Atlantic International University

Project Management
Partial Fulfilment of Academic Requirements
Sekelani Daka

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STUDENT NAME: Sekelani Daka ID Number: DEGREE: MAJOR: COURSE TITLE: UM17181SEL24953 Masters of Science Electrical Engineering Project Management

Compiled by: Sekelani Daka

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Table of contents

Introduction

I Fundamentals of Project Management II Scope of Management III Time Management I V Project Life Cycle V VI Summary Conclusion

VIII Bibliography

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INTRODUTION

Project Management is the ability to use strategically, skills and tools in an undertaking in order to produce the desired outputs. It is a well planned way of undertaking a project from its beginning to the end. As population grow, the number of activities is increases. To satisfy the ever growing demand of goods and services, a better knowledge is required of how to manage projects. Since engineering is a branch of knowledge that involves research, designing, and supervising of projects, Project Management knowledge introduce to engineers tools and skills of how to Initiate, Plan, Execute projects by also taking into consideration scarcity of resources and time. This research paper contains an overview of a more general approach to Project Management. It contains the summarized knowledge of the steps that should be followed in order to manage projects with properly set direction. In this paper, I have defined project management terminologies, and some of the methodologies used to undertake projects. The main objective behind this research is to investigate the processes of project management (Project Management Life Cycle), the role of the manager within organizations and projects, and also to review the major Project management knowledge areas. Some important information concerning management of projects such as activities or tasks involved during project initiation, project planning, project execution, and project closure are also covered. The first part of this paper contains the definitions of the project management fundamentals. These fundamentals include: The definition of project management. Definition of a project Definition of portfolio management Scope of management Time Management

Other project management knowledge areas such as: Risk Management, Cost Management, and Quality Management are covered under phase three of explanation of the Project Life Cycle (Project Execution Phase). Every topic in this paper has been explained in a brief detailed manner, and in some cases tables have been provided to make the subject even more practical and easy to understand.

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FUNDAMENTALS OF PROJECT MANAGEMENT

Project A project is an undertaking that has a clearly specified beginning and ending. It has a carefully planned and specified budget. This means that anything that is done within the plan of the project has specific resources and should be done within the specific period of time. According to the resources available, a budget is prepared and goals are set in order to meet the specified objectives. The main purpose of a projects is to provide a needed solution to the problem or business opportunity identified by producing deliverables that satisfies this need. These deliverables are produced within a specified period of time. The following are the differences between a project and other operational activities: Uniqueness: Projects involve activities and budgets necessary for specific needs and at the specified time. Time Scale: A project has a limited time. Budget: A project has a limited budget in which deliverables are be produced to meet the clients requirements. Resources: A project is allocated with specific labour and assets. Change: The purpose of a project is to improve an organization through the implementation of business change. It acts as a test for new priorities.

Project Management Project Management is the way of skilfully utilizing the limited resources to produce the desired output. In this case specialization and skills increase the chance of success by minimising unnecessary outputs. Just like some other activities, project management need tools to improve the quality of management. These tools may include forms, Work Breakdown Structure, Gantt charts, PERT charts, and software. Project management can be summarized using a triangle with factors that affect it represented by its corners. These
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factors are time, cost, and scope. These three factors are commonly known as the triple constraints. The central theme of the project management which is quality is placed at the middle of the triangle. See the illustration below:

The three constraints of the project give us more knowledge about how undertake projects. The following is the knowledge that we can learn from the triple constraints: Projects must be undertaken within cost. Must be delivered on time. Must be within scope. Must meet the customer quality requirements

After a representation of the project management factors by the triangle, the other method was discovered of representing these factors using a diamond shape. The four corners of this shape represent the triple constraints plus quality. In this case, customer expectations are set to be the central theme. See the diagram below:

Roles of the project manager The manager takes a great responsibility when it comes to the management of projects. The project manager is the one who directs, supervise and control the project from the
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beginning to the end. The roles of the project manager may include but not limited to the following: He defines the project, divide activities into set of manageable tasks, source for the projects resources and appoint a team of his supporters. He sets goals and motivates his team to attain them. He informs the stakeholders of concerning the progress on regular basis. He asses and monitor risks to the project and mitigate them. He adapts and manages changes.

