FUNDAMENTALS OF PROJECT

MANAGEMENT
 Project Management Framework

• What is a Project
A project is a temporary endeavor undertaken to produce a unique product or
service

Temporary Characteristics of Unique

Projects

– Temporary – Definitive beginning and end

– Unique – New undertaking, unfamiliar ground
 Project Management Framework
• A Project can be:

– A finished product or component of another item

– A capability to perform a service e.g., a business function
– A result e.g., an outcome of a research work

• Projects and Strategic Planning

Projects are authorized as a result of one or more of the following strategic

objectives:

– Market Demand
– Business need/strategic opportunity
– Customer request
– Technological advance
– Legal requirements
 Project Management Framework

•Project Life Cycle (Process Group)

A life cycle is a progression through a series of different stages of
development.

Two methodologies are involved in completing a project:

1. What you need to do to do the work (project)
2. The project Management processes

Monitoring and
Initiation Phase Planning Phase Executing Phase Closing Phase
Controlling Phase
 Project Management Framework
• Characteristics of the project life cycle
All projects irrespective of size and complexity can be mapped to the following
cycle structure:
– Starting the project
– Organizing and preparing
– Carrying out the project work
– Closing the project.

• Product Life Cycle

The Life Cycle of a Product lasts from conception of a new product to its
withdrawal from the market

The product life cycle may give rise to several projects, thus the Project Life
Cycle becomes part of the product life cycle.
 Project Management Framework
• The Product Life Cycle may include the following stages:

– Conception
– Growth
– Maturity
– Decline
– Withdrawal
 Project Management Framework
• What is Project Management
Project Management is the application of skills, knowledge, tools and techniques
to project activities to meet the needs and expectations of stakeholders for a
project.

• Who is a Project Manager

The Project manager is the person assigned by the performing organization to
achieve project objectives.

• Project Manager’s role:

Put all the pieces of the project together into one cohesive whole that gets the
project done faster, cheaper and with fewer resources while meeting the project
objectives.
 Project Management Framework

• Project Integrator

• Project issues • Implementing standard processes

• Disseminating project information • Establishing leadership skills
• Mitigating project risk • Setting expectations
• Quality • Team building
• Managing scope • Communicator skills
• Metrics
• Managing the overall work plan

Process People
Responsibilities Responsibilities
 Project Management Framework
• Project Constraints
Project constraints are anything that limit project manager’s options such as time, cost,
scope, risk, quality, customer satisfaction or any other factors.
The triple constraint is used to help evaluate competing demands.
Time

Others factors
C/S

Quality
Cost Scope
Risk
 Project Management Framework
Project Success

Customer Requirements Completed within

satisfied allocated time frame

Completed within allocated Accepted by the

budget customer
 Project Management Framework
Project Failure

Poor Requirements
Scope Creep
Gathering

Unrealistic planning and Lack of resources

scheduling
 Project Management Framework
Benefits of Project Management
The science and art of project management provides a proven methodology
for accurately and efficiently completing projects of any size

• Thorough and detailed project planning results in a bought-into, approved,

realistic, and formalized project plan.

• Project planning saves time and money by proactively addressing risks before
they occur.

• Project management helps managers identify ill-conceived and directionless

projects

• Project management promotes teamwork and communication across

departments
Project Management Framework
Effective Project Management is achieved through following
knowledge areas:
• Integration Management
• Scope Management
• Time Management
• Cost Management
• Quality Management
• Human Resources Management
• Communications Management
• Risk Management
• Procurement Management
 Project Management Framework

Summary of Knowledge Areas

• Project Integration Management
It ensures that all other knowledge areas are efficiently glued together.
• Project Scope Management
This deals with ‘what is’ and ‘what is not’ needed to complete the project.
• Project Time Management
Reveals how the project will be completed within time limits.
• Project Cost Management
Completing the project within approved budget.
 Project Management Framework

• Project Quality Management

Deals with how to meet the customer’s requirement.
• Project Human Resources Management
Effective use and management of project team members.
• Project Communications Management
Ease of project information flow.
• Project Risk Management
Identification, analysis and mitigation of risk.
• Project Procurement Management
Acquiring resources from outside the project team.
 Project Management Framework
• Project Management Office
Project Management Office (PMO) is an organizational body responsible for
coordinated management of projects centralized under its domain. It’s
could be a department that centralizes the management of projects

• The project management office (PMO) usually takes any of the three roles
below:
– Provide policies, methodologies and templates for managing projects
– Provide support and guidance to project manager/project teams
– Provide project manager for different projects.

