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School of Engineering & the Built Environment (SEBE)

PROJECT MANAGEMENT
All 4th Year Engineering Students of SEBE

Dr. P. BUKASA MUKENDI

1st Semester, Jan 2019

2022

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COURSE CONTENT

1. Foundational Elements 7. Project Resource Management

2. Project Integration Management 8. Project Communications Management

3. Project Scope Management 9. Project Risk Management

4. Project Schedule Management 10. Project Procurement Management

5. Project Cost Management 11. Project Stakeholder Management
6. Project Quality Management

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1. Projects

2. Importance of Project Management

3. Relationship of Project, Program, Portfolio and Operations Management

4. Tailoring

5. Project Management Business Documents

6. Role of the Project Manager

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Project
Definition of a Project
Manager’s Performing
Overview Project Manager
Sphere of Integration
Manager Competences
Influence

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1. Overview

 The project manager plays a critical role in the leadership of a project team in order to achieve the
project’s objectives. This role is clearly visible throughout the project. Many project managers become
involved in a project from its initiation through closing. However, in some organizations, a project
manager may be involved in evaluation and analysis activities prior to project initiation. These activities
may include consulting with executive and business unit leaders on ideas for advancing strategic
objectives, improving organizational performance, or meeting customer needs.

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1. Overview

 In some organizational settings, the project manager may also be called upon to manage or assist in
business analysis, business case development, and aspects of portfolio management for a project. A
project manager may also be involved in follow-on activities related to realizing business benefits from the
project. The role of a project manager may vary from organization to organization. Ultimately, the project
management role is tailored to fit the organization in the same way that the project management processes
are tailored to fit the project. A simple analogy may help in understanding the roles of a project manager
for a large project by comparing them to the roles of a conductor for a large orchestra:

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1. Overview

 Membership and roles. A large project and an orchestra each comprise many members, each playing a
different role. A large orchestra may have more than 100 musicians who are led by a conductor. These
musicians may play 25 different kinds of instruments placed into major sections, such as strings,
woodwinds, brass, and percussion. Similarly, a large project may have more than 100 project members led
by a project manager. Team members may fulfill many different roles, such as design, manufacturing, and
facilities management. Like the major sections of the orchestra, they represent multiple business units or
groups within an organization. The

musicians and the project members make up each leader’s team.

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1. Overview

 Responsibility for team. The project manager and conductor are both responsible for what their teams
produce—the project outcome or the orchestra concert, respectively. The two leaders need to take a
holistic view of their team’s products in order to plan, coordinate, and complete them. The two leaders
begin by reviewing the vision, mission, and objectives of their respective organizations to ensure
alignment with their products.

 The two leaders establish their interpretation of the vision, mission, and objectives involved in
successfully completing their products. The leaders use their interpretation to communicate and motivate
their teams toward the successful completion of their objectives.

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1. Overview

 Knowledge and skills:

o The conductor is not expected to be able to play every instrument in the orchestra, but should
possess musical knowledge, understanding, and experience. The conductor provides the orchestra
with leadership, planning, and coordination through communications. The conductor provides
written communication in the form of musical scores and practice schedules. The conductor also
communicates in real time with the team by using a baton and other body movements.

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1. Overview

 Knowledge and skills:

o The project manager is not expected to perform every role on the project, but should possess
project management knowledge, technical knowledge, understanding, and experience. The project
manager provides the project team with leadership, planning, and coordination through
communications. The project manager provides written communications (e.g., documented plans
and schedules) and communicates in real time with the team using meetings and verbal or
nonverbal cues.

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1. Overview

2. Definition of a Project Manager

3. Project Manager’s Sphere of Influence

4. Project Manager Competences

5. Performing Integration

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2. Definition of a Project Manager

• The role of a project manager is distinct from that of a functional manager or operations manager.
Typically, the functional manager focuses on providing management oversight for a functional or
business unit. Operations managers are responsible for ensuring that business operations are efficient.

• The project manager is the person assigned by the performing organization to lead the team that is
responsible for achieving the project objectives.

