Knowledgecity Project Management Essentials: - All Rights Reserved

KnowledgeCity®
PROJECT
MANAGEMENT
ESSENTIALS
Copyright© 2020 KnowledgeCity® - All rights reserved.

Please visit: www.knowledgecity.com
KnowledgeCity® Project Management Essentials
Table of Contents
Introduction....................................................................................................................................................... 1
Management and Project Structures......................................................................................................... 2
Project Characteristics and Resources..................................................................................................... 3
Project Failure, Success and Benefits........................................................................................................ 4
Pros and Cons of Organizational Structures........................................................................................... 5
Team Building..................................................................................................................................................... 6
Managing Challenges...................................................................................................................................... 7
Expectation Management and Executive Sponsors.............................................................................. 8
Risk Management and Risk Processes...................................................................................................... 10
Conclusion.......................................................................................................................................................... 12

“Being a project manager is like being an artist. “

You have the different-colored process streams
combining into a work of art.
GREG CIMMARRUSTI
PMP, senior project manager, King & Spalding
Introduction – Knowing Your Stuff

Have you ever watched a juggler and marveled at the skills required to keep all the balls in the air? It can become even more
impressive when the number of balls increases and still the juggler keeps it going. How is it done? Is it a natural talent, or can
anyone learn how to do it?
Project management is a lot like juggling. You need to keep all the components of the project in balance while heading toward
completion. There are skills and tools you need to prepare yourself for leading a successful project team. You don’t need to have
natural project management talents. You can learn and apply what is necessary by putting the building blocks in place that will help
you successfully manage a project, as well as understand how to recognize and mitigate challenges along the way.
Project management requires the ability to understand the process thoroughly. You need know how to build and inspire your
project team, and identify risks and challenges as you move forward. Flexibility, communication and leadership skills also
contribute significantly to the process.
To get started, let’s take a look at some project management basics.

Management and Project Structures

Project management has been around for thousands of years. It even contributed to the construction of the ancient wonders of
the world. In the early part of the 20th century, Henry Gantt developed planning techniques to comply with new labor laws during
the Industrial Revolution. New technologies during the 1980s allowed for even more efficient ways to compute risks and manage
projects. These days, technology allows project management tools to be available on a phone or tablet.
Despite all the advances, most companies still manage work and employees in one of three structures:
1 2 3
Functional Project Matrix
The functional structure is the classical approach to work management. Work is divided into segments directed by a functional
manager. Each manager has full control over an area, coordinating with other managers to perform specific deliverables before
passing them off to the next area.
The project structure is composed of self-contained project teams that are responsible for all work from inception to delivery.
These teams are managed by a project manager who has full authority over the decisions and success of projects, and who usually
reports directly to executives.
The matrix is the most common structure in today’s businesses. Stakeholders and executives select a project manager, then
the project manager determines the scope of the team. This includes planning, scheduling, integrating various disciplines and
monitoring progress. The functional manager then defines how to complete project tasks, assigns specific resources, and executes
the project according to budget and schedule. It is not always clear whether the project manager or functional manager is in charge.
What are the elements of a management project?
Specific objectives, conditions and specifications

Defined start and completion dates
Funding restrictions
Uses resources, such as staff, money, equipment and time
Breaks across functional lines, making it multifunctional
Projects have four major phases:
1 2 3 4
Initiation phase to Planning phase detailing Implementation phase to Closing phase releases
establish goals and activities, schedules, carry out work, monitor deliverables, documents
identify possible risks, costs, stakeholders and control project, process and closes
solutions and project manager make adjustments project
Let’s look at project characteristics and resource types next.