Project office on the other hand is the place where the project team is
managed and where the project manager and project team reside.
 Project Management Framework
• Enterprise Environmental Factors
Enterprise environmental factors refer to both internal and external
environmental factors that surround or influence a project’s success. These
include but not limited to:
– organizational culture, structure, and processes
– Government or industry standards
– Political climate
– Infrastructure
– Market place conditions.
– Existing human resources
 Project Management Framework
• Organizational Process Assets
Organizational process assets include any or all process related assets, from
any or all of the organizations involved in the project that can be used to
influence the project’s success. These process assets include:
– Formal and informal plans, policies, procedures, and guidelines such as
templates, safety and health policy, process audits, acceptance criteria, etc

– Organization’s knowledge bases such as lessons learned and historical

information

– Completed schedules, risk data, earned value data.

PROJECT INITIATION
 Project initiation
This process formally start a new project or project phase by incorporating all
the needs of the organization into the project charter, a document created at
this stage.

High level planning may be done during initiating process. Such planning may
include creating
• a high level-risk identification,
• a high level WBS,
• Rough order of magnitude estimating.
 Project initiation
At initiating stage the following question must be asked and answered:
– What are the objectives of the project e.g. Are we meeting a business or
social need or market demand?
– What is the description of product/service?
– Does the project align with the company strategic plan?
– Any legal requirements?
– What is the feasibility of the project e.g. cost-benefit analysis, any project
risks?, What are the alternatives?
– Who are the stakeholders?
– How do we manage the stakeholders throughout the project life-cycle?
 Project initiation
• Things to do to answer the questions above
– Select project manager
– Determine company culture and existing system
– Collect processes, procedures and historical information
– Understand the business case
– Uncover Initial requirements
– Create measurable objectives
– Develop project charter
– Identify stakeholder
– Develop stakeholder management strategy
Project Initiation-Selecting Project Manager

Project Manager operates within constraints of time ,cost, scope, quality,

customer satisfaction etc. In most instances he is being asked to do more with
less so his ability to manage this constraints to a large extent determines the
project success.

Therefore to deliver projects successfully, a project manager must have Project

Management Skills and in addition must have
• People-managing skills
• Interpersonal skills
• General management skills such as negotiation, leadership and mentoring.
 Project Initiation-Develop Project
Objectives
• An Objective specifies a desired end result to be achieved.

• An objective must be SMART

Specific
Measurable
Attainable
Realistic
Time-limited
 Project Initiation-Develop Project
Objectives
• Question that must be asked when setting objectives and in monitoring
progress toward those objectives
– What is our desired outcome? This is called the outcome frame and helps
keep you focused on the result your are trying to achieve.
– How will we know when we achieve it?
E.g. Our objective is to registered 60 million electorates in Nigeria by January
29, 2011
Or Our objective is to build 200 rooms five star hotel in Port Harcourt by Dec.
31 2011
Or Our objective is to construct 100km dual carriage road from Choba to
Ahoada
Notice that statement of objectives do not say how they will be achieved.
 Project Initiation-Understanding Business
Case
• This is when you answer the question of whether the project is worth the
required investment. Here the services of accountant and other financial
experts may be needed. Some of the project selection methods are:
– Present Value: Project A with PV of N250,000 is better than project B with
PV of N200,000.
– Net Present Value: Project A with NPV of N250,000 is better than project
B with NPV of N200,000.
– Internal Rate of Return: Project A with IRR of 18% is better than B with
IRR of 12%
– Payback Period: Project A with PBP of 2 years is better than project B with
PBP of 5 years.
– Benefit Cost Ration: Project A with BCR of 2.5 is better than project B with
BCR of 1.8
 Project Initiation-Stakeholders Analysis
• Project Stakeholders
Stakeholders are persons or organizations who are actively involved in the
project or whose interests may be positively or negatively affected by the
performance or completion of the project.

• What to do with stakeholders

– Identify ALL of them
– Determine ALL of their requirements
– Determine their expectations
– Communicate with them
– Manage their influence
• Examples of Stakeholders
Customers/users, Sponsor, Portfolio managers/portfolio review board,
program managers, project management office, project managers, project
team, functional manager, etc.
 Project Initiation-Stakeholders Analysis

• It is critical for project success to identify the stakeholders early in the project,
and to analyze their levels of interest, expectations, importance and influence.

• This can best be carried out through STAKEHOLDER ANALYSIS which is the
process of systematically gathering and analyzing quantitative and qualitative
information to determine whose interest should be taken into account
throughout the project.

