Project Management Waterfall-Agile-It-Data Science: Great for Pmp and Pmi-Acp Exams Preparation

By Dr. Festus Elleh PhD PMP PMI-ACP

This book is intended to introduce learners to waterfall, agile, information technology, and data science project management methodologies. Readers will learn about the concepts, processes, tools, and techniques that are useful for executing projects in waterfall, agile information technology, and data science environments. The objective is for learners to become contributors to the field of project management and deploy a structured approach to managing projects. Learners who read this book will be able to think critically about the concepts and practices of project management and perform exceptionally well in the PMP and PMI-ACP examinations.

• Language: English
• Publisher: AuthorHouse
• Release date: Mar 22, 2023
• ISBN: 9781665567114

Dr. Festus Elleh PhD PMP PMI-ACP

Dr. Festus Elleh is an Associate Professor of Computer Information Systems at Parker University Dallas TX, a Visiting Professor of Project Management in the Keller Graduate School of Management at DeVry University, Irving TX, and an Adjunct Professor of Information Technology working with master’s and doctoral students at University of the Cumberlands in Williamsburg, KY. Previously, Dr. Elleh worked for American Airlines for over sixteen years in various positions including Computer Programmer, Sr. Project Manager, and Manager PMO. He was a consultant for RealPage Inc. and Argo Data Resource Corporation all in Richardson, TX providing Agile training and helping to build an agile environment for their software and product development. Dr. Elleh has his PhD in Information Technology with specialization in project management from Capella University, Minneapolis MN. He has two bachelor’s degrees, one in Business and the other in Computer Information Systems, and an MBA. He earned his verified certificate in Cybersecurity for critical urban infrastructure from Massachusetts Institute of Technology (MIT). He also earned his PMP and PMI-ACP certifications from Project Management Institute (PMI). Dr. Elleh is a scholar and a published author. His is a contributor to the book “Advances in Applying Identity and Society Awareness to Virtual Learning” published in 2019 by IGI Global. Dr. Elleh did other publications on aligning information technology investment with enterprise strategy; cyber security and COVID-19; file system management; cyber-vulnerability, quantitative research approaches for software projects; and the triple constraints of project management. He is a philanthropist who was president and chairman of the board of directors of multiple non-profit organizations. He is a husband and a dad, loves playing chess and soccer, traveling, reading, and volunteering for community development initiatives.

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Project

Management

Waterfall-Agile-IT-Data Science

Great for PMP and

PMI-ACP Exams Preparation

Dr. Festus Elleh, PhD, PMP, PMI-ACP

© 2022 Dr. Festus Elleh, PhD, PMP, PMI-ACP. All rights reserved.

No part of this book may be reproduced, stored in a retrieval system, or transmitted

by any means without the written permission of the author.

AuthorHouse™

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Because of the dynamic nature of the Internet, any web addresses or links contained in

this book may have changed since publication and may no longer be valid. The views

expressed in this work are solely those of the author and do not necessarily reflect the views

of the publisher, and the publisher hereby disclaims any responsibility for them.

Any people depicted in stock imagery provided by Getty Images are models,

and such images are being used for illustrative purposes only.

Certain stock imagery © Getty Images.

ISBN: 978-1-6655-6710-7 (sc)

ISBN: 978-1-6655-6709-1 (hc)

ISBN: 978-1-6655-6711-4 (e)

Library of Congress Control Number: 2022914603

Published by AuthorHouse  03/22/2023

Table of Contents

List of Figures

Dedication

Acknowledgment

About the Author

Introduction

Chapter 1: Project Management Overview

The Project Life Cycle

Project Management Knowledge Areas and Process Groups

The Triple Constraints

Organization Structure

Knowledge Check

Chapter 2: Integration Management

Project Charter

Project integration

Planning and executing

Monitor & controlling

Integrated change control

Close integration

Knowledge Check

Chapter 3: Project Scope Management

Introduction

Planning scope and collecting requirements

Chart of Project Artifacts

Define Scope

Scope statement example

Create WBS, decomposition, and RAM

Responsibility Assignment Matrix (RAM)

Verify and control scope

Knowledge Check

Chapter 4: Project Schedule Management

Schedule Planning

Define and sequence activities

Network Diagram

Estimate Resources

Resource Breakdown Structure – RBS

Estimating Techniques

Develop Schedule

Develop resources

Resource Leveling

Adding or Modifying Resources

Schedule Compression

Knowledge Check

Chapter 5: Cost Management

Cost Planning

Cost Estimating

Determine Budget

Control Cost

Earned Value Management (EVM)

