PROJECT MANAGEMENT: ORGANIZATION

STRATEGY AND PROJECT SELECTION,

DEFINING THE PROJECT, DEVELOPING THE
PROJECT PLAN

Nuñez, Rodalyn
Morasa, Ericson M.
Alcantara, Deniel N.
PROJECT MANAGEMENT

What is a project?
- A project is a temporary enterprise undertaken to create a unique product or
service.
- A project is a process with a clearly defined start and clearly defined end. It
consists of a set task to achieve an objective, once the objective has been
achieved the project is completed.

Characteristic of a Project:

1. Temporary: Projects have a defined start and end date. Once the project's
objectives are met, the project is completed, and its resources are released.

2. Unique: Each project is distinct and aims to deliver a unique output. Even if
projects share similarities, such as being within the same industry, they will have
unique characteristics and objectives.

3. Scope: Projects have defined scopes that outline the specific deliverables,
objectives, and boundaries of the project. Managing scope is crucial to ensure
that the project stays focused on its objectives.

4. Resources: Projects require resources such as people, funding, equipment, and

materials to accomplish their objectives. Managing resources effectively is
essential for project success.

5. Constraints: Projects are often subject to constraints such as time, cost, and
quality. Project managers must balance these constraints to deliver the project
within the agreed-upon parameters.

What is project management:

- 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. It involves applying knowledge, skills, tools, and techniques to
project activities to meet the project requirements.
Elements of project management:

1. Initiating: This involves defining the project at a broad level and obtaining
authorization to start the project.

2. Planning: Detailed planning involves outlining the scope, objectives, deliverables,

and tasks required to complete the project. This phase also involves resource
allocation, scheduling, risk assessment, and stakeholder communication planning.

3. Executing: This phase involves coordinating people and resources to carry out the
project plan. It includes directing and managing project execution, ensuring that tasks
are completed according to the schedule and quality standards.

4. Monitoring and Controlling: Throughout the project lifecycle, project managers

monitor project progress, track performance, and manage changes as they occur. This
involves comparing actual performance to planned performance and taking corrective
actions when necessary to keep the project on track.

5. Closing: In this final phase, the project is formally completed. This includes obtaining
acceptance from stakeholders, documenting lessons learned, and transitioning the
project's deliverables to the appropriate stakeholders or operational teams.

Importance of Project Management:

● Goal Achievement
● Resource Optimization
● Risk Mitigation
● Stakeholder Satisfaction
● Quality Assurance
● Improved Decision Making
● Adaptability: Continuous Improvement
● Increased Efficiency
What is project manager and characteristics:

Project Manager:

● A project manager is a professional tasked with leading a project from initiation

to completion.
● They are responsible for planning, executing, monitoring, controlling, and closing
the project.
● Project managers serve as the main point of contact for stakeholders and team
members, ensuring clear communication and alignment with project objectives.

Responsibilities of a Project Manager:

Leadership: Providing direction, motivation, and guidance to the project team.

Communication: Facilitating clear and effective communication among stakeholders

and team members.

Planning: Developing a comprehensive project plan, including defining objectives,

scope, schedule, budget, and resource requirements.

Resource Management: Allocating and managing resources effectively to ensure

project success.

Risk Management: Identifying, assessing, and mitigating risks throughout the project
lifecycle.

Quality Management: Ensuring that deliverables meet quality standards and align with
stakeholder expectations.

Problem Solving: Addressing issues and challenges that arise during project execution
in a timely and effective manner.

Adaptability: Being flexible and responsive to changes in project requirements,

priorities, and constraints.
Closure: Formalizing project closure, including obtaining final approvals, conducting
post-project reviews, and documenting lessons learned for future improvement

A. ORGANIZATION STRATEGY AND PROJECT SELECTION

- Organizational strategy and project selection are closely intertwined aspects of project
management that play vital roles in the success of an organization.
ensuring that their needs and expectations are considered when prioritizing projects.