• The result of this is STAKEHOLDERS’ REGISTER and STAKEHOLDERS’

MANAGEMENT STRATEGY.
Project Initiation-Stakeholders Analysis
– Stakeholder Register: This contains all details related to the identified
stakeholders including, but not limited to:
• Identification information: Name, Organization position, location, role
in the project, contact information;
• Assessment information: Major requirements, main expectations,
potential influence in the project.
• Stakeholder classification: internal/external,
supporter/neutral/resistor.
– Stakeholder Management Strategy: Defines an approach to increase the
positive and minimize the negative impacts of stakeholders throughout
the entire project life cycle. It includes :
• Key stakeholders who can significantly impact the project.
• Level of participation in the project desired for each identified
stakeholder.
• Stakeholder groups and their management( as groups).
Project Initiation-Requirements Analysis

This is the process of defining and documenting stakeholders’ needs to meet

the project objectives.

Requirements include the quantified and documented needs and

expectations of the sponsor, customer, and other stakeholders.
Collecting requirements is defining and managing customer expectations.
Here you will need the Stakeholder Register since this is where you identify
stakeholders that can provide information on project and product
requirements.
 Project Initiation-Requirements Analysis
• Requirements Analysis methods
Some of the methods that can be used to analyse requirements are:
• Interviews: a formal or informal approach to discover information
from stakeholders by talking to them directly
• Focus groups: are the pre-qualified stakeholders and subject matter
experts brought together to learn about their expectations and
attitudes about the proposed project.
• Brainstorming and Delphi techniques
• Questionnaires and surveys
• Prototypes
 Project Initiation-Develop Project Charter

• Project Charter
A document issued by the sponsor during project initiating that formally
recognizes the existence of project, gives the Project manager authority,
documents the business needs, justification and product/service requirements
for that project

It provides the Project Manager with authority to formally apply the

organization resources to project activities.
 Project Initiation-Develop Project Charter
• A project Charter should include :

– The project title and description

– Project Manager assigned and authority level
– Business needs (reasons for the existence of the project)
– Project justification
– Resources pre-assigned
– Stakeholders
– Stakeholders requirements as known
– Product description/deliverables
– Constraints and assumption
– Project sponsor and signature.
PROJECT PLANNING
 Project planning
Project Planning is working through the project and getting it organized
before it is actually done. Project planning determines if the objectives can be
achieved or not, as well as how the project will be accomplished.
This is the most important aspect of any project. When planning is faulty, the
objective is not likely to be met easily and usually increase project risk.
Planning is answering questions such as
– What must be done?
– How should it be done?
– Who will do it?
– By when must it be done?
– How much will it cost?
– How good does it have to be done?
 Project planning
Suggestion for Effective planning
• Plan to plan-the planning session itself should be planned or it may turn into a
totally disorganized meeting. This means agenda must be prepared, the
meeting should be time-limited to the degree possible, and people should be
kept on track

• The people who must implement a plan should participate in preparing it.

• The project Management Plan must be bought into, approved, realistic and
formal (BARF)

• Enterprise environmental factors and organization process assets must be

considered when planning.
 Project planning-Define Project Scope
• Define Scope
This is the process of developing a detailed description of the project and
product. The preparation of a detailed description is critical to project success
and builds upon the major deliverables, assumptions, and constraints that are
documented during project initiation.
The result, or output, is the project scope statement which is used to manage
and measure project performance against.

This is done through Product analysis-analyzing the objectives stated by the

customer or sponsor and turn them into tangible requirements(product
description)
 Project planning-Create WBS
• Create WBS
This is the process of subdividing project deliverables and project work into
smaller, more manageable components.
The work breakdown structure (WBS) is a deliverable-oriented hierarchical
decomposition of the work to be executed.

Each descending level of WBS representing an increasingly detailed definition

of the project work.

The WBS organizes and defines the total scope of the project, and represents
the work specified in the current approved project scope statement.
Project planning-Create WBS

Building
Project

Approval Civil Mechanical

Design Foundation Superstructure Plumbing Electrical

Seek TPA
Approval
 Project planning-Define Activities
• Define Activities
This is the process of identifying the specific actions to be performed to
produce the project deliverables.

This process involves taking the work packages created in the WBS and
breaking them down further (decomposing) in order to reach the activity
level; a level small enough to estimate, schedule, monitor and manage.

When completed, activity definition will result in an activity list and the details
of the activities (activity attributes) being completed.
 Project planning-Estimate resource
requirement
• Estimate Activity Resources
This is the process of estimating the type and quantities of material, people,
equipment, or supplies required to perform each activity.

Things to consider when estimating resource requirements apart from

enterprise environment factors and organization process assets include
resources calendar

Resource Calendars specify when and how long identified project resources
will be available during the project.
 Project planning-Determine what to
purchase
• Determine What to Purchase
Determine what to purchase is achieved through procurement planning. This
is the process of:
– documenting project purchasing decisions,
– and identifying potential sellers.

It identifies those project needs which can best be, or must be, met by
acquiring products, services, or results outside of the project organization,
versus those project needs which can be accomplished by the project team.
 Project planning-Determine what to
purchase
Purchasing decisions is achieved through:
• Make or buy analysis
• Contract types

Make-or-Buy Analysis: is a general management technique used to determine

whether particular work can best be accomplished by the project team or
must be purchased from outside sources.
One of the main reasons to buy is to decrease risk to any component of the
triple constraint. It is better to make if:
• You have an idle plant or workforce
• You want to retain control
• The work involves proprietary information or procedure
 Project planning-Determine what to
purchase

• A Toyota Hilux cost N6million to purchase. The project will spend N5,000 per
day to operate and maintain the vehicle if it is purchased. The same vehicle
can be leased at N20,000.00 per day. If the vehicle will be used for a project
that will end in 1year(365days). Determine whether the vehicle should be
purchased or leased.
 Project planning-Determine what to
purchase
• Contract Types: the risk shared between the buyer and seller is determined by
the contract type. There are generally three types of contracts which are Fixed
–Price Contracts, Cost-reimbursable Contracts, Time and Material Contracts.
– Fixed Price: setting a fixed total price for the defined product or service to
be provided. Here the seller has the cost risk.
– Cost-reimbursable contracts: The seller’s cost are reimbursed, plus an
additional amount representing seller’s profit. The buyer has the most
cost risk because the total costs are unknown.
– Time and Material Contracts( T&M): hybrid of Fixed Price (in fixed price
per hour) and cost-reimbursable (in the material costs).
 Project planning-Determine project team
• Determine Project Team
This is the process of identifying and documenting project roles,
responsibilities, and required skills, reporting relationships, and creating a
staffing management plan.

• Human resource planning is used to determine and identify human resources

with the necessary skills required for project success

• This can be achieved through organization charts and position description

where roles and responsibilities on the project are clearly assigned and closely
linked to the project scope statement. .
Project planning-Determine project team
– Projects organizational charts are extremely valuable in communicating
assigned responsibilities. Three formats are mostly used: hierarchical, matrix
and text-oriented.
• Hierarchical : Organizational Breakdown Structure that looks like WBS
but only includes department head and company structure.
Project
Manager

Project Project Civil Project

Architect Engr. Mech. Engr.

Civil Civil Plumbing Electrical

Architect
Foreman 1 Foreman 2 Supervisor Supervisor

Asst.
Architect
Project planning-Determine project team

• Matrix Based

Design Civil Work Mechanical Foundation

Work
Architect X
Civil Engr. X
Mech. Engr. X
Foreman X
 Project planning-Sequence activities
• Sequence Activities
This is the process of identifying and documenting relationships among project
activities. It involves taking the activities and logically sequence them into how
the work will be performed. The result is a network diagram.
Methods:
Precedence Diagramming Method: where nodes (boxes) are used to represent
activities and arrows to show activity dependencies.

Activity A Activity B
 Project planning-Sequence activities
PDM includes four types of dependencies or logical relationships:
• Finish-to-Start (FS): an activity must finish before the successor can start
(most common).
• Start-to-Start (SS) : an activity must start before the successor can start.
• Finish-to-Finish (FF): an activity must finish before the successor can
finish.
• Start-to-Finish (SF): an activity must start before the successor can finish.
5 6
Activity B Activity D
3 End
Start Activity A 2 4
Activity C Activity E

Network Diagram
 Project planning-Sequence activities
– Advantages of Network Diagrams
• Show interdependencies of all activities
• Show workflow which help the team to know the sequence of
activities.
• Aids in effectively planning, organizing and controlling the project
• Help justify time estimate for the project
• Show project progress if used for schedule control and reporting.
 Project planning-Estimate Time
Estimate Time( Activity Duration)
This is the process of approximating the number of work periods needed to
complete individual activities with estimated resources. It is determination of the
amount of time each activity is expected to take.
This can be done through
• Expert Judgement
• Analogous Estimating
• Three point Estimates-use weighted average of optimistic(to) Pessimistic(tp), Most
likely(tm) to calculate Expected (te) activity duration
tE = to + 4tM + Tp
___________
6
 Project planning-Develop Schedule
• Develop Schedule
This is the process of analyzing activity sequences, durations, resources
requirements, and schedule constraints to create the project schedule. It
determines the planned start and finish dates for project activities and
milestones.
The difference between a time estimate and a schedule is that schedule is
calendar –based.
Methods:
– Critical Path Method
– Schedule Compression
 Project planning-Develop Schedule

Critical Path Method: determines the longest path in the network

diagram called critical path.
Critical Path: is the longest duration path through a network diagram
and determines the shortest time to complete the project.

