Unit 6

Managing a Successful Business Project

4LOs

Instructor
Marwa Alageili
 2

Unit6: Managing a Successful Business Project

• LO#1:Establish Project aims, objectives and timeframes based on

the chosen theme

• LO#2:Conduct small-scale research , information gathering and

data collection to generate knowledge to support the project

• LO#3: Present the project and communicate appropriate

recommendations based on meaningful conclusions drawn from
the evidence findings and /or analysis

• LO#4: Reflect on the value gained from conducting the project

and its usefulness to support sustainable organizational
performance
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Unit6: Managing a Successful Business Project

• Through this unit you will be able to :
 Identify what is project management
 The stages of project management
 Project scope, aims, objectives , deliverables
 How to develop a project plan
 The use of WBS and Gantt chart
 The project execution procedures
 Understand the qualitative and quantitative methods
 Sampling processes
 Know the tools used for data collection
 How to use communication methods to determine the
convincing evaluation
 Learn how to have a good presentation skills
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Unit6: Managing a Successful Business Project

• This terms scheme:
▫ 13 Lectures (4 :00 PM to 7:00 PM)
▫ Assignment will be delivered at the 12th lecture
▫ Lecture#13, will give you the assignment solution guidelines.
▫ With the assignment each student is required to present a final Assignment
presentation based on the required them.

• Lectures activities:
▫ Periodical quizzes
▫ Flash cards
▫ Cases studies
Where you will be the project manager of a specific project
You will use all the steps required to deliver a final project
You will write a report of your work
You will present your work

Note that no one enters the class after 4:15, only with permission
Managing a Successful Business
Project

LO#1 Establish Project aims, objectives and

timeframes based on the chosen theme

Instructor
Marwa Alageili
 6

Contents

• What is project management and what does it

involve?
• Stages of project management
• Advantages of using project management
• Project initiation
• Project plan
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Project Management
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What is a project?
• A project is a temporary venture that exists to produce a
defined outcome.

• Each project will have agreed and unique objectives as

well as its own project plan, budget, timescale,
deliverables and tasks.

• A project may also involve people from different teams

within an organization who are brought together to
accomplish a specific goal.
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Project Management

• Project management is the application of knowledge,

skills, tools and techniques to project activities to
meet project requirements

• A project is undertakend to achieve planned

objectives, which could be defined in terms of
outputs, outcomes or benefits.
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Project Management
• A project is usually deemed to be a success if it achieves
the objectives according to their acceptance criteria,
within an agreed timescale and budget. Time, cost and
quality are the building blocks of every project.

 Time: scheduling is a collection of techniques used to

develop and present schedules that show when work will
be performed.
 Cost: how are necessary funds acquired and finances
managed?
 Quality: how will fitness for purpose of the deliverables
and management processes be assured?
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The core components of project management

• defining the reason why a project is necessary;
• capturing project requirements, specifying quality of the
deliverables, estimating resources and timescales;
• preparing a business case to justify the investment;
• securing corporate agreement and funding;
• developing and implementing a management plan for the
project;
• leading and motivating the project delivery team;
• managing the risks, issues and changes on the
project;
• monitoring progress against plan;
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The core components of project management

• managing the project budget;

• maintaining communications with stakeholders and the
project organization;
• closing the project
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Why do we use project management

• Project management is aimed at producing an end
product that will effect some change for the benefit of the
organization that instigated the project.

• It is the initiation, planning and control of a range of tasks

required to deliver this end product.

• Projects that require formal management are those that:

produce something new or altered, tangible or
intangible;
have a finite timespan: a definite start and end;
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Why do we use project management

are likely to be complex in terms of work or groups
involved;
require the management of change;
require the management of risks.

• Investment in effective project management will have a

number of benefits, such as:

 providing a greater likelihood of achieving the desired result;

 ensuring efficient and best value use of resources;
 satisfying the differing needs of the project’s stakeholders
 15

Why is project management important?

• Project managers will help your organization:

have a more predictable project planning and execution

process
adhere to project budgets, schedules, and scope guidelines
resolve project roadblocks and escalate issues quicker and
easier
identify and terminate projects that do not have relevant
business value
become more efficient
improve collaboration across and within teams
 16

When do we use project management?

