PROJECT MANAGEMENT

Presented by Vench Clark Mier and Arfel Fuentes

Presentation Outline:
1. Elements of Project Management
2. Elements of Project Planning
3. Definition of Project Team, Scope Statement, and Work-Breakdown Structure
4. Responsibility Assignment Matrix
5. Project Scheduling
6. Project Control

Project Management
Association of Project Management UK
- Project management is the application of processes, methods, skills, knowledge,
and experience to achieve specific project objectives within agreed parameters.
Project management has final deliverables that are constrained to a finite timescale
and budget.
Elements
1. Planning – the phase where the team defines what is to be accomplished.
2. Scheduling – it is the most critical phase in the project management process, where
the single most important criterion for the success of a project is that it be finished on
time.
3. Control – the process of making sure a project progresses toward successful
completion.
Project Planning
Elements of Planning:
1. Objectives – a detailed statement of what is to be accomplished by the project, how
it will achieve the company’s goals and meet the strategic plan, and an estimate of
when it needs to be completed, the cost, and the return.
2. Project Scope – how to approach the project, the technological and resource
feasibility, the major tasks involved, and a preliminary schedule; it includes a
justification of the project and what constitutes project success.
3. Contract Requirements – general structure of managerial, reporting, and
performance responsibilities
4. Schedules – list of all major events, tasks, and sub schedules, from which a master
schedule is developed.
5. Resources – the overall project budget for all resource requirements and
procedures for budgetary control
6. Personnel - Identification and recruitment of personnel for the project team,
including special skills and training
7. Control - Procedures for monitoring and evaluating progress and performance,
including schedules and cost
8. Risk and Problem Analysis - Anticipation and assessment of uncertainties,
problems, and potential difficulties that might increase the risk of project delays
and/or failure
Project Team
- consists of a group of individuals selected from other areas in the organization, or
from consultants outside the organization, because of their special skills, expertise,
and experience related to the project activities.
- Headed by the Project Manager
Repercussions in being in a Project Team
Positive
Opportunity to do new and innovative work outside regular job
Negative
Temporary loss of workers and staff from their permanent jobs can be
disruptive for both the employees and the work area

Scope Statement
- a document that provides a common understanding of a project
- Justification of the project + Expected results

Statement of Work
- Similar to the scope statement
- Statement of Work is prepared for individual team members, groups, departments,
subcontractors, and suppliers.
- Detailed - so that the team member responsible for it knows what is required and
whether he or she has sufficient resources to accomplish the work successfully
and on time.
Work Breakdown Structure
- a document that provides a common organizes the work to be done on a project
by breaking down the project into its major components, referred to as modules.
Responsibility Assignment Matrix (RAM)
It is a table or chart that shows who is responsible for project work. RAM is developed after
the development of the organizational breakdown structure (OBS). OBS was developed after
the Work breakdown structure (WBS) that is used by the project manager in assigning the
work elements to organizational units that consists of departments, groups, individuals or sub-
contractors. This OBS is a table or chart that shows which organizational units are responsible
for work items.

➢ Development of a RAM
In the WBS for computer order-processing system project presented in Figure 8.2,
under hardware and in the installation part, OBS units are listed as shown in Figure 8.3.
The OBS units are hardware engineering, systems engineering, etc. These are the units
that the people in-charge for Area prep, Tech/Engineer, Wiring, and Connections will be
working on. The 3 levels of work assignments in the matrix will guide the employees who
will be responsible for the work, who will actually performs the work, and who will perform
support activities.
 Figure 8.3. Responsibility Assignment Matrix

Project Schedule
 It is typically the most critical element in the project management process, especially during
the implementation phase that is the actual project work, and it is the source of most conflict
and problems. The reason for that is frequently the single most important criterion for the
success of a project is for it to be finished on time. Thus developing a project schedule is
important.

➢ Development of Project Schedule:

1. Defining the activities that must be performed to complete the project.
2. Sequencing the activities in the order in which they must be completed.
3. Estimating the time required to complete each activity.
4. Developing the schedule based on the sequencing and time estimates of the
activities.

Because scheduling involves a quantifiable measure, time, there are several

quantitative techniques available that can be used to develop a project schedule. An
example would be a Gantt chart.

Gantt Chart - is a traditional management technique for scheduling and planning small
projects that have relatively few activities and precedence relationships. This scheduling
technique (also called a bar chart) was developed by Henry Gantt, a pioneer in the field of
industrial engineering at the artillery ammunition shops of the Frankford Arsenal in 1914.

The Gantt chart is a graph with a bar representing time for each activity in the project being
analyzed.
A Gantt chart provides a visual display of a project schedule, indicating when activities are
scheduled to start and to finish and where extra time is available and activities can be delayed.
This extra time is called “slack”, which is the amount of time by which an activity can be
delayed without delaying any of the activities that follow it or the project as a whole. The project
manager can use a Gantt chart to monitor the progress of activities and see which ones are
ahead of schedule and which ones are behind schedule. It also indicates the precedence
relationships between activities. However, these relationships are not always easily
identifiable. This problem is one of the disadvantages of the Gantt chart method, and it limits
the chart’s use to smaller projects with relatively few activities.

Project Control
It is the process of making sure a project progresses toward successful completion. It
requires that the project be monitored and progress measured so that any deviations from the
project plan, and particularly the project schedule, are minimized. If the project is found to be
deviating from the plan, corrective action must be taken.
Key elements of Project Control:
• Time management is the process of making sure a project schedule does not slip and
that a project is on time. This requires monitoring of individual activity schedules and
frequent updates. If the schedule is being delayed to an extent that jeopardizes the
project success, it may be necessary for the project manager to shift resources to
accelerate critical activities. Some activities may have slack time, so resources can be
shifted from them to activities that are not on schedule. This is referred to as time–cost
trade-off. However, this can also push the project cost above the budget. In some
cases it may be that the work needs to be corrected or made more efficient. In other
cases, it may occur that original activity time estimates upon implementation prove to
be unrealistic and the schedule must be changed, and the repercussions of such
changes on project success must be evaluated.

• Cost management is often closely tied to time management because of the time–cost
trade-off occurrences mentioned previously. If the schedule is delayed, costs tend to
go up in order to get the project back on schedule. Also, as a project progresses, some
cost estimates may prove to be unrealistic or erroneous. Therefore, it may be
necessary to revise cost estimates and develop budget updates. If cost overruns are
excessive, corrective actions must be taken.

• Performance management is the process of monitoring a project and developing

timed (i.e., daily, weekly, monthly) status reports to make sure that goals are being met
and the plan is being followed. It compares planned target dates for events, milestones,
and work completion with dates actually achieved to determine whether the project is
on schedule or behind schedule. Key measures of performance include deviation from
the schedule, resource usage, and cost overruns. The project manager and individuals
and organizational units with performance responsibility develop these status reports.
Reference:
Bernard W. Taylor. 2013. Introduction to Management Science. 11th Edition. Pp.345-349

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