Project Characteristics and Resources

1 If you are selected to be a project manager, what do you need to get the project started?
2 Complete task definitions resources, time, costs, dependencies, staffing

3 Resource requirements resources for project, such as cost, time, availability of staff
4 Major schedule milestones markers along project timeline, including start and completion
5
Deliverable definition the quantity, quality and reliability of final product
Performance measurement communicating and measuring expectations
Once project tasks are decided, executives will determine the type of project needed. These include:
Individual Team Special Matrix

scaled-down version skilled individuals short-term projects sometimes called
of large projects with selected with requiring certain aggregate projects,
manager overseeing knowledge in areas functions or authority using vast resources
project specific to project for targeted purpose
needs
Once you have determined the type of project you will be handling and looked at the resources available, you need to figure out
specifically the resources you will need. There are different categories of resources that can be tracked, measured
and controlled:
1 2 3
Money People Equipment
4 5 6
Information and
Facilities Materials
technology
First, the team must create a work task list, known as a work breakdown structure, to identify the resources needed to complete
each task. Take into account resources needed to complete each task from start to finish, including adjustments. The team should
be involved from the beginning of the task development stage to ensure availability of the resources for each step.
Before you go any further, you have to understand why some projects fail and why it is important to learn how to avoid common
pitfalls, so you can reap the benefits of project management. Let’s look at some components behind success, failure and benefits.

Project Failure, Success and Benefits

No one likes to fail, but sometimes failure is out of your control, despite good planning. Projects can fail due to lack of funds,
cancellations, or the emergence of better projects. Remember, the further along a project progresses, the less likely it is to fail.
Most failures happen early in a project. Why?
There are several reasons:
The project was never really necessary.

Employees were not taught how to work with project and functional management styles.
The wrong project manager is selected.
Employees are not convinced management is supporting the project.
Projects can be overbudget or behind schedule, but if the project is deemed worthy by company leaders, it is unlikely to fail.
What primary factors constitute a successful project?
Delivered on time or early

Below budget
Contains agreed-upon quality standards
Accepted by customer
Secondary factors can also benefit your organization:
Customer reference
Follow-up work with same customer
Achieved technical superiority
Created additional environmental protection aspects
Generated a corporate reputation
Team recognized for ethical conduct
Critical success factors are determined at the beginning of the project and are focused on deliverables and customer satisfaction.
For project performance success, consider key performance indicators (KPIs) to maximize what was done right and correct what
was done wrong.
What are the benefits of using project management?
Accomplishes more work with less time, costs and people

Better control over changes to scope of work
Makes organization more efficient and effective
Increases quality
Decreases power struggles
Allows people to make good company decisions
Delivers solutions to customers that increase business
One way to be more successful is to use the stage-gate decision process. You create parallel activities managed by cross-functional
teams to reach a deliverable. The gates are decision points at the end of each stage. The gatekeepers evaluate performance and
whether teams will go to the next gate, delay the decision until more information is obtained, or terminate the project. It is a good
check-and-balance system that controls successful project delivery.
Organizational structures influence project management a great deal. Let’s look at some of the pros and cons.

Pros and Cons of Organizational Structures

Several different types of organizational structures have pros and cons in how they do business and utilize employees. Let’s start with
the classical, or traditional type, where the structure is hierarchical and employees report to a single manager, who reports to a CEO.
Pros
Easier budgeting / cost control
Better technical control
Cons
Flexibility in human resources No individual responsible for project
Continuity in policies and procedures No project emphasis for project tasks
Good communication channels Complex coordination and long decision approval
Quick reaction from functional managers No focus on customer or customer response
Difficulty pinpointing responsibility
Ideas are functional, not project-oriented
A projectized structure divides all work into projects, sometimes overseen by a Project Management Office. Resources are
assigned from throughout the entire company, and team members may report to multiple managers.
Cons
Costs in multi-product company due to duplication
Pros Personnel retention long after needed on project
Management must balance workloads at start and finish
Complete line of authority Lack of continuity in technology, career paths
Strong communication channels Outlook for improving future programs hindered
Team has loyalty and morale Control requires top-level coordination
Focus on external customers
Flexibility in scheduling and costs
Executives have more time for decisions
The matrix structure is a blend of the projectized and classical structures. There is a functional team and manager, but employees
can be used for specific projects and report to a project manager in conjunction with a functional manager.
Pros
Project manager retains control over resources
Independent policies/procedures
Cons
Rapid responses to change
Costs are minimized Dual-reporting to functional and project team
People work on variety of problems Multidimensional work flow
Strong technical base Continuously changing priorities
Imbalances in time, cost, performance and power
Duplication of efforts
More people required to meet project needs
Many companies today employ the matrix model, using project teams when necessary, while still employing functional
management hierarchies. The next step when taking on a project is to select a team to do the job. Let’s look at some ideas.

