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1912 Topic 1 Project Life Cycle

This document outlines the key aspects of a course on project planning and management. The course is worth 3 credit units and 45 contact hours. It aims to teach students how to design project proposals and understand the link between project management and development. Students will be assessed through coursework worth 40% and a final exam worth 60%. The final exam has both a theory and practical component assessing students' knowledge and ability to develop a project proposal. The document then provides an overview of key project management concepts like the project management triangle, the five processes of project management, and the project planning and monitoring cycle.

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adan awale
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38 views

1912 Topic 1 Project Life Cycle

This document outlines the key aspects of a course on project planning and management. The course is worth 3 credit units and 45 contact hours. It aims to teach students how to design project proposals and understand the link between project management and development. Students will be assessed through coursework worth 40% and a final exam worth 60%. The final exam has both a theory and practical component assessing students' knowledge and ability to develop a project proposal. The document then provides an overview of key project management concepts like the project management triangle, the five processes of project management, and the project planning and monitoring cycle.

Uploaded by

adan awale
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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COURSE NAME GMP 8201 PROJECT PLANNING AND MANAGEMENT

CREDIT UNITS 3

CONTACT HOURS 45

Learning outcomes:

Upon completion of this course, students will be able to

• Design project proposals


• Discern the theoretical link between project management and development
MODE OF ASSESSMENT

Course work (by tests and assignments) 40%

Final Examination 60%

The Final Examination will be composed of two parts, namely;

1) Theory – this will be an in class examination to be written at the end of the Quarter. It will
constitute 30 (marks) of the final exam mark of 60%.

2) Practical – this will be hands on project exam. Every student will individually develop a
project proposal / or use an existing project as a case study that provides opportunity for
problem-based learning. This will also constitute 30 (marks) of the final exam mark of 60%.
Project topics will be presented to the Lecturer for approval. Students are encouraged to
begin immediately. Submission of these projects will be during the last lecture for this class.
MAIN REFERENCE BOOK

PROJECT MANAGEMENT IN PRACTICE


Fourth Edition

Samuel J. Mantel, Jr.


University of Cincinnati
Jack R. Meredith
Wake Forest University
Scott M. Shafer
Wake Forest University
Margaret M. Sutton
Sutton Associates
Project Management – What is a Project?

A project is any series of activities and tasks that together achieve pre-defined
objectives, & deliverables, in accordance with:

• defined start and end dates


• Planned and scheduled activities
• funding limits
• a quality definition
• milestones
• utilization of resources such as equipment,
materials, people.
Project Management – What is Project Management?
The Project Management TRIANGLE. Requires balancing the conflicting requirements of;

• Time TIME Deadline

• Cost

• Quality

Resources and
budgets Perfection

COST QUALITY
Project Management – The Process of Project Management

There are 5 basic Project Management processes:

• Initiation

• Planning

• Executing

• Monitoring & Control

• Closure
Project Initiation
Project initiation requires the following activities to be addressed/communicated:

• Confirm customers and stakeholders


• Confirm customers’ needs
• State / Describe the question
− List the project objectives
− Identifying the project goals
• Preliminary determination of constraints
• Identification of assumptions and risks
• Inform stakeholders & Task all contributors

A Statement of Requirements (SOR) is the


output from this activity and informs Project
Planning
Project Planning
Project Planning requires the following activities to be addressed:

• Identification of project activities


• Identification of the critical activities
• Determination of the sequence of activities & defined milestones
• Estimation of the time duration of each activity
• Schedule the activities to achieve the project objectives
• Estimation of the cost of each activity
• Allocation of the resources required to achieve the objectives

The output from this exercise is


the Project Management Plan (PMP) “A goal without a plan is just a wish.”
Antoine de Saint-Exupery, French writer (1900 -
1944)
The Project Management Plan (PMP)

The PMP should contain:


• Background. Covering the needs of the Customer and the SOR
• Objectives. Overview of scope, assumptions, constraints, time/cost/quality, deliverables and other
success criteria
• Project Execution Strategy and Plans. How will we deliver the project; Work Breakdown Structure;
and schedule, resource, product, quality, purchase, risk management and safety & environment plans
• Project Organization. Structure; Roles, Responsibilities & Accountabilities; Control Groups/meetings
(internal & external); and external contractor requirements. Motivational leadership , facilitation, &
ownership
• Project Control System. The control cycle, progress reporting, change control, sign-off.
• Risk Assessment. Identify risks to the successful completion of the project; Evaluate the Risks,
including probability and impacts on project; including time, cost and performance, plus appropriate
responses to control risk (mitigation planning)
Project Execution & periodic review

Project execution is carried out in accordance with the


Project Management Plan (PMP) and the agreed schedule

Project execution covers the period of doing the work


to the achievement of all the project deliverables that
satisfy the contract and are acceptable to the customer

During this stage of the project, careful project monitoring


and control is required and regular project performance
(progress) reviews should be carried out in accordance with
the PMP.
Project Monitoring & Control

All projects of any reasonable size


experience problems.

The Project Monitoring & Control Cycle of activities


enables problems to be identified and solved at an
early stage so that the project can be maintained
on track.
“How does a project get to be a year behind schedule?
One day at a time.”

Fred Brooks, author of “The Mythical Man-Month”


The Monitoring & Control Cycle

The monitoring & control cycle consists of:

• Reviewing and measuring progress


• Comparing actual progress against the plans e.g.
schedule, risk, resources, achieved performance Action

• Identifying any variances


• Taking action to correct variances Plan
• Forecasting events that may cause deviation
from the plan
• Re-planning if necessary
Monitor
& control
Deliverables will be subjected to interim review
during the project and extensive review against
the relevant requirement before final delivery.
Project Closure

The main objective of project closure is to confirm that


all project objectives have been achieved, ensure that
all elements of the project are completed, and to close
down the project in a controlled manner.

Any lessons learned should be recorded and made


available for the benefit of others.

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