(5.

1)PROJECT MANAGEMENT
• 5-1-1 Project Management
• 5-1-2 Knowledge Areas of Project Management
 5-1-1 PROJECT MANAGEMENT

1. Project
2. Project management
(1) Project startup and planning
(2) Execution and understanding of project
(3) End of project and evaluation
 5-1-1 PROJECT MANAGEMENT
 When a company performs various company activities such as
development of new information systems and services,
 It is important that the whole company has a sense of purpose and
carries out a plan together.
 Generally ,a plan can be carried out efficiently by structuring
project organization and progressing a project systematically
while managing project progress, cost, quality, and personnel.
(1)PROJECT

 “Project” refers to activities that people carry out by gathering

temporarily to achieve a specific purpose in a specified time frame.
(1)PROJECT

 Different from daily repeated tasks, a project

involves non-daily activities such as
developing a new information system and
unique service.
 In order to achieve such specific purposes in a
certain time frame, it is necessary to use
determined business resources (personnel,
materials, money, and
information) efficiently and promote a project
smoothly.
(2)PROJECT MANAGEMENT

 “Project management” is a management method to

smoothly perform each process from project startup
to completion determined in the company.
(1) PROJECT STARTUP AND
PLANNING
 When a company starts up a project, a document called a “project
charter” is created in order to acquire approval for the project.
 The project charter contains project purposes and overview,
deliverable, constraints, prerequisites, summary schedule,
estimate of approximate cost, etc.
 After a project charter is approved by the client (purchaser) who
requested the system development, a project starts with a “project
manager” as the central person.
 When the project starts, a meeting called a “kick-off” meeting is
held with the “project members” selected for the project, to
discuss the project’s important issues, organization, how to carry
out tasks, and progress (schedule) management method.
 These detailed contents are put together into a “project plan.”
(2) EXECUTION AND
UNDERSTANDING OF PROJECT
 After the project plan is completed, the project is put into action,
and tasks are performed.
 While the project is underway, the project manager constantly
communicates with the project members and the client, and makes
adjustment as necessary by grasping achievements such as project
progress, cost, and quality.
 (3) END OF PROJECT AND EVALUATION
 After a planned system is completed, the project is finished, and the
members are dismissed.
 After the system is accepted by the client, the project manager creates
a “project completion report.”
 In the project completion report, all task results such as actual cost
and progress, a list of final deliverables (completed items), and
evaluation are described.
 The evaluation describes information that will benefit the next project
such as difference between the plan and actual results, occurred
changes and their factors, and occurred risks and measures taken.
5-1-2 KNOWLEDGE AREAS OF PROJECT
MANAGEMENT

 A guideline for a project manager to perform a project

comprehensively,there is “PMBOK (Project
Management Body Of Knowledge).”

 PMBOK is the systematized knowledge required for

project management, also called the de facto standard and
world standard of project management.
TEN KNOWLEDGE AREAS IN PMBOK
(1) PROJECT SCOPE MANAGEMENT

 “Project scope management” is to clarify a final deliverable

(deliverable scope) and necessary scope of work (project scope)
to acquire the deliverable of a project, and manage the
relationship of these two throughout the project.
 WBS (Work Breakdown Structure)” is a hierarchical chart
where the scope of work of a project is subdivided into detailed
items.
 The steps to create WBS are as follows:
#WBS (WORK BREAKDOWN
STRUCTURE)
 Created WBS becomes a foundation of
all knowledge areas in PMBOK and is
utilized for planning and management
of schedule, cost, human resources,
quality, etc.

 Also, when excess and deficiency are

found during a project in progress and
WBS, a project manager reviews
constantly for the scope to be in the
latest status and updates when there is a
change accordingly.
(2)PROJECT TIME MANAGEMENT

 “Project time management” is to create and manage a highly

accurate schedule to complete a project in the determined time
frame by closely following the orders of tasks, work duration
necessary for execution, and business resources.
 Schedule planning is determined by a calculated number of work
days and clarifies progress check per task, a completion date of
every task, and handover date.
 When performing schedule planning, a project manager uses an
“arrow diagram” and “PERT diagram,” and when showing a
planned schedule in a figure, the project manager uses a “Gantt
chart.”

EXAMPLE AND
EXERCISES
 (3) PROJECT COST MANAGEMENT
 “Project cost management” is to create an important standard to evaluate
the progress status of a project and manage the cost throughout the
project to complete the project within the determined budget.
 For cost management, “EVMS (Earned Value Management System)” is
used.
 “EVMS” is a method to quantitatively evaluate project progress by
comparing a budget and task progress.
 It is also called a “Production management system.”
 In EVMS, a cost plan document is created on the basis of the estimated
person-hours from the subdivided tasks in WBS, and the deviation
between the schedule and cost is measured.
 Measured results are analyzed, task delays and budget excess are
estimated, and the schedule and budget are adjusted.
 (4) PROJECT QUALITY MANAGEMENT

 “Project quality management” is to clarify quality

management policies and objectives, responsibility, etc.,
and perform and manage necessary processes toward its
achievement in order to satisfy required qualities on the
project and its deliverable.
 The clarified contents are put together as a “quality
management plan.”
(5) PROJECT HUMAN RESOURCE MANAGEMENT
 “Project human resource management” is to manage
an organization where each project member can
perform his/her role and responsibility toward
achieving purposes and objectives of the project and
functions effectively as a project team.
 Manpower and team strength are essential for project
success.
 For all members involved in a project to display their
ability effectively, a project manager selects project
members while considering the following points.

 Duration the person can participate in the project

 Capability and specialized knowledge
 Past project experiences
 Level of interest in the project
 Procurement cost of project members