Team Building
Building the right team requires understanding the size, scope and goals of the project.
What should a team consist of?

Project Manager
The project manager is the leader who guides the team from inception to completion. Project managers
oversee all staff, resources, costs and risks. The person chosen should have honesty, integrity, business
management competence, communication skills, versatility, energy, toughness and the ability to make
decisions, as well as an understanding of personnel issues and project technology.
A project manager is more successful if the team is aware that executives have faith in this person to get the job
done. These managers are also responsible for receiving and distilling regular reports and conveying the information
to stakeholders, sponsors and company leaders.
As a project manager, you will be called upon to use your work and people management skills. You must know
how to measure the progress you are making, evaluate and correct problems, give feedback, choose the right
people, assign the appropriate roles, and utilize subject experts when needed. Last, but not least, you must
motivate your team and coach them to success.
Assistant Project Manager
The assistant project manager is usually selected by the project manager to be the right-hand person on the
team, someone who aspires to become a project manager and wants to gain the experience. This person has
many of the duties and the same skills as the project manager.
Project Team Members:
Project team members are drawn from across the organization to fill roles as required by the goals of the
project. Depending on the member’s expertise, the member may be assigned additional duties.
Team Managers
The schedule manager is the team member who closely watches the project schedule, updates it, and reports
on progress to the team. The resource manager monitors all resources - humans and materials. The risk
manager oversees risks, the risk register and updates risk reports. Depending on the size and scope of the
project, you may need additional managers to handle documentation, communications and quality.
Budget/Cost Manager
A team member who has expertise in budgeting may be asked to be the project budget/cost manager. This
person monitors and controls budget-related activities, handles approvals and oversees spending limits, in
addition to updating the team with budget reports.
Resource Manager
Risk Manager
Other roles such as Documentation Manager, Communication Manager and Quality Manager
All this work does not come without challenges. Let’s look at how to handle them.

Managing Challenges
All teams experience conflict. However, the problem is not the conflict. It is the way it is handled. As a project manager, you want to
keep calm and resolve the conflict quickly and fairly.
What causes conflicts? Usually, they are about resource allocation and can polarize people on teams.
There are five major methods of handling conflict:
1 Withdrawal retreat from disagreement
2 Smoothing de-emphasize areas of disagreement and emphasize areas of agreement
3 Compromising bargain and search for a solution give-and-take style
4 Forcing exerting a viewpoint at the expense of another party – win/lose situation
5 Confrontation face problem and work through it, usually with a mediator
What should you do to resolve a conflict?

Pause and think before reacting
Build trust
Try to understand the conflict, its motives and what’s behind it
Keep meeting under control
Listen to all involved parties
Maintain a give-and-take attitude
Educate others on your views
Be willing to say when you are wrong
If you are charged with resolving a conflict as a conflict manager, you should:
Know your organization
Listen with understanding rather than evaluation
Clarify the nature of the conflict
Understand the feelings of others
Suggest procedures for resolving differences
Maintain relationships with involved parties
Facilitate the communication process
Seek resolution
Trust is the most important factor for a successful team, so use team-building exercises early on to foster team trust that will help
when conflicts arise.
When you take on the role of project manager, you have expectations of your team, your company leaders and your boss. They
have expectations of you, too. Let’s learn more about these.

