional
- Project
- Matrix
Organizational culture: a set of shared assumptions, values, and behaviour.
From this chapter I understand the concept of project phase and the project life cycle.
Project life cycle: a collection of project phase about the work that will be performed, the deliverables and how management will control the work.
System development life cycle (SDLC): a framework for describing the phases involved in developing and maintaining information systems.
Project managers need to consider several factors due to the unique context of IT project.

CHAPTER REVIEW: CHAPTER 1

CHAPTER 1: INTRODUCTION TO PROJECT MANAGEMENT.

From this chapter I understand the meaning of the project management and the need for better project management.

Project : a temporary endeavor undertaken to create a unique product, service, or result.

Example of IT project: Replace IIUM clinic manual system to online system.

We can understand that, the project: has a purpose, temporary, need resource, involve stakeholders and uncertainty.

To become success in project management the project must meet Triple Constraint (Scope, Time, and Cost).

Project Management: The application of knowledge, skills, tools, and techniques to project activities to meet project requirements.

Stakeholders: are the people involved in project activities.

Several ways to define project success:

- Met Triple Constraint: scope, time, and cost.

- Customer satisfaction.

- Met the main objective.

10 most impopr6ant skills for project managers:

1- Leadership.

2- People skills.

3- Listening skill.

4- Good behavior.

5- Strong at building trust.

6- Communication skills.

7- Strong at building teams.

8- Critical thinking.

9- Conflict management.

10- Understand the priorities.