Coursework for the Computer Project Management course (Wrocław University of Science and Technology / Politechnika Wrocławska, 2026). Across the labs, one project schedule is built up stage by stage in Microsoft Project — from an empty work breakdown to a fully resourced, baselined plan that is tracked against actuals and written up in two reports. A separate seminar covers the softer side: the environments and human factors that decide whether an IT project actually succeeds.
Start here. Every lab folder holds the same plan at a later stage of maturity, plus its own short README. This page is the guided tour: what the project is, how the schedule grew from lab to lab, and the numbers it ends on.
A fictional but fully worked IT project: a software platform for international export/import operations — shipment tracking, customs documentation, and Europe–Asia trade routes — planned end to end from requirements analysis to project closure.
The plan is organised as a three-level Work Breakdown Structure:
| Level | Count | Example |
|---|---|---|
| Phases (level 1) | 3 | Preparatory · Execution · Finalization |
| Task groups (level 2) | 9 | System requirements analysis, Platform development, Testing phase … |
| Working tasks (level 3) | 26 | Market research Europe–Asia routes, Backend API development, User acceptance testing … |
| Control-point milestones | 7 | one 0-day checkpoint at the end of each main block of work |
It runs 2 March 2026 → 8 September 2026 — 134 working days, delivered by a team of 9 for a total budget of 190 960 zł.
Each lab adds one layer of project-management technique on top of the previous plan. That
is the whole point of the course, and it is why the folders share the same .mpp file name
at different stages.
| Lab | Folder | Stage added | Deliverable |
|---|---|---|---|
| 1 | lab1_WBS_Practice |
Warm-up — building a WBS and an outline in MS Project | practice plan (.mpp) |
| 2 | lab2_Task_Dependencies |
The real WBS + task dependencies (FS / SS / FF) + a resource pool | plan (.mpp) |
| 3–4 | lab3-4_Resource_Assignment |
Assigning the 9-person team to tasks and resolving over-allocation (resource leveling) | plan (.mpp) |
| 5–6 | lab5-6_Baseline_and_Tracking |
A baseline, 7 milestones, and progress + cost tracking against actuals | plan (.mpp) + progress report (PDF) |
| 7–8 | lab7-8_Summary_Report |
The final summary report — WBS, critical path, resources, cost, status — plus a short essay on MS Teams | summary report (PDF) |
There is also a seminar/ folder — a 15-slide presentation on IT project-management
environments (see below).
The interesting part is watching a realistic plan emerge — and slip — as more constraints are added:
| Stage | Tasks | Finish date | Duration | What changed |
|---|---|---|---|---|
| Lab 2 — WBS + dependencies | 38 | 05 Aug 2026 | 110 d | Tasks linked; no resources yet |
| Lab 3–4 — resources assigned | 38 | 20 Aug 2026 | 121 d | Leveling the over-booked team pushed the finish out |
| Lab 5–6 — baseline + tracking | 45 | 08 Sep 2026 | 134 d | 7 milestones added; a longer unit-testing task slipped the finish another 11 days |
The baseline was captured at 123 days / 2 640 h / 176 080 zł. During tracking, four tasks were extended (most importantly unit testing, +16 days, for real test coverage), and an over-allocation of the Backend Developer was fixed by re-linking integration testing to run after unit testing rather than in parallel. The knock-on effect cascaded into the finalization phase and moved the finish from 24 Aug to 8 Sep — an 11-day slip.
Initial WBS (Lab 2, before linking — every task still starts on day one):
Fully linked and resourced schedule (Lab 3–4):
- Current: 134 working days, finish 8 Sep 2026
- Baseline: 123 working days, finish 24 Aug 2026
- Variance: +11 days, driven by the extended unit-testing task
Ten tasks lie on the critical path — any slip on these moves the finish date directly. From the June reporting date onward it runs through integration testing → user-acceptance testing → deployment → documentation → closure.
Nine work resources on hourly rates; the equipment/licence/material resources exist in the plan but carry no booked cost, so 100 % of the budget is labour.
| Role | Hours | Std. rate | Total cost |
|---|---|---|---|
| Backend Developer | 624 h | 70 zł/h | 43 680 zł |
| Frontend Developer | 456 h | 70 zł/h | 31 920 zł |
| Business Analyst | 432 h | 60 zł/h | 25 920 zł |
| DevOps Engineer | 336 h | 75 zł/h | 25 200 zł |
| Database Admin | 352 h | 65 zł/h | 22 880 zł |
| QA Tester | 376 h | 50 zł/h | 18 800 zł |
| Project Manager | 208 h | 80 zł/h | 16 640 zł |
| Technical Writer | 64 h | 55 zł/h | 3 520 zł |
| Trainer | 40 h | 60 zł/h | 2 400 zł |
| Total | 2 888 h | — | 190 960 zł |
- 37 % complete by duration · 31 % by work (908 of 2 888 h) · 30.7 % of cost incurred (58 540 zł)
- Preparatory phase done; Execution phase in progress; Finalization not started
- Of the 7 milestones: Preparatory and Database complete, Platform late, the rest pending
.mpp— Microsoft Project files. Open with Microsoft Project (Windows), or a free tool such as ProjectLibre or GanttProject. No Microsoft Project? The PDF reports in labs 5–6 and 7–8 render the full plan — schedule, Gantt, resources and costs — with no software needed..pdf— the written lab reports; open in any browser or PDF reader..pptx— the seminar deck; open in PowerPoint, Keynote, or LibreOffice Impress.
.
├── lab1_WBS_Practice/ ← warm-up: WBS & outline basics (practice .mpp)
├── lab2_Task_Dependencies/ ← real WBS + dependencies + resource pool (.mpp)
├── lab3-4_Resource_Assignment/ ← team assigned + over-allocation leveled (.mpp)
├── lab5-6_Baseline_and_Tracking/ ← baseline, milestones, tracking (.mpp + progress-report.pdf)
├── lab7-8_Summary_Report/ ← final summary report (summary-report.pdf)
├── seminar/ ← IT PM environments presentation (.pptx)
├── docs/images/ ← figures used in these READMEs
└── README.md ← you are here
IT Project Management Environments: Navigating Complexity and Change — a 15-slide seminar (Topic #12) on the non-technical side of IT projects: the PESTLE macro environment, enterprise environmental factors vs. organizational process assets, the socio-technical model, PMBOK vs. PRINCE2, toxic team cultures to avoid ("death march", "adrenaline junkies", "template zombies"), Brooks' Law, the 4 Ps (People, Process, Politics, Performance), and the AI-driven future of the discipline.
→ slide-by-slide summary in seminar/README.md
Computer Project Management · Wrocław University of Science and Technology, 2026. Author: Alimuzzaman Farhan Bhuiyan (254736).
Released under the MIT License — open source and free to use. You may use, copy, modify, and redistribute everything in this repository for any purpose, including commercially; the only condition is to keep the copyright and license notice.