STRATEGY
- A comprehensive transformation action plan that identifies long-term direction for
an organization and guides resource utilization to accomplish organizational
goals with sustainable competitive advantage.
- Strategy is fundamentally deciding how the organization will compete.
Organizations use projects to convert strategy into new products, services, and
processes needed for success.
- Strategy is implemented through projects.
- Every project should have a clear link to and contribute value to the
organization’s strategic plan, which is designed to meet the future needs of its
customers.

WHY PROJECT MANAGERS NEED TO UNDERSTAND THE STRATEGIC

MANAGEMENT PROCESS
There are two main reasons why project managers need to understand their
organization’s mission and strategy:
- The first reason is so they can make appropriate decisions and adjustments.
- The second reason project managers need to understand their organization’s
strategy is so they can be effective project advocates. Project managers have to
be able to demonstrate to senior management how their project contributes to
their firm’s mission.

THE STRATEGIC MANAGEMENT PROCESS:

Strategic management
- Is the process of assessing “what we are” and deciding and implementing “what
we intend to be and how we are going to get there.”
- The process of formulating and implementing strategies to accomplish long-term
goals and sustain competitive advantage.
- Provides the theme and focus of the future direction of the organization.
Two major dimensions of strategic management are:
Responding to changes in the external environment and allocating scarce resources of
the firm to improve its competitive position. Constant scanning of the external
environment for changes is a major requirement for survival in a dynamic competitive
environment.

The second dimension is the internal responses to new action programs aimed at
enhancing the competitive position of the firm. The nature of response depends on the
type of business, environment volatility, competition and the organization culture.

SCHEMATIC OF THE STRATEGIC MANAGEMENT PROCESS AND MAJOR

ACTIVITIES REQUIRED.
FOUR ACTIVITIES OF THE STRATEGIC MANAGEMENT PROCESS

The typical sequence of activities of the strategic management process is outlined here;
a description of each activity then follow:

1. Review and define the organizational mission.

- The mission identifies “what we want to become.” Mission statements
identify the scope of the organization in terms of its product or service. A
written mission statement provides focus for decision making when shared
by organizational managers and employees. Everyone in the organization
should be keenly aware of the organization’s mission.

2. Analyze and formulate strategies.

- Formulating strategy answers the question of what needs to be reach the
objectives. Strategy formulation includes determining and evaluating
alternatives that support the organization’s objectives and selecting the
best alternative. The first step is a realistic evaluation of the past and
current position of the enterprise. This step typically includes an analysis
of “who are the customers” and “what are their needs as they (the
customers) see them.”
- The next step is an assessment of the internal and external environments.
What are the internal strengths and weaknesses of the enterprise?
- Examples of internal strengths or weaknesses could be core
competencies, such as technology, product quality, management talent,
low debt, and dealer networks. Managers can alter internal strengths and
weaknesses. Opportunities and threats usually represent external forces
for change such as technology, industry structure, and competition.

3. Set objectives to achieve strategy.

- Objectives translate the organization strategy into specific, concrete,
measurable terms. Organizational objectives set targets for all levels of
the organization. Objectives pinpoint the direction managers believe the
organization should move toward. Objectives answer in detail where a firm
is headed and when it is going to get there. Typically, objectives for the
organization cover markets, products, innovation, productivity, quality,
finance, profitability, employees, and consumers. In every case, objectives
should be as operational as possible. That is, objectives should include a
time frame, be measurable, be an identifiable state, and be realistic.
 4. Implement strategies through projects.
- Implementation answers the question of how strategies will be realized,
given available resources. The conceptual framework for strategy
implementation lacks the structure and discipline found in strategy
formulation. Implementation requires action and completing tasks; the
latter frequently means mission-critical projects. Therefore,
implementation must include attention to several key areas. First,
completing tasks requires allocating resources. Resources typically
represent funds, people, management talents, technological

THE NEED FOR A PROJECT PORTFOLIO MANAGEMENT SYSTEM

-Implementation of projects without a strong priority system linked to strategy
creates problems. Three of the most obvious problems are discussed below.
PROBLEM 1: The implementation gap
- Refers to the lack of understanding and consensus of organization strategy
among top and middle level managers.
PROBLEM 2: Organization Politics
- “Sacred Cow” projects advocated by high ranking officials may not be aligned
with organizational strategy.
PROBLEM 3: Resource Conflict and Multitasking
- Multiple projects done at the same time may produce conflicts in terms of
resources
- Most project organizations exist in a multi-project environment. This environment
creates the problems of project interdependency and the need to share
resources.

