WELCOME TO

FACILITATOR:

A.B.ANDANI

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CEMBA 567 INTRODUCTION TO

PROJECT MANAGEMENT

OVERVIEW OF THE COURSE

The course/module is to introduce students to the concept of
Project Management as both an Accidental area and a
Professional Discipline ;

It is also to introduce students to the functional knowledge

areas of project management ; and

An understanding of some of the tools and techniques used in

the ART and SCIENCE of Project Management.

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OBJECTIVES OF BLOCK ONE

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To introduce students to :
basic definitions in project management and;

project initiation management;

the major phases of a project and project implementation;

Project Stakeholders and their role in project design/planning,

implementation and management; and

some of the skills and tools used to project management

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PROJECT DEFINED
project is an undertaking that has a
beginning and an end, and is carried out to
meet established goals within cost, schedules
and quality objectives.

project is defined by the Project

Management Institute (PMI) as a temporary
endeavour undertaken to create a unique
product or service
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PROJECT DEFINED CONTD

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Project

is defined as a Set of Well defined Interrelated

Activities designed to achieve a Specific
Objective and to be completed within a certain Time
Frame and has a Budget.
( World Bank & Cambridge Int. Dic, 1997)

Project thus, represents the commitment of human

and physical resources to produce specific output in
a given time and budget framework
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PROJECT DEFINED CONTD

In all the cases above projects vary in scale, purpose, duration
and complexities. As a result projects may stand alone or be
integrated into a programme, with several projects contributing
to one overall goal

In general, what one can say about a project is that:

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It is an activity or a set of related activities for which money is

spent in expectation of returns and which logically seems to
lend itself to planning, financing and implementing as a unit
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CHARACTERISTIC OF A PROJECT

beginning and end ;

Resources

allocated specifically ;

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A defined

Follow

a plan towards a clear intended

end result ; and

Often

cuts across organizational lines

DEFINITION OF PROJECT MANAGEMENT

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Project management is defined as :

The application of knowledge, skills, tools, and
techniques to project activities in order to meet
or exceed stakeholder needs and expectations.
Project

management thus involves utilizing a

combination of systems, techniques and people
to control and monitor activities undertaken
within a project.

2.Within
3.At

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OBJECTIVE OF PROJECT MANAGEMENT

The objective of project management is a
successful project. A project will be deemed
successful if it is completed:
1.Within time;
cost;

the desirable performance/technology level;

4.While

utilizing the assigned resources effectively

and efficiently; and

5.Accepted

by the customer/ Meets or exceeds

expectations of stakeholder needs

WHAT DOES IT MEAN TO MEET OR

EXCEED STAKEHOLDER NEEDS?
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Meeting or Exceeding Stakeholder needs and

expectation invariably involves balancing competing
demands:
Scope,

Time, Cost and Quality

Stakeholders with differing needs and Expectation
Identified
Requirement (Needs) and unidentified
requirement (expectations)
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CHALLENGES OF PROJECT MANAGEMENT

The challenges of project management include:

Teambuilding ;

Planning and scheduling;

Coping with high expectations;

Conflict resolutions;

Project funding; and

Sustainability and post-implementation management etc.

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WHY PROJECT MANAGEMENT?

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Today,

rapidly changing technology, fierce

competitive markets and a powerful environmental
lobby have all encouraged companies to change their
management systems -in this sink or swim, adopt or
die environment, efficient and effective project
management offer real solution.

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WHAT IS THE VALUE OF

PROJECT MANAGEMENT?
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Project Management increases the probability of project

success. It improves implementation efficiency, and if
used effectively with appropriate processes, tools,
techniques and skills will:
Support

the business;
Get the product or service to market effectively,
efficiently and to quality standards;
Provide scientific basis for project management and
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Improve service delivery.

WHO THEN IS A PROJECT MANAGER?

Communication and teambuilding

Monitoring and control (eg budgeting)

Problem and conflict resolution

Quality control etc.

To perform these duties well a project manager requires well

developed communication, technical and personal skills

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A person who takes ultimate responsibility for ensuring a project

achieves the desired result on-time, within budget and to
specification. The duties of a project manager include:
Project planning and scheduling

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THE PROJECT MANAGER?

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PM responsibilities to management
Use resources efficiently
Keep management informed
Adhere to agreed policies and procedures
PM responsibilities to the project and to the project
team
Keep the project on target
Ensure required resources are available
Co-ordinate the team
Provide support

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PROJECT MANAGEMENT KNOWLEDGE

AREAS
Project
Integration
Management

Project Scope
Management

Project Time
Management

Project Cost
Management

Project Quality
Management

Project Human
Resources
Management

Project
Communications
Management

Project Risk
Management

Project
Procurement
Management

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HOW IS PROJECT MANAGEMENT

DIFFERENT FROM CLASSICAL
MANAGEMENT
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Much of the knowledge needed to manage projects is unique or

nearly unique to project Management (e.g. critical path analysis,
Work Breakdown Structure). However, the Project Management
Body of Knowledge (PMBOK) does overlap other management
disciplines in several ways.