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1. Overview

2. Definition of a Project Manager

3. Project Manager’s Sphere of Influence

4. Project Manager Competences

5. Performing Integration

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6.3. Project Manager’s Sphere of Influence

6.3.1. Overview

6.3.2. Project

6.3.3. Organization

6.3.4. Industry

6.3.5. Professional Discipline

6.3.6. Across Disciplines

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3. Project Manager’s Sphere of Influence

3.1 Overview

 Project managers fulfill numerous roles within their sphere of influence. These roles reflect the
project manager’s capabilities and are representative of the value and contributions of the project
management profession.

 This section highlights the roles of the project manager in the various spheres of influence shown
in Figure 3-1.

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3. Project Manager’s Sphere of Influence

3.1 Overview

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3. Project Manager’s Sphere of Influence

3.2 The Project

 The project manager leads the project team to meet the project’s objectives and stakeholders’
expectations.

 The project manager works to balance the competing constraints on the project with the resources
available.

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3.2 The Project

 The project manager also performs communication roles between the project sponsor, team
members, and other stakeholders. This includes providing direction and presenting the vision of
success for the project.

 The project manager uses soft skills (e.g., interpersonal skills and the ability to manage people) to
balance the conflicting and competing goals of the project stakeholders in order to achieve
consensus.

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3.2 The Project

 In this context, consensus means that the relevant stakeholders support the project decisions and
actions even when there is not 100% agreement.

 Research shows that successful project managers consistently and effectively use certain essential
skills. Research reveals that the top 2% of project managers as designated by their bosses and team
members distinguish themselves by demonstrating superior relationship and communication skills
while displaying a positive attitude [12].

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3. Project Manager’s Sphere of Influence

3.2 The Project

 The ability to communicate with stakeholders, including the team and sponsors applies across
multiple aspects of the project including, but not limited to, the following:
o Developing finely tuned skills using multiple methods (e.g., verbal, written, and nonverbal);
o Creating, maintaining, and adhering to communications plans and schedules;
o Communicating predictably and consistently;

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3. Project Manager’s Sphere of Influence

3.2 The Project

o Seeking to understand the project stakeholders’ communication needs (communication may be

the only deliverable that some stakeholders received until the project’s end product or service is
completed);

o Making communications concise, clear, complete, simple, relevant, and tailored;

o Including important positive and negative news;

o Incorporating feedback channels; and

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3.2 The Project
o Relationship skills involving the development of extensive networks of people throughout the
project manager’s spheres of influence. These networks include formal networks such as
organizational reporting structures.

o However, the informal networks that project managers develop, maintain, and nurture are
more important.

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3. Project Manager’s Sphere of Influence
3.2 The Project
o Informal networks include the use of established relationships with individuals such as subject
matter experts and influential leaders. Use of these formal and informal networks allows the
project manager to engage multiple people in solving problems and navigating the
bureaucracies encountered in a project.

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3. Project Manager’s Sphere of Influence
3.3 The Organization
 The project manager proactively interacts with other project managers. Other independent
projects or projects that are part of the same program may impact a project due to but not
limited to the following:

 Demands on the same resources,

 Priorities of funding,

 Receipt or distribution of deliverables, and

 Alignment of project goals and objectives with those of the organization.

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3. Project Manager’s Sphere of Influence
3.3 The Organization
 Interacting with other project managers helps to create a positive influence for fulfilling the
various needs of the project. These needs may be in the form of human, technical, or financial
resources and deliverables required by the team for project completion.

 The project manager seeks ways to develop relationships that assist the team in achieving the
goals and objectives of the project.

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3. Project Manager’s Sphere of Influence
3.3 The Organization
 In addition, the project manager maintains a strong advocacy role within the organization. The
project manager proactively interacts with managers within the organization during the course
of the project.

 The project manager also works with the project sponsor to address internal political and
strategic issues that may impact the team or the viability or quality of the project.

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3. Project Manager’s Sphere of Influence
3.3 The Organization
 The project manager may work toward increasing the project management competency and
capability within the organization as a whole and is involved in both tacit and explicit
knowledge transfer or integration initiatives (see Section 4.4 on Manage Project Knowledge).

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3. Project Manager’s Sphere of Influence
3.3 The Organization
 The project manager also works to:

o Demonstrate the value of project management,

o Increase acceptance of project management in the organization, and

o Advance the efficacy of the PMO when one exists in the organization.