Knowledge Check

Chapter 6: Quality Management

Quality Management

Plan Quality

Monitoring and Controlling Quality

Quality Audit

Knowledge check

Chapter 7: Project Resource Management

Project resource management

Plan estimate, acquire, resource management

Develop Project Team

Tuckman’s 5-Stage Model and Punctuated equilibrium

Organization Charts

Responsibility Assignment Matrix (RAM)

Conflict Management

Leadership Theories

Knowledge Check

Chapter 8: Project Communication Management

Project Communication Management

Plan Communication Management

Manage Communication

Monitor and Control Communication

Managing Stakeholders

Knowledge Check

Chapter 9: Risk Management

Introduction

Plan Risk Management

Risk Identification

Qualitative Risk Assessment

Quantitative Risks

Program Evaluation and Review Techniques – PERT

Monte Carlo Analysis

Expected Monetary Value – EMV

Decision Tree

Fault Tree

Event Tree

Risk Response Planning

Risk Response Strategies

Monitoring and Controlling Risk

Knowledge Check

Chapter 10: Procurement Management

Introduction

Plan and conduct procurement

Procurement Contracts

Fixed-Price or Lump-Sum Contracts

Cost-Reimbursable Contract.

Time and Material (T&M) Contracts

Procurement Documents: SOW, RFI, RFQ, & RFP

The Bidding Process

Control procurement

Uniform Commercial Code (UCC)

Contracts for the International Sale of Goods 1980 (CISG)

Knowledge Check

Chapter 11: Project Stakeholder Management

Introduction

Identify Stakeholders

Manage Stakeholders

Stakeholder Engagement Level and Stakeholder Assessment Matrix

Monitor Stakeholders

Knowledge Check

Chapter 12: Data Science Project Management

Introduction

Data Science Projects

Data Science Project Management Best Practices

The Data Science Project Life Cycle

Data Science Project Tools and Techniques

Data Science Techniques (Models)

Knowledge Check

Chapter 13: Information Technology Project Management

Introduction

IT Project Management Methodology (ITPM)

IT Project Success and Failure

System (Software) Development Life Cycle (SDLC)

Project Management Software

SharePoint for Project Management

Knowledge Check

Chapter 14: Agile Project Management

Meaning and Evolution of Agile

Agile manifesto and principle

Agile Methodologies

Agile Software

Scope Management in Agile

User stories, Use Case, and Feature

Schedule Management in Agile

Cost Management in Agile

Risk Management in Agile

Agile Terminologies

Factors Affecting Ideal Time

Knowledge Check

Chapter 15: Review

Review 1: Waterfall

Review 2: Agile

Review 3: Information Technology Data Science Project

ANSWER SECTION

References

List of Figures

Fig. 1 – Projects are temporary

Fig. 2 – Project Management

Fig. 3 – Project Life Cycle

Fig. 4 – Phases of the Life Cycle

Fig. 5 – Cartesian Chart showing the characteristics of the Life Cycle

Fig. 6 – Phase-to-Phase Relationships

Fig. 7 – Project Management Process Group and Knowledge Areas Mapping

Fig. 8 – Project Trade-Offs.

Fig. 9 – Functional Organization.

Fig. 10 – Projectized Organization.

Fig. 11 – Matrix Organization.

Fig. 12 – Characteristics of both functional manager and project manager.

Fig. 13 – Advantages and disadvantages of the different organizational structures.

Fig. 14 – Comparing five Organizational Structures.

Fig. 15 – Project Charter Example 1.

Fig. 16 – Project Charter Example 2.

Fig. 17 – Develop Project Charter.

Fig. 18 – WPI-Work Performance Information.

Fig. 19 – Integrated Change Control.

Fig. 20 – Effective Change Control.

Fig. 21 – Project Closure.

Fig. 22 – Project Audit.

Fig. 23 – Planning in Project Scope Management.

Fig. 24 – Scope – Product vs. Project.

Fig. 25 – The Delphi Techniques.

Fig. 26 – The Affinity Diagram.

Fig. 27 – The Requirements Traceability Matrix (RTM).

Fig. 28 – Charts of Project Artifacts.

Fig. 29 – Scope Planning.

Fig. 30 – Project Scope Statement.

Fig. 31 – Project Scope Statement Example

Fig. 32 – Work Breakdown Structure (WBS).

Fig. 33 – Decomposition.

Fig. 34 – GIRD Project Example.

Fig. 35 – Hierarchical WBS Example.

