8. project supervision and administratioin

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PROJECT MANAGEMENT

(An Overview)

APaperpreparedby:

Engr. (Mrs.) Nnoli Akpedeye MNSE, MNICE, PMP, FMP

fortheCompulsoryRefresherCourseforProspectiveCorporateMembers


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Project Management (An Overview) by Engr. (Mrs.) Nnoli Akpedeye MNSE, MNICE, PMPPage 2

1. IntroductionProjectmanagementisthedisciplineofplanning,organizingandmanagingresourcesto

bringaboutthesuccessfulcompletionofspecificprojectgoalsandobjectives.Aprojectisafiniteendeavour(havingspecificstartandcompletiondates)undertakentocreateauniqueproductorservice,whichbringsaboutbeneficialchangeoraddedvalue.Thisfinitecharacteristicofprojectsstandsinsharpcontrasttoprocesses,oroperations,whicharepermanentorsemi-permanentfunctionalworktorepetitivelyproducethesameproductorservice.Inpractice,themanagementofthesetwosystemsisoftenfoundtobequitedifferent,andassuchrequiresthedevelopmentofdistincttechnicalskillsandtheadoptionofseparatemanagement.Theprimarychallengeofprojectmanagementistoachievealloftheprojectgoalsandobjectiveswhilehonouringtheprojectconstraints.Typicalconstraintsarescope,timeand

budget.Thesecondaryandmoreambitiouschallengeistooptimisetheallocationandintegrationofinputsnecessarytomeetpre-definedobjectives.Asadiscipline,ProjectManagementdevelopedfromdifferentfieldsofapplicationincludingconstruction,engineeringanddefense.IntheUnitedStates,thetwoforefathersofprojectmanagementareHenryGantt,calledthefatherofplanningandcontroltechniques,whoisfamouslyknownforhisuseoftheGanttchartasaprojectmanagementtool,andHenryFayolforhiscreationofthe6managementfunctions,whichformthebasisforthebodyofknowledgeassociatedwithprojectandprogrammanagement.The1950smarkedthebeginningofthemodernProjectManagementera.Again,inthe

UnitedStates,priortothe1950s,projectsweremanagedonanadhocbasisusingmostlyGanttCharts,andinformaltechniquesandtools.Atthattime,twomathematicalprojectschedulingmodelsweredeveloped.The"CriticalPathMethod"(CPM)developedinajointventurebybothDuPontCorporationandRemingtonRandCorporationformanagingplantmaintenanceprojects;andthe"ProgramEvaluationandReviewTechnique"orPERT,developedbyBooz-Allen&HamiltonaspartoftheUnitedStatesNavy's(inconjunctionwiththeLockheedCorporation)Atthesametime,technologyforprojectcostestimating,costmanagement,andengineeringeconomicswasevolving,withpioneeringworkbyHansLangandothers.In1956,theAmericanAssociationofCostEngineers(nowAACEInternational;theAssociationforthe

AdvancementofCostEngineering)wasformedbyearlypractitionersofprojectmanagementandtheassociatedspecialtiesofplanningandscheduling,costestimating,andcost/schedulecontrol(projectcontrol).AACEhascontinueditspioneeringworkandin2006releasedthefirsteverintegratedprocessforportfolio,programandprojectmanagement(TotalCostManagementFramework).


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In1969,theProjectManagementInstitute(PMI)wasformedtoservetheinterestsoftheprojectmanagementindustry.ThepremiseofPMIisthatthetoolsandtechniquesofprojectmanagementarecommonevenamongthewidespreadapplicationofprojectsfromthesoftwareindustrytotheconstructionindustry.In1981,thePMIBoardofDirectorsauthorizedthedevelopmentofwhathasbecomeAGuidetotheProjectManagementBody

ofKnowledge(PMBOKGuide),containingthestandardsandguidelinesofpracticethatarewidelyusedthroughouttheprofession.TheInternationalProjectManagementAssociation(IPMA),foundedinEuropein1967,hasundergoneasimilardevelopmentandinstitutedtheIPMACompetenceBaseline(ICB).ThefocusoftheICBalsobeginswithknowledgeasafoundation,andaddsconsiderationsaboutrelevantexperience,interpersonalskills,andcompetence.BothorganizationsarenowparticipatinginthedevelopmentofanISOprojectmanagementstandard.2. The Traditional Project Management ApproachThereareseveralapproachesthatcanbetakentomanagingprojectactivitiesincludingagile,interactive,incremental,andphasedapproaches.Regardlessoftheapproachemployed,carefulconsiderationneedstobegiventoclarifysurroundingprojectobjectives,goals,andimportantly,therolesandresponsibilitiesofallparticipantsandstakeholders.Atraditionalphasedapproachidentifiesasequenceofstepstobecompleted.Inthe"traditionalapproach",wecandistinguish5componentsofaproject(4stagespluscontrol)inthedevelopmentofaproject:

1. Projectinitiationstage;2. Projectplanningordesignstage;3. Projectexecutionorproductionstage;4. Projectmonitoringandcontrollingsystems;5. Projectcompletionstage.