A project portfolio system can go a long way to reduce, or even eliminate, the impact of
these problems.

BENEFITS OF PROJECT PORTFOLIO MANAGEMENT

● Builds discipline into the project selection process - PPM helps
organizations establish a structured approach to selecting projects, ensuring that
only those projects with the highest potential to contribute to organizational goals
are pursued.
● Links project selection to strategic metrics - By aligning project selection with
strategic objectives, PPM ensures that projects are chosen based on their ability
to advance the organization's overall strategy and achieve key performance
indicators.
 ● Prioritizes project proposals across a common set criteria, rather than on
politics or emotion - PPM enables organizations to prioritize project proposals
objectively, using a common set of criteria such as ROI, resource availability, and
strategic fit, rather than subjective factors like office politics or personal
preferences.
● Allocates resources to projects that align with strategic direction - PPM
ensures that resources are allocated to projects that align with the organization's
strategic direction, maximizing the impact of investments and minimizing wasted
resources on projects that do not contribute to long-term goals.
● Balances risk across all projects - PPM helps organizations balance risk
across their project portfolio by diversifying investments and ensuring that risks
are managed appropriately at both the project and portfolio levels.
● Justifies killing projects that do not support organization strategy - PPM
provides a framework for evaluating project performance and justifying the
termination of projects that no longer align with organizational strategy or fail to
deliver expected results.
● Improves communication and supports agreement on project goals - PPM
facilitates communication and collaboration among stakeholders by providing a
clear framework for defining project goals, objectives, and priorities, ensuring
alignment and agreement across the organization.
PORTFOLIO MANAGEMENT
- The aim of portfolio management is to ensure that the projects are aligned with
strategic goals and prioritized appropriately.
- Portfolio management provides information that allows people to make better
business decisions.
- Since project clamoring for funding and people usually outnumber available
resources, it is important to follow a logical and defined process for selecting the
projects to implement.
DESIGN OF PROJECT PORTFOLIO SYSTEM SHOULD INCLUDE:
- Classification of a project
- Selection criteria depending upon classification
- Sources of proposals
- Evaluating proposals
- Managing the portfolio of projects
CLASSIFICATION OF THE PROJECT
- Many organizations find they have three basic kinds of projects in their portfolio:
Compliance (emergency-must do), operational, and strategic projects.

Portfolio of Projects by Type

COMPLIANCE PROJECTS are typically those needed to meet regulatory conditions
required to operate in a region; hence, they are called “ must do” projects. Emergency
projects, such as building an auto parts factory destroyed by tsunami, is an example of
a must do project. Compliance and emergency projects usually have penalties if they
are not implemented.

OPERATIONAL PROJECTS are those that are needed to support current operations.
These projects are designed to improve performance. Some of these projects, given
their limited scope and cost, require only immediate manager approval, while bigger,
more expensive projects need expensive review. Choosing to install a new piece of
equipment would be an example of the latter while modifying a production process
would be an example of the latter while modifying a production process would be an
example of the former. Total quality management (TQM) projects are examples of
operational projects.

STRATEGIC PROJECTS are those that directly support the organization’s long-run
mission. They frequently are directed toward increasing revenue or market share.
Examples of strategic projects are new products, research, and development.

SELECTION CRITERIA
Although there are many criteria for selection projects, selection criteria are typically
identified as financial and non financial.