• Projects are separate from business-as-usual activities and

occur when an organization wants to deliver a solution to
set requirements within an agreed budget and timeframe.
•
• Projects require a team of people to come together
temporarily to focus on specific project objectives.

• As a result, effective teamwork is central to successful

projects.
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When do we use project management?

• Project management is concerned with managing discrete

packages of work to achieve specific objectives.

• The way the work is managed depends upon a wide

variety of factors.
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Who uses project

management?
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Who uses project management?

• Anyone and everyone manages projects, even if they aren’t
formally called a ‘project manager’. Ever organized an event?
That’s a project you managed with a team of people, and
project management is life skill for all.

• More formally, projects crop up in all industries and business:

Transport and Infrastructure
IT
Product manufacture
Building and Construction
Finance and Law
 20

Project Management
• So now we can define Project management as :

• Project management can be defined as the discipline of

applying specific processes and principles to initiate, plan,
execute and manage the way that new initiatives or changes
are implemented within an organization.

• Project management is different to management of business

as usual activity, which is an ongoing process, as it involves
creating new work packages to achieve agreed ends or goals.
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Key components of project management

 Time – the intended duration of the work
 Cost – the budget allocated for the work
 Scope – what innovations or changes will be delivered by the
project
 Quality – the standard of the outcome of the project.
• Increasing or decreasing any one of these components will
affect the others.

• For example, reducing the time allocated to complete the

project will also reduce the amount of work that can be done
(scope), which may then affect the quality and the cost of the
project.
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Stages of Project Management

Initiating: The goal for this phase is to define the project.

Planning: This phase includes developing a roadmap for
everyone to follow.
Executing & Monitoring: In this stage, the project team is
built and deliverables are created. Project managers will
monitor and measure project performance to ensure it stays
on track.
Closing: The project is completed, a post mortem is held,
and the project is transferred to another team who will
maintain it.
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Project manager responsibilities

• Project management is recognized as a distinct business
function within an organization and project
managers have a specific role in and responsibilities for
realizing their projects’ aims.

• The project manager will define and run the project,

lead the project team and decide how to approach the
work based on factors including the type of project,
the business’ needs and the expertise of colleagues
working on the project.
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What do project managers do?

• In short, project managers are responsible for the planning,
executing, monitoring, controlling, and completion of
projects. However, that is just the tip of the project
management iceberg.

• Here are a few of the main project manager responsibilities:

Build the plan: Project managers are in charge of plotting

out the most realistic course for the project. The plan must
include the project scope, timeline, and budget. This can
also include identifying the right tools for the job.
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What do project managers do?

 Assemble the team: Identifying the proper team is critical to

project success. Every project team will vary depending on the
scope of the initiative and the functions needed to complete the
project. Finding specialists and subject matter experts for each
of the necessary tasks is ideal.

 Assign tasks: Project managers must provide their team with a

clear definition of specific tasks and timeline for every part of
the project. Although each team member will be responsible
for their own assignments, many tasks will require
collaboration from both internal and external team members.
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What do project managers do?

 Leading the team: Now that the team has been assembled and their
tasks have been assigned, the project manager must keep the
machine well-oiled. This will include checking in on individuals for
status updates, identifying and clearing roadblocks, negotiating
disagreements, keeping team morale high, and providing training
and mentoring.

 Managing budget: Most projects will require some expenses, which

means understanding how to put together a project budget and
managing cost is critical for success. This will involve comparing
real-life expenditures to estimates, and adjusting the project plan if
necessary.
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What do project managers do?

 Managing timelines: As with the budget, project managers are
tasked with keeping everything on schedule so the team is
meeting their projected deadlines for completion. This will
require setting realistic deadlines throughout the lifecycle of the
project, communicating consistently with their team for status
updates, and maintaining a detailed schedule.

 Engaging stakeholders: Stakeholders play a large role in your

project. They are typically influential people who are affected
by the project. Project managers need to maintain a good
relationship and an open line of communication with
stakeholders who can not only help clear roadblocks and
empower your team, but also create unnecessary bottlenecks
and derail a project if they become unhappy with the direction.
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What do project managers do?

 Handover the project: Just because the project’s objectives
have been delivered doesn’t mean a project manager’s job is
over. The project manager must now deliver the project to the
team who will be managing, maintaining, and operating it
moving forward. At this point, the project manager will no
longer be the “go to” person, and will be assigned to a new
project.

