Chapter 14 of ICT Project Management based on IOE Engineering syllabus. This chapter tell us about developing IT project management methodology, moving forward with customized management processes, code of ethics, future trends etc. Provided By Project Management Sir of KU.

1. 14. Developing Custom
Processes for IT projects

2. Developing IT Project Management
Methodology
Some organizations spend a great deal of time and
money on training efforts for general project
management skills, but after the training, project
managers may still not know how to adapt their project
management skills to the organization’s particular
needs.
Because of this problem, some organizations develop
their own internal IT project management
methodologies.
The PMBOK Guide is a standard that describes best
practices for what should be done to manage a
project.

3. Developing IT Project Management
Methodology
• Projects in Controlled Environments (PRINCE2):
Originally developed for IT projects. PRINCE2
has eight process groups:
– Starting up a project
– Planning
– Initiating a project
– Directing a project
– Controlling a stage
– Managing product delivery
– Managing stage boundaries
– Closing a project

4. Developing IT Project Management
Methodology
• Agile methods: As described earlier, agile
software development is a form of adaptive
software development. All agile methods include
an iterative workflow and incremental delivery of
software in short iterations. Popular agile
methods include extreme programming, feature-
driven development, lean software development,
Agile Unified Process (AUP), Crystal, and
Dynamic Systems Development Method
(DSDM).

5. Developing IT Project Management
Methodology
• Rational Unified Process (RUP) Framework: RUP
is an iterative software development process that
focuses on team productivity and delivers software
best practices to all team members.
• According to RUP expert Bill Cottrell, “RUP
represents industry-standard management and
technical methods and techniques to provide a
software engineering process particularly suited to
creating and maintaining component-based
software system solutions.

6. Developing IT Project
Management Methodology
• Six Sigma methodologies: Many organizations have
projects that use Six Sigma methodologies. The
work of many project quality experts contributed to
the development of today’s Six Sigma principles.
Two main methodologies are used on Six Sigma
projects: DMAIC (Define, Measure, Analyze,
Improve, and Control) is used to improve an existing
business process, and DMADV (Define, Measure,
Analyze, Design, and Verify) is used to create new
product or process designs to achieve predictable,
defect-free performance.

7. Project and Process Tailoring
• Project tailoring takes into consideration that
project management processes are not "one size
fits all", meaning there will be many times when
processes need to be adjusted (added, removed,
or revised) in order to ensure project success.
• Tailoring in project management can happen at
any time and for any process being applied to a
project.

8. Project and Process Tailoring
Four step method for process tailoring
• Evaluate Existing Project Management Processes
• Assess the Project Tailoring Needs
• Document the Project Tailoring Process
• Re-Evaluate Project Management Processes

9. Customized Project Management
• Each project is unique, it is important to understand
that an organization's project management
processes will likely need to be tailored in order to
ensure project success.
• Project tailoring takes into consideration that project
management processes are not "one size fits all",
meaning there will be many times when processes
need to be adjusted (added, removed, or revised) in
order to ensure project success.

10. The Project Management Maturity Model
• Project management maturity refers to the
mastery of skills required to manage projects
competently
• Number of ways to measure
• The foundation for achieving excellence in
project management can best be described
as the project management maturity model
(PMMM), which is comprised of five levels

11. The project management maturity model
(PMMM)

12. The project management
maturity model (PMMM)
Level 1—Common Language: the organization recognizes
the importance of project management and the need for a
good understanding of the basic knowledge on project
management, along with the accompanying language/
terminology.
Level 2—Common Processes: the organization recognizes
that common processes need to be defined and
developed such that successes on one project can be
repeated on other projects. Also included in this level is
the recognition that project management principles can
be applied to and support other methodologies employed
by the company

13. The project management maturity model
(PMMM)
Level 3—Singular Methodology: the organization recognizes
the synergistic effect of combining all corporate
methodologies into a singular methodology the center of
which is project management. The synergistic effects also
make process control easier with a single methodology than
with multiple methodologies.
Level 4—Benchmarking: contains the recognition that process
improvement is necessary to maintain a competitive
advantage. Benchmarking must be performed on a
continuous basis. The company must decide whom to
benchmark and what to benchmark.
Level 5—Continuous Improvement: In this level, the
organization evaluates the information obtained through
benchmarking and must then decide whether or not this
information will enhance the singular methodology.

14. The project management maturity model
(PMMM)

15. The Project Management Institute
• The Project Management Institute (PMI) is an
international professional society for project
managers founded in 1969
• PMI has continued to attract and retain members,
reporting more than 380,000 members worldwide by
2012
• There are communities of practices in many areas,
like information systems, financial services, and
health care
• Project management research and certification
programs continue to grow
• Students can join PMI at a reduced fee and earn the
Certified Associate in Project Management (CAPM)

16. Project Management Certification
• PMI provides certification as a Project
Management Professional (PMP)
• A PMP has documented sufficient project
experience, agreed to follow a code of ethics,
and passed the PMP exam
• The number of people earning PMP certification
is increasing
• PMI offers a comprehensive certification program
for practitioners with different levels of education
and experience.