5 6
Activity B Activity D
3 End
Start Activity A 2 4
Activity C Activity E
 Project planning-Develop Schedule
How to calculate critical Path.
• Determine the number of path in the network
• Calculate the duration of each path.
• The path with the longest duration is the critical path.
Total Float: the amount of time an activity can be delayed without
delaying the project end date.
Schedule Compression
Crashing: cost and schedule tradeoffs to determine how to obtain the greatest
amount of schedule compression for the least incremental cost. Almost always
results in increased costs.
Fast Tracking: Doing critical path activities in parallel that were originally
planned in series. Usually results in reworks, increases risks and require more
attentions to communications.
 Project planning-Determine Budget
• Estimate Budget
This is the process of developing an approximation of the monetary resources
needed to complete project activities and aggregating these estimated costs
of individual activities or work packages to establish an authorized project
cost (cost baseline).
Methods:
This can be done through
• Expert Judgement
• Analogous Estimating
• Three point Estimates-use weighted average of optimistic(to) Pessimistic(tp),
Most likely(tm) to calculate Expected (te) activity cost
tE = to + 4tM + Tp
___________
6
 Project planning-Determine Budget
• Reserve Analysis
– Contingency reserve: is for the risks remaining after risk response planning
– Management Reserve: is any extra amount of funds to be set aside to
cover unforeseen risks or changes to the project.

• Accuracy of Estimates:
– Rough Order of Magnitude estimate (ROM): made during the initiating
process, and is in the range of -50% to +100% from actual
– Definitive: later during the project, estimate become more refined to a
range of -5% to +10 percent.
 Project planning-Determine quality
Standards
• Quality: is defined as the degree to which the project fulfills requirements.
For a project to fulfills its requirements, quality must be planned into the
project.
• Plan Quality
This is the process of identifying quality requirements and/or standards for the
project and product and documenting the process to attain the standard and
how the project will demonstrate compliance.
– Cost-benefit analysis: Considering the benefits versus the costs of meeting
quality requirements.
– Benchmarking: Looking at past projects to determine ideas for
improvement on the current project.
 Project planning-Determine Quality
Standard
The outcome of planning quality are:
– Quality Metrics: An operational definition that describes, in very specific
terms, a project or product attribute and how the quality control process
will measure it.

– Quality Checklists: Is a structured tool to verify that a set of required steps

has been performed.

– Process Improvement plan: details the steps for analyzing processes to

identify activities which enhance their value.
 Project planning-Communication
• Plan Communication
Communication must be carefully planned for effective communication
management. Proper project communications management ensures timely
and appropriate generation, collection, distribution, storage, retrieval, and
ultimate disposition of project information.
Project Communication has many dimensions, including but not limited to:
– Internal (within the project) and external (Customer, other projects, the
media, the public)
– Vertical (up and down the organization) and horizontal (with peers).
– Verbal and non-verbal (voice inflections, body language)
 Project planning-Communication

Communication planning involves determination of project stakeholder

information needs and defining a communication approach.
At this stage you analyse and document:
• Information and communications needs of the stakeholder by answering who
needs what information, when they will need it, how it will be given to them,
and by whom.
• Communication methods –addresses what method should be used to
communicate each item to be communicated. E.g. face-to-face, telephone, fax,
e-mail or meetings
 Project planning-Communication
• Effective Communication is achieved when the sender encodes a message
carefully, determine the communications method used to send it, and confirm
the message is understood.
In communication the following should be taken note of:
– About 55% of all communication are nonverbal
– Paralingual: Pitch and tone of voice play important role in effective
communication
– Feedback should be provided: e.g. saying things like, “Do you understand
what I have explained?”
 Project planning-Risk Identification

Risk is the potential that a chosen action or activity will lead to a loss.
One safeguard in managing projects is to think about risks that could sink the
job.
It is helpful to assess risks of failure of the following:
– The schedule
– The budget
– Project Quality
– Customer Satisfaction
 Project planning-Risk Identification

The first task in Risk Management is to identify risks by asking “what could
keep us from achieving our objective? Or “what could go wrong.