 Document the process: Identifying and documenting “lessons

learned” is not only a good practice for personal project
manager growth, but also for relaying that experience to other
teams around the organization for future use. This will help
others avoid making the same mistakes, or taking advantage of
shortcuts discovered.
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The initiation phase

• The initiation phase is the first phase of the entire project
management life cycle. The goal of this phase is to define the
project, develop a business case for it, and get it approved.
During this time, the project manager may do any of the
following:
Perform a feasibility study
Create a project charter
Identify key stakeholders
Select project management tools
• By the end of this phase, the project manager should have a
high-level understanding of the project's purpose, goals,
requirements, and risks.
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The initiation phase

• Within the initiation phase, the business problem or
opportunity is identified, a solution is defined, a project is
formed, and a project team is appointed to build and
deliver the solution to the customer.

• A business case is created to define the problem or

opportunity in detail and identify a preferred solution for
implementation.
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The initiation phase

• The business case includes:
 A detailed description of the problem or opportunity with
headings such as Introduction, Business Objectives,
Problem/Opportunity Statement, Assumptions, and
Constraints
 A list of the alternative solutions available
 An analysis of the business benefits, costs, risks, and issues
 A description of the preferred solution
 Main project requirements
 A summarized plan for implementation that includes a
schedule and financial analysis
 34

The initiation phase

• Project Charter:

▫ A project charter, project definition, or project statement is a

statement of the scope, objectives, and participants in a
project.
▫ It provides a preliminary delineation of roles and
responsibilities, outlines the project objectives, identifies
the main stakeholders, and defines the authority of the
project manager.
▫ It serves as a reference of authority for the future of the
project.
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The initiation phase

• The purpose of a project charter is to:

Provide an understanding of the project, the reason it is

being conducted, and its justification

Establish early on in the project the general scope

Establish the project manager and his or her authority

level. A note of who will review and approve the
project charter must be included.
 37

The planning phase

• The planning phase is critical to creating a project roadmap
the entire team can follow.
• This is where all of the details and goals are outlines in order
to meet the requirements laid out by the organization.

• During this phase, project managers will typically:

 Create a project plan
 Develop a resource plan
 Define goals and performance measures
 Communicate roles and responsibilities to team members
 Build out workflows
 Anticipate risks and create contingency plans
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The planning phase

• The next phase (execution) typically begins with a project kickoff
meeting where the project manager outlines the project objectives to all
stakeholders involved. Before that meeting happens, it is crucial for the
project manager to do the following:

 Establish goals and deliverables

 Identify your team members and assign tasks
 Develop a draft project plan
 Define which metrics will be used to measure project success
 Identify and prepare for potential roadblocks
 Establish logistics and schedules for team communication
 Choose your preferred project management methodology
 Ensure your team has access and knowledge of the relevant tools
 Schedule the meeting
 Set the agenda and prepare the slides
 39

The execution phase

• This stage is where the bulk of the project happens.

Deliverables are built to make sure the project is meeting
requirements.

• This is where most of the time, money, and people are

pulled into the project.

• As previously mentioned, a kickoff meeting is held to

mark the official start of the execution phase.
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The execution phase

• A kickoff meeting agenda might look something like this:

 Introductions: Who’s who?

 Project background: Why are you doing this project? What are the
goals?
 Project scope: What kind of work is involved?
 Project plan: What does the roadmap look like?
 Roles: Who will be responsible for which elements of the project?
 Communication: What kind of communication channels will be used?
What kind of meetings or status reports should your team expect?
 Tools: Which tools will be used to complete the project, and how will
they be used?
 Next steps: What are the immediate action items that need to be
completed?
 Q&A: Open the floor for any questions
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The controlling and monitoring phase

• This phase happens in tandem with the execution phase.

• As the project moves forward, the project manager must

make sure all moving parts are seamlessly headed in the
right direction.