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3. Project Manager’s Sphere of Influence
3.3 The Organization
 Depending on the organizational structure, a project manager may report to a functional
manager. In other cases, a project manager may be one of several project managers who report
to a PMO or a portfolio or program manager who is ultimately responsible for one or more
organization-wide projects. The project manager works closely with all relevant managers to
achieve the project objectives and to ensure the project management plan aligns with the
portfolio or program plan.

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3. Project Manager’s Sphere of Influence
3.3 The Organization
 The project manager also works closely and in collaboration with other roles, such as
organizational managers, subject matter experts, and those involved with business analysis. In
some situations, the project manager may be an external consultant placed in a temporary
management role.

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3. Project Manager’s Sphere of Influence
3.4 The Industry
 The project manager stays informed about current industry trends. The project manager takes
this information and sees how it may impact or apply to the current projects. These trends
include but are not limited to:

o Product and technology development;

o New and changing market niches;

o Standards (e.g., project management, quality management, information security

management);

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3. Project Manager’s Sphere of Influence
3.4 The Industry
 The project manager stays informed about current industry trends. The project manager takes
this information and sees how it may impact or apply to the current projects. These trends
include but are not limited to:

o Technical support tools;

o Economic forces that impact the immediate project;

o Influences affecting the project management discipline; and

o Process improvement and sustainability strategies.

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3. Project Manager’s Sphere of Influence
3.5 The Professional Discipline
 The Continuing knowledge transfer and integration is very important for the project manager.
This professional development is ongoing in the project management profession and in other
areas where the project manager maintains subject matter expertise. This knowledge transfer
and integration includes but is not limited to:

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3. Project Manager’s Sphere of Influence
3.5 The Professional Discipline
o Contribution of knowledge and expertise to others within the profession at the local,
national, and global levels (e.g., communities of practice, international organizations); and

o Participation in training, continuing education, and development:

the project management profession (e.g., universities, PMI);

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3. Project Manager’s Sphere of Influence
3.5 The Professional Discipline
o Participation in training, continuing education, and development:

the project management profession (e.g., universities, PMI);

 a related profession (e.g., systems engineering, configuration management); and

In other professions (e.g., information technology, aerospace).

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3. Project Manager’s Sphere of Influence
3.6 Across Disciplines
 A professional project manager may choose to orient and educate other professionals regarding
the value of a project management approach to the organization. The project manager may
serve as an informal ambassador by educating the organization as to the advantages of project
management with regard to timeliness, quality, innovation, and resource management.

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1. Overview

2. Definition of a Project Manager

3. Project Manager’s Sphere of Influence

4. Project Manager Competences

5. Performing Integration

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4. Project Manager Competences
4.1 Overview
 The project

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4. Project Manager Competences
4.1 Overview
 Recent PMI studies applied the Project Manager Competency Development (PMCD)
Framework to the skills needed by project managers through the use of The PMI Talent
Triangle® shown in Figure 3-2. The talent triangle focuses on three key skill sets:

o Technical project management. The knowledge, skills, and behaviors related to specific
domains of project, program, and portfolio management. The technical aspects of
performing one’s role.

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4. Project Manager Competences
4.1 Overview
 Leadership. The knowledge, skills, and behaviors needed to guide, motivate, and direct a team,
to help an organization achieve its business goals.

 Strategic and business management. The knowledge of and expertise in the industry and
organization that

 enhances performance and better delivers business outcomes.

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4. Project Manager Competences

4.1 Overview

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4. Project Manager Competences

4.1 Overview
 While technical project management skills are core to program and project management, PMI
research indicates that they are not enough in today’s increasingly complicated and competitive
global marketplace. Organizations are seeking added skills in leadership and business
intelligence. Members of various organizations state their belief that these competencies can
support longer-range strategic objectives that contribute to the bottom line. To be the most
effective, project managers need to have a balance of these three skill sets.

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4.2 Technical Project Management Skills
 Technical project management skills are defined as the skills to effectively apply project
management knowledge to deliver the desired outcomes for programs or projects. There are
numerous technical project management skills. The Knowledge Areas in this guide describe
many of these necessary project management skills. Project managers frequently rely on expert
judgment to perform well. Being aware of personal expertise and where to find others with the
needed expertise are important for success as a project manager.