Portfolio Management Portfolio Management is the process of managing the combined selected programs or projects that increases business benefits when implemented together. Let me explain a situation that can demand for portfolio management skills. In a particular year, a company may have several projects to run on behalf of other organizations or government departments. These projects are viewed as business opportunities that may be needed to be complete within the same period of time. Programme management is the process of selecting and grouping of the projects that have similar objectives. After identification and grouping of the selected projects or programmes, portfolio management skills are suppose to be used. Business goals are said to be the boundaries or Scope for portfolios. Each portfolio has a specific set of business goals. These business goals vary according to business strategies in order to utilize resources effectively.

Organization Structure Organization structure can be divided into three parts: Functional, Matrix and Project oriented. The difference between them is created by the allocation and the roles of a project manager and his authority in each one of them. In functional type, Functional manager controls the budget whilst the project manager works as part time. In the matrix type, the one having high authority is the project manager. He can also control the budget and function as a full-time worker. In this type, a functional manager can only control the budget.

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In project oriented type, all the roles are handled by the project manager. See the table below: Organization Structure Functional Matrix Characteristics Functional Manager controls budget PM works as part time in projects Varies from weak matrix to strong matrix: High PM authority If functional manager or PM controls budget PM works as part-time or full-time in projects PM as authority PM controls budget PM works as full-time in projects

Project Oriented

II

SCOPE OF MANAGEMENT

Scope refers to a projects segments or creep. It is all about making sure that the work involved in the project, is that which is required for the success of the project. The scope of management includes processes that should currently be implemented, and those that should be excluded from the current implemented processes. The project manager is expected to control what is and what is not in the scope of the project.
A project should have a set of deliverables, a complete budget, and a specific closure time. The project should meet the requirements agreed up and a set of tasks to be completed before the closure time. All these things mentioned constitute the scope of the project. If it happens that changes occur in the scope of the project, its effects can affect the schedule which in turn can affect the projects success. Controlling changes to the scope is very important to

the success of every project. There are two scopes of project management. The first scope is called Project scope and it includes business requirements, project requirements and delivery requirements. The second one is called Product scope and includes technological requirements, security requirements and performance requirements.

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Planning for scope of management Planning scope of management is done during the planning phase. It is one of the first processes to be finished because it describes the projects deliverables, requirements, and the outcomes. There are several factors that affect how easy or difficult to determine the scope of management process. For a new project technology, or service undertaking, data collection or feasibility study to come up with the needed requirements takes time to be completed. Scope of management inputs The inputs of scope of management may be extracted from the project charter. Project charter contains the initial project fact such as information on the background of the work place of stake-holders and current business models. This back ground information is then used as a guide of how outputs should be, and how the product scope and the risks involved would be managed. Techniques to collect requirements Other activities in scope definition are data collection, and it can be done by using one or more of the following techniques: Interviews. Focus group. Prototyping. Observation. Question and surveys. Group decision making techniques.

Tools for scope of management The common tools of management used in most of the projects are Statement of Scope or (SOS), and the Work Breakdown Structure or (WBS). The SOS is the document which in a summary form explains the purpose of a project. The WBS is the document that includes all the actions needed to carry out the purpose of the project.