Fig. 36 – Tabular WBS Example.

Fig. 37 – Benefits of WBS.

Fig. 38 – PSAN RAM.

Fig. 39 – RACI RAM.

Fig. 40 – Verify Scope.

Fig. 41 – Inspection.

Fig. 42 – Walter A. Shewhart.

Fig. 43 – Sequence Activities

Fig. 44 – Network Diagram

Fig. 45 – Dummy Activity

Fig. 46 – Reason to use AON

Fig. 47 – Finish to Start

Fig. 48 – Finish to Finish

Fig. 49 – Start to Start

Fig. 50 – Start to Finish

Fig. 51 – Sequence Activities

Fig. 52 – Estimate Resources

Fig. 53 – Resource Breakdown Structure (RBS)

Fig. 54 – Estimate Activity Resources

Fig. 55 – Duration Estimating

Fig. 56 – PERT

Fig. 57 – PERT & STD

Fig. 58 – Develop Schedule

Fig. 59 – Schedule Network Analysis

Fig. 60 – The Critical Path

Fig. 61 – The Critical Path Exercise

Fig. 62 – The Critical Path Answer

Fig. 63 – Critical Chain

Fig. 64 – Resource Leveling

Fig. 65 – Before Leveling

Fig. 66 – After Leveling

Fig. 67 – What-If Scenario

Fig. 68 – Schedule Baseline

Fig. 69 – Schedule Compression

Fig. 70 – Cost Management

Fig. 71 – Details on Techniques

Fig. 72 – Analogous Estimating

Fig. 73 – Parametric Estimating

Fig. 74 – Bottom-Up Estimating

Fig. 75 – NiP Fixed vs. Variable Cost

Fig. 76 – NiP Fixed vs. Indirect Cost

Fig. 77 – Depreciation

Fig. 78 – Determining Budget

Fig. 79 – Cost Performance Baseline

Fig. 80 – Control Cost

Fig. 81 – EV Key Dimensions

Fig. 82 – EVM

Fig. 83 – EVM Exercise

Fig. 84 – Budget Performance Measurement

Fig. 85 – Cost Answer

Fig. 86 – Schedule vs. Performance

Fig. 87 – Forecasting Formula

Fig. 88 – Formulas for the PMP Exam

Fig. 89 – More Formulas for the PMP Exam

Fig. 90 – What project quality must address

Fig. 91 – Malcolm Baldridge Award for Quality

Fig. 92 – Modern Quality Management – Customer Satisfaction

Fig. 93 – Modern Quality Management – Prevention over Inspection

Fig. 94 – Quality Planning and Cost of Quality.

Fig. 95 – Monitoring and Controlling Quality

Fig. 96 – Design of Experiments

Fig. 97 – The Bell Shape Curve showing number of respondents

Fig. 98 – The Kanban System

Fig. 99 – Just-in-time (JIT)

Fig. 100 – Cause and Effect Diagram

Fig. 101 – Pareto Chart showing number of defective cases

Fig. 102 – Run Chart that shows the number of chocolate chips by month.

Fig. 103 – Scatter diagram

Fig. 104 – Tornado diagram

Fig. 105 – Image of HR advertising for vacancy

Fig. 106 – HRM Overview and the role of the project sponsor.

Fig. 107 – Acquiring the human resources need for the project.

Fig. 108 – Acquiring the human resources need for the project.

Fig. 109 – Tuckman’s Model Discussion Table

Fig. 110 – Stages of Team Development

Fig. 111 – An animal fossil (Slick, 2016; Study.com, 2022).

Fig. 112 – Responsibility Assignment Matrix - RAM

Fig. 113 – Project team showing interpersonal Skills

Fig. 114 – The need for project performance appraisal.

Fig. 115 – Seven sources of conflict on a project.

Fig. 116 – Methods of resolving conflicts on a project.

Fig. 117 – Interpersonal and leadership skills.

Fig. 118 – Maslow’s Hierarchy of Needs

Fig. 119 – McGregor Motivational Theories.

Fig. 120 – Herzberg’s Hygiene Theory

Fig. 121 – McClelland Theory of Needs.

Fig. 122 – Vroom’s Expectancy Theory.

Fig. 123 – Communication Channels.

Fig. 124 – Communication Methods

Fig. 125 – Variance Analysis

Fig. 126 – Stakeholder Power/Interest Grid

Fig. 127 – Managing Stakeholder Expectations.

Fig. 128 – Project Risk Management – Concerns and objectives.

Fig. 129 – Planning meetings and analysis.