• If adjustments to the project plan need to be made due to

unforeseen circumstances or a change in direction, they
may happen here.
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The controlling and monitoring phase

• During the controlling and monitoring phase, project
managers may have to do any of the following:
 Manage resources
 Monitor project performance
 Risk management
 Perform status meetings and reports
 Update project schedule
 Modify project plans

• At the end of this phase, all the agreed project

deliverables should be completed and accepted by the
customer.
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Project closure
• The closing phase is a critical step in the project management life cycle.
• It signals the official end of the project and provides a period for
reflection, wrap-up, and organization of materials.

• Project managers can:

Take inventory of all deliverables

Tie up any loose ends
Hand the project off to the client or the team that will be managing the
project’s day-to-day operations
Perform a post-mortem to discuss and document any learnings from the
project
Organize all project documents in a centralized location
Communicate the success of the project to stakeholders and executives
Celebrate project completion and acknowledge team members
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Project Management Organizations

1. Functional Based Organization

2. Matrix (or Composite) based organization
3. Project based organization
 45

Project Management Organizations

• Functional Based Organization

▫ Where to use:
▫ Small organization with limited resources
▫ Simple projects
▫ Small projects
▫ Projects that are similar to previous projects
▫ Low cost/ Low risk

• Example:
▫ Software updates ( new release)
▫ Concept studies
▫ Project definition studies
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Functional Based Organization

Pros Cons

• Resources re optimized • No one person is responsible

• Improved technical control • Coordination s more complex
• Communication and • No customer focal point
procedures established • Functional priorities governs
• Job security for team members over project priorities
• Once project ends every body
goes back to their old jobs
 47

Project Management Organizations

• Project organization – Matrix

1. Weak Matrix organization – WMO

2. Balanced Matrix Organization – BMO

3. Strong Matrix Organization - SMO

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Project Management Organizations

• Weak Matrix Organization-
▫ Done by functional managers , the communication is through the
organization
• Where to use:

▫ Small projects of limited duration

▫ Relatively simple scope
▫ Project with limited changes relation to previous projects
▫ Low risk , low cost
▫ Low to moderate schedule pressure
• Example :
▫ Maintenance Project
▫ Concept selection studies
▫ Technology strategy development
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Weak Matrix Organization- WMO

Pros Cons

• Some project coordination is • No one person is responsible

provided • Coordination is more complex
• Improved reporting • No customer focal point
• Communication improved • Functional priorities governs
• Resource optimized over project priorities
• Job security for team members • Distribution budget and
schedule authority
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Project Management Organizations

• Balanced Matrix Organization-
▫ There is a PM and project coordinator is one of the staff
▫ The PM responsible for tracking /reporting /interface with end user
▫ Coordinator has more responsibility on the project
▫ The PM will have the technical role and organizational role

• Where to use:
▫ Projects with moderate scope and duration
▫ Projects that are not too complex and the organization has experience with
▫ Moderate cost , risk and limited schedule pressure

• Example :
▫ Relocation operation
▫ Cross functional reorganization projects
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Balanced Matrix Organization- WMO

Pros Cons

• Single point of responsibility • Unclear budget and schedule

identified authority
• Improved customer focus • Potential conflicts between
• Improve communication functional managers and
among team members project managers
• Improve reporting • Potential priority conflicts
• Resource flexibility
• Job security for team members
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Project Management Organizations

• Strong Matrix Organization-
▫ PM is the project coordinator as their basic function in the organization is projects
▫ Responsible for scope/time /cost

• Where to use:
▫ Medium to large projects where resource efficiency is important
▫ Moderate duration projects
▫ Unique projects with limited challenges
▫ Managed risk projects

• Example :
▫ Feasibility studies for large projects
▫ Design projects for construction projects
▫ New software development
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Strong Matrix Organization- SMO

Pros Cons

• Single point of responsibility • Dual reporting for team

• Budget and schedule • Resources not dedicated
management is clearer • Potential conflict between
• Reporting is improved functional managers and
• Customer focus is improved project managers
• Resource flexibility • Potential priority conflicts
• Job security for team members
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Project Management Organizations

• Project Orientation Organization - PMO
▫ Is like SMO , all project members
▫ As company has staff based on the type of the projects , as their job is projects only
▫ In reality a PMO works as hybrid strong matrix and project organization
• Where to use:
▫ Large project in large organization
▫ High risk ventures
▫ Complex projects requiring lot of coordination
▫ Project in a project focused organization
▫ Projects which will have a major impact on the organization
▫ Challenges projects
▫ Schedule driven projects