Notalltheprojectswillvisiteverystageasprojectscanbeterminatedbeforetheyreachcompletion.Someprojectsprobablydon'thavetheplanningand/orthemonitoring.Someprojectswillgothroughsteps2,3and4multipletimes.Manyindustriesutilizevariationsonthesestages.Forexample,inbricksandmortararchitecturaldesign,projectstypicallyprogressthroughstageslikePre-Planning,ConceptualDesign,SchematicDesign,DesignDevelopment,ConstructionDrawings(orContract

Documents),andConstructionAdministration.Insoftwaredevelopment,thisapproachisoftenknownas"waterfalldevelopment",i.e.,oneseriesoftasksafteranotherinlinearsequence.InsoftwaredevelopmentmanyorganizationshaveadaptedtheRationalUnifiedProcess(RUP)tofitthismethodology,althoughRUPdoesnotrequireorexplicitlyrecommendthispractice.Waterfalldevelopmentcanworkforsmalltightlydefinedprojects,

butforlargerprojectsofundefinedorunknowablescope,itislesssuited.TheConeofUncertaintyexplainssomeofthisastheplanningmadeontheinitialphaseoftheprojectsuffersfromahighdegreeofuncertainty.Thisbecomesspeciallytrueassoftware


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developmentisoftentherealizationofanewornovelproduct,thismethodhasbeenwidelyacceptedasineffectiveforsoftwareprojectswhererequirementsarelargelyunknowableupfrontandsusceptibletochange.Whilethenamesmaydifferfromindustrytoindustry,theactualstagestypicallyfollowcommonstepstoproblemsolving"definingtheproblem,weighingoptions,choosingapath,implementationandevaluation."

3. Project Development StagesTraditionally,projectdevelopmentincludesanumberofelements:fourtofivestages,andacontrolsystem.Regardlessofthemethodologyused,theprojectdevelopmentprocesswillhavethesamemajorstages: Initiation, Planningordevelopment, Productionorexecution, Monitoringandcontrolling,and Closing.

Fig1:ProjectDevelopmentStages

3.1. InitiationTheinitiationstagedeterminesthenatureandscopeofthedevelopment.Ifthisstageisnotperformedwell,itisunlikelythattheprojectwillbesuccessfulinmeetingthebusinessneeds.Thekeyprojectcontrolsneededhereareanunderstandingofthebusiness

environmentandmakingsurethatallnecessarycontrolsareincorporatedintotheproject.Anydeficienciesshouldbereportedandarecommendationshouldbemadetofixthem.Theinitiationstageshouldincludeacohesiveplanthatencompassesthefollowingareas: Studyanalyzingthebusinessneedsinmeasurablegoals. Reviewofthecurrentoperations. Conceptualdesignoftheoperationofthefinalproduct. Equipmentandcontractingrequirementsincludinganassessmentof'long-lead'items.

Executi

Initiat

onitorin&

Plannin

&

Closi

Executi


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Financialanalysisofthecostsandbenefitsincludingabudget. Stakeholderanalysis,includingusers,andsupportpersonnelfortheproject. Projectcharterincludingcosts,tasks,deliverables,andschedule.3.2. Planning and DesignAftertheinitiationstage,thesystemisdesigned.Occasionally,asmallprototypeofthefinalproductisbuiltandtested.Testingisgenerallyperformedbyacombinationoftestersandendusers,andcanoccuraftertheprototypeisbuiltorconcurrently.Controlsshouldbeinplace,whichensurethatthefinalproductwillmeetthespecificationsoftheprojectcharter.Theresultsofthedesignstageshouldincludeaproductdesignthat: Satisfiestheprojectsponsor,enduser,andbusinessrequirements. Functionsasitwasintended. Canbeproducedwithinqualitystandards. Canbeproducedwithintimeandbudgetconstraints.3.3. ExecutingExecutingconsistsoftheprocessesusedtocompletetheworkdefinedintheprojectmanagementplantoaccomplishtheproject'srequirements.Executionprocessinvolvescoordinatingpeopleandresources,aswellasintegratingandperformingtheactivitiesoftheprojectinaccordancewiththeprojectmanagementplan.Thedeliverablesareproducedasoutputsfromtheprocessesperformedasdefinedintheprojectmanagementplan.3.4. Monitoring and ControllingMonitoringandControllingconsistsofthoseprocessesperformedtoobserveprojectexecutionsothatpotentialproblemscanbeidentifiedinatimelymannerandcorrectiveactioncanbetaken,whennecessary,tocontroltheexecutionoftheproject.Thekeybenefitisthatprojectperformanceisobservedandmeasuredregularlytoidentifyvariancesfromthe

