Welcome To

CEMBA 567 INTRODUCTION TO

PROJECT MANAGEMENT

FACILITATOR:
12/08/2021
EMMANUEL K. KABA 1
 Overview of the course
• The course/module is to introduce students to
the concept of Project Management as both an
Accidental area and a Professional Discipline ;

• It is also to introduce students to the functional

knowledge areas of project management ; and

• An understanding of some of the tools and

techniques used in the ART and SCIENCE of
Project Management.

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 Objectives of block one

To introduce students to :
• basic definitions in project management and;

• project initiation management;

• the major phases of a project and project implementation;

• Project Stakeholders and their role in project

design/planning, implementation and management; and

• some of the skills and tools used to project management

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 PROJECT DEFINED

• A project is an undertaking that has a

beginning and an end, and is carried out to
meet established goals within cost,
schedules and quality objectives.

• A project is defined by the Project

Management Institute (PMI) as a “temporary
endeavour undertaken to create a unique
product or service”
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 PROJECT DEFINED cont’d

• Project is defined as a Set of Well defined Inter-

related Activities designed to achieve a Specific
Objective and to be completed within a certain
Time Frame and has a Budget.
( World Bank & Cambridge Int. Dic, 1997)

• A Project thus, represents the commitment of

human and physical resources to produce specific
output in a given time and budget framework

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 PROJECT DEFINED cont’d

• In all the cases above projects vary in scale, purpose,

duration and complexities. As a result projects may stand
alone or be integrated into a programme, with several
projects contributing to one overall goal

• In general, what one can say about a project is that:

It is an activity or a set of related activities for which

money is spent in expectation of returns and which
logically seems to lend itself to planning, financing and
implementing as a unit
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 CHARACTERISTIC OF A PROJECT

• A defined beginning and end ;

• Resources allocated specifically ;

• Follow a plan towards a clear intended end

result ; and

• Often cuts across organizational lines

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 DEFINITION OF PROJECT MANAGEMENT

Project management is defined as :

• The application of knowledge, skills, tools, and
techniques to project activities in order to meet
or exceed stakeholder needs and expectations.

• Project management thus involves utilizing a

combination of systems, techniques and people
to control and monitor activities undertaken
within a project.

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 OBJECTIVE OF PROJECT MANAGEMENT
• The objective of project management is a
successful project. A project will be deemed
successful if it is completed:
1.Within time;

2.Within cost;

3.At the desirable performance/technology level;

4.While utilizing the assigned resources effectively

and efficiently; and

5.Accepted by the customer/ Meets or exceeds

expectations of stakeholder needs
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 What does it mean to meet or exceed
stakeholder needs?

Meeting or Exceeding Stakeholder needs and

expectation invariably involves balancing competing
demands:

• Scope, Time, Cost and Quality

• Stakeholders with differing needs and Expectation
• Identified Requirement (Needs) and unidentified
requirement (expectations)

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 CHALLENGES OF PROJECT MANAGEMENT

• The challenges of project management include:

• Teambuilding ;

• Planning and scheduling;

• Coping with high expectations;

• Conflict resolutions;

• Project funding; and

• Sustainability and post-implementation management etc.

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 WHY Project Management?

• Today, rapidly changing technology, fierce

competitive markets and a powerful environmental
lobby have all encouraged companies to change
their management systems -in this sink or swim,
adopt or die environment, efficient and effective
project management offer real solution.

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 What is the Value of Project
Management?
Project Management increases the probability of
project success. It improves implementation efficiency,
and if used effectively with appropriate processes,
tools, techniques and skills will:

• Support the business;

• Get the product or service to market effectively,
efficiently and to quality standards;
• Provide scientific basis for project management and
• 12/08/2021
Improve service delivery. 13
 WHO THEN IS A PROJECT MANAGER?
A person who takes ultimate responsibility for ensuring a project
achieves the desired result on-time, within budget and to
specification. The duties of a project manager include:
• Project planning and scheduling

• Communication and teambuilding

• Monitoring and control (eg budgeting)

• Problem and conflict resolution

• Quality control etc.

 
To perform these duties well a project manager requires well
developed communication, technical and personal skills
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 The Project Manager?
PM responsibilities to management
• Use resources efficiently
• Keep management informed
• Adhere to agreed policies and procedures
 
PM responsibilities to the project and to the
project team
• Keep the project on target
• Ensure required resources are available
• Co-ordinate the team
• Provide support
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PROJECT MANAGEMENT KNOWLEDGE AREAS

Project Integration Project Scope Project Time

Management Management Management

Project Cost Project Quality Project Human

Management Management Resources
Management

Project Project Risk Project Procurement

Communications Management Management
Management

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 How is Project Management Different from
Classical Management
• Much of the knowledge needed to manage projects is unique or
nearly unique to project Management (e.g. critical path analysis,
Work Breakdown Structure). However, the Project Management
Body of Knowledge (PMBOK) does overlap other management
disciplines in several ways.

• The Project Manager is responsible for Coordinating and

Integrating activities across multiple, functional lines

• To explain further, whereas a classical manager of an

organization is engaged typically in planning, staffing,
coordinating, controlling and directing- carrying out managerial
functions, the project manager’s role cuts across Strategic
Planning, Financial Management, Resource Allocation-
Scheduling, and integrating –people, Management Functions,
Providing Technical Direction.
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 Project Management
VRS
Classical Management

• General management functions comprises of

planning, organizing, staffing, executing and
controlling the operating of an ongoing
enterprise. The PMBOK overlaps general
management in many areas for example
organizational behavior, financial forecasting
and planning techniques to name just a few.

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 Project Management
VRS
Classical Management
• Classical Management is defined as a set of
activities designed to achieve an
organization’s objective by using its
resources effectively and efficiently in a
changing environment (Gate R.D. et al.,
1995)

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 Managing the PROJECT CYCLE
• All Projects have phases of development.

• A clear understanding of these phases permits managers and

executives to better control resources needed in the
achievement of project goal(s).

• The phases of development are known as Life-cycle or stages of

project development.

• However the breakdown and terminology of these phases differ,

depending on whether we are discussing product or project.
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 PROJECT LIFE CYCLE

TIME
INITIATION PLANNING IMPLEMENTATION CLOSE OUT

INITIAL CHARTER PLAN DELIVERABLE P.I.R

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 Project Management Processes
There are 5 areas:
• Initiating Processes- authorising the project or phase

• Planning Processes-defining the project objectives and selecting the most appropriate
approach for the project to attain the objectives. (The use of logical framework etc.)

• Executing Processes-managing the resources required to carry out the project as

defined in the plan ( GANTT chart, Activity Schedules, Network Diagrams etc.)

• Controlling Processes-ensuring that project objectives are met as defined by

monitoring, measuring progress against plan, identifying variance from plan and taking
corrective action. (M&E Plans)

• Closing Processes-formalising acceptance of a phase and or the project and closing all
associated activities.

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 PROJECT VS. PRODUCT LIFE CYCLES

The project life cycle applies to all projects

(regardless of product produced) whereas
a product life cycle varies depending on
the nature of the product.

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 Project stakeholders
analysis

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 WHO ARE STAKEHOLDERS?

Stakeholders are persons, groups or institutions

with interests in a project or programme.

These may include government agencies, private

landowners and developers, community and other
interest groups, non-government organizations,
citizens etc.

The list of stakeholders will depend on the project,

conflict, or issues to be addressed..
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 WHAT IS STAKEHOLDER ANALYSIS?

Stakeholder analysis is a technique to identify

and analyse the stakeholders surrounding a
project. It provides information on
stakeholders, their relationships, their
interests and expectations. A proper analysis
of the stakeholders will help you to construct
a project approach suited for the situation
and will help you to negotiate better with the
stakeholders.

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 Stakeholders Analysis
Identifies key stakeholders and information about them
such as:

• Organisation or affiliation
• Project role
• Unique facts
• Level of interest
• Level of influence
• Suggestions for managing the relationship with this
stakeholder
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 WHY STAKEHOLDER ANALYSIS?

• The stakeholder’s interest needs to be specified and

measured to be able to have a good prediction as to how
each stakeholder’s future behaviour will be to satisfy
his/her stake. This would give the project implementers
and others a fair basis for evaluating the impact of
expected behaviour on the project teams’ attitude in
managing the project.

• Stakeholder identification and analysis therefore provide

information on stakeholders, their relationships, their
interests and expectations.

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 IMPORTANCE OF PROJECT
STAKEHOLDERS
Project Stakeholders are the External Stakeholders
people involved in or affected
by project activities.
• External customers
• Competitors
Internal Stakeholders • Suppliers
• Project sponsor • Others affected by the
• Project team project but not directly
• Support staff
involved( e.g,
• Internal customers
government,
• Senior Management
concerned
Compete for Resources citizens etc.)
• Functional Managers
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Other Project Managers 29
 Project Management TOOL KIT
15 Functions Essential For Effective Project Management

1. Define project scope

2. Identify stakeholders, decision-makers and escalation procedures
3. Develop detailed task lists
4. Estimate time requirements
5. Develop initial project management flow chart
6. Identify required resources and budget
7. Evaluate project requirements
8. Identify and evaluate risks
9. Prepare contingency plans
10.Identify interdependencies
11.Identify and track critical milestone
12.Participate in project phase review
13.Secure needed resources
14.Manage the change control processes
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15.Report project status
Critical Characteristics of an effective
project manager:
1. Lead by example
2. Are visionaries
3. Are technically competent
4. Are decisive
5. Are good communicators
6. Are good motivators
7. Stand up to upper management when necessary
8. Support team members
9. Encourage new ideas
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 Project Integration
Management

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 DEFINITION

It is “the processes involved in coordinating all of the other

project management knowledge areas throughout a project life
cycle.”