• Example :
▫ Large scale public work (highways , bridges …)
▫ NASA Space station
▫ Grass root refinery design and construction
▫ Major offshore development
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Project Orientation Organization - PMO

Pros Cons

• Clear single point of • Resource use is less efficient

responsibility • Lower technical interchange
• Strong lines of authority among projects
• Dedicated staff focused on • Issues with reintegration of
projects staff at project conclusion
• Strongest customer focus
• Strongest reporting and
control
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Project Management Organizations

• PMO :
▫ Team members work 100% for the project
▫ Empowered PM
• Matrix organization (WMO, BMO, SMO):
▫ Balance between PM & function authority varies by project
▫ PM has tasking and budget authority
▫ Team members remain in their functional organization
(have 2 bosses)
▫ Potential conflict
• Functional organization :
▫ Weakest form of project organization
▫ Project coordinator has no budget or tasking authority
 57

Project Management Organizations

• How to select the best organization for project
• Factors that may influence the selection of the
organization style
▫ Size of the organization
▫ Size of the project
▫ Duration
▫ Uniqueness of the project
▫ Complexity
▫ Risk
▫ Significance
▫ Cost
• The best approach to select is to look at the history of
your organization with the projects
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Project organization chart

Project manager
Direct report Direct report Direct report Project
1 2 3
Procurement Quality Control

Sub 1

Sub 2

Sub 3
 59

Project organization chart - Example

Project manager
Project Design Project
leader manager
Procurement Construction Quality Control

Chile office Design Manpowe

Financial
manager team r

Argentina
office manager

Catamarca
office manager
 60

Initiation of the project and

project planning phase
 61

The initiation/planning phase

• The objectives of the project initiation process are:
 To define the purpose and the expectations of the project.
 To define the project scope to ensure that the project covers all the
required aspects and full addresses them.
 To define clear milestones and timeline for the project to ensure a
smooth flow of events throughout the project.
 To devise the project’s deliverables that are in line with the goals and
the clients expectations.
 To identify all the stakeholders that are to be directly or indirectly
affected by the project.
 To come up with an enough budget – at this stage, a budget estimation
is made for running the project.
 To establish the risks, issues and interdependencies connected to the
project – this would help the team prepare and plan beforehand to avert
the risks and tackle the issues.
 62

The initiation/planning phase

• The key stakeholders of the project such as the project
manager, project sponsor and the PMO use the scope of the
project initiation process as the reference throughout the
project.

• The scope of this process covers:

 Project objectives
 Project Scope
 Deliverables
 Constraints
 Assumptions
 Exclusions
 Schedule
 Budget
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The initiation/planning phase

• Project scope is a detailed outline of all aspects of a project,
including all related activities, resources, timelines, and
deliverables, as well as the project’s boundaries.
• A project scope also outlines key stakeholders, processes,
assumptions, and constraints, as well as what the project is
about, what is included, and what isn’t. All of this essential
information is documented in a scope statement.
• Project Scope
▫ States the scope of the project. This should include what
the project does and does not include. This will help to
clarify what is included in the project and help to
avoid any confusion from project team members and
stakeholders.
 64

The initiation/planning phase

• To determine scope, project managers must collect
requirements for what the stakeholders need from the
project.

• This includes the following elements:

the project's objective and deliverables;
when the project must be completed; and
how much the stakeholders can pay for it
 65

The initiation/planning phase

• Project scope example
• Let’s say you are a project manager defining the scope for a
content marketing project. A very simple project scope
statement might include the following.
▫ Introduction
 This content marketing project is being undertaken for XYZ
company for the purpose of creating an article to be posted on
their site to create brand awareness.
▫ Project Scope
 This project will include research, content strategy, writing the
article, and publishing it on XYZ’s website under the XYZ blog.
It will also include sharing the article on social media for the
month of April 2020. All activities will be conducted by Joe Smith
of ABC company.
 66

The initiation/planning phase

• Project objectives are goals, plain and simple. These are the
business objectives that you want the project to accomplish.

• Project objectives must be measurable and contain

key performance indicators that will be used to assess a
project's overall success. These indicators will often include
criteria such as budget, quality, and time to completion.

• So, what are project objectives in project management?