projectmanagementplan.MonitoringandControllingincludes: Measuringtheongoingprojectactivities; Monitoringtheprojectvariablesagainsttheprojectmanagementplanandtheproject

performancebaseline; Identifycorrectiveactionstoproperlyaddressissuesandrisks; Influencingthefactorsthatcouldcircumventintegratedchangecontrolsoonly

approvedchangesareimplementedOverthecourseofanyproject,theworkscopechanges.Changeisanormalandexpectedpartoftheprojectdevelopmentprocess.Changescanbetheresultofnecessarydesignmodifications,differingsiteconditions,materialavailability,contractor-requestedchanges,

valueengineeringandimpactsfromthirdparties,tonameafew.Beyondexecutingthechangeinthefield,thechangenormallyneedstobedocumentedtoshowwhatwasactuallyconstructed.ThisisreferredtoasChangeManagement.Hence,theownerusuallyrequiresafinalrecordtoshowallchangesor,morespecifically,anychangethatmodifiesthetangibleportionsofthefinishedwork.Therecordismadeonthecontractdocumentsusually,butnotnecessarilylimitedto,thedesigndrawings.Theendproductofthiseffortiswhattheindustrytermsas-builtdrawings,ormoresimply,as-builts.Therequirementforprovidingthemisanorminfabrication/constructioncontracts.


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Whenchangesareintroducedtotheprojecttheviabilityoftheprojecthastobeassessedagain.Itisimportantnottolosesightoftheinitialgoalsandtargetsoftheprojects.Whenthechangesaccumulate,theforecastedendresultmaynotjustifytheproposedinvestment.

3.5. ClosingClosingincludestheformalacceptanceoftheprojectandtheendingthereof.Administrativeactivitiesincludethearchivingofthefilesanddocumentinglessonslearned.Closeoutphaseconsistoftwoparts: Closeproject:tofinalizeallactivitiesacrossalloftheprocessgroupstoformallyclose

theprojectoraprojectphase Contractclosure:necessaryforcompletingandsettlingeachcontract,includingthe

resolutionofanyopenitems,andclosingeachcontractapplicabletotheprojectoraprojectphase.

4. Project Control SystemsProjectcontrolisthatelementofaprojectthatkeepsiton-track,on-timeandwithinbudget.Projectcontrolbeginsearlyintheprojectwithplanningandendslateintheprojectwithpost-implementationreview,havingathoroughinvolvementofeachstepintheprocess.Eachprojectshouldbeassessedfortheappropriatelevelofcontrolneeded:toomuchcontrolistootimeconsuming,toolittlecontrolisveryrisky.Ifprojectcontrolisnotimplementedcorrectly,thecosttothebusinessshouldbeclarifiedintermsoferrors,fixes,andadditionalauditfees.

Controlsystemsareneededforcost,risk,quality,communication,time,change,procurement,andhumanresources.Inaddition,auditorsshouldconsiderhowimportanttheprojectsaretothefinancialstatements,howreliantthestakeholdersareoncontrols,andhowmanycontrolsexist.Auditorsshouldreviewthedevelopmentprocessandproceduresforhowtheyareimplemented.Theprocessofdevelopmentandthequalityofthefinalproductmayalsobeassessedifneededorrequested.Abusinessmaywanttheauditingfirmtobeinvolvedthroughouttheprocesstocatchproblemsearlieronsothattheycanbefixedmoreeasily.Anauditorcanserveasacontrolsconsultantaspartofthedevelopmentteamorasanindependentauditoraspartofanaudit.


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5. Project Management Triple ConstraintsLikeanyhumanundertaking,projectsneedtobeperformedanddeliveredundercertainconstraints.Traditionally,theseconstraintshavebeenlistedasscope,time,andcost.