Then , when looking at risk, one should determine:

– The probability that it will occur
– The range of possible outcomes (impact or amount at stake)
– Expected timing (when) in the project life cycle.
– Anticipated frequency of risk events from that source (how often)
The methods that can be sued to identify Risks are mainly Brainstorming ,
Delphi Technique and SWOT Analysis
 Project planning-Risk Analysis
• Qualitative risk analysis
This is a subjective analysis of the risks identified in risk identification:
– The probability of each risk occurring (e.g. Low, Medium, High or 1 to
10)
– The impact (amount at stake, or consequences, positive or negative) of
each risk occurring (e.g. Low, Medium, High or 1 to 10)

• Quantitative Risk Analysis

This is process of numerically analyzing the effect of identified risks on
overall project objectives. It involves numerical analysis of the probability
and impact( amount at stake or consequences) of the highest risks on the
project.
 Project planning-Risk Analysis

Methods that can be use in Quantitative Risk Analysis are:

– Interviewing: this technique draw on experience and historical data to
quantify the probability and impact of risks on project objectives.
– Expected monetary value analysis (EMV): Take this to mean probability
times impact e.g. A risk that has 20% probability of occurrence and that
will impact the project by N80,000 will have EMV of N16,000.00
– Expert Judgment: to identify potential cost and schedule impacts, to
evaluate probability.
 Project planning-Risk Analysis
Risk analysis helps to:
– Determine which risk events warrant a response
– Determine overall project risk (risk exposure)
– Determine the quantified probability of meeting project objectives
– Determine cost and schedule reserves
– Identify risks requiring the most attention
– Create realistic and achievable cost, schedule or scope targets
 Project planning-Risk Response

• Risk Response
This is option to reduce threats to project objectives. It includes the
identification and assignment of one person( the “risk response owner”) to
take responsibility for each agreed-to and funded risk response.
Some of the responses may include any of the following:
– Avoid: Eliminate the threat by eliminating the cause( e.g., Remove the
work package or person.)
– Transfer: shifting some or all of the negative impact of a threat, along
with ownership of the response, to a third party. e.g. purchasing of
insurance, performance bonds, guarantees, warrantees.
 Project planning-Risk Response
– Mitigate: implies a reduction in the probability and/or impact of an
adverse risk event to be within acceptable threshold limits.
– Accept: Do nothing and say, if it happens, it happens”. Active acceptance
may involve establishing a contingency reserve, including amounts of
time, money, or resources to handle the risks. Passive acceptance
requires no action except to document the risks.
PROJECT EXECUTION
 Project Execution
• Project Execution
The purpose of this is to complete work in the project management plan and
to meet the project objectives.
This process group involves coordinating people and resources, as well
integrating and performing the activities of the project in accordance with the
project management plan.

The process involved are:

• Acquire Final Team
• Execute work according to plan
• Perform Quality Assurance
• Manage people
• Evaluate team and project performance
• Facilitate conflict resolution
• Communicate
• Hold meetings
 Project Execution-Acquire Final Team
• Acquire Project Team
This is the process of confirming human resource availability and obtaining the
team necessary to complete project assignment.
Acquiring the project involves the following actions
– Know which resources are pre-assigned
– Negotiate for the best possible resources
– Hire new employees
– Hire resources through the contracting process from outside performing
organization-outsource
– Understand the possibilities and problems with using virtual teams- teams
made up of people who never or rarely meet.
The project team must execute the work according to project management
plan.
 Project Execution-Perform Quality
Assurance
• Perform Quality Assurance is the process of auditing the quality requirements
to ensure appropriate process that will result in quality standards are being
followed.
This is done through quality audits and process analysis.

Quality audits determine whether project activities comply with organizational

and project policies, processes, and procedures.

Process Analysis determines the effectiveness of the process and needed

improvement in the process.

The results of quality assurance is change request or updates to organization

process assets.
 Project Execution-Develop and Manage
Team
• Develop Team
Developing the team is the process of improving the competencies, team
interaction, and the overall team environment to enhance project
performance.
Some of the best way to achieve this is through:
– Interpersonal skill sometimes known as soft skills
– Training
– Ground rules
– Team building activities
– Co-location
– Recognition and rewards.
 Project Execution-Develop and Manage
Team
• Manage Team
Managing the Team is the process tracking team member performance,
providing feedback, resolving issues, and managing changes to optimize
project performance.
This involves a combination of skills with special emphasis on communication,
conflict management, negotiation, leadership and issue log