17. Project Management Certification
• The certification program includes:
– Certified Associate in Project Management (CAPM)®
certification
– PMI Agile Certified Practitioner (PMI-ACP)® certification
– PMI Risk Management Professional (PMI-RMP)®
certification
– PMI Scheduling Professional (PMI-SP)® certification
– Portfolio Management Professional (PfMP) ® certification
– Program Management Professional (PgMP)® certification
– Project Management Professional (PMP)® certification
– PMI Professional in Business Analysis (PMI-PBA)®
certification

18. Ethics in Project Management
• Ethics is a set of principles that guides decision
making based on personal values of what is
considered right and wrong.
• Making ethical decisions is an important part of
project managers’ personal and professional lives
because it generates trust and respect with other
people. Project managers often face ethical
dilemmas.
– For example, several projects might involve different
payment methods. If project managers can make more
money by doing their jobs poorly, should they? No! Should a
project manager who is personally opposed to the
development of nuclear weapons work on a project that
helps produce them? Yes! Ethics guide us in making these
types of decisions.

19. The PMI Code of Ethics and Professional Conduct
• “As practitioners in the global project management
community:
• 2.2.1 We make decisions and take actions based on the
best interests of society, public safety, and the
environment.
• 2.2.2 We accept only those assignments that are
consistent with our background, experience, skills, and
qualifications.
• 2.2.3 We fulfill the commitments that we undertake—we
do what we say we will do.
• 3.2.1 We inform ourselves about the norms and customs
of others and avoid engaging in behaviors they might
consider disrespectful.

20. The PMI Code of Ethics and Professional Conduct
• 3.2.2 We listen to others’ points of view, seeking to
understand them.
• 3.2.3 We approach directly those persons with whom we
have a conflict or disagreement.
• 4.2.1 We demonstrate transparency in our decision-making
process.
• 4.2.2 We constantly reexamine our impartiality and
objectivity, taking corrective action as appropriate.
• 4.3.1 We proactively and fully disclose any real or potential
conflicts of interest to appropriate stakeholders.
• 5.2.1 We earnestly seek to understand the truth.
• 5.2.2 We are truthful in our communications and in our
conduct.”

21. Promoting Project Excellency Through
Awards and Assessment
• Excellent projects respect and appreciate their people.
They recognize their potential and skills, as well as
promote their development. They create a culture
where they are enabled and motivated to apply their
knowledge and abilities for the success of the project.
• Dealing responsibly with people
– The skills and capacities that are necessary to fulfill
the project objectives are identified. People are
deployed accordingly. The dialogue with people
takes place systematically and transparently. Legal
and moral responsibilities for people, especially work
safety, are carried out consciously.

22. Promoting Project Excellency Through
Awards and Assessment
• Enablement
– The knowledge and abilities of people are promoted
and further developed. In the process, personal
interests, career development and self-development
are supported.
• Empowerment
– People work in an environment that allows them and
motivates them to apply their skills, talents and
creativity for the success of the project. They act in
coordination, are involved and empowered towards
taking initiative.

23. Project Management Trends and Future
Reality
• Team diversity: cognitive, cultural, and geographic
has increased as projects become more complex,
technically challenging, and global. Cognitive
diversity refers to varying perspectives based on
expertise, education, experience, age, training, and
professional background. Cultural diversity clear
itself through different languages as well as less
obvious elements including goals, politics, budgets,
and national security concerns. Geographic
diversity continues to grow as projects involve
multiple partners from government, industry,
academia, and nonprofit organizations.

24. Project Management Trends and Future
Reality
• Virtual work attracts talent and facilitates
relationships that might otherwise be unavailable.
Companies like IBM, Procter and Gamble, and
AT&T have partially or fully eliminated traditional
offices. Project managers are still trying to
understand ways to remedy challenges like
isolation, performance measurement, and the
blurry line between work and personal life, but
virtual work is here to stay.

25. Project Management Trends and Future
Reality
• Sustainability includes principles and practices
that enable mission success and long-term
societal health and progress. Sustainability is a
systems-thinking challenge; it tackles questions
of life-cycle impact, which can extend far beyond
the duration of a project. To help address this
challenge, NASA held its first Green Engineering
Masters Forum in 2009.

26. Project Management Trends and Future
Reality
• Innovation in products and processes is a
constant in the world of complex projects, shifting
demographics, public–private collaboration, and
the need for more sustainable practices. Projects
demand adaptive thinking to adjust to changing
requirements, budgets, and resources.
Technology development is also essential
• Managing one project successfully is not enough.
The larger challenge is managing a portfolio of
programs and projects. Portfolio management will
continue to increase in importance