The Project Manager is responsible for Coordinating and

Integrating activities across multiple, functional lines

To explain further, whereas a classical manager of an organization

is engaged typically in planning, staffing, coordinating,
controlling and directing- carrying out managerial functions, the
project managers role cuts across Strategic Planning, Financial
Management, Resource Allocation- Scheduling, and integrating
people, Management Functions, Providing Technical Direction.
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PROJECT MANAGEMENT
VRS
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CLASSICAL MANAGEMENT
General

management functions comprises of

planning, organizing, staffing, executing and
controlling the operating of an ongoing
enterprise. The PMBOK overlaps general
management in many areas for example
organizational behavior, financial forecasting
and planning techniques to name just a few.
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PROJECT MANAGEMENT
VRS
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CLASSICAL MANAGEMENT
Classical

Management is defined as a set of

activities
designed
to
achieve
an
organizations objective by using its
resources effectively and efficiently in a
changing environment (Gate R.D. et al.,
1995)
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MANAGING THE PROJECT CYCLE

Projects have phases of development.

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All

A clear understanding of these phases permits managers and

executives to better control resources needed in the achievement
of project goal(s).

The

phases of development are known as Life-cycle or stages of

project development.

However

the breakdown and terminology of these phases differ,

depending on whether we are discussing product or project.
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PROJECT MANAGEMENT
PROCESSES
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There are 5 areas:

Initiating Processes- authorising the project or phase

Planning Processes-defining the project objectives and selecting the most appropriate
approach for the project to attain the objectives. (The use of logical framework etc.)

Executing Processes-managing the resources required to carry out the project as

defined in the plan ( GANTT chart, Activity Schedules, Network Diagrams etc.)

Controlling Processes-ensuring that project objectives are met as defined by

monitoring, measuring progress against plan, identifying variance from plan and taking
corrective action. (M&E Plans)

Closing Processes-formalising acceptance of a phase and or the project and closing all
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associated activities.

PROJECT LIFE CYCLE

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TIME
INITIATION

PLANNING

IMPLEMENTATION

CLOSE OUT

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INITIAL CHARTER

PLAN

DELIVERABLE

P.I.R

PROJECT VS. PRODUCT LIFE CYCLES

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The project life cycle applies to all projects

(regardless of product produced) whereas a
product life cycle varies depending on the
nature of the product.

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PROJECT
STAKEHOLDERS
ANALYSIS

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WHO ARE STAKEHOLDERS?

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Stakeholders are persons, groups or institutions with interests in a

project or programme.
These may include government agencies, private landowners and
developers, community and other interest groups, non-government
organizations, citizens etc.
The list of stakeholders will depend on the project, conflict, or issues
to be addressed..

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WHAT IS STAKEHOLDER
ANALYSIS?

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Stakeholder analysis is a technique to identify

and analyse the stakeholders surrounding a
project.
It
provides
information
on
stakeholders, their relationships, their interests
and expectations. A proper analysis of the
stakeholders will help you to construct a
project approach suited for the situation and
will help you to negotiate better with the
stakeholders.

STAKEHOLDERS ANALYSIS
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Identifies key stakeholders and information about them

such as:
Organisation

or affiliation

Project

role
Unique facts
Level of interest
Level of influence
Suggestions for managing the relationship with this
stakeholder

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WHY STAKEHOLDER ANALYSIS?

stakeholders interest needs to be specified and
measured to be able to have a good prediction as to how
each stakeholders future behaviour will be to satisfy
his/her stake. This would give the project implementers
and others a fair basis for evaluating the impact of
expected behaviour on the project teams attitude in
managing the project.
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The

Stakeholder

identification and analysis therefore provide

information on stakeholders, their relationships, their
interests and expectations.

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IMPORTANCE OF PROJECT
STAKEHOLDERS
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Project Stakeholders are the

people involved in or affected
by project activities.
Internal Stakeholders
Project sponsor
Project team
Support staff
Internal customers
Senior Management
Functional Managers
Other Project Managers

External Stakeholders

External customers
Competitors

Suppliers

Others affected by the project but not directly

involved( e.g, government, concerned citizens etc.)

Compete for Resources

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PROJECT MANAGEMENT TOOL KIT

15 Functions Essential For Effective Project Management
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Define project scope

2. Identify stakeholders, decision-makers and escalation procedures
3. Develop detailed task lists
4. Estimate time requirements
5. Develop initial project management flow chart
6. Identify required resources and budget
7. Evaluate project requirements
8. Identify and evaluate risks
9. Prepare contingency plans
10. Identify interdependencies
11. Identify and track critical milestone
12. Participate in project phase review
13. Secure needed resources
14. Manage the change control processes
15. Report project status
1.