Statement of Scope (SOS) This statement contains the information of the problem that is supposed to be solved by undertaking a project. This statement brings forth the need to formulate alternating
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solutions. The solution to the problem is what comes out as the desired Output of the project. The SOS includes the list of all product or service requirements. It also includes all the information on what to be achieved by undertaking a project. This section can also include statements that are to be addressed later in the process of the project. The SOS may also include information on benefits that the project team expect to realise and the criteria that should used to realise them. Some of the included items in this statement is the summarized list of deliverables that are not currently included in the scope of the project. Work Breakdown Structure The WBS divides the boundaries or scope of management into smaller, easy to manage packages of work for better control of project activities. It contains actual work that is supposed to be done in order to complete the items listed in the SOS. The work packages in WBS document may be organised by using charts, or list methods. The work breakdown Structure is a very important tool for setting project scope. It exist as an agreement between the project team and the customers because it states what is included and what is not included in the end deliverables. The WBS has three levels by which deliverables and work packages are analyzed. The first level is the project, the second level is projects deliverables, and the third level is work packages. Work packages may be controlled, monitored, cost estimated and scheduled. A document is set that explains the components of WBS. This document is called a Work Break Down dictionary which defines deliverables and work packages. The following is the list of these components: Work description schedule milestones Resources required Cost estimates Quality requirements Acceptance criteria Technical references Contract information

No matter how well a project manager plans the scope of project, she /he will have to control, monitor, and adjust the plan as changes occur during the execution phase. This is what makes projects to be different. The changes made in a particular undertaking cannot

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be the same as the changes that can be made to the other because each undertaking requires its own plan for scope.

III

TIME MANAGEMENT

Time management is one of the most important key when managing a project. It is a core knowledge area, which is attached to scope and cost areas. The main purpose of this knowledge is to assist the manager and the team to build process time management knowledge area refers to the skills, tools, and techniques involved in managing time, completing tasks during project management processes. To effectively manage time, there must be clear understanding of the activities of the project and skills to plan, schedule, and control project time segments. The following four actions must be followed in order to manage time effectively: Definition of activities Sequencing of activities Estimation of resources Development and controlling of the schedule

The process of defining activities includes describing tasks; milestones and all other activities for needed to complete the project. The most useful tool in this case is the Gantt chart. It can be used to add tasks and their durations. After defining the activities, they can now be arranged according to how they must be implemented. After their arrangements, add dependences to each task of them. The use of these dependences helps to determine the true duration of the project. To estimate activity resources, you have to evaluate the supply and demand of each human/ /other resources. You are supposed to see if they are enough for the completion of the assignment or you need some more. Assign specific stuff or job roles to each task and revise the dependences based on the allocated resources. If activities happen to be more than the resources available, the project manager may source for more resources or the project timeline be pushed out further. All the requirements needed to complete each of the scheduled activities must be well arranged. This means that those activities that are critical to the project must be well known and be implemented without any delay. They must also estimate the types and quantities of
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resources required and the number of the work period that will be needed to perform and complete each of the scheduled activities. This will assist the manager to create and control the project schedule. The inputs involved in the time planning are: The Project Scope Statement Work Breakdown Structure Project Management Plan Activity List and Attributes Approved Change Requests Activity Resource Requirements Resource Calendar Activity Duration Estimates

Tools for time management The following are considered to be the main tools for time management: Schedule net work analysis; can be done through: 1. CPM: technique based on network, is used to determine Critical path. Critical path determines when a project ends. If you delay in any task in the critical path, the project will be late independently of other tasks finishing on time or not. 2. Project Management Software: use of specific software for project management.

Tools for time planning Activity Logs: helps to analyze how actually one spends time. PDM: Precedence Diagram Method, is a diagram where is possible to visualize precedence among tasks. Leads and Lags: there are four possible relationships among tasks: finish-to-start, start-to-start, start-to-finish and start-to-start. The most used precedence is finishto-start.