Simply put, they are the specific milestones and
achievements that are necessary for accomplishing your
project goals.
 67

The initiation/planning phase

• A project objective

is a statement that describes the “what” of your project. The

tangible and measurable “what”. The “what” that’s achievable,
realistic, and can be completed within the time allowed. These
statements ladder up to the goals of the project, providing
stepping stones to project success.
 68

The initiation/planning phase

• One framework that helps with
writing effective project
objectives is SMART
goal-setting, which states that
goals should be:
 Specific – the project objective
should be detailed and
unambiguous, which helps you
make sure what aspect of your
business is benefited by the
completion of your project
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The initiation/planning phase

 Measurable – it should specify how success will be measured, which
pushes for the selection of one or more key performance indicators.

 Attainable/Achievable – the objective should be realistic, which

steers you toward setting goals that are action-oriented and realistic;

 Relevant – it also needs to be relevant to the brand and aims of the

organization, which means setting goals that are aligned with your
company’s objectives and mission

 Time-limited – and there needs to be a deadline, which is where you

specify the time frame of your project and how much time you have
to reach your goals
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The initiation/planning phase

• Project objectives examples
• Example A: The team will remain under a budget of $5,000 as
they complete the marketing campaign set to launch on the
30th day of the month.
▫ Specific: Spend under $5,000 to complete the marketing project
▫ Measurable: Can be measured by tracking expenses on a shared
document
▫ Attainable: Because this is a recurring project, we know that it
usually costs $4899, so this is achievable
▫ Relevant: The marketing campaign supports larger company
goals of brand visibility
▫ Time-bound: The project will begin on the first of the month
and end on the 30th day of the same month
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The initiation/planning phase

• Example B: Process 30% more client requests per quarter
by using a project management solution.
▫ Specific: Adopt a project management software that allows
us to process more client requests
▫ Measurable: Compare our target KPI’s from previous
quarters to this one
▫ Attainable: Identifying bottlenecks and inefficiencies will
help streamline our old processes and receive more client
requests
▫ Relevant: This will help with client satisfaction, retention,
and acquisition — all essential to the business
▫ Time-bound: This objective should be ready to assess at
the end of the quarter
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The initiation/planning phase

• Project Goals (Aims) Vs. Project Objectives:

• The project goal (aims) is usually a high level target set by

the business which is the underlying driver behind a project
(and how they put the budget towards it).

• The objective is the detailed outline of the big picture of the

project. Imagine a connect the dot diagram, the goals are the
dots but the objectives are the numbers. The objectives help
direct you to the end result of the project or the specific
project deliverables.
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The initiation/planning phase

• Example:
• Our project team will launch our new recipe app for Android
and iOS on those OS’s app stores by the start of Q2 2021.

▫ This is a great example of a measurable objective. The team will know the
objective has been achieved because the attainment of the goal is linked to
specific events – the launch of the app on Android and iOS’s app stores.
Progress towards the objective can be linked to milestones towards the
launch of the app.

• Project objective of a retailer opening a new branch:

▫ Our project team will fully prepare our new Buenos Aires branch for
its opening on 31 September. The branch must meet our in-store
customer experience specifications by 30 September.
 74

The initiation/planning phase

• Example:
• Our project team will launch our new recipe app for
Android and iOS on those OS’s app stores by the start
of Q2 2021.
 75

The initiation/planning phase

 76

The initiation/planning phase

• Deliverable is an element of output
within the scope of a project.
• It is the result of objective-focused
work completed within the project
process.
• An internal deliverable is work
undertaken within your company —
people outside the organization do
not see it.
• An external deliverable is work
done for a client, customer, or
stakeholder with the goal of
generating revenue. In either case, it
usually means that the deliverable is
expected on a specific date
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The initiation/planning phase

• Planning deliverables
▫ Project planning deliverables include documentation like the
project scope, the project management charter, the project schedule
, budgets, and other artifacts.

• deliverable is not to be confused with a milestone.

• A milestone is a specific marker or point in a project when you have
achieved something significant.

• When a milestone is reached in a project, you simply transition to the

next stage. With a deliverable, however, you have to submit the end
result to an individual or team.