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4. Project Manager Competences
4.2 Technical Project Management Skills
 According to research. the top project managers consistently demonstrated several key skills
including, but not limited to, the ability to:

o Focus on the critical technical project management elements for each project they manage.
This focus is as simple as having the right artifacts readily available. At the top of the list
were the following:

Critical success factors for the project,

Schedule,

Selected financial reports, and Issue log.

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4.2 Technical Project Management Skills

o Tailor both traditional and agile tools, techniques, and methods for each project.

o Make time to plan thoroughly and prioritize diligently.

o Manage project elements, including, but not limited to, schedule, cost, resources, and risks.

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4. Project Manager Competences
4.3 Strategic and Business Management Skills
 Strategic and business management skills involve the ability to see the high-level overview of
the organization and effectively negotiate and implement decisions and actions that support
strategic alignment and innovation. This ability may include a working knowledge of other
functions such as finance, marketing, and operations.

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4. Project Manager Competences
4.3 Strategic and Business Management Skills
 Strategic and business management skills may also include developing and applying pertinent
product and industry expertise. This business knowledge is also known as domain knowledge.

 Project managers should be knowledgeable enough about the business to be able to:

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4. Project Manager Competences
4.3 Strategic and Business Management Skills
 Project managers should be knowledgeable enough about the business to be able to:

o Explain to others the essential business aspects of a project;

o Work with the project sponsor, team, and subject matter experts to develop an appropriate
project delivery strategy; and

o Implement that strategy in a way that maximizes the business value of the project.

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4. Project Manager Competences
4.3 Strategic and Business Management Skills
 In order to make the best decisions regarding the successful delivery of their projects, project
managers should seek out and consider the expertise of the operational managers who run the
business in their organization. These managers should know the work performed in their
organization and how project plans will affect that work.

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4. Project Manager Competences
4.3 Strategic and Business Management Skills
 The more the project manager is able to know about the project’s subject matter, the better. At
a minimum, the project manager should be knowledgeable enough to explain to others the
following aspects of the organization:

o Strategy;

o Mission;

o Goals and objectives;

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4. Project Manager Competences
4.3 Strategic and Business Management Skills
o Products and services;

o Operations (e.g., location, type, technology);

o The market and the market condition, such as customers, state of the market (i.e., growing or
shrinking), and time-to-market factors, etc.; and

o Competition (e.g., what, who, position in the market place).

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4. Project Manager Competences
4.3 Strategic and Business Management Skills
 The project manager should apply the following knowledge and information about the
organization to the project to ensure alignment:

 Strategy,

 Mission,

 Goals and objectives,

 Priority,

 Tactics, and Products or services (e.g., deliverables).

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4. Project Manager Competences
4.3 Strategic and Business Management Skills
 Strategic and business skills help the project manager to determine which business factors
should be considered for their project. The project manager determines how these business and
strategic factors could affect the project while understanding the interrelationship between the
project and the organization. These factors include but are not limited to:

o Risks and issues,

o Financial implications,

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4.3 Strategic and Business Management Skills
o Cost versus benefits analysis (e.g., net present value, return on investment), including the
various options considered,

o Business value,

o Benefits realization expectations and strategies, and

o Scope, budget, schedule, and quality

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4.3 Strategic and Business Management Skills
 Through the application of this business knowledge, a project manager has the ability to make
the appropriate decisions and recommendations for a project.

 As conditions change, the project manager should be continuously working with the project
sponsor to keep the business and the project strategies aligned.

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4. Project Manager Competences
4.4 Leadership Skills
 Leadership skills involve the ability to guide, motivate, and direct a team. These skills may
include demonstrating essential capabilities such as negotiation, resilience, communication,
problem solving, critical thinking, and interpersonal skills.

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4.4 Leadership Skills
 Projects are becoming increasingly more complicated with more and more businesses executing
their strategy through projects. Project management is more than just working with numbers,
templates, charts, graphs, and computing systems. A common denominator in all projects is
people. People can be counted, but they are not numbers.

