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WELCOME TO

CEMBA 567 INTRODUCTION TO PROJECT MANAGEMENT

FACILITATOR:

A.B.ANDANI

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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

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

A 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.

A 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 CONT’D

Project is defined as a Set of Well defined Inter-related 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)

A 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 CONT’D

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:

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

A defined beginning and end ;

Resources allocated specifically ;

Follow a plan towards a clear intended end result ; and

Often cuts across organizational lines

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DEFINITION OF PROJECT MANAGEMENT

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.

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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;

2.Within cost;

3.At 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

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WHAT DOES IT MEAN TO MEET OR EXCEED STAKEHOLDER NEEDS?

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?

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?

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 Improve service delivery.

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WHO THEN IS A PROJECT MANAGER?

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

• 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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THE PROJECT MANAGER?

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 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 manager’s role cuts across Strategic Planning, Financial Management, Resource Allocation- Scheduling, and integrating –people, Management Functions, Providing Technical Direction.

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PROJECT MANAGEMENTVRS

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 MANAGEMENTVRS

CLASSICAL MANAGEMENT

Classical Management is defined as a set of activities designed to achieve an organization’s 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

All Projects have phases of development.

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

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 associated activities.

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PROJECT LIFE CYCLE

INITIAL CHARTER PLAN DELIVERABLE P.I.R

INITIATION PLANNING IMPLEMENTATION CLOSE OUT

TIME

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PROJECT VS. PRODUCT LIFE CYCLES

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?

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?

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.

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STAKEHOLDERS ANALYSIS

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?

The stakeholder’s interest needs to be specified and measured to be able to have a good prediction as to how each stakeholder’s 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.

Stakeholder identification and analysis therefore provide information on stakeholders, their relationships, their interests and expectations.

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IMPORTANCE OF PROJECT STAKEHOLDERS

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 KIT15 Functions Essential For Effective Project Management

1. 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

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CRITICAL CHARACTERISTICS OF AN EFFECTIVE PROJECT

MANAGER:

1. Lead by example

2. Are visionaries

3. Are technically competent

4. Are decisive

5. Are good communicators

6. Are good motivators

7. Stand up to upper management when necessary

8. Support team members

9. Encourage new ideas

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PROJECT INTEGRATION MANAGEMENT

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DEFINITION

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 the various project players and elements

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THE PROJECT PLAN

The project plan is the core high-level document that guides a project’s 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

1. Introduction or Project Overview

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 PLAN2. Project Organisation

Organisation charts

Company or institution organisational chart

Project responsibilities

Diagram, flow chart or timeline of major steps

3. Project Management and Technical Processes

Management objectives, priorities, assumptions & constraints

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?

Technical processes

Project documentation requirements

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THE PROJECT PLAN

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. fixed and variable costs

2. projected benefits

Assumptions

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PROJECT PLAN EXECUTION

Tools and Techniques

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

Project Management Software Microsoft Project Primavera Project Planner Scheduler Plus Open Plan

Status Review MeetingsRegularly 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

Are 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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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.

The 3 Overall Change control are:

1. Making sure the changes are useful and beneficial (this usually involves making trade-offs)

2. Determining if and when a change has occurred (and making sure senior management stays informed so there are no surprises)

3. Managing actual changes as they occur

Key tools in overall change control are the project plan, status or performance reports and changed request.

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CHANGE CONTROL SYSTEM

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. A change control board (CCB) or Steering Committee

2. Configuration Management

3. Change Communication Plan

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SUGGESTIONS FOR MANAGING CHANGE

CONTROL Understand 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 Use project management and other tools and processes

to help manage and communicate changes

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CHANGE CONTROL SYSTEM

• 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.

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THANK YOU