ThesearealsoreferredtoastheProjectManagementTripleConstraints,whereeachsideofthetrianglerepresentsaconstraint.Onesideofthetrianglecannotbechangedwithoutaffectingtheothers.Afurtherrefinementoftheconstraintsisahexagon,whichseparatesproductqualityasadistinctconstraint,andalsoincludesriskandcustomersatisfaction.Thetimeconstraintreferstotheamountoftimeavailabletocompleteaproject.Thecostconstraintreferstothebudgetedamountavailablefortheproject.Thescopeconstraintreferstowhatmustbedonetoproducetheproject'sendresult.Thesethreeconstraintsareoftencompetingconstraints:increasedscopetypicallymeansincreasedtimeandincreasedcost,atighttimeconstraintcouldmeanincreasedcostsandreducedscope,andatight

budgetcouldmeanincreasedtimeandreducedscope.ThedisciplineofProjectManagementisaboutprovidingthetoolsandtechniquesthatenabletheprojectteam(notjusttheprojectmanager)toorganizetheirworktomeettheseconstraints.

Fig2:ProjectManagementTriangle&Hexagon

quality

schedule

scop

customer

satisfac

schedu

co

quali

ri

cost

scope


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6. Project Management Knowledge AreasTheProjectManagementInstitute(PMI)definesthefivetraditionalprojectdevelopment

phasesasProcessGroups.PMIalsodefinesnineProjectManagementKnowledgeAreasasfollows:

1. ProjectIntegrationManagement2. ProjectScopeManagement3. ProjectTimeManagement4. ProjectCostManagement5. ProjectQualityManagement6. ProjectHumanResourceManagement7. ProjectCommunicationsManagement8. ProjectRiskManagement9. ProjectProcurementManagement

6.1. Project Integration ManagementProjectIntegrationManagementincludestheprocessesandactivitiesneededtoidentify,define,combine,unifyandcoordinatethevariousprocessesandprojectmanagementactivitieswithintheProjectManagementProcessGroups.Intheprojectmanagementcontext,integrationincludescharacteristicsofunification,consolidation,articulationandintegrativeactionsthatarecrucialtoprojectcompletion,successfullymeetingcustomerandstakeholderrequirementsandmanagingexpectations.TheProjectIntegrationManagementprocessesinclude:

DevelopProjectCharterdevelopingtheprojectcharterthatformallyauthorizesaproject

DevelopPreliminaryProjectScopeStatementdevelopingthepreliminaryprojectscopestatementthatprovidesahigh-levelscopenarrative

DevelopProjectManagementPlandocumentingtheactionsnecessarytodefine,prepare,integrate,andcoordinateallsubsidiaryplansintoaprojectmanagementplan

DirectandManageProjectExecutionexecutingtheworkdefinedintheprojectmanagementplantoachievetheprojectsrequirementsdefinedintheprojectscopestatement.

MonitorandControlProjectWorkmonitoringandcontrollingtheprocessesrequiredtoinitiate,plan,execute,andcloseaprojecttomeettheperformanceobjectivesdefinedintheprojectmanagementplan

IntegratedChangeControlreviewingallchangerequests,approvingchanges,andcontrollingchangestothedeliverablesandorganizationalprocessassets

CloseProjectfinalizingallactivitiesacrossalloftheProjectProcessGroupstoformallyclosetheproject.


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6.2. Project Scope ManagementProjectScopeManagementincludestheprocessesrequiredtoensurethattheprojectincludesalltheworkrequired,andonlytheworkrequired,tocompletetheprojectsuccessfully.ProjectScopeManagementisprimarilyconcernedwithdefiningandcontrollingwhatisandisnotincludedintheproject.TheProjectScopeManagement

processesinclude:

ScopePlanningcreatingaprojectscopemanagementplanthatdocumentshowtheprojectscopewillbedefined,verified,andcontrolled,andhowtheworkbreakdownstructure(WBS)willbecreatedanddefined

ScopeDefinitiondevelopingadetailedprojectscopestatementasthebasisforfutureprojectdecisions

CreateWBSsubdividingthemajorprojectdeliverablesandprojectworkintosmaller,moremanageablecomponents

ScopeVerificationformalizingacceptanceofthecompletedprojectdeliverables ScopeControlcontrollingchangestotheprojectscope.

6.3. Project Time ManagementProjectTimeManagementincludestheprocessesrequiredtoaccomplishtimelycompletionoftheproject.TheProjectTimeManagementprocessesinclude:

ActivityDefinitionidentifyingthespecificscheduleactivitiesthatneedtobeperformedtoproducethevariousprojectdeliverables

ActivitySequencingidentifyinganddocumentingdependenciesamongscheduleactivities

ActivityResourceEstimatingestimatingthetypeandquantitiesofresourcesrequiredtoperformeachscheduleactivity

ActivityDurationEstimatingestimatingthenumberofworkperiodsthatwillbeneededtocompleteindividualscheduleactivities ScheduleDevelopmentanalyzingactivitysequences,durations,resource

requirements,andscheduleconstraintstocreatetheprojectschedule ScheduleControlcontrollingchangestotheprojectschedule.

