PROJECT

MANAGEMENT
SWRK 120
 WHAT IS
PROJECT MANAGEMENT?
 INTRODUCTION
INTRODUCTION
The professional management of projects requires a
discipline approach to defining, planning
strategizing, communicating, and controlling a
project. It is assuring that the project will deliver.

Project management (PMBOK) is “The application of

knowledge, skills, tools, and techniques to meet the
project requirements.” The benefits derived from
practicing good project management are very
valuable.
 What is a Project?
◦ A project is a unique, transient endeavor, undertaken to achieve planned
objectives, which could be defined in terms of outputs, outcomes or
benefits. A project is usually deemed to be a success if it achieves the
objectives according to their acceptance criteria, within an agreed
timescale and budget. Time, cost and quality are the building blocks of
every project.
◦ Time: scheduling is a collection of techniques used to develop and
present schedules that show when work will be performed.
◦ Cost: how are necessary funds acquired and finances managed?
◦ Quality: how will fitness for purpose of the deliverables and
management processes be assured?
Project
◦ A project is a temporary endeavor designed to produce a
unique product, service or result with a defined beginning and
end (usually time-constrained, and often constrained by funding
or deliverables), undertaken to meet unique goals and
objectives, typically to bring about beneficial change or added
value.
◦ The temporary nature of projects stands in contrast with business
as usual (or operations), which are repetitive, permanent, or
semi-permanent functional activities to produce products or
services.
 PROJECT
• A project is an activity that is temporary having a start
and end date, unique, brings about change and has
unknown elements, which therefore create risk.
• It is a temporary endeavor undertaken to create a
unique product or service, It is specific, timely, usually
multidisciplinary, and always conflict ridden
• Projects are parts of overall programs and may be
broken down into tasks, subtasks, and further if desired.
 COMMON PROJECT TERMS
◦ Deliverables: Tangible ‘things’ that the project produces
◦ Milestones: Dates by which major activities are performed.
◦ Tasks: Also called Actions. Activities undertaken during the project
◦ Risks: Potential problems that may arise
◦ Issues: Risks that have happened
◦ Gantt Chart: A specific type of chart showing time and tasks. Usually
created by a Project Management program like MS Project.
◦ Stakeholder: Any person or group of people who may be affected by
your project
Management Definition

◦the process of dealing with or

controlling things or people.
◦The organization and coordination of
the activities in order to achieve
defined objectives.
◦ http://www.businessdictionary.com/definition/project.html
 Management
◦The directors and managers who have the power and
responsibility to make decisions and oversee an enterprise.
◦The size of management can range from one person in a small
organization to hundreds or thousands of managers in
multinational companies.
◦In large organizations, the board of directors defines the policy
which is then carried out by the chief executive officer, or CEO.
◦ Some people agree that in order to evaluate a
company's current and future worth, the most important factors
are the quality and experience of the managers.
 Management
◦ The organization and coordination the activities of a business in
order defined objectives. Management is often included as
a factor of production along with‚ machines, materials, and money.
According to the management guru Peter Drucker (1909-2005), the
basic task of management includes both marketing and innovation.
◦ Practice of modern management originates from the 16th
century study of low-efficiency and failures of certain enterprises,
conducted by the English statesman Sir Thomas More (1478-1535).
◦ Management consists of the interlocking functions of
creating corporate policy and organizing, planning, controlling,
and directing an organization's resources in order to achieve the
objectives of that policy.
 What is Project Management?
◦Project management is the application of processes, methods,
skills, knowledge and experience to achieve specific
project objectives according to the project acceptance criteria
within agreed parameters. Project management has final
deliverables that are constrained to a finite timescale and budget.
◦A key factor that distinguishes project management from just
'management' is that it has this final deliverable and a finite
timespan, unlike management which is an ongoing process.
Because of this a project professional needs a wide range of skills;
often technical skills, and certainly people management skills and
good business awareness.
Project Management
◦ is the discipline of planning, organizing, motivating, and
controlling resources to achieve specific goals.
◦Project Management Institute, Inc. (PMI) defines project
management as "the application of knowledge, skills,
tools and techniques to a broad range of activities in
order to meet the requirements of a particular project."
The process of directing and controlling a project from
start to finish may be further divided into 5 basic phases.
Project Management
◦It is concerned with the management of resources
successfully to complete the project, the resources
being time, money, materials and equipment and
the most expensive resources of all namely the
human resources.
◦Project management is concerned with achieving
a specific goal in a given time using resources
available for that period only.
Project Management
◦is the discipline of initiating, planning, executing, controlling,
and closing the work of a team to achieve specific goals
and meet specific success criteria.
◦Application of knowledge, skills, tools and techniques to
project activities to meet project requirements.
◦The primary challenge of project management is to achieve
all of the project goals within the given constraints.