FINANCIAL CRITERIA
Financial Models - For most managers financial criteria are the preferred method to
evaluate projects. These models are appropriate when there is a high level of
confidence associated with estimates of future cash flows. Two models and examples
are demonstrated here—payback and net present value (NPV).

1. The Payback model measures that time it will take to recover the project
investment. Shorter paybacks are more desirable. Payback is the simplest and
most widely used model. Payback emphasizes cash flows, a key factor in
business. Some managers use the payback model to eliminate unusually risky
projects (those with lengthy payback periods).
The major limitations of payback are that it ignores the time value of money,
assumes cash inflows for the investment period (and not beyond), and does not
consider profitability. The payback formula is

Payback period (yrs) = Estimated Project Cost/Annual Savings

 2. The Net Present Value (NPV) model uses management’s minimum desired
rate-of-return (discount rate, for example 20%) to compute the present value of
all net cash inflows. If the result is positive (the project meets the minimum
desired rate of return), it is eligible for further consideration. If the result is
negative, the project is rejected. Thus, higher positive NPV are desirable. Excel
uses this formula

Example Comparing Two Projects Using Payback and Net Present Value Method

PAYBACK METHOD

NET PRESENT VALUE METHOD

NONFINANCIAL CRITERIA
- Non-financial criteria refer to factors other than financial metrics or considerations
that are used to evaluate or make decisions about something, such as
investments, projects, or business strategies. These criteria are often qualitative
in nature and can include aspects like social impact, environmental sustainability,
ethical considerations, corporate governance, employee satisfaction, and
customer experience. Evaluating non-financial criteria alongside financial metrics
can provide a more comprehensive understanding of the overall performance
and impact of a decision or investment.

TWO MULTI-CRITERIA SELECTION MODELS

- Since no single criterion can reflect strategic significance, portfolio management
requires multi-criteria screening models. Two models, the checklist and weighted
scoring models.

CHECKLIST MODELS
- The most frequently used method in selecting projects has been the checklist.
This approach basically uses a list of questions to review potential projects and
to determine their acceptance or rejection.
EXAMPLE:

MULTI- WEIGHTED SCORING MODELS

- A weighted scoring model typically uses several weighted selection criteria to
evaluate project proposals. Weighted scoring models will generally include
qualitative and/or quantitative criteria. Each selection criterion is assigned a
weight. Scores are assigned to each criterion for the project, based on its
 importance to the project being evaluated. The weights and scores are multiplied
to get a total weighted score for the project. Using these multiple screening
criteria, projects can then be compared using the weighted score projects with
higher weighted scores are considered better.

EXAMPLE: Project Screening Matrix

APPLYING A SELECTION MODEL

PROJECT CLASSIFICATION
- Experience shows most organizations use similar criteria across all types of
projects, with perhaps one or two criteria specific to the type of project, such as,
strategic breakthrough versus operational.
- The most important criterion for selection is the project’s fit to the organization’s
strategy.

SELECTING A MODEL
- Multiple criteria in project selection
- Senior Management is interested in identifying the potential mix of projects that
will yield the best use of human and capital resources to maximize return on
investment in the long run.
- Factors such as researching new technologies, public image, ethical position,
protection of the environment, core competencies, and strategic fit might be
important criteria for selecting projects.
SOURCES AND SOLICITATION OF PROJECT PROPOSALS
- As you would guess, projects should come from anyone who believes his or her
project will add value to the organization. However, many organizations restrict
proposals from specific levels or groups within the organization. This could be an
opportunity lost. Good ideas are not limited to certain types or classes of
organization stakeholders. Encourage and keep solicitations open to all
sources—internal and external sponsors.

