Course Title

- IT support for project management processes
- Course description
- Chapter 1 - Introduction to project management
  - Objective
  - 1.1 Project management
  - 1.2 Limitations
  - 1.3 Task
  - 1.4 Project planning
  - 1.5 V-model
  - 1.6 Summary
  - 1.7 Questionnaire
  - 1.8 Bibliography
- Chapter 2 - Introduction to PRINCE2
  - Objective
  - 2.1 Introduction
  - 2.2 Principles
  - 2.3 Themes
  - 2.4 Processes
  - 2.5 Tool demo example
  - 2.6 Summary
  - 2.7 Questionnaire
  - 2.8 Bibliography
- Chapter 3 - Introduction to PMBOK
  - Objective
  - 3.1 Description
  - 3.2 PMBOK's methodology
  - 3.3 PMBOK Core Areas
  - 3.4 PMBOK Facilitating Areas
  - 3.5 PMBOK Integration Management
  - 3.6 Summary
  - 3.7 Questionnaire
  - 3.8 Bibliography
- Chapter 4 - Introduction to Agile
  - Objective
  - 4.1 Description
  - 4.2 Sprints
  - 4.3 Roles
  - 4.4 Communication
  - 4.5 Requirements management
  - 4.6 Measurement
  - 4.7 Summary – pros and cons of Agile
  - 4.8 Questionnaire
  - 4.9 Bibliography
- Chapter 5 - Advanced Agile
  - Objective
  - 5.1 Description
  - 5.2 Kanban Development – Just-In-Time logistics
  - 5.3 Extreme Programming – Simplicity with a scent of quality assurance
  - 5.4 Crystal methodology – According to project size & criticality
  - 5.5 Dynamic Systems Development Method – Business value
  - 5.6 Feature-Driven Development – Business model
  - 5.7 Summary
  - 5.8 Questionnaire
  - 5.9 Bibliography
- Chapter 6 - Introduction to Lean
  - Objective
  - 6.1 Introduction
  - 6.2 History
  - 6.3 Lean basic concepts
  - 6.4 Further Principles
  - 6.5 Lean tools
  - 6.6 Basic overview of concepts and tools
  - 6.7 Lean improvement cycle
  - 6.8 Tool demo
  - 6.9 Summary
  - 6.10 Questionnaire
  - 6.11 Bibliography
- Chapter 7 - Advanced Lean
  - Objective
  - 7.1 Introduction
  - 7.2 Lean Principles
  - 7.3 Lean Software Development
  - 7.4 Summary
  - 7.5 Questionnaire
  - 7.6 Bibliography
- Chapter 8 - Discussion
  - Objective
  - 8.1 Introduction
  - 8.2 Modelling a project
  - 8.3 Other methodologies
  - 8.4 Related fields
  - 8.5 Groupwork, homework
  - 8.6 Summary
  - 8.7 Questionnaire
  - 8.8 Bibliography
- Chapter 9 - Comparison
  - Objective
  - 9.1 Introduction
  - 9.2 Principles – processes – tools
  - 9.3 Modelling the project
  - 9.4 Classifications of project management methodologies
  - 9.5 Proposed method
  - 9.6 Groupwork, homework
  - 9.7 Summary
  - 9.8 Questionnaire
  - 9.9 Bibliography
- Chapter 10 - Project management tools basics
  - Objective
  - 10.1 Description
  - 10.2 Desktop tools
  - 10.3 Cloud based tools
  - 10.4 Summary
  - 10.5 Questionnaire
  - 10.6 Bibliography
- Chapter 11 - Project management tools advanced
  - Objective
  - 11.1 Description
  - 11.2 Demonstration
  - 11.3 A walkthrough on Redmine
  - 11.4 Redmine deficiencies
  - 11.5 Summary
  - 11.6 Questionnaire
  - 11.7 Bibliography
- Chapter 12 - Summary, conclusion
  - Objective
  - 12.1 Project management methodologies and software solutions
    - 12.1.1 PRINCE2
    - 12.1.2 PMBOK
    - 12.1.3 AGILE
    - 12.1.4 Lean
    - 12.1.5 Discussion and comparison of the methods
    - 12.1.6 Various project management tools
    - 12.1.7 Redmine
  - 12.2 Groupwork, homework
  - 12.3 Questionnaire
  - 12.4 Bibliography

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# 2.4 Processes

Figure 2.4: PRINCE2 processes

Starting up a project.

Purpose: deciding whether the project is viable and worthwhile.

- prevent poorly defined and risky projects
- approve viable projects

Short overview:

- Identify the Executive of the Project Board, she/he

- creates the outline version of Business Case
- ensures the funding

- Make the Stage Plan for the next phase, initiation: who (writing Business Case, Project Plan, etc.)
- Make the Project Brief: start point
- Review previous lessons (Lesson Log)

Directing a project.

Project Board:

- makes key decisions here
- ensures continuous business justification
- select people for Project Assurance tasks to help Board’s work

Actions:

- Authorize initiation stage: it is worthwhile to start the project
- Authorize the Project Initiation Document
- Reviews the current Stage and approves the next stage
- Give ad-hoc directions based on reports (Highlight, Exception, Issue)
- Authorize project’s closure

Initiating a project.

Objective: achieve a common understanding in terms of time, cost and scope

- why we are doing the project
- products, requirements
- benefits, risks, quality

Document these in the Project Initiation Documentation:

- Project Plan
- Detailed business case
- Strategies: communication, risk, quality, configuration
- Project control: milestones, reporting, escalations

Managing stage boundaries.

Objective: Project Manager provides information to Project Board to review the current stage and to approve the next stage (End Stage Assessment)

Project Manager updates:

- the management strategies
- the Business Case
- the Project Plan

In case of problems Project Manager make an Exception Report which then escalated in an Exception Plan (that differs from the original)

Controlling a stage.

Objective: Project Manager assigns and monitors the effective work of teams. She/He also ensures that either the work will be done or if problems are occurring then these will be escalated to the Project Board.

Description:

- It is required that the Project Board has approved the stage or exception plan previously.
- Day to day management: the Project Manager assigns tasks and gives instructions to the teams (i.e. Team Managers) in form of Work Packages.
- Project Manager sends regular Highlight Reports to the Project Board.
- Request for Change: Project Manager evaluate the impact and communicate it based on the Communication Mgmt. Strategy

Managing product delivery.

Objective: Team Manager assigns and monitors the effective work of the team. She/He also ensures that either the work will be done or if problems are occurring then these will be escalated to the Project Manager.

Description:

- A Team is working on a Work Package
- Team manager makes a Team Plan
- A Team Manager sends regular CheckPoint Reports to the Project Manager (monitoring, reporting, progress)
- In case of problems Team Manager sends a Project Issue to the Project Manager

Closing a project.

Objective: confirm the acceptance of the project product

Description:

- starts together with the final stage
- continuous mid-term process, not a one day activity
- verify user acceptance
- review the performance against the baselines
- disband the team(s)
- Lessons Report

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