6.4. Project Cost ManagementProjectCostManagementincludestheprocessesinvolvedinplanning,estimating,

budgeting,andcontrollingcostssothattheprojectcanbecompletedwithintheapprovedbudget.TheProjectCostManagementprocessesinclude:

CostEstimatingdevelopinganapproximationofthecostsoftheresourcesneededtocompleteprojectactivities

CostBudgetingaggregatingtheestimatedcostsofindividualactivitiesorworkpackagestoestablishacostbaseline

CostControlinfluencingthefactorsthatcreatecostvariancesandcontrollingchangestotheprojectbudget.


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6.5. Project Quality ManagementProjectQualityManagementincludestheprocessesandactivitiesoftheperformingorganizationthatdeterminequalitypolicies,objectives,andresponsibilitiessothattheprojectwillsatisfytheneedsforwhichitwasundertaken.Itimplementsthequalitymanagementsystemthroughpolicyandprocedures,withcontinuousprocessimprovement

activitiesconductedthroughout,asappropriate.TheProjectQualityManagementprocessesinclude:

QualityPlanningidentifyingwhichqualitystandardsarerelevanttotheprojectanddetermininghowtosatisfythem

PerformQualityAssuranceapplyingtheplanned,systematicqualityactivitiestoensurethattheprojectemploysallprocessesneededtomeetrequirements

PerformQualityControlmonitoringspecificprojectresultstodeterminewhethertheycomplywithrelevantqualitystandardsandidentifyingwaystoeliminatecausesofunsatisfactoryperformance.

6.6.

Project Human Resource ManagementProjectHumanResourceManagementincludestheprocessesthatorganizeandmanagetheprojectteam.Theprojectteamiscomprisedofthepeoplewhohaveassignedrolesandresponsibilitiesforcompletingtheproject.Whileitiscommontospeakofrolesandresponsibilitiesbeingassigned,teammembersshouldbeinvolvedinmuchoftheprojectsplanninganddecision-making.Earlyinvolvementofteammembersaddsexpertiseduringtheplanningprocessandstrengthenscommitmenttotheproject.Thetypeandnumberofprojectteammemberscanoftenchangeastheprojectprogresses.Projectteammemberscanbereferredtoastheprojectsstaff.ProjectHumanResourcemanagementprocessesinclude:

HumanResourcePlanningIdentifyinganddocumentingprojectroles,responsibilities,andreportingrelationships,aswellascreatingthestaffingmanagementplan

AcquireProjectTeamObtainingthehumanresourcesneededtocompletetheproject

DevelopProjectTeamImprovingthecompetenciesandinteractionofteammemberstoenhanceprojectperformance

ManageProjectTeamTrackingteammemberperformance,providingfeedback,resolvingissues,andcoordinatingchangestoenhanceprojectperformance.

6.7. Project Communications ManagementProjectCommunicationManagementincludestheprocessesrequiredtoensuretimelyandappropriategeneration,collection,distribution,storage,retrieval,andultimatedispositionofprojectinformation.TheProjectCommunicationsManagementprocessesprovidethecriticallinksamongpeopleandinformationthatarenecessaryforsuccessfulcommunications.Projectmanagerscanspendaninordinateamountoftimecommunicatingwiththeprojectteam,stakeholders,customer,andsponsor.Everyoneinvolvedintheprojectshouldunderstandhowcommunicationsaffecttheprojectasawhole.ProjectCommunicationsManagementprocessesinclude:


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CommunicationsPlanningdeterminingtheinformationandcommunicationneedsoftheprojectstakeholders

InformationDistributionmakingneededinformationavailabletoprojectstakeholdersinatimelymanner

PerformanceReportingcollectinganddistributingperformanceinformation,includingstatusreporting,progressmeasurement,andforecasting

ManagementStakeholdersmanagingcommunicationstosatisfytherequirementsof,andresolveissueswith,projectstakeholders.

6.8. Project Risk ManagementProjectRiskManagementincludestheprocessesconcernedwithconductingriskmanagementplanning,identification,analysis,responses,andmonitoringandcontrolonaproject.TheobjectivesofProjectRiskManagementaretoincreasetheprobabilityandimpactofpositiveeventsanddecreasetheprobabilityandimpactofeventsadversetoprojectobjectives.ProjectRiskManagementprocessesinclude:

RiskManagementPlanningdecidinghowtoapproach,plan,andexecutetheriskmanagementactivitiesforaproject

RiskIdentificationdeterminingwhichrisksmightaffecttheprojectanddocumentingtheircharacteristics

QualitativeRiskAnalysisprioritizingrisksforsubsequentfurtheranalysisoractionbyassessingandcombiningtheirprobabilityofoccurrenceandimpact

QuantitativeRiskAnalysisnumericallyanalyzingtheeffectonoverallprojectobjectivesofidentifiedrisks

RiskResponsePlanningdevelopingoptionsandactionstoenhanceopportunitiesandtoreducethreatstoprojectobjectives

RiskMonitoringandControltrackingidentifiedrisks,monitoringresidualrisks,identifyingnewrisks,executingriskresponseplans,andevaluatingtheireffectiveness

throughouttheprojectlifecycle.6.9. Project Procurement ManagementProjectProcurementManagementincludestheprocessestopurchaseoracquiretheproducts,services,orresultsneededfromoutsidetheprojectteamtoperformthework.Thischapterpresentstwoperspectiveofprocurement.Theorganizationcanbeeitherthe

buyerorselleroftheproduct,service,orresultsunderacontract.ProjectProcurementManagementincludesthecontractmanagementandchangecontrolprocessesrequiredtoadministercontractsorpurchaseordersissuedbyauthorisedprojectteammembers.ProjectProcurementManagementalsoincludesadministeringanycontract

issuedbyanoutsideorganization(thebuyer)thatisacquiringtheprojectfromtheperformingorganization(theseller)andadministeringcontractualobligationsplacedontheprojectteambythecontract.ProjectProcurementmanagementprocessesinclude:

PlanPurchasesandAcquisitionsdeterminingwhattopurchaseoracquire,anddeterminingwhenandhow


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PlanContractingdocumentingproducts,services,andresultsrequirementsandidentifyingpotentialsellers

RequestSellerResponsesobtaininginformation,quotations,bids,offers,orproposals,asappropriate

SelectSellersreviewingoffers,choosingfromamongpotentialsellers,andnegotiatingawrittencontractwithaseller

ContractAdministrationmanagingthecontractandtherelationshipbetweenthebuyerandseller,reviewinganddocumentinghowasellerisperformingorhasperformedtoestablishrequiredcorrectiveactionsandprovideabasisforfurtherrelationshipswiththeseller,managingcontractrelatedchangesand,whenappropriate,managingtheContractClosurecompletingandsettlingeachcontract,includingtheresolutionofanyopenitems,andclosingeachcontract.

Figure3showsadetailedbreakdownofthePMIProjectManagementProcessGroupsmappedtotheProjectManagementKnowledgeAreas.


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Fig.3: MappingoftheProjectManagementProcessestotheProjectManagementProcessGroupsandtheKnowledgeAreas

Initiating Process

Group

Planning Process

Group

Executing Process

Group

Monitoring &

Controlling Process

Group

Closing

Process Group

1 Project Integration Management DevelopProjectCharter.DevelopPreliminary

ProjectScopeStatement

DevelopProjectManagementPlan

DirectandManageProjectExecution

MonitorandControlProjectWork

IntegratedChangeControl

CloseProject

2 Project Scope Manaagement ScopePlanning.ScopeDefinition.CreateWBS

ScopeVerificationScopeControl

3 Project Time Management ActivityDefinition.ActivitySequencing.

ActivityDurationEstimatingSchedule

Development

ScheduleControl

4 Project Cost Management CostEstimating.CostBudgeting

CostControl

5 Project Quality Management QualityPlanning PerformQuality

Assurance

PerformQuality

Control

6 Project Human Resource Management HumanResourcePlanning

AcquireProjectTeamDevelopProjectTeam

ManageProjectTeam

7 Project Communications Management CommunicationsPlanning

InformationDistribution

PerformanceReporting

ManageStakeholders

8 Project Risk Management RiskMonitoringandControl

9 Project Procurement Management PlanPurchasesand

AcquisitionsPlanContracting

RequestSeller

ResponsesSelectSellers

Contract

Administration

ContractClosur

Project Management Process Groups

Knowledge Area

Processes


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7. The Project ManagerAprojectmanageristhepersonaccountableforaccomplishingthestatedprojectobjectives.

Keyprojectmanagementresponsibilitiesincludecreatingclearandattainableprojectobjectives,buildingtheprojectrequirements,andmanagingthetripleconstraintforprojects.Aprojectmanagerisoftenaclientrepresentativeandhastodetermineandimplementtheexactneedsoftheclient,basedonknowledgeofthefirmtheyarerepresenting.Theabilitytoadapttothevariousinternalproceduresofthecontractingparty,andtoformcloselinkswiththenominatedrepresentatives,isessentialinensuringthatthekeyissuesofcost,time,qualityandaboveall,clientsatisfaction,canberealized.Projectmanagementisallaboutmakingtheprojecthappen.Itisadisciplineofinitiating,planning,executing,andmanagingresourceswiththegoalofcompletingspecificdeliverableswithinbudgetandtime.Asuccessfulprojectmanagerisonewhocanenvisiontheentireprojectfromstarttofinish,andhavetheprowesstorealisethisvision.TokeeppacewithbusinessandIT,projectmanagersneedtomaketheirmanagementpracticesmoreflexible.Sometipsforsuccessfulprojectmanagementinclude:7.1. Be AgileTraditionalprojectmanagementmethodologiesareprovingtobetoorigid,bureaucratic,andtimeconsumingfortoday'sdynamicbusinessenvironment.Infact,thesemethodologiescanworkagainstITdepartments.Today,projectmanagersneedtorespondwithagilitytorisingissuesandchanges.Theformaldocumentationandprocessesinvolvedintraditionalproject

managementcanweighyoudown.7.2. Do Not MicromanageTheidealprojectmanagersareleaders,notcontrolfreaks.Someprojectmanagerscanbeoverlyanalyticalandinvesttoomuchtimeinperfectingdetails,whentheyshouldreallyfocusonachievingmilestonesandthecompletionoftheproject.Flexibleprojectmanagementrequiresabalanceofboththeleftandrightbrain,hardandsoftskills.7.3. Keep Improving Your Project Management PracticeTechnologyisalwaysevolvingtomeetthechangingneedsofusers.Inthesameway,yourapproachtoprojectmanagementshouldevolvealongsidebusinessandITprocesses.

Communicatewithyourteam,client,andbusinesspartners,astohowyoucanimproveyourprojectmanagementpractices.7.4. Ongoing PlanningThesinglemostimportantactivityofprojectmanagersisplanning.Planningmustbedetailed,organised,andrequireteamparticipation.Andliketherealworld,plansalwayschangeandreprioritisewithsituations.Forthis,plan,re-plan,andplan.


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7.5. Work with a Sense of UrgencyConsideringthefactthatthereeverpresentlimitsandconstraintsontimeline,budget,andresources,itisofutmostimportancethattheprojectprocessisconstantlyandaggressively

beingdriventowardscompletion.Regularupdates,meetings,andfollow-upsareessential.7.6. Visualise and Communicate all Project Deliverables and ActivitiesInshort,theprojectmanagerandteammusthaveapictureofthefinisheddeliverablesinthemindsofeveryoneinvolved.Thisguideseveryoneinthesamedirection.Avoidvaguedescriptionsatallcosts,bespecific,drawdiagramsandpictures,andmakecertaineveryoneagreeswithit.7.7. Complete Deliverables Step-by-StepThethoughtofclimbingamountaininonegocanbecrippling.Buttoseeitasasuccessionofstepsandpeaksislessintimidatingandmoreachievable.Inthesameway,projectmanagersshouldnotjumpintoaprojectwiththeintentofbuildingallprojectdeliverablesatonce.Workoneachitemstep-by-step,getprocessreviewsandapprovals,andalwaysmaintainasenseofdirection.

7.8. Healthy Risk ManagementEveryprojectrequiresadedicatedriskofficerwhowillberesponsiblefordetectingpotentialprojectissues,whohasahealthydoseofscepticism.7.9. Report Concerns or Challenges.Theprojectmanagershouldmaintainaliveprojectriskdatabasethattracksallissuesandresolutionsandensurethattheprojecthasahealthydoseofriskmanagement,notacrippling,obsessiveone.Riskassessment,thoughkeytosuccessfulprojectdelivery,shouldnotbetheprojectsmainfocusandpriority.

7.10. Open CommunicationCommunicationisvitalinallaspectsofprojectmanagement.Itisessentialtoadheretoapolicyofopencommunication,encouragingallmemberstovoiceopinionsandconcerns.Thiscutsthroughwaitinggamesandsignificantlyreducestheriskofmistakes,savingtimeandmoney.7.11. Never Lose Sight of the 3-Factors: Time, Budget, and QualityWhileprojectmanagementpracticeshavechangedtobemoreflexibleandopen,thefoundationremainsthesame.Projectsuccessoccurswhenitisdeliveredontime,within

budget,withalevelofdeliverablesthataresatisfactorytotheclient.TheProjectManager'smainroleistokeepallteammembersawareofthesebig3-Time,Budget,andQuality.