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IV

PROJECT LIFE CYCLE

A project life cycle is defined as a series of phases undertaken to deliver a required project outcome. There are four phases in the project life cycle, these are: Project initiation Phase This is the first phase in the project life circle where the team define and formalize the project. Defining the projects scope, purpose, objectives, deliverables, resources, time scale and structure gives a team a clear view of boundaries within which they must deliver project outcomes to meet the customers requirements. The development of a business case should be the first step needed to set the project direction which includes the description of all the possible solutions to be delivered by the project and a cost or benefit analysis for each. Feasibility study gives security of having a recommended solution which is feasible and has an acceptable level of risk. After selecting a solution, one has to define the project charter-which describes the boundaries for delivering that solution. The next step is the appointment of the project team and the establishment of the project office environment. After defining the project clearly, one obtains right ingredients needed to deliver a successful project. The final step of the initiation phase involves undertaking a phase review to request approval to proceed to the planning phase. The project initiation phase involves the following six key steps: Develop a business case In most projects, completing a business case is the first step that is done before initiating a project. The business case justifies the start-up of the project and includes the most important information needed to be used when initiating the project such as: Currently existing Business problem or opportunity Alternative options for resolving the problem Benefits and costs associated with each alternative solution Recommended solutions to be approved

The following diagram depicts the steps involved in creating a business case:

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Identify the Business Problem

Identify the Alternative Solution

Recommend A Preferred Solution Describe the Implementa tion Approach

Identify the business Problem When a problem such as the shortage of bread arises, people with abilities to produce bread will identify this short supply of bread. After identifying of this problem, they will investigate as to why the shortage of bread occurred. If they find that the causes for the shortage are those that they can solve, they will go ahead to come up with solutions to the problem. The solutions, or a process of activities used to solve this problem is what is called a project. It is an obvious thing projects are undertaken to solve a business problem or realize a business opportunity. To identify business problems the following steps should taken: Identify the root cause of a problem or opportunity (e.g. changes to the business vision, strategy or objectives). Describe the Problem in detail by listing the : 1. Reasons why the problem has risen. 2. Elements that have created the problem. 3. Impact that the problem has on the business. 4. Time frames within which the problem must be resolved Describe the business opportunity if the project is formed to realize a business opportunity

Identify the Alternative Solution For every business problem identified, there will likely to be a range or number of alternative solutions available for implementation. Analyze all the possible solutions available, and from the list of them, choose those that are relevant for implementation. Undertake a feasibility study During the creation of a business case, one has to undertake a feasibility study to determine the likelihood of the alternative solutions that can meet with the customers requirements. The feasibility study includes the research on the business problem identified. This means that physical information concerning a problem must be disclosed, and practical time frames must be set for producing the required solution. Assessments must be done to make

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sure the selected solutions are viable. The feasibility of outcome should also be well calculated and estimated.

Establish the project charter The project charter is the document that defines the scope of the project by describing its boundaries and implementation. It contains the projects vision, objectives, scope and deliverables of what have been achieved in a preferred future. It also includes roles and responsibilities of project stakeholders. The proposal of the way the project is suppose to be undertaken is clearly stated among the content of the project charter. When creating a business charter, we have to identify the project vision which includes vision statements, objectives, scope, deliverables, customers/clients, stakeholders, roles, responsibility, and the project organization structure. In the project charter, some of the important information included is approaches to implementation. These approaches: Contains a list of phases, activities and their time frame needed for the completion of the project. Summarize the resources involved in an undertaking, by listing the roles, start dates, end dates and effort required. Summarize the financial resources required to undertake the project. Describe the management processes required to ensure project success. List the criteria for the project completion. Once these criteria have been met, the project will be considered complete and ready for closure. After the establishment of the project charter, appointment of the project team should be done. The process of appointing the project team can be done by first listing the project roles. After listing the project roles, define the responsibility of each role listed. Then the identification of a recruitment process should be done. Finally, recruit the project stuff. The next step after recruitment of project stuff is to set up the project office. The project office is the physical premise where project administration stuff (manager and supporting stuff) resides. We always close project initiation phase by completing a phase review. Project Initiation Phase Review The last step in the project initiation is the completion of a Phase Review. This review is undertaken to determine whether all the planning activities and tasks have been successfully completed, and to request approval to proceed to the Planning stage of the project. The following steps are followed when undertaking this review:

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Project Planning Phase The first step of the planning phase is the creation of a detailed project plan which becomes a guide for the project manager throughout the project to monitor and control time, cost and quality, the three core areas of project management. During the planning phase, some of the documents prepared are as follows:

Resource plan that identifies the amount of labour needed, equipment and materials
needed. Financial plan which reflects total financial expenditure incurred for the completion. Quality plan to set quality targets and list quality assurance and quality control methods. Risk plan to identify risks and plan actions needed to mitigate them. Acceptance plan to specify the customers criteria for accepting deliverables .

What is a Project Plan The Project Plan is the central document by which the project is formally managed. A Project Plan is a document which lists the activities, tasks and resources required to complete the project and release the business benefits outlined in the project Business Case. A Plan may include the following contents: Description of the major phases undertaken to complete the project A schedule of the activities, tasks, durations, dependencies, resources and timeframe are included. A list of assumptions and constraints identified during the planning process. To create a project plan, the following steps are undertaken: Revise the project scope Identify the project milestones, phases, activities and tasks Put in place project resources List any planning dependencies, assumptions, and constraints Document the project plan for approval.

When to use a project plan A project plan is created after the completion of the definition of a formal project scope (within a project charter) and when a project team is appointed. The project plan is completed in the Project Planning Phase and is it is completed before Quality Plan and the

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formalization of a suppliers contract. Project Plan is referenced constantly throughout the project. The activities included in the project plan must be carried out within the scope of the project as defined in the project charter. Milestones A milestone can be defined a set of completed activities of a major event in the project. These milestones may include but not limited to: Approved Business Case Approved Feasibility Study Project Charter approved Project Team appointed Project Office established

The documentation of each milestone should include the verification of approval statement, which should include the title or the name of the one who approved it, e.g. the project sponsor. The date when a particular milestone is approved should also be included. Phases In the project plan, major project phases such as Initiation phase, planning phase, and Execution phase are listed and described in details. For example; when describing project planning phase, the definition of activities undertaken in the planning phase are listed and explained. The time assigned for them to be carried out is specified. The order in which these activities will take is also clearly stated e.g. which activity comes first before the other one is implemented. Resources are identified and the estimate of the financing is put in place. Included also in the project plan is the summarized schedule of each of the phases and activities within the project. The schedule summary include list of all the tasks and their templates including their specified duration. Dependence In order to have a better guidance, the project plan includes dependencies which are logical relationships between phases, activities or tasks. They influence the way the project must be undertaken by specifying which task, activity or phase must start first before the other. Appendix Any documents relevant to the project plan is attached e.g. the detailed project schedule (listing all project phases, Activities and tasks). When the Project Planning Review is done, then one can proceed to the Project Execution Phase.

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Project Execution Phase

In this phase the project team physically constructs each deliverable. While the deliverables are being built, the project manager monitors and controls the project deliverables by practicing the main management components such as: Time management: Tracking and recording time spent completing project tasks against the project plan. Cost management: Identifying and recording costs (i.e. expenses) against the project budget. Quality management: Reviewing the quality of the deliverables and management processes. Change management: Reviewing and implementing requests for changes to the project. Risk management: Assessing the level of project risk and undertaking risk mitigating actions. Issue management: Identifying and resolving project issues, where possible. Acceptance management: Identifying the completion of deliverables and gaining the customers acceptance. Communication management: Keeping project stakeholders informed of project progress, risk and issues. The execution phase is the main and longest phase of the project. In this phase all deliverables are produced and presented to the customer for acceptance. To ensure that the customers requirements are met, the project manager monitors and controls the activities, resources and expenditure required to build each deliverable throughout the execution phase. A number of management processes are undertaken to ensure that the project Proceeds as documented in the project plan.