◦ Clifford Gray and Erick Larson

PROJECT MANAGEMENT
◦-It is the discipline of planning, organizing and managing resources to
bring about the successful completion of specific project goals and
objectives. And it requires the development of distinct technical skills and
the adoption of separate management philosophy. It is important that
the project manager has much experience in making a project and how
to manage it. There are many resources needed in making a project.
◦A project is a carefully defined set of activities that use resources
(money, people, materials, energy, communication, motivation, skilled
leaders, etc.)
 Three Major Parts of Project
Management
◦Project Definition
◦Project Planning
◦Project Monitoring and Evaluation
 Project Definition
∙ It defines its projects goals and objective. Project goals and objectives should have the SMART
characteristics (specific, measurable, attainable, reliable and time-bounded). There must be a clear
definition of its purpose, and who will be the future project’s beneficiaries. The description of the
project must also be defined, its time framework, scope and limitations and its needed resources.
∙ The statement of the objectives must be a single sentence, in which clearly stated and defines.
Client’s needs should be clearly identified. A successful project manager must be able to envision
the entire project from start to finish and to have the ability to ensure that this vision is realized.
Familiarization on the culture of the community should also be considered. The attitude and the
behavior of the people in the community must be carefully observed and determined so that the
stakeholders can find ways in dealing with them.
∙ The existing resources and political structure in the community must be given attention.
 Project Planning
∙ Project managers must have a team of planners and it is important to have skills in forming, leading and facilitating
groups. Skills needed are : team-building, leadership, meeting management, facilitating face-to-face Groups,
Groups-Based Problem-solving and Decision-Making and Conflict-Management.
∙ The best way to use in this part is the participatory planning in which there are open communication and participation
of all stakeholders. There must be a work and harmonious atmosphere between those people. The people must be
involved in planning and they will determine their own needs and problems and facilitate empowerment.
∙ Project planning involves distribution of tasks, assigning responsibility, budget allocation, time frame, scope and
limitation.
∙ By using time table, the time cannot be wasted, because there is a clear statement for the task to be done in a period of
time and it makes planning more organized.

∙ Project planning also involves delegation in which competent person/s are given a task. When we delegate one person
there must be continuous and open communication and coordination to know how the planning is going on.
∙ In every project planning there is a clear statement of its expected outcome, the things needed to be done, and the
inputs (in terms of people, materials, time and money).
 Project Monitoring and Evaluation
∙ It involves determining project’s progress, monitoring and control and taking a
corrective action. Project monitoring and controlling consist of these process
performed to observe project execution so that potential problems can be identified
in a timely manner and corrective action can be taken, when necessary, to control
the execution of the project. The key benefit is that project performance is observe
and measured regularly to identify variances from the management plan.
∙ Monitoring and controlling includes: measuring the on-going project activities
(where we are); monitoring the project variables (cost, effort, etc.) against the
project management plan and the project performance baseline (where we should
be); identify corrective actions to properly address issues and risks (How can we get
on track again); and influencing the factors that could circumvent integrated change
control so only approved changes are implementers. Monitoring and controlling is
like the cycle below.
◦Same as the evaluation, we always need to evaluate the
accomplished tasks to know if it can bring development or
progress to reach the goals and objectives. We do the
monitoring and evaluation to know if the plan or action is
still appropriate for the given problem and of course to
make alternatives for it. It defines the constraints and
changes for reaching the goal.
 Activities of PROJECT MANAGEMENT
1. Analysis and design of objective an events
2. Planning the work according to the objectives
3. Assessing and controlling risk (or Risk Management)
4. Estimating resources
5. Allocating Resources
6. Organizing the work
7. Acquiring human and material resources
8. Assigning tasks
9. Directing activities
10. Controlling project execution
11. Tracking and reporting progress (Management Information System)
12. Analyzing the results based on the facts achieved
13. Defining the products of the project
14. Forecasting future trends in the project
15. Quality Management
16. Issues Management
17. Issue solving
18. Defect Prevention
19. Identifying, managing and controlling changes
20. Project closure (and Project debrief)
21. Communicating to stakeholders
22. Increasing/decreasing a company’s workers
Project Management includes:

◦identifying requirements, establishing clear and

achievable objectives;
◦balancing the competing demands from the
different stakeholders; and
◦ensuring that a commonality of purpose is
achieved.
Approaches in Project Management
◦There are a number of approaches to managing
project activities including lean, iterative,
incremental, and phased approaches.
◦Regardless of the methodology employed, careful
consideration must be given to the overall project
objectives, timeline, and cost, as well as the roles
and responsibilities of all participants
and stakeholders.
 5 Basic Phases of Project Management
1. Project conception and initiation

◦ An idea for a project will be carefully examined to determine whether or not it benefits the organization. During this
phase, a decision making team will identify if the project can realistically be completed.
2. Project definition and planning
◦ A project plan, project charter and/or project scope may be put in writing, outlining the work to be performed. During
this phase, a team should prioritize the project, calculate a budget and schedule, and determine what resources are
needed.
3. Project launch or execution
◦ Resources' tasks are distributed and teams are informed of responsibilities. This is a good time to bring up important
project related information.
4. Project performance and control
◦ Project managers will compare project status and progress to the actual plan, as resources perform the scheduled work.
During this phase, project managers may need to adjust schedules or do what is necessary to keep the project on track.
5. Project close
◦ After project tasks are completed and the client has approved the outcome, an evaluation is necessary to highlight
project success and/or learn from project history.
◦ Projects and project management processes vary from industry to industry; however, these are more traditional
elements of a project. The overarching goal is typically to offer a product, change a process or to solve a problem in
order to benefit the organization.
The Traditional Approach
 The Traditional Approach in PM
◦ In the "traditional approach“, there are five developmental
components of a project
◦ Typical development phases of an engineering project
◦ Initiation
◦ planning and design
◦ execution and construction
◦ monitoring and controlling systems
◦ completion
--------------------------------------------------------------------------------------------------------
◦ Not all projects will have every stage, as projects can be terminated
before they reach completion.
◦ Some projects do not follow a structured planning and/or monitoring
process. And some projects will go through steps 2, 3 and 4 multiple
times.
Please Watch

◦https://youtu.be/Jk-JwtScIlw
 Core Components of Project Management
• defining the reason why a project is necessary;
• capturing project requirements, specifying quality of the deliverables, estimating resources and
timescales;
• preparing a business case to justify the investment;
• securing corporate agreement and funding;
• developing and implementing a management plan for the project;
• leading and motivating the project delivery team;
• managing the risks, issues and changes on the project;
• monitoring progress against plan;
• managing the project budget;
• maintaining communications with stakeholders and the project organization;
• provider management;
• closing the project in a controlled fashion when appropriate.
 WORK-BREAKDOWN STRUCTURE
❑ Also known as WBS
❑ Hierarchy of tasks required to complete project
◦ Each task is broken into smaller tasks that can be managed and estimated
◦ Define task dependencies
◦ Some tasks must begin at the same time, some must end at the
same time and some cannot start until the other tasks have finished.
◦ Estimate task durations and cost
❑ May be inputted into project management software
• Final WBS plan is called baseline WBS
Risks
Plan is not approved after first round of feedback
Resources are not available at the required time
Plan is not given consent
For each of the above, you should have a contingency
plan, or do some activity that may prevent it happening in
the first place.
Issues: – If any of the above actually happens, then it
becomes an issue to solve.
SAMPLE
Who are the Stakeholders?

◦House owner,
◦Builder,
◦ Council, ???
A Successful Project Manager must simultaneously
manage the four (4) basic elements of a project
❖ Resources;
❖ time;
❖ money, and
❖ most importantly, scope.

All these elements are interrelated. Each must be managed

effectively. All must be managed together if the project is to be a
success. The resource that can be leveraged to the greatest extent in
all projects is the people involved.
 PROJECT INITIATION
◦ The Initiation phase of the project is the most important phase. The success of the
entire project depends on how clearly and completely the Terms of References are
established.
Project Sponsor
Lines of Authority
Participants
Objectives
Constraints
Costs/Budget
Resources
Deliverables
Phases & Time Scales
Strategy
Risks
Roles & Responsibilities
CHARACTERISTICS OF PROJECTS
▪ A project contains a well defined objective. The project objective is
defined in terms of scope ( or requirements), schedule, and cost.
▪ A project is carried out via a set of interdependent tasks.
▪ A project uses various resources to carry out these tasks. A project
has a definite start date and an expected completion date. The
actual completion date may not always be the same as the
expected date.
▪ A project is a one time or unique endeavor.
▪ A project has a customer.
▪ So why do projects fail?
 WHY DO PROJECTS FAIL?
1. Poor project and program management discipline
2. Lack of executive-level support
3. Wrong team members
4. Poor communication
5. No measures for evaluating the success of the
project
6. No risk management
7. Inability to manage change
Important to Note
◦A project has a degree of UNCERTAINTY.
◦In project planning many assumptions are made regarding:
access to resources.
resource capability.
impact of environmental factors.

◦These assumptions are not always accurate.

◦ Requires project managers to re-assess and trade-offs
between requirements, costs, and time.
◦Above all, be PRO-ACTIVE.
MEASURING PROJECT SUCCESS
◦We measure the success of a project using 4
major project constraints, specifically:
◦Scope
◦Cost
◦Schedule (Time)
◦Customer satisfaction (quality and performance).
 PROJECT SUCCESS – 12 Golden Rules
❖ Rule #1 Thou shalt gain consensus on project outcome.
❖ Rule #2 Thou shalt build the best team possible.
❖ Rule #3 Thou shalt develop a comprehensive, viable plan and keep it up-to-date.
❖ Rule #4 Thou shalt determine how much stuff you really need to get things done.
❖ Rule #5 Thou shalt have a realistic schedule.
❖ Rule #6 Thou won’t try to do more than can be done.
❖ Rule #7 Thou will remember that people count.
❖ Rule #8 Thou will gain the formal and ongoing support of management and stakeholders.
❖ Rule #9 Thou must be willing to change.
❖ Rule #10 Thou must keep others informed of what you’re up to.
❖ Rule #11 Thou must be willing to try new things.
❖ Rule #12 Thou must become a leader.
Trends in Project Management
1. Achieving strategic goals
2. Achieving routine goals
3. Achieving project effectiveness
4. Achieving virtual projects
5. Achieving quasi-projects
 Strategic Goals
• The growing use of projects to achieve organization’s
strategic goals and existing major projects are screened
to make sure that their objectives support organization’s
strategy and mission.
• Projects that do not have clear ties to the strategy and
mission are terminated and resources are redirected.
 Routine Goals
◦In order to accomplish routine departmental tasks,
normally handled as the usual work of function
departments. They are accomplished based on
performance objectives with their budgets and deadlines.
Artificial deadline and budgets are created to accomplish
specific, routine departmental tasks.
◦This process is called “projectizing
 Project Effectiveness
• To improve the process and results of project
management whether strategies or routine.
Example is the use project management “maturity”,
or skill and experience in project management. Use
of phase gates, earned value, critical ratios and
other techniques
 Virtual Projects
• Due to globalization of industry, virtual projects are
effective because tem members my never physically
meet through the use of advance
telecommunication and computer technology.
 Quasi-Projects
• Led by the demands of information technology/systems
departments, project management is now being extended
into areas where the project objectives are not well
understood, time deadline unknown and/or budgets
undetermined. Use of techniques such as prototyping,
phase-gating, and others- to help these projects achieve
results that satisfy the customer in spite of the unknowns.
SIX PHASES OF
PROJECT
MANAGEMENT
 Initiation Phase