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CRITICAL CHARACTERISTICS
OF AN EFFECTIVE PROJECT
MANAGER:
2.
3.
4.
5.
6.
7.
8.
9.

Lead by example
Are visionaries
Are technically competent
Are decisive
Are good communicators
Are good motivators
Stand up to upper management when necessary
Support team members
Encourage new ideas

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1.

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PROJECT INTEGRATION
MANAGEMENT

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DEFINITION
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It is the processes involved in coordinating all of the other

project management knowledge areas throughout a project life
cycle.
3 Key Components of Project Integration Management
Project

Plan Development
Project Plan Execution
Change Control

Integration management is about integrating the work of the entire project

team by focusing on high quality communication and relationship building.
Thus project integration management includes what is known as Interface
Management-or identifying and managing the points of interaction between
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the various project players and elements

THE PROJECT PLAN

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The project plan is the core high-level document that

guides a projects execution and control. Project
plans:
Document assumptions, definitions and decisions
Facilitate stakeholder communication
Define content, extent and timing of key management reviews
Provide a baseline for project control and measuring progress
Define a size appropriate to the scope of the project

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THE BASIC OUTLINE OF A

PROJECT PLAN IS AS FOLLOWS
Introduction or Project Overview

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1.

Project name
Project description
Project sponsor
Project manager
Key team members
Summary of key Deliverables
List of reference documents or materials
Glossary of definitions and acronyms
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THE PROJECT PLAN

2. Project Organisation

Management objectives, priorities,

assumptions & constraints

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Organisation charts
Company or institution
organisational chart
Project responsibilities
Diagram, flow chart or
timeline of major steps

3. Project Management and Technical Processes

Project controls
How is progress monitored?
What is the Change Control process?
Who has authority to make what types of
decisions?
Risk management-how is risk identified,
managed and controlled?
Project staffing-how many and what type
of people are required and when?
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Technical processes
Project documentation requirements

THE PROJECT PLAN

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4. Project Deliverables and Work

Breakdown Structure
Major work packages
Key deliverables
Required specifications (hardware,
software, construction specifications,
codes, regulations etc.)
5. Project Schedule
Summary schedule (key deliverables and
their planned completion dates)
Detailed schedule including
dependencies (Network Diagram for
illustration)
Schedule assumptions and constraints

6. Project Budget
Summary budget
Detailed budget
1.
2.

fixed and variable costs

projected benefits

Assumptions

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PROJECT PLAN EXECUTION

Project Management Software

Microsoft Project
Primavera Project Planner
Scheduler Plus
Open Plan

Status Review Meetings

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Tools and Techniques

Some of the specialised tools
and techniques used by project
managers for project plan
execution include:

Regularly scheduled status review

meetings are a standard project
management tool for:
Exchanging project information
Monitoring progress
Maintaining motivation
Managing risks
Identifying issues
Stakeholder communication
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WORK AUTHORISATION
SYSTEMS
a formalised process used on large projects to
authorise work to begin on a particular activity or
work package. They are designed to ensure that the
right things are done by the right people at the right
time. They can be manual or automated.

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Are

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OVERALL CHANGE CONTROL

Overall
Change
control
includes identifying, evaluating
and managing project changes.
Without proper change control,
a project can easily drift into
scope creep and severe cost
and/or time over-runs.

1.

2.

3.

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The 3 Overall Change control are:

Making sure the changes are

useful and beneficial (this
usually involves making tradeoffs)
Determining if and when a
change has occurred (and
making
sure
senior
management stays informed so
there are no surprises)
Managing actual changes as
they occur
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Key tools in overall change control are the project plan, status or performance
reports and changed request.

CHANGE CONTROL
SYSTEM
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A change control system is a formal, documented process

that describes when and how official project documents
(especially the project plan) may be changed.
A changed control system often includes the following
elements:
1.
2.
3.

A change control board (CCB) or Steering Committee

Configuration Management
Change Communication Plan
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SUGGESTIONS FOR
MANAGING CHANGE
CONTROL
that constant communication and
negotiation is a normal part of the process
Plan for change
Establish formal change control systems and
procedures
Use configuration management
Define procedures for quick decisions on small-scale
changes
Use status reports to identify and manage change
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Use project management and other tools and processes
to help manage and communicate changes

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Understand

CHANGE CONTROL SYSTEM

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The Need for Senior Management Buy-in

Senior Management commitment and support is one of the
critical success factors for project management. The main
reasons cited for this are as follows:

To ensure the project has adequate resources

To ensure approval for unique or unanticipated project needs
To ensure cooperation of other managers and staff
To help deal with political issues
To provide coaching and mentoring on leadership issues. 43

THANK YOU
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