– Communication: by observation and conversation the project manager

watches what is going on and also specifically talks to people to
understand how things are going.
– Issue Log: a written log documents of issues that arise in the course of
managing the project team.
Project Execution-Develop and Manage
Team
– Conflict Management: some of the conflict resolution techniques that
may be used include:
• Withdrawing/Avoiding: Retreating from an actual or potential conflict
situation
• Smoothing/Accommodating: Emphasizing areas of agreement rather
than areas of difference.
• Compromising: Searching for solutions that bring some degree of
satisfaction to all parties.
• Forcing: Pushing one’s viewpoint at the expense of others; offers only
win-lose solutions.
• Collaborating: Incorporating multiple viewpoints and insights from
differing perspectives; leads to consensus and commitment.
Project Execution-Develop and Manage
Team
– Leadership:some of the leadership styles that may be used by project
manager are
• Directing: telling others what to do
• Facilitating: Coordinating the input of others
• Coaching: instructing others
• Supporting: providing assistance along the way
• Autocratic: Making decisions without input
• Consultative: Inviting ideas from others
• Consensus: Problem solving in a group with decision-making based on
group agreement.
 Project Execution-Distribute Information
• Distribute Information
This is the process of making relevant information available to project
stakeholders as planned. That is, implementation of communication
management plan.
Here project performance, status information and other information about the
project is made available to relevant stakeholders.
Some of the information to be distributed include but not limited to:
– Project status
– Current status of risks and issues
– Work completed during the period
All relevant information must be reviewed and discussed in a project status
meeting periodically.
PROJECT MONITORING AND CONTROL
 Project Monitoring And Control
Project monitoring and control consists of those processes required to track,
review, and regulate the progress and performance of the project; identify any
areas in which changes to the project are required; and initiate the
corresponding changes.

The control must focus on project objectives, with the aim of ensuring that the
project mission is achieved. The control system should be designed with these
questions in mind:
– What is important is important to the organization?
– What are we attempting to do?
– Which aspects of the work are most important to track and control
– What are the critical points in the process at which controls should be
placed?
 Project Monitoring And Control

In Project monitoring and control the most important areas to look out for are:
– Project Scope Management : Scope control and scope verification
– Project Schedule
– Project Cost
– Project Quality
– Project Risks

Control is exercised by analyzing variances from the plan. The meaning of control
that is important to project managers is the one implying the use of information;
comparing progress to plan so that action can be taken to correct for deviations
from plan.
 Project Monitoring And Control-Scope
Management
Project Scope Management includes the processes required to ensure that the
project includes all the work required, and only the work required, to
complete the project successfully.
Summarily, Scope Management means:
– Constantly checking to make sure you are completing all the work.
– Not letting people randomly add to the scope of the project without a
structured change control system
– Making sure all changes fit within the project charter
– Defining and controlling what is and what is not included in the project
– Preventing extra work or gold plating
 Project Monitoring And Control-Scope
Control
• Scope Control
Scope control involves monitoring the status of the project and product scope
and managing changes to the scope baseline.

To control scope, one first needs to have a clear definition of what is the scope
on the project, one then has to measure scope performance against the scope
baseline.
Uncontrolled changes to scope are often referred to as scope creep.
Scope control is done mostly through VARIANCE ANALYSIS which is
determination of the magnitude of variation from the original scope baseline,
the cause and deciding whether corrective or preventive action is required.
 Project Monitoring And Control-Integrated
Change Control
• Integrated Change Control
This is the process of reviewing all change requests, approving changes and
managing changes to the deliverables

Every change request must documented and must be either approved or

rejected by some authority within the project management team or an
external organization.

Whenever required, the perform Integrated change control process includes a

change control board responsible for approving or rejecting change requests.
 Project Monitoring And Control-Integrated
Change Control
Change Control Board
A group of people that approve or reject changes.
It is formed since the project manager alone may not have the knowledge or
expertise to analyze a change request. The board may include the project
manager, sponsors, subject matter experts, others…

Change Request
Formal request to change parts of the projects.
 Project Monitoring And Control-Quality
Control
• Quality Control
Quality Control involves meeting quality requirements specified for the
deliverables and analysis of the correctness of the work.
Quality control is performed throughout the project and its focus is on the
correctness of work.

One way of performing quality control is through Inspection which is the

examination of a work product to determine whether it conforms to
documented standards. The results of an inspection generally include
measurements and may be conducted at any level.
 Project Monitoring And Control-Scope
verification
• Scope Verification
This is the process of formalizing acceptance of the completed project
deliverables. Scope verification includes reviewing deliverables with the
customer or sponsor to ensure that they are completed satisfactorily and
obtaining formal acceptance of deliverables by the customer or sponsor.