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8. Causes of Project FailureResearchersregularlyconductstudiestofindouttheleadingcausesofprojectfailureandthe

studiesrevealarecurringtheme.Someofthecommonunderlyingcausesidentifiedare: Poorlydefinedorganisationalobjectives. Looseprojectsponsorshipandexecutiveleadership. Projectmanageruntrained. Loosescopecontainmentandprojectchangecontrol. Poorlydefinedrequirements. Lackofconsultationwithkeyprojectstakeholders. Noriskmanagementplan. Unrealisticprojectestimates.

9. Steps to Successful Project DeliveryNotwithstandingtheever-presentrisksinherentinprojectmanagementandprojectdelivery,experiencedprojectmanagershaveadvancedthefollowingkeystepstosuccessfulprojectdelivery:

Beforeyoustartyourproject,findacommittedprojectsponsorwhohassufficientcloutinyourorganisation.Yourprojectsponsorwillproveinvaluableinhelpingyouovercomeorganisationalroadblocksastheyarise.

Analysewhoareyourproject'skeystakeholdersandcommunicatewiththemthroughouttheproject.Yourstakeholderscanmakeorbreakyourproject.Compileastakeholdercommunicationplanwiththehelpofyourprojectteamandsponsor.

Getyoursponsorandkeystakeholderstogethertothrashoutthemeasuresofsuccessofyourproject.Howwillyouknowifyourprojecthassucceeded?Whatarethekeyindicatorsofsuccess?Geteveryoneonthesamepagefromtheoutset.

Decideupfrontthemethodologyyouwilluseonyourproject.Whatprojectphaseswilltheprojectproceedthrough?Whatwillbethekeygo/nogodecisionpoints?Whataretheexpectedprojectoutputsforeachphase?

Drawupaprojectschedulethatclearlyallocatesprojecttaskstoteammembers.Identifywhichtasksdependonothersfortheirsuccessfulcompletion.Communicatescheduleprogressregularlytoallteammembersandtotheproject'ssponsor.

Makesurethatprojectchangesdon'tgetoutofhandbyreviewingandauthorisingallproposedchanges.Evaluateeachproposedchangefortheimpactonprojectcost,qualityandschedule.

Donotletanunforeseeneventsinkyourproject.Findoutwhatriskscanthreatenyourprojectandbuildariskmitigationstrategyintoyourprojectplan.Issueswillalsoarisefromtimetotime,soyouwillneedtokeeptrackoftheseandcommunicatetheirimpacttoallconcerned.


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Decideatthestartwhichdocumentsyourprojectwillgenerateandwhen.Formediumandsmallsizedprojects,keepdocumentationrequirementstoamanageablelevelwithoutsignificantlyincreasingtherisktotheproject.

Onceyourprojectfinishes,usethemeasuresofsuccessthatyouagreedatthestarttoevaluateprojectperformance.Wasitwithinbudget?Wasitonschedule?Didit

producewhatitwasmeanttoproduce,andattherequiredquality?Whatcanyoulearnfromthis?Nowreportyourproject'sperformancetoyoursponsorandthekeystakeholders.

Followupwiththekeystakeholdersandyourprojectteammembersandfindouthowtheyfeltabouttheproject.Wastheprojectasuccessfromtheirperspective?Howdidtheprojectimpactthempersonally?Fromthisyouwilldiscoverwhatwentwellandwhatdidnotgosowell.Applytheselessonstoyournextproject.

Successfulprojectsdonotjusthappen.Theyrequirestructuredplanning,therighttools,insightfulmanagementandgoodinterpersonalskills.Unfortunately,manynewprojectmanagersreceivelittletraininginhowtodothejob.AnyonecanlearntodrawaGantt

chart,buteffectiveprojectmanagersalsorelyonthesavvythatcomesfrompainfulexperience.Coachingandsurvivaltipsfrompeoplewhohavealreadydonetheirtourofdutyintheprojectmanagementtrenchescansaveprojectmanagersfromlearningsuchlessonsthehardway.Theprojectmanagermustbalancecompetingstakeholderinterestsagainsttheconstraintsoflimitedresourcesandtime,ever-changingtechnologies,andunachievabledemandsfromunreasonablepeople.Projectmanagementispeoplemanagement,technologymanagement,

businessmanagement,riskmanagement,andexpectationmanagement.It'sajugglingact,withtoomanyballsintheairatonce.However,aprojectsuccessfullycompleted,handedoverandclosedouttothesatisfactionofallstakeholdersisoneofthemostexhilaratingandgratifyingexperiencesinprojectmanagement.