• deliverables in project management are tangible action items that must

be delivered to complete a project.
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The initiation/planning phase

• Examples of project deliverables:

▫ Internal: You are leaving your current role, and your HR

supervisor asks you to prepare a handover document for
your successor. This document is an internal deliverable.

▫ External: You are working for an SEO agency, and you

create a website audit for your client to optimize their SEO
practices. This audit is an external deliverable.
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The initiation/planning phase

• So, a project deliverable is any specific output
element that’s a result of deliberate work done during
the project.
• A deliverable must be within the scope of the project
and it should have a definite role in accomplishing
the project’s objectives.
• That includes:
signed contracts,
the project plan,
the expense statements, and
reports that show how the project is moving forward
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The initiation/planning phase

• Objective vs Deliverable
▫ The project objectives define the benefits, outcomes, and
performance improvements that are expected from the project.
The objectives focus on things that are external to the project.
Deliverables are the specific, tangible things produced that
enable the objectives to be achieved.
• Milestone vs Deliverable
▫ The important difference between milestones and deliverables
is that project milestones don’t require something to be
delivered to both clients and internal stakeholders. They’re
checkpoints in the course of the project and are usually the
threshold to a new phase. The completion of a house’s
foundation is a milestone as it’s not delivered to the client.
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Steps to define the scope of a project

• Identify project needs: What does your project need to be
completed? Make sure to consider every single step of the
process, from the very beginning until the support it may
require after completion.

• Figure out project goals: defining what your business aims,

you can use a useful guideline called the SMART criteria.

• Consider project limitations: This means making sure your

limitations do not keep you from reaching your goals.
• To help with this step, you can use the SWOT analysis.
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Steps to define the scope of a project

• It is a matrix that requires you to fill in your project’s

strengths, weaknesses, opportunities, and threats. The main
goal is to be aware of these criteria and how they can affect
your ability to complete your project.

• Define resources and budget: How much in terms of

resources is needed to achieve your objectives with this
project? A critical part of your scope involves defining how
much it all will cost and what is the budget your company
has set aside for it.
 83

Project Initiation Documentation

• The Project Initiation Documentation (PID) is one of the
most significant artifacts in project management, which
provides the foundation for the business project.
• PID bundles the information, which was acquired through
the Starting up a project and Initiating a Project processes
• The Project Initiation Document provides a reference point
throughout the project for both the customer and the Project
Team.
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Project Initiation Documentation

• A Project Initiation Document often contains the
following:
Project Goals
Scope
Project Organization
Business Case
Constraints
Stakeholders
Risks
Project Controls
Reporting frameworks
PID Sign Off
Summary
 85

Project Initiation Documentation

• Your Project Initiation Document does the following:

▫ Defines your project and its scope.

▫ Justifies your project.
▫ Secures funding for the project, if necessary.
▫ Defines the roles and responsibilities of project
participants.
▫ Gives people the information they need to be
productive and effective right from the start.
 86

Project Initiation Documentation

• A Project Charter could be created instead of a PID;
the two document types are highly similar.

• But a Project Charter is less detailed, which makes it

more suitable for cases in which content producers
are less available
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The initiation/planning phase

• Project planning is at the heart of the project life cycle, and
tells everyone involved where you’re going and how you’re
going to get there.

• The planning phase is when the project plans are documented,

the project deliverables and requirements are defined, and the
project schedule is created. It involves creating a set of plans
to help guide your team through the implementation and
closure phases of the project.
 90

The initiation/planning phase

• The purpose of the project planning phase is to:
Establish business requirements
Establish cost, schedule, list of deliverables, and delivery
dates
Establish resources plans
Obtain management approval and proceed to the next phase
• The basic processes of project planning are:
Scope planning – specifying the in-scope requirements for
the project to facilitate creating the work breakdown
structure
Preparation of the work breakdown structure – spelling
out the breakdown of the project into tasks and sub-tasks
 91

The initiation/planning phase

 Project schedule development – listing the entire schedule of the
activities and detailing their sequence of implementation
 Resource planning – indicating who will do what work, at which
time, and if any special skills are needed to accomplish the project
tasks
 Budget planning – specifying the budgeted cost to be incurred at the
completion of the project
 Procurement planning – focusing on vendors outside your company
and subcontracting
 Risk management – planning for possible risks and considering
optional contingency plans and mitigation strategies
 Quality planning – assessing quality criteria to be used for the
project
 Communication planning – designing the communication strategy
with all project stakeholders
 92

The initiation/planning phase

• The planning phase refines the project’s objectives, which
were gathered during the initiation phase.
• It includes planning the steps necessary to meet those
objectives by further identifying the specific activities and
resources required to com­plete the project.
• Now that these objectives have been recognized, they must be
clearly articulated, detailing an in-depth scrutiny of each
recognized objective.
• With such scrutiny, our understanding of the objective may
change.
• Often the very act of trying to describe something precisely
gives us a better understanding of what we are looking at.
 93

Work Breakdown Structure (WBS)

WBS is the essential step of project timeline that need to be done after the scope.

To create a work breakdown structure (WBS), start from your scope statement and
break your deliverable or deliverables into smaller pieces. You aren’t getting into
tasks yet, just smaller deliverables.

Another name for this section is the scope baseline, and each sub-deliverable is
called a work package.
 94

Work Breakdown Structure (WBS)

A Work Breakdown Structure (WBS) is a hierarchical outline of the tasks required to

complete a project.

The WBS “breaks down” the structure of a project into manageable deliverables.

Each deliverable is assigned a task, or series of tasks that can be further broken down
into subtasks to meet the needs of the project.
 95

Purpose of the Work Breakdown

Structure

The primary purpose of the WBS is too plan the schedule for the project.

Each task duration is planned in conjunction with its required predecessors and
following tasks.

The WBS then provides an overall plan so that the project manager can see how the
project should progress and manage the workflow appropriately.
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WBS Components

The parts of the WBS include:

• Tasks – a number, ID, title, and description of each task.

• Task Owner – who is responsible for completing the task.
• Task Dependency and Predecessors – linking two tasks together if one depends on the completion of the other.
• Start and Finish Date of Task – estimates the time each task will take and ultimately the entire project.
• Duration – how long will each task take on the calendar (usually number of days or hours).
• Work Estimate – how many hours/days of work are required to complete the task (combining all resource hours together if working in
parallel).
• Task Status – whether each task is assigned to an owner/resource, started, in progress, late, complete, etc.
• Gantt Chart – a visualization of the WBS with tasks represented graphically over time.
 97

How to Create a Work Breakdown Structure

• Define the project goals and objectives. Begin with the

project charter—the scope, objectives and who is participating
in the project—determine what it is and describe it.

• The next level down is the project phases: break the larger
project statement of intent into a series of phases that will take
it from conception to completion.

• What are your deliverables? List them all and note what is
necessary for those deliverables to be deemed successfully
delivered (sub-deliverables, work packages, resources,
participants, etc.).
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How to Create a Work Breakdown Structure

• Take your deliverables from above and break them

down into every single task and subtask that is
necessary to deliver them. Make a list of all those
tasks.

• With the tasks now laid out, assign them to the team.
Give each team member the tools, resources and
authority they need to get the job done.
 99

Bar Chart

• While you are managing a project, you

may need to visualize some data like
how your team is distributing their work
hours across different projects.

• Bar charts allow you to quickly access

important information about your
project.
 100

Gantt Chart
• A project planning tool that can be
used to represent the timing of tasks
required to complete a project.

• Because Gantt charts are simple to

understand and easy to construct,
they are used by most project
managers for all but the most
complex projects

• In a Gantt chart, each task takes up

on row. Dates run along the top in
increments of days, weeks or
months, depending on the total
length of the project.
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Gantt Chart
• The expected time for each task is
represented by a horizontal bar whose
left end marks the expected beginning
of the task and whose right end marks
the expected completion date.

• Tasks may run sequentially, in parallel

or overlapping.

• As the project progresses, the chart is

updated by filling in the bars to a length
proportional to the fraction of work that
has been accomplished on the task.
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Case Study
• The impact of digital technology on business
activity
▫ Digital technology has revolutionized the way we
conduct business. Over the last decade it
▫ has dramatically changed traditional business models
and transformed business activities.
▫ The use of digital mobile technology has provided
businesses with a wealth of choice and
▫ opportunity. This has enabled existing products to
become more profitable and innovative
▫ new products to be developed, leading to increasingly
diverse product portfolios.
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Thank you
Any questions?