3 Key Components of Project Integration Management

– Project Plan Development
– Project Plan Execution
– Change Control

Integration management is about integrating the work of the entire project

team by focusing on high quality communication and relationship building.
Thus project integration management includes what is known as Interface
Management-or identifying and managing the points of interaction between
the various project players and elements
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 THE PROJECT PLAN

The project plan is the core high-level document that

guides a project’s execution and control. Project
plans:

• Document assumptions, definitions and decisions

• Facilitate stakeholder communication
• Define content, extent and timing of key
management reviews
• Provide a baseline for project control and measuring
progress
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Define a size appropriate to the scope of the project 34
 The basic outline of a project plan is as
follows

1. Introduction or Project Overview

Project name
Project description
Project sponsor
Project manager
Key team members
Summary of key Deliverables
List of reference documents or materials
Glossary of definitions and acronyms
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2.0 Project Organization

2.1 Organization Chart

2.2 Company or institutional organization Chart
2.3 Project Organization Chart
2.4 Responsibilities
2.5 Diagrams; flow chart or timelines of major steps

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3.0 Project Management and Technical Processes

3.1 Management objectives, priorities, assumptions

and constraints

3.2 Project Controls:

-How is progress monitored?
-What is the change control process?
-Who has the authority to make what type of decision?

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3.4 How is risk identified, managed and controlled?

3.5 Project staffing: How many and what type of

staffing are required and when?

3.6 Technical Processes

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4.0 Project Deliverables and Work Breakdown
Structure:
-Major Work Packages
-Key Deliverables
-Required Specifications

5.0 Project Schedule

5.1 Summary Schedule (Key deliverables and their
planned completion dates)

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5.2 Detailed Schedule, including dependencies
5.3 Schedule assumptions and Constraints

6.0 Project Budget

6.1 Summary Budget
6.2 Detailed Budget
6.3 Project benefits
6.4 Assumptions

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4.0 Project Deliverables and Work Breakdown
Structure:
-Major Work Packages
-Key Deliverables
-Required Specifications

5.0 Project Schedule

5.1 Summary Schedule (Key deliverables and their
planned completion dates)

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 THE PROJECT PLAN
2. Project Organisation 3. Project Management and Technical
Processes
Management objectives, priorities,
Organisation charts assumptions & constraints
Company or institution
Project controls
organisational chart How is progress monitored?
Project responsibilities What is the Change Control process?
Diagram, flow chart or Who has authority to make what types of
decisions?
timeline of major steps Risk management-how is risk identified,
managed and controlled?
Project staffing-how many and what type of
people are required and when?
Technical processes
12/08/2021 Project documentation requirements 42
 The Project Plan
4. Project Deliverables and Work 6. Project Budget
Breakdown Structure Summary budget
Major work packages Detailed budget
Key deliverables 1. fixed and variable costs
Required specifications (hardware, 2. projected benefits
software, construction specifications, Assumptions
codes, regulations etc.)

5. Project Schedule
Summary schedule (key deliverables
and their planned completion dates)
Detailed schedule including
dependencies (Network Diagram for
illustration)
Schedule assumptions and constraints
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 Project Plan Execution
Tools and Techniques Status Review Meetings
Some of the specialised Regularly scheduled status review
meetings are a standard project
tools and techniques used management tool for:
by project managers for • Exchanging project information
project plan execution • Monitoring progress
include: • Maintaining motivation
• Managing risks
• Identifying issues
Project Management
• Stakeholder communication
Software
• Microsoft Project
• Primavera Project Planner
• Scheduler Plus
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 Work authorisation systems

• Are a formalised process used on large projects to

authorise work to begin on a particular activity or
work package. They are designed to ensure that the
right things are done by the right people at the right
time. They can be manual or automated.

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 Overall Change Control
• The 3 Overall Change
• Overall Change control control are:
includes identifying, 1. Making sure the changes are
evaluating and managing useful and beneficial (this
project changes. Without usually involves making trade-
offs)
proper change control, a
2. Determining if and when a
project can easily drift change has occurred (and
into ‘scope creep’ and making sure senior
severe cost and/or time management stays informed so
over-runs. there are no surprises)
3. Managing actual changes as
they occur
Key tools in overall change control are the project plan, status or performance reports
and12/08/2021
changed request. 46
 Change Control System
A change control system is a formal, documented process
that describes when and how official project documents
(especially the project plan) may be changed.

A changed control system often includes the following

elements:
1. A change control board (CCB) or Steering Committee
2. Configuration Management
3. Change Communication Plan

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 Suggestions for Managing Change
Control
• Understand that constant communication and
negotiation is a normal part of the process
• Plan for change
• Establish formal change control systems and
procedures
• Use configuration management
• Define procedures for quick decisions on small-scale
changes
• Use status reports to identify and manage change
• Use project management and other tools and
processes to help manage and communicate changes48
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 CHANGE CONTROL SYSTEM
• The Need for Senior Management Buy-in
 Senior Management commitment and support is one of the
critical success factors for project management. The main
reasons cited for this are as follows:

• To ensure the project has adequate resources

• To ensure approval for unique or unanticipated project needs
• To ensure cooperation of other managers and staff
• To help deal with political issues
• To provide coaching and mentoring on leadership issues.
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 THANK YOU

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