A proposal form for

an Automatic
Vehicular Tracking
(AVL) Public
Transportation
Project.
RANKING PROPOSALS AND SELECTION OF PROJECTS
RISK ANALYSIS
Many organizations use risk analysis templates to gain a quick insight of a project’s
inherent risks. Risk factors depend on the organization and type of projects. This
information is useful in balancing the project portfolio and identifying major risks when
executing the project.
EXAMPLE:

Risk Analysis for a 500-Acre Wind

Farm

PROJECT SCREENING PROCESS

- A flow chart of a screening process beginning with the creation of an idea for a
project. Data and information are collected to assess the value of the proposed
project to the organization and for future backup. If the sponsor decides to
pursue the project on the basis of the collected data, it is forwarded to the project
priority team (or the project office). Note that the sponsor knows which criteria will
be used to accept or reject the project. Given the selection criteria and current
portfolio of projects, the priority team rejects or accepts the project. If the project
is accepted, the priority team sets implementation in motion.
MANAGING THE PORTFOLIO SYSTEM
Merits of a particular project are assessed within the context of the existing projects.
Involves monitoring and adjusting selection criteria to reflect the strategic focus of the
organization.

Senior Management Input

Provide guidance in establishing selection criteria
How they wish to balance existing resources among different projects.

Priority Team Responsibility

Publishing the priority of every project and ensuring the process is open and free of
power politics.
PRIORITY SCREENING ANALYSIS

BALANCING PORTFOLIO FOR RISKS AND TYPES OF PROJECTS

David and Matheson studied R&D Organizations and developed a matrix that could be
used for assessing a project portfolio.
They separated projects in terms of degrees of difficulty and commercial value. The four
basic types of project are:
Bread-and-butter projects involve evolutionary improvements to current products and
services.
Pearls represent revolutionary commercial advances using proven technology.
Oysters involve technological breakthroughs with tremendous commercial potential.
White elephants showed promise at one time but no longer viable.
B. DEFINING THE PROJECTS
- Defining the projects is a critical step in the project management process that
involves clearly articulating the project's scope, objectives, deliverables, and
requirements.
IMPORTANCE AND PURPOSE OF DEFINING THE PROJECT
- Stakeholders are more willing to support the project's goals and offer their
expertise when the purpose is clearly understood and expressed.
- Team members are more likely to be driven to give their best work when they
comprehend why they are working on the project and how their contributions fit
into a bigger picture.
- The fundamental reason for a project's existence is its goal. It's the response to
the seemingly straightforward question, "Why are we doing this?" A project's
success depends on having a clear and compelling purpose.

1. Project Scope: Clearly define the boundaries of the project by specifying what is
included and what is excluded. This involves identifying the project's major components,
features, and functionalities. Use techniques like scope statements, work breakdown
structures (WBS), and mind mapping to visualize and communicate the project scope.
● Techniques for Defining the Scope
-Scope Statements
- Breaks down the project's whole scope, including the required effort,
promised deliverables, and intended objectives.

- Includes executions, limitations, assumptions, and milestones. It is the

document that should be examined while planning
and evaluating the project's success.

Work Breakdown Structures

-Breaking work into smaller tasks is a common
productivity technique used to make the work more
manageable and approachable.
Mind Mapping
- is a visual method for organizing information. It provides an alternative to linear
project planning by allowing project managers to organize their thoughts into an
early, feasible idea.

Rules of Mind mapping

- Always utilize a main
image and photos throughout.
- Put one primary topic on
each "branch".
- Create separate
"sub-branches" for sub-topics.
- Use three or more colors.
- Use one key word per line.
- Print every phrase clearly.
- Leave space for
unexpected themes or new ideas.
- Let your mind wander!

2. Objectives: Establish clear and measurable objectives that describe what the project
aims to achieve. Objectives should be specific, achievable, relevant, and time-bound
(SMART). They should align with the organization's strategic goals and provide a clear
focus for the project team.
3. Deliverables: Identify the tangible outputs or outcomes that the project will produce.
Deliverables can include products, services, documents, reports, or other artifacts that
contribute to achieving the project objectives. Define deliverables in terms of quality,
quantity, and acceptance criteria.

Deliverables are like the "what" of a project. They're the specific things you need to
produce or accomplish to consider the project a success. Think of them as the building
blocks or results that the project aims to deliver.