The initiation phase is the beginning of the project. In this

phase, the idea for the project is explored and elaborated. The
goal of this phase is to examine the feasibility of the project.
In addition, decisions are made concerning who is to carry out
the project, which party (or parties) will be involved and
whether the project has an adequate base of support among
those who are involved.
 Definition Phase
After the project plan (which was developed in the
initiation phase) has been approved, the project enters the
second phase: the definition phase. In this phase, the
requirements that are associated with a project result are
specified as clearly as possible. This involves identifying the
expectations that all of the involved parties have with regard
to the project result.
 Design Phase
The list of requirements that is developed in the
definition phase can be used to make design choices.
In the design phase, one or more designs are
developed, with which the project result can
apparently be achieved.
 Development Phase
During the development phase, everything that will be
needed to implement the project is arranged. Potential
suppliers or subcontractors are brought in, a schedule is
made, materials and tools are ordered, instructions are given
to the personnel and so forth. The development phase is
complete when implementation is ready to start. All matters
must be clear for the parties that will carry out the
implementation.
Implementation Phase

The project takes shape during the implementation

phase. This phase involves the construction of the
actual project result.

.
 Follow up Phase

Although it is extremely important, the follow-up

phase is often neglected. During this phase,
everything is arranged that is necessary to bring the
project to a successful completion.
 Conclusion
Therefore project management is important in analyzing
and evaluating a design project for further development.
Social Worker can offer a project work besides their regular
spectrum because project work is always useful if next to
the everyday business or work, additional task have to be
completed.
 Implication to Social Work Practice
Project management is the discipline wherein a worker can
initiate, plan, execute, control and close the work of a team.
Social Work needs to adapt themselves to a rising pressure for
innovation. The current generation is now facing the task of
inciting change of methods in order to meet new challenges.
Projects imply the chance to activate learning processes and
innovations within the organizations and enable Social Workers
to respond efficiently to altered social structures.
 Concluding Statement
◦In practice, the management of these two systems is often
quite different, and as such requires the development of
distinct technical skills and management strategies.
◦The primary challenge of project management is to achieve
all of the project goals and objectives while honoring the
preconceived constraints. The primary constraints are scope,
time, quality and budget.The secondary —and more
ambitious— challenge is to optimize the allocation of
necessary inputs and integrate them to meet pre-defined
objectives.
 Challenges
- To achieve all the project goals and objectives
adhering to classic projects constraints-usually
scope, quality, time, and budget
- It needs a great effort to succeed; the
challenge is to optimize the allocation and
integration of inputs necessary to meet
pre-defined objectives.
Groupings for Project Proposal Preparation
1. Select 5 members in your group
2. Think of a topic that you wish to do for your
project proposal (It should be sectoral and
social welfare concern)
3. Create a title for your project
4. Create your group virtual room and deliberate
5. Presentation shall be done
REFERENCES
◦ http://www.edo.ca/downloads/project-management.pdf
Introduction to Project Managagement: Indigenous Leadership
Institute
◦ Hand outs on Project Management
◦ https://www.apm.org.uk/resources/what-is-project-management/:
What is Project Management
◦ http://www.businessdictionary.com/definition/project.html
◦ http://www.projectinsight.net/project-management-basics/basic-proj
ect-management-phases.aspx
◦ NCSD Hand-outs and files (2008)