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4. Project Manager Competences
4.4 Leadership Skills
4.4.1 Dealing with people
 A large part of the project manager’s role involves dealing with people. The project manager
should study people’s behaviors and motivations. The project manager should strive to be a
good leader, because leadership is crucial to the success of projects in organizations. A project
manager applies leadership skills and qualities when working with all project stakeholders,
including the project team, the steering team, and project sponsors.

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4. Project Manager Competences
4.4 Leadership Skills
4.4.2 Qualities and Skills of a Leader
 Research shows that the qualities and skills of a leader include but are not limited to:

o Being a visionary (e.g., help to describe the products, goals, and objectives of the project;
able to dream and translate those dreams for others);

o Being optimistic and positive;

o Being collaborative;

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4.4 Leadership Skills
4.4.2 Qualities and Skills of a Leader
o Managing relationships and conflict by:

o Building trust;

o Satisfying concerns;

o Seeking consensus;

o Balancing competing and opposing goals;

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4.4 Leadership Skills
4.4.2 Qualities and Skills of a Leader
o Applying persuasion, negotiation, compromise, and conflict resolution skills;

o Developing and nurturing personal and professional networks;

o Taking a long-term view that relationships are just as important as the project; and

o Continuously developing and applying political acumen.

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4.4 Leadership Skills
4.4.2 Qualities and Skills of a Leader
o Communicating by:

o Spending sufficient time communicating (research shows that top project managers spend
about 90% of their time on a project in communicating);

o Managing expectations;

o Accepting feedback graciously;

o Giving feedback constructively; and Asking and listening.

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4.4 Leadership Skills
4.4.2 Qualities and Skills of a Leader
o Being respectful (helping others retain their autonomy), courteous, friendly, kind, honest,
trustworthy, loyal, and ethical;

o Exhibiting integrity and being culturally sensitive, courageous, a problem solver, and
decisive;

o Giving credit to others where due;

o Being a life-long learner who is results- and action-oriented;

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4. Project Manager Competences
4.4 Leadership Skills
4.4.2 Qualities and Skills of a Leader
 Focusing on the important things, including:

o Continuously prioritizing work by reviewing and adjusting as necessary;

o Finding and using a prioritization method that works for them and the project;

o Differentiating high-level strategic priorities, especially those related to critical success

factors for the project;

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4. Project Manager Competences
4.4 Leadership Skills
4.4.2 Qualities and Skills of a Leader
o Maintaining vigilance on primary project constraints;

o Remaining flexible on tactical priorities; and

o Being able to sift through massive amounts of information to obtain the most important
information.

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4.4 Leadership Skills
4.4.2 Qualities and Skills of a Leader
 Having a holistic and systemic view of the project, taking into account internal and external
factors equally;

 Being able to apply critical thinking (e.g., application of analytical methods to reach decisions)
and identify him or herself as a change agent.

 Being able to build effective teams, be service-oriented, and have fun and share humor
effectively with team members.

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1. Overview

2. Definition of a Project Manager

3. Project Manager’s Sphere of Influence

4. Project Manager Competences

5. Performing Integration

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6.5. Performing Integration

6.5.0. Overview

6.5.1 Performing integration at the process level

6.5.2 Integration at the cognitive level

6.5.3 Integration at the context level

6.5.4 Integration and complexity

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6.5. Performing Integration

6.5.0. Overview

The role of the project manager is twofold when performing integration on the project:

 (1) Project managers play a key role in working with the project sponsor to understand the
strategic objectives and ensure the alignment of the project objectives and results with those of
the portfolio, program, and business areas. In this way, project managers contribute to the
integration and execution of the strategy.

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6.5.0. Overview

 (2) Project managers are responsible for guiding the team to work together to focus on what
is really essential at the project level. This is achieved through the integration of processes,
knowledge, and people.

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6.5.0. Overview

Integration is a critical skill for project managers. Integration is covered more in depth in the
Project Integration Management Knowledge Area of this guide. Sections 3.5.1 through 3.5.4
focus on integration that takes place at

three different levels: the process, cognitive, and context levels. Section 3.5.4 concludes by
addressing complexity and integration.