Fig. 130 – Risk Identification

Fig. 131 – Other Sources of Risk Identification.

Fig. 132 – Cause and Effect Diagram.

Fig. 133 – A four-quadrant SWOT matrix.

Fig. 134 – A Risk Register.

Fig. 135 – A Four Quadrant PI Matrix.

Fig. 136 – A 5 X 5 Risk Matrix.

Fig. 137 – Double PI Risk Matrix.

Fig. 138 – Probability – The Bell Shape Graph.

Fig. 139 – Program Evaluation and Review Technique (PERT).

Fig. 140 – Z-Score Table.

Fig. 141 – Monte Carlo Technique.

Fig. 142 – Expected Monetary Value.

Fig. 143 – Decision Tree.

Fig. 144 – Event Tree.

Fig. 145 – Risk Transfer.

Fig. 146 – Risk Planning Sequence.

Fig. 146.1 – Decision Tree

Fig. 146.2 – Risk Element

Fig. 147 – Make-or-Buy Decision.

Fig. 148 – Conduct Procurement.

Fig. 149 – Inspections and Audits.

Fig. 150 – Contract Terms.

Fig. 151 – Point of Total Assumption

Fig. 152 – Bidder Conference

Fig. 153 – Screening and Seller Rating System

Fig. 154 – Buyer-Seller Relationship

Fig. 155 – Stakeholder Register

Fig. 156 – Stakeholder Engagement

Fig. 157 – PI Grid and Stakeholder Classification

Fig. 158 – SEAM – Stakeholder Engagement Level.

Fig. 159 – SEAM – Stakeholder Engagement & Assignment Matrix.

Fig. 160 – Data Science Project Life Cycle

Fig. 161 – Comparative table of Python and R Language.

Fig. 162 – The Heat Map.

Fig. 163 – Histogram with Estimated Density.

Fig. 164 – Scatterplot

Fig. 165 – Classification - Example of Supervised Learning

Fig. 166 – Clustering – Example of Unsupervised Machine Learning

Fig. 167 – K Nearest Neighbor (KNN)

Fig. 168 – KNN Classification Outcome

Fig. 169 – Random Forests

Fig. 170 – Time Series Line Graph

Fig. 171 – Data Visualization

Fig. 172 – PM Software and PM Techniques.

Fig. 173 – Authors of Agile Manifesto.

Fig. 174 – Comparison of Agile Methodologies.

Fig. 175 – Components of a Use Case & User Story

Fig. 176 – Risk burndown chart

Fig. 177 – Risk Management Process in Agile

Fig. 178 – Risk Assessment in Agile

Fig. 179 – Risk Response Strategy in Agile

Fig. 180 – Scrum Master reviewing risk and project timeline

Dedication

First and foremost, all glory to His Majesty, Jehovah-Jireh, Abba Father, Most High, Elohim, El-Shaddai, Adonai, and the Yahweh! This book is dedicated to my mom, Fanny Simon Elleh, who helped God create the foundation for every positive outcome in my life. I loved you so much, mom! Rest on!

Acknowledgment

This book was made possible due to the unwavering support of my incredible family, especially the last two little kids in the house Ejituwo (9yrs old) and Fanny (7yrs old). They cut me lots of slack with daddy-Kiddo’s time to focus on this book. I did this for them; to remind them to keep their dreams alive, to understand that they can achieve anything they want if they have the will, but it requires faith, vision, hard work, determination, and dedication.

From a professional standpoint, I owe gratitude to my various colleagues in academia who have contributed ideas that made this work a success. I am thankful to Dr. Themba Ngwenya, the Dean-College of Business, technology, and General Education for his encouragement.

As an advocate of data democratization, I would like to acknowledge the fundamental role of the various open sources from which templates I have created some of my beautiful charts and graphics.

Dr. Festus Elleh, Ph.D., PMP, PMI-ACP

Associate Professor, Parker University

Visiting Professor, DeVry University

About the Author

Dr. Festus Elleh is an Associate Professor of Computer Information Systems at Parker University, Dallas, Texas, and a Visiting Professor of Project Management in the Keller Graduate School of Management at DeVry University, Irving Texas. He has also served as an instructor at Western Governor’s University in their Masters of Data Science program and as an Adjunct Professor at the University of the Cumberlands in their Masters and Doctoral programs.

Previously, Dr. Elleh worked for American Airlines for over sixteen years in various positions, including Computer Programmer, Sr. IT Project Manager, and Manager PMO. He was a consultant for RealPage Inc. and Argo Data Resource Corporation all in Richardson, Texas providing Agile training and helping to build an agile environment for their software and product development teams.