4. Requirements: Gather and document the functional and non-functional requirements

of the project. Functional requirements describe the specific features and functionalities
that the project deliverables must fulfill. Non-functional requirements specify qualities
such as performance, security, usability, and scalability. Use techniques like interviews,
surveys, workshops, and prototypes to elicit and prioritize requirements.

5. Constraints and Assumptions: Identify any constraints or limitations that may

impact the project, such as budget constraints, resource limitations, regulatory
requirements, or technological constraints. Also, document any assumptions made
about the project environment, stakeholders, or external factors that could affect project
outcomes.

6. Stakeholder Identification: Identify all stakeholders who will be impacted by or have

a vested interest in the project. This includes internal stakeholders such as project
sponsors, team members, and end-users, as well as external stakeholders such as
customers, suppliers, regulators, and partners. Understand their expectations,
concerns, and communication needs to ensure their engagement and support
throughout the project lifecycle.

7. Risk Assessment: Conduct a preliminary risk assessment to identify potential

threats and opportunities that could affect the project's success. Document known risks,
their potential impact, and initial risk mitigation strategies. This helps to proactively
manage risks throughout the project lifecycle.
Project Management Triangle:
1. Scope
-Project Complexity
-Finished Products
-Product Quality
- Level of Detail
2. Time/Schedule
-Project Timeline
-Time on Project
-Internal Calendar
-Phases of Project
3. Cost/ Budget
-Budget: Team Size ; Facilities and Equipment

For example,
any adjustment in budget and/or schedule requires a corresponding adjustment in
scope. This simple concept of a balance between scope,budget, and schedule is
sometimes not fully recognized during early project development as well as during
design and construction

WHAT IS THE 5 PROJECT LIFE CYCLE

- What is the Project Life Cycle?
- The project management life cycle provides a structured plan for project
managers to guide their projects to successful completion. It includes all the
stages needed in a project – from the inception of an idea to the final
implementation.

1. Project Initiation
 - The initiation phase marks the beginning of a project, with the project
manager defining the scope and objectives.
- During this phase, it’s vital to align stakeholders on common goals and lay
the foundation for a successful project.
- Next, the project manager creates a project charter, outlining the purpose,
goals, and scope of the project. This charter includes the following key
information:
● Project purpose and justification
● Main objectives and deliverables
● Key stakeholders and team members
● Initial schedule and budget estimates

The project manager also conducts a feasibility assessment to determine if the project
is realistic and worthwhile.

2. Project Planning
-During the planning phase, the project manager develops a detailed project plan
and roadmap. This involves determining key scheduling details, resource
allocation, and risks that could impact the project. The goal is to create a
comprehensive map of how the team will execute the work.

3. Project Execution
- During the execution phase, the team puts the project plan into action. The
project manager plays a key role in coordinating resources, including
people, tools, and materials, while also ensuring the team is well-informed
about their individual tasks and timelines.

4. Project Monitoring and Controlling

-The monitoring and controlling phase involves regularly checking project
progress and team performance to ensure everything adheres to the project plan.

-During this phase, the project manager identifies any deviations from the plan
and budget, determining the cause to take corrective action. Tools such as status
reports, time tracking, budget reports, risk management plans, and stakeholder
reviews make it easy to see the most important metrics and milestones. To make
changes to the plan, team members should submit a change request for
approval.
 5. Project Closure
- The closing phase marks the formal end of a project. During this phase,
the focus is on getting final approvals and sign-offs, conducting a
post-project review, identifying what went well, determining areas for
improvement, and documenting lessons learned. These activities foster a
culture of continuous learning and promote accountability and
transparency.

C. DEVELOPING THE PROJECT PLAN

- Developing the project plan is a crucial step in project management that involves
creating a comprehensive roadmap outlining how the project will be executed,
monitored, and controlled to achieve its objectives.

1. Define Project Objectives: Begin by revisiting and refining the project objectives
established during the project definition phase. Ensure that the objectives are specific,
measurable, achievable, relevant, and time-bound (SMART).