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6.5.0. Overview

6.5.1 Performing integration at the process level

6.5.2 Integration at the cognitive level

6.5.3 Integration at the context level

6.5.4 Integration and complexity

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6.5.1 Performing integration at the process level

Project management may be seen as a set of processes and activities that are undertaken to
achieve the project objectives. Some of these processes may take place once (e.g., the initial
creation of the project charter), but many others overlap and occur several times throughout
the project. One example of this process overlap and multiple occurrences is a change in a
requirement that impacts scope, schedule, or budget and requires a change request.

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6.5.1 Performing integration at the process level

Several project management processes such as the Control Scope process and the Perform
Integrated Change Control process may involve a change request. The Perform Integrated
Change Control process occurs throughout the project for integrating change requests.

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6.5.1 Performing integration at the process level

Although there is no stated definition on how to integrate the project processes, it is clear that
a project has a small chance of meeting its objective when the project manager fails to
integrate the project processes where they interact.

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6.5.0. Overview

6.5.1 Performing integration at the process level

6.5.2 Integration at the cognitive level

6.5.3 Integration at the context level

6.5.4 Integration and complexity

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6.5.2 Integration at the cognitive level

There are many different ways to manage a project, and the method selected typically depends
on the specific characteristics of the project including its size, how complicated the project or
organization may be, and the culture of the performing organization. It is clear that the
personal skills and abilities of the project manager are closely related to the way in which the
project is managed.

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6.5.2 Integration at the cognitive level

The project manager should strive to become proficient in all of the Project Management
Knowledge Areas. In concert with proficiency in these Knowledge Areas, the project manager
applies experience, insight, leadership, and technical and business management skills to the
project. Finally, it is through the project manager’s ability to integrate the processes in these
Knowledge Areas that makes it possible to achieve the desired project results.

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6.5.0. Overview

6.5.1 Performing integration at the process level

6.5.2 Integration at the cognitive level

6.5.3 Integration at the context level

6.5.4 Integration and complexity

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6.5.3 Integration at the context level

There have been many changes in the context in which business and projects take place
today compared to a few decades ago. New technologies have been introduced. Social
networks, multicultural aspects, virtual teams, and new values are part of the new reality

of projects.

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6.5.3 Integration at the context level

An example is knowledge and people integration in the context of a large cross-functional

project implementation involving multiple organizations. The project manager considers
the implications of this context in communications planning and knowledge management
for guiding the project team.

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6.5.3 Integration at the context level

Project managers need to be cognizant of the project context and these new aspects when
managing the integration. Then project managers can decide how to best use these new
elements of the environment in their

projects to achieve success.

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6.5.0. Overview

6.5.1 Performing integration at the process level

6.5.2 Integration at the cognitive level

6.5.3 Integration at the context level

6.5.4 Integration and complexity

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6.5.4 Integration and complexity

Some projects may be referred to as complex and considered difficult to manage. In

simple terms, complex and complicated are concepts often used to describe what is
considered to be intricate or complicated.

Complexity within projects is a result of the organization’s system behavior, human

behavior, and the uncertainty at work in the organization or its environment. In
Navigating Complexity: A Practice Guide [13], these three dimensions of complexity are
defined as:
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 System behavior. The interdependencies of components and systems.

 Human behavior. The interplay between diverse individuals and groups.

 Ambiguity. Uncertainty of emerging issues and lack of understanding or confusion.

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6.5.4 Integration and complexity

Complexity itself is a perception of an individual based on personal experience,

observation, and skill. Rather than being complex, a project is more accurately described
as containing complexity.

Portfolios, programs, and projects may contain elements of complexity.

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6.5.4 Integration and complexity

When approaching the integration of a project, the project manager should consider
elements that are both inside and outside of the project. The project manager should
examine the characteristics or properties of the project. Complexity as a characteristic or
property of a project is typically defined as:

 Containing multiple parts,

 Possessing a number of connections between the parts,

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6.5.4 Integration and complexity
 Exhibiting dynamic interactions between the parts, and
 Exhibiting behavior produced as a result of those interactions that cannot be explained
as the simple sum of the parts (e.g., emergent behavior).
Examining these various items that appear to make the project complex should help the
project manager identify key areas when planning, managing, and controlling the project
to ensure integration.

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