Deliverables The construction of deliverables is physically done during execution phase and the customers criteria are met. The actual activities undertaken to construct each deliverable differs depending on the type of project. Careful monitoring and control processes are applied to ensure quality final deliverables that meets the customers criteria. The management processes involved during the project execution phase which are tools for monitoring and controlling of the project are analyzed below: Time Management is the process within which time spent by stuff is recorded against the project. A timesheet is prepared to enable the project manager to control the level of resource allocated to a particular activity and keep the project plan fully up to date.
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Cost management is a process by which cost incurred on the project are formally documented, approved and paid. Expense forms are completed for each set of related project expenses such as labour, equipment and raw materials cost.

Quality is defined as the standard or value of the final deliverable according to the specification of a customer. Quality Management is the process by which the quality of the deliverables is assured and controlled for the project, by using Quality assurance and Quality Control techniques. Quality review records are taken and be kept in the quality register.

Change Management is a process by which changes to the projects scope, deliverables, timescale or resources are formally defined, evaluated and approved before the time of implementation. A core aspect of the Project Managers role is to manage change within the project successfully. For this to be achieved, the first step should be identification of the business system drivers requiring the change. Documentation the benefits and costs of adopting the change must be done. Finally, the formulation of a structured plan for implementing the change should be created.

Risk Management is the process by which risks to the project are formally identified. The risks should address human resources as well other resources. The risk management plan is included in the project charter that specifies activities, roles and responsibilities. A project risk may be identified at any stage of the project by completing a risk form and recording the risk details within the risk register.

Issue Management is the method by which issues that affecting the progress of the project to produce the specified deliverable are formally managed. Issues may be barriers to effective implementation of project management methodologies. Acceptance Management is the process by which deliverables produced by the project are reviewed and accepted by the customer as meeting his/ her specific requirements. To request the acceptance of a deliverable by the customer, an Acceptance Form is completed. The Acceptance Form describes the criteria from which the deliverable has been produced and the level of satisfaction of each criterion listed.

Communication Management is the process by which formal communications are formulated, verified, reviewed and made known within the project at the very beginning of the project. The communication plan is prepared that includes communication objectives
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and how to attain them, time frame and effort involved, and how achievement will be determined. Each communication item released to the Project stakeholders is captured within a Communications Register.

Perform Phase Review At the end of the Execution Phase, a Phase review is performed. This is basically a checkpoint to ensure that the project has achieved its stated objectives as planned. After the phase review, the next step is the Project Closure Phase.

Project Closure Phase

Closing a project formally involves a reasonable work. First, a project closure report is created to list all the actions required to close the project. When the project sponsor has approved this report, the actions listed are completed such as: to release project resources, hand over deliverables, close the project office, and inform all stakeholders that the project is now closed. Project closure involves the handing over of project documentation to the business, and terminating supplier contracts. The last remaining step is to undertake a post Implementation Review to identify the level of project success and note any lessons learned for future project.

Project Closure Report A project closure report is also known as project wrap-up report. It is prepared by the project at the final stage of the project. It is prepared to formalize the closure of the project. Prior to its preparation, the manager and his supporting team conduct a review exercises where major project activities are rated, and the lessons learnt summarized. The summarized lessons documented, provide a guide to the closure of a project. The summarized lessons include things that went well, and those that could be done better. The knowledge of such information is useful for the future projects.

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Project completion This section identifies the criteria required to complete the project and any outstanding items which need still to be undertaken even though the project may be ready for completion.

SUMMARY

Project Management is the art of utilization of skills and management tools in an undertaking in order to produce specified output. A Project is an undertaking which is unique and introduced as a solution to solve the identified problem. A number of processes involved in management of projects include management of time, management of costs, management of quality of a product/services, management of changes in a project, and the management of issues affecting the ability of the project. All these management processes are done during the control and monitoring of the project, by the project manager and the supporting stuff. Portfolio or Programs Management is another important undertaking when it comes to business management. This process involves identifying two or more projects that when grouped and implemented together, they can help the business to achieve its strategic goals. This process helps to improve resource usage by sharing them, and it also enhances collaboration among projects that are within the portfolio. During project planning phase, one has to determine the series works that have to be completed during the four phases of the project. This determination can be done by first formulating or creating the outputs during the planning phase. Reliable information must be gathered to help undertake a feasibility study in order to allocate the project with stable requirements and relatively well known technology to make the planning process much easier. This can be achieved only if stake holders are well informed and coordinated. Throughout project management program, what determines the progress of the project is the time factor. Therefore Time Management is believed to be one of the core knowledge areas in Project Management. It is for this reason why it is considered among the first processes to be completed during project planning phase. Tools for time management are also used to determine when a certain task can be started and finished. Critical Path method
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and specific project management software are some of the examples of tools of time management. Project Life Cycle is composed of phases that have to be skilfully and systematically completed in order to produce the project specified outputs. There are four phases in the project life cycle. The first phase is called the Initiation Phase, the second is called the Planning Phase, the third is called the Execution Phase, and the last is called the Closure Phase. The first phase is the starting point of the project where every knowledge and resources needed to initiate a project should be provided and clearly specified. The second phase is where planning is done in detail by documenting all the requirements needed to produce the specified output in line with the customers requirements. It also involves identification and formulation of resolutions to the identified problem needed to be solved by undertaking a project. Plans for financial expenditure incurred for completion, risk Management Strategies and customers criteria for accepting deliverables are also taken into account. The third phase is called the Execution phase. This phase involves execution of all the tasks needed to be completed in order to produce the specified output. In this phase core management knowledge areas such as: Time Management, Cost Management, Quality Management, Change Management, Risk Management, Issue Management, Acceptance Management, and Communication are implemented. The last phase is called the Project Closure Phase. It is the final phase of the project life cycle where all required documents for the closing of the project are prepared and presented to the project sponsor for approval of the closure of the project.

VI

CONCLUSSION

The knowledge of managing projects is very important to every normal person who is alive. Even to those who are physically challenged, project management knowledge can help them run activities that can contribute positively to their disability state. In our everyday living, no one can survive without doing something that can make him/her earn a living. Some people are employed by organizations while others depend on other activities that help bring some financial security to them. Many big companies started as small businesses or projects that were undertaken to solve some problems. They developed
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to a state of being bigger organizations because the one who initiated them, followed good management procedures as stated in this paper. Every one of us learnt basic management skills from those who brought as on earth. We learnt from them by observing what they were doing. I found that it is not enough to only have the basic management skills. I can clarify my point by pointing out on what is happening in Africa. Because of lack of adequate knowledge in management, Africa is dragging behind in terms of development even where raw materials are available. There are many activities going on in our continent Africa. But due to lack of proper management skills, these projects or activities yield but little results. My suggestion is that governments should come up with ways of imparting management skills in young people regardless of their educational status. This can be done by the provision of free trainings in management skills provided by the governments in peoples own native languages. It can helpful to provide these skills in peoples native languages because not all the intelligent people on this planet understand official languages. The suggestion that I have put forward can produce similar results as these produced by AIU, providing education access to all which can make our continent Africa to much with other continents in terms of developments.

VII

BIBLIOGRARAPHY

1) Gardner Project Integration Group, Ltd, (2010) www.gardnerproject.com

2) http://en.wikipedia.org/wiki/Project-Management

3) Method 123 limited (2012) Method 123 Project Management Methodology (MPMM) Educational Edition software. 4) Project Management Institution (2004), A Guide to the Project Management Body of Knowledge, Third edition, ISBN: 193069945x
5) Westland Jason, CEO, (2012) Project Management Guidebook, Method 123 Limited

2012, ISBN: 0-473-10445-8, www.method123.com

6) www.qualitygurus.com Sekelani Daka Student ID UM17181SEL24953 Project Management

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