Who created SMART?-

George T. Doran - The concept of SMART goals is believed to

have originated from a paper titled "There's a S.M.A.R.T. Way to
Write Management's Goals and Objectives" by George T. Doran,
which was published in the November 1981 issue of the
Management Review journal. In this paper, Doran discussed the
importance of setting clear and specific objectives in management,
and he introduced the SMART criteria as a framework for doing so.

S- SPECIFIC - Goals should be clear and specific, leaving no room for ambiguity. They
should answer the questions of who, what, where, when, and why. Clear specificity
helps in understanding exactly what needs to be accomplished.

M- MEASURABLE - Goals should be quantifiable, allowing progress to be tracked and

evaluated. Measurable goals provide a concrete way to determine when they have been
achieved and to what extent.

A- ACHIEVABLE - Goals should be realistic and attainable given the resources,

constraints, and timeframe. They should stretch individuals or teams to reach higher
levels of performance but should still be within reach with effort and commitment.
R- RELEVANT - Goals should align with broader objectives and be relevant to the mission or
purpose of the project or organization. They should contribute to the overall vision and strategy,
ensuring that efforts are focused on meaningful outcomes.

T- TIME BOUND - Goals should have a specific timeframe or deadline for completion.
Setting a deadline creates a sense of urgency and helps maintain momentum towards
achieving the goal. It also provides a clear target date for evaluation and review.

2. Create a Work Breakdown Structure (WBS): Break down the project scope into
smaller, manageable tasks and subtasks using a hierarchical structure known as the
Work Breakdown Structure (WBS). This helps to organize and prioritize project
activities, clarify responsibilities, and estimate resource requirements.

3. Sequence Activities: Determine the logical sequence in which project activities

should be performed to achieve the project objectives. Identify dependencies between
tasks and establish the order in which they need to be executed. Techniques like the
Precedence Diagramming Method (PDM) or the Critical Path Method (CPM) can be
used for sequencing activities.
Precedence Diagramming Method (PDM) -
-is a technique used in project management for constructing a project schedule
network diagram. It visually represents the sequence of activities in a project and their
dependencies.

Critical Path Method (CPM) -

-The Critical Path Method (CPM) is a project management technique used to
identify the longest sequence of dependent activities (critical path) in a project schedule.
4. Estimate Resources and Durations: Estimate the resources (e.g., personnel,
equipment, materials) required for each activity and the durations needed to complete
them. Use historical data, expert judgment, and other estimation techniques to make
realistic resource and duration estimates.

5. Develop a Schedule: Develop a project schedule that defines the start and end
dates for each activity and identifies key milestones and deliverables. Use scheduling
tools such as Gantt charts.
.

6. Allocate Resources: Assign resources to project activities based on availability, skill

sets, and workload. Ensure that resources are allocated efficiently to minimize
bottlenecks and optimize project performance.
7. Identify and Mitigate Risks: Conduct a thorough risk assessment to identify
potential threats and opportunities that could impact the project's success. Develop risk
mitigation strategies to address high-priority risks and contingency plans to manage
unforeseen events.

8. Define Quality Standards: Establish quality standards and criteria that must be met
for project deliverables to ensure that they meet stakeholder expectations and
requirements. Implement quality assurance processes to monitor and evaluate project
performance against these standards.

9. Develop Communication Plan: Create a communication plan that outlines how

project information will be communicated to stakeholders throughout the project
lifecycle. Identify communication channels, frequency of communication, and key
messages to ensure effective stakeholder engagement and alignment.

10. Document the Plan: Document the project plan in a comprehensive document or
project management software platform. Ensure that the plan is accessible to all project
stakeholders and serves as a guiding document for project execution.

11. Review and Finalize: Review the project plan with key stakeholders to ensure
alignment with project objectives, requirements, and constraints. Make any necessary
revisions or adjustments based on feedback before finalizing the plan.