Dr. Elleh has his Ph.D. in Information Technology with a specialization in project management from Capella University, Minneapolis, Minnesota. He has two bachelor’s degrees, one in Business and the other in Computer Information Systems, and an MBA. He earned his verified certificate in Cybersecurity for critical urban infrastructure from the Massachusetts Institute of Technology (MIT). He also earned his PMP and PMI-ACP certifications from Project Management Institute (PMI).

Dr. Elleh is a scholar and a published author. He contributed to the book Advances in Applying Identity and Society Awareness to Virtual Learning published in 2019 by IGI Global. Dr. Elleh made other publications on aligning information technology investment with enterprise strategy; cyber security and COVID-19; file system management; cyber-vulnerability; quantitative research approaches for software projects; and the triple constraints of project management.

He is a philanthropist who was president and chairman of the board of directors of a couple of non-profit organizations. He is a husband and a dad, and loves playing chess and soccer, traveling, reading, and volunteering for community development initiatives.

Project manager meeting with team for decision on planning milestones and

deliverables, Gantt chart schedule on computer screen, 3 people in office.

Introduction

"Project Management is the key to sustainable success… it is a strategic imperative

for Companies’ ability to deliver the strategy in a timely and cost-effective manner."

- Andrews (2010)

This book is intended to introduce learners to the following project management methodologies:

•Waterfall

•Agile

•Information Technology

•Data Science

Readers will learn about the concepts, processes, tools, and techniques helpful in executing projects in the waterfall, agile, information technology, and data science environments. The objective is for learners to become contributors to the field of project management and deploy a structured approach to managing projects. Learners who read this book will be able to think critically about the concepts and practices of project management and perform exceptionally well in the PMP and PMI-ACP examinations.

In organizations today, many initiatives are run as projects requiring team collaboration, effective communication, and inter-departmental coordination to be successful. Organizations have realized that the bulk of their spending is on projects. They concluded that if they could reduce project costs by the efficient management of projects through the hiring of professional project managers, they could save millions of dollars.

Studies show that about a third (33%) of World GDP comes from projects (Andrews, 2010; Rodriguez, 2021). Andrews presented World Bank data on gross fixed capital formation in which projects cost US$12 trillion, closer to one-third of the world’s GDP (Andrews, 2010, p.50). Rodriguez in Harvard Business Review put that figure at US$20 trillion, and suggested that by 2027, some 88 million people around the world are likely to be working in project management.

These revolutions generate enormous interest in corporations to invest in project management and their professionals. The field of project management is therefore growing fast and becoming increasingly recognized as an imperative for organizations. This has caused an increase in demand for project managers and a rising supply gap.

As you read this book, you may come across some of the terminologies that may appear mainstream but have technical connotations. The book is suitable for a range of audiences - beginners, professionals, and technical.

"Successful projects do not occur by chance or by a stroke of Luck; they

must be organized, planned, implemented, and controlled to achieve the

project objectives including time, cost, and scope." (Elleh, 2013)

"Project life-cycle discussions are critical because life cycle objective functions

are the basis for making decisions throughout the project’s life."

(Doloi & Jaafari, 2002).

Learning Outcome

Upon completing this chapter, the learner will be able to achieve the following competencies.

•Know the meaning and evolution of project management

•Delineate projects and project Management

•Define the project Life Cycle

•Map project management knowledge areas and process groups

•Identify the triple constraints (Time, Cost, Scope) and their tradeoffs

•Compare organizational structures: functional, matrix, and projectized

What is a Project?

The project management body of knowledge (PMBOK) stated that A project is a temporary endeavor undertaken to create a unique product, service, or result (PMBOK, 2017). A project is simply unique. If the endeavor is something done repeatedly, then it is a process. A project also has a set duration; it has a clear beginning and an end. The project may have a short time or long. Let us look at the attributes of a project to gain a deeper understanding.

Attributes of a Project: Projects have specific characteristics:

•Has a well-defined objective.

•It may be composed of a series of interdependent tasks.

•Utilizes various resources.

•Has a specific period.

•Has a customer or a sponsor.

•It May involve a degree of uncertainty.

•It is unique, non-routine work.

•It must align with the business objectives of the organization.

Project examples include implementing a new product for the company, doing a software upgrade, planning a wedding event, or going on a vacation!

In the above definition, we described a project as temporary. Let us talk a little more about Temporary as a characteristic of project management in the figure below.

Fig. 1 – Projects are