Scope verification is usually done through Inspection which includes activities

such as measuring, examining, and verifying to determine whether work
deliverables meet requirements and product acceptance criteria.
 Project Monitoring And Control-Schedule
and Cost Control
• Schedule Control
Schedule Control is the process of monitoring the status of the project to
update project progress and manage changes to the project schedule baseline.
Schedule control is concerned with:
– Determining the current status of the project Schedule
– Influencing the factors that create schedule changes
– Determining that the project schedule has changed, and
– Managing the actual changes as they occur.

Some of the method that can be used to control schedule include

– Variance Analysis
– Schedule Compression
 Project Monitoring And Control-Schedule
and Cost Control
• Cost Control
Cost control is the process of monitoring the status of the project to update
the project budget and managing changes to the cost baseline.
Project cost control includes:
– Influencing the factors that create changes to the authorized cost baseline
– Ensuring that all change requests are acted on in a timely manner.
– Managing the actual changes when and as they occur.
– Ensuring that cost expenditures do not exceed the authorized funding.
Project Monitoring And Control-Schedule
and Cost Control
– Monitoring cost performance to isolate and understand variances from
approved cost baseline
– Monitoring work performance against funds expended.
– Acting to bring expected cost overruns within acceptable limits.
– Informing appropriate stakeholders of all approved changes and
associated cost.

Cost Control Method-Earn Value Management (EVM): The earned value

technique is a method to measure project performance against the project
baseline. Results from an earned value analysis indicate potential deviation of
the project from cost and schedule baselines.
Project Monitoring And Control-Schedule and Cost
Earn Value Terms Control
Acronym Term Interpretation
PV Planned value What is the estimated value of
the worked planned to be done?
EV Earned Value What is the estimated value of
the work actually accomplished?
AC Actual Cost What is the actual cost incurred
for the work accomplished?
BAC Budget at How much work did we budget
Completion for the Total Project effort?
EAC Estimate at What do we currently expect the
Completion total project to cost?
ETC Estimate to From this point on, how much
Complete more do we expect it to cost to
finish the project?
VAC Variance at How much over or under budget
Completion do we expect to be at the end of
the project?
 Project Monitoring And Control-Schedule
and Cost Control
• Formulae and Interpretations
Name Formula Interpretation
Cost Variance (CV) EV-AC -ve is over budget, +ve is under budget

Schedule Variance EV-PV -ve is behind schedule, +ve is ahead

(SV)
Schedule Performance EV/PV We are progressing at __% of the rate
Index (SPI) originally planned
Cost Performance EV/AC We are getting N__ worth of work out of N 1
Index (CPI) spent.
Estimate at BAC/CPI As of now, how much do we expect the total
Completion (EAC) project to cost?
Estimate to Complete EAC - AC How much more will the project cost?
(ETC)
Variance at BAC - How much over or under budget will we be
Completion (VAC) EAC at the end of the project.
 Project Monitoring And Control-Risks
• Monitor and Control Risks
This is the process of tracking identified risks, monitoring residual risks,
identifying new risks, and evaluating risk process effectiveness throughout
the project.
Monitor and control risks can involve choosing alternative strategies,
executing a contingency or fallback plan, taking corrective action, and
modifying the project management plan.
Some of the way this can be done are:
– Variance and Trend Analysis: compares the planned results to the actual
results
– Reserve Analysis: compares amount of the contingency reserves
remaining to the amount of risks remaining at any time in the project .
 Project Monitoring And Control-Report on
performance
• Report Performance
This is the process of collecting and distributing performance information,
including status reports, progress measurements, and forecasts. This process
involves the periodic collection and analysis of baseline versus actual data to
understand and communicate the project progress and performance as well
as to forecast the project results.
More elaborate reports may include:
– Current status of risks and issues
– Work completed during the period
– Work to be completed next
– Summary of changes approved in the period
A complete report should also include forecasted project completion
(including time and cost). These reports may be prepared regularly or on an
exception basis.
PROJECT CLOSURE
 PROJECT CLOSING
• Project Closure
The Project closing consists of those processes performed to finalize all
activities across all project management process groups to formally complete
the project, phase, or contractual obligations.
Things to do when closing a project:
– Confirm work is done to requirements
– Complete procurement closure
– Gain formal acceptance of the product
– Complete final performance reporting
– Index and archive records
– Update lessons learned knowledge base
– Hand off completed product
– Release resources
 PROJECT CLOSING-CLOSURE PROCEDURE
• Closure Procedures
– Administrative closure procedure: focuses on closing the project or project
phase
– Contract closure procedure: focuses on closing a contract that is part of a
project.