Expectation Management and Executive Sponsors

Expectations confront us every day in both our personal and professional lives. Sometimes you may not know what someone’s
expectations are, and it can cause problems. In project management, expectations need to be clearly defined from the onset. They
should be called out, documented and discussed among all interested parties.
Executives have expectations of the project manager that include:
Assuming total responsibility for success or failure of project

Providing reports and results
Causing minimal organizational disruption
Presenting recommendations and alternatives
Exhibiting capacity to handle interpersonal problems and be a self-starter
Demonstrating growth with each new assignment
The project manager’s expectations of executives are:
Providing clearly designed decision channels

Taking action on requests
Facilitating communication with support departments
Assisting in conflict resolution
Providing sufficient resources
Giving sufficient strategic and long-range information
Imparting regular feedback
Giving advice and stage-setting support
Defining expectations clearly
Providing protection from political infighting
Personal and professional growth opportunities
What about the team itself? What are its expectations of the project manager?
Assisting with problem solving by offering ideas

Providing proper direction and leadership
Creating a relaxed environment
Interacting informally with team members
Stimulating the group process
Facilitating adoption of new members
Reducing conflicts
Defending the team against outside pressure
Acting as group spokesperson and providing
representation to upper management

What about the project manager’s expectations of the team?
Demonstrating teamwork
Self-development
Showing the potential for creative and innovative behavior
Communicating effectively
Showing commitment to the project
Demonstrating the capacity for conflict resolution
Being result and change-oriented
Interacting effectively with a high level of morale
There are other members of the team who do not contribute directly — executive sponsors. These are the people in the
organization who authorize and oversee the project and make major decisions about budgets, resources and other expenditures.
What should sponsors do for the project?
Maintain top-level client relationships, including sales and contract negotiations

Support planning, staffing and other procedures and keep up-to-date on progress
Attend major project review meetings and review major reports
Handle contractual matters, interpret company policies and assist in problem-solving
Be a liaison between management and project team
Assist in establishing best objectives and priorities
Function as executive-client contact point
It is important that the project manager work well with the executive sponsor to maintain support of the project. Executive
sponsors will have other projects and have to prioritize. Sometimes the priorities will shift as projects enter different phases of the
life cycle, so keep the lines of communication open.
Every project has risks. Let’s look at the risk process and how to deal with them.

10
Risk Management and Risk Processes

Every day we take risks, calculating the impact it might have. In business, the process is similar, except you calculate the likelihood
of the event happening and the impact, and formulate a score.
What is risk? In business, a risk event for a project is calculated in terms of the likelihood and the impact of the event. In other
words, how likely is this event to happen and what are the costs? You assign a number to measure either the likelihood or impact
of an event happening. Start with values one through 10, then increase the percent of probability where one is equal to 10 percent
probability, moving upward to 10 being 100 percent. You do the same for impact except you are calculating one as low impact and
ten as a large impact. Once calculated, you can put these numbers on a grid using an X and Y axis format.
Today’s businesses focus on technological risk management, targeting proactive instead of crisis management models.
Other models of risk management include:
1
Risk planning
using historical data
to plan for
potential risks
4 2
Risk monitoring Risk assessment
continual watch and using historical,
control over identified analytical and current
and future risks data to plan
3
Risk handling
process to determine
method using retention,
avoidance, mitigation
or transfer
What types of risks exist?

Insurance and business risks – property damage, personnel, legal liability
External risks – predictable and unpredictable
Non-technical and technical internal risks
Legal risks

11
2
Tracking risks is a complicated yet necessary procedure. Start by creating your risk management plan, then create a master risk
document, known as a risk register. The first step is to seek input from the team, stakeholders, customers and other interested
parties. Look at historical data, talk with other project managers, and seek additional information anywhere you can. Add this data
to your risk register, also called a risk log.
The risk register is a spreadsheet used to record identified risks, their severity or impact, their probability of occurrence, and the
action steps taken. You can also find also templates on the internet.
Here are the basics you need to create a risk register:

Dates
Description of risk
Risk type, business, project or specific stage risks
Likelihood of occurrence
Impact
Countermeasures or actions
Owner – who is responsible to handle risk
Status – current or potential
Risk event handling has four categories of risk problem solving and contingency planning:
1 2 3 4
Risk retention Risk avoidance Risk mitigation Risk transfer
acceptance of risk as given avoiding actions that incur control / minimize impact other party, such as
the risk rather than eliminate it insurance or supplier is
responsible for the risk
Using your risk register is a continual process requiring ongoing input, updating and evaluating.

12
Conclusion—Project Successful!
From planning and team selection to assessing risks, you now have a greater understanding of the components of project
management. You can follow these steps from start to finish, ensuring you have covered all the bases.
Remember, just going through the steps of each process will not lead to project management success by itself. You need to bring
yourself into the process, hone your interpersonal and communication skills, and understand how to inspire, motivate and lead the
project to a successful conclusion.
Interpersonal biology expert David Rock explains how people operate using his SCARF model. Identifying five domains of primary
needs, he shows how we activate circuitry whenever we are faced with a reward or threat that influences our responses.
S Status — relative importance to others
C Certainty— predicting the future
A Autonomy— sense of control
R Relatedness — safety with others
F Fairness — fair exchanges between people
When working with your team and your superiors, keep in mind everyone has the same primary needs as defined by David Rock.
It is how you understand and work with them that will define you as a project leader who goes beyond the business basics by
leading with knowledge, intelligence and empathy.

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Management and Project Structures......................................................................................................... 2

Project Characteristics and Resources..................................................................................................... 3

Project Failure, Success and Benefits........................................................................................................ 4

Pros and Cons of Organizational Structures........................................................................................... 5

Expectation Management and Executive Sponsors.............................................................................. 8

Risk Management and Risk Processes...................................................................................................... 10

Copyright© 2020 KnowledgeCity® - All rights reserved.

“Being a project manager is like being an artist. “

Introduction – Knowing Your Stuff

To get started, let’s take a look at some project management basics.

Copyright© 2020 KnowledgeCity® - All rights reserved.

Management and Project Structures

Functional Project Matrix

What are the elements of a management project?

Specific objectives, conditions and specifications

Projects have four major phases:

Let’s look at project characteristics and resource types next.

Copyright© 2020 KnowledgeCity® - All rights reserved.

Project Characteristics and Resources

2 Complete task definitions resources, time, costs, dependencies, staffing

Individual Team Special Matrix

Money People Equipment

Copyright© 2020 KnowledgeCity® - All rights reserved.

Project Failure, Success and Benefits

There are several reasons:

The project was never really necessary.

What primary factors constitute a successful project?

Delivered on time or early

Secondary factors can also benefit your organization:

What are the benefits of using project management?

Accomplishes more work with less time, costs and people

Copyright© 2020 KnowledgeCity® - All rights reserved.

Pros and Cons of Organizational Structures

Copyright© 2020 KnowledgeCity® - All rights reserved.

What should a team consist of?

Assistant Project Manager

Project Team Members:

Copyright© 2020 KnowledgeCity® - All rights reserved.

There are five major methods of handling conflict:

1 Withdrawal retreat from disagreement

2 Smoothing de-emphasize areas of disagreement and emphasize areas of agreement

3 Compromising bargain and search for a solution give-and-take style

4 Forcing exerting a viewpoint at the expense of another party – win/lose situation

What should you do to resolve a conflict?

Copyright© 2020 KnowledgeCity® - All rights reserved.

Expectation Management and Executive Sponsors

Executives have expectations of the project manager that include:

Assuming total responsibility for success or failure of project

The project manager’s expectations of executives are:

Providing clearly designed decision channels

Assisting with problem solving by offering ideas

Copyright© 2020 KnowledgeCity® - All rights reserved.

What about the project manager’s expectations of the team?

What should sponsors do for the project?

Maintain top-level client relationships, including sales and contract negotiations

Copyright© 2020 KnowledgeCity® - All rights reserved.

Risk Management and Risk Processes

Other models of risk management include:

What types of risks exist?

Copyright© 2020 KnowledgeCity® - All rights reserved.

Here are the basics you need to create a risk register: