CHAPTER 3 Project management is concerned with the overall planning and coordination of a project

Project Management from conception to completion aimed at meeting the stated requirements and ensuring
completion on time, within costs and to required quality standards.
Lesson 3: Defining and Structuring Project Management
Project management is the application of knowledge, skills, tools, and techniques to project
activities to meet the project requirements. It has always been practiced informally, but
began to emerge as a distinct profession in the mid- 20th century.

Structuring Projects

The project organization describes the human infrastructure of the project. It is designed to
identify the project organization chart, the roles, and the relationships of the project team.
The current types of organizational structure of project management are project-based
organizational structural, functional organizational structure, functional organizational
structure and matrix organizational structure.

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Project- type Organization o Functional department can provide a normal career path for
professionals
 The creation of an independent project team. The team’s management is  Disadvantages are:
separated from the parent organization’s other unit\s have their own technical o Projects often lack of focus, each unit has its own core functions of
staff and management, enterprise assigns certain resources to project team, and general business.
grant project manager of the largest free implementation of the project. o Such organization has certain difficulties in the inter-departmental
 The advantages are : cooperation and exchanges.
o Focus on this project team, project manager is solely responsible for the o Motivation is not strong enough for project participants, they think the
project, the only task for project members is to complete the project, project is an additional burden, and not directly related to their career
and they only report to the project manager, avoiding the multiple development and upgrading.
leadership. o In such organizational structure, sometimes no one should assume full
o The project team’s decision is developed within the project, the responsibility for the project.
reaction time is short.
o In this project, members work with strong power, high cohesion, Matrix Organizational Structure
participants shared the common goal of the project, and individual has
clear responsibilities.  This is a hybrid form. It loads a level of project management structure on the
 The disadvantages are: functional hierarchical structure.
o When a company has several projects, each project has its own  Different types of matrix systems:
separate team, which led to duplication of efforts and the loss of o Functional matrix- functional managers have greater powers than
scalable economies. project managers
o The project team itself is an independent entity, prone to a condition o Project matrix- project managers have greater powers than functional
known as “project inflammatory” disease, that is, there is a clear managers.
dividing line between the project team and the parent organization, o Balance matrix- functional managers and project managers have the
weakening the effective integration between project tem and the equal powers.
parent organization.  Advantages:
o The project team members’ lack of business continuity and security, o It is the same as functional structure that resources can be shard in
one the project ended, return to their original functions may be more multiple projects, which can significantly reduce the problem of
difficult. redundant staff.
o Project is the focus of the work, with a formal designated project
Functional Organizational Structure manager will make him give more attention to the project, and
responsible for the coordination and integration work between
 Managed in the current organization hierarchical structure. Once the project different units.
begins operation, the various components of the project are taken by the
functional units, and each unit is responsible for its charged component. Managing Resources
 Advantages are:
o The use of personnel with greater flexibility, as long as the choice of a A successful project manager must effectively manage the resources assigned the project.
suitable functional departments as the project supervisor. This includes the labor hours of the project team. It also includes the managing labor
o When the project team members leave or leave the company, the subcontracts and vendors. There are different types of resources that a project manager
functions can be used as the basis for maintaining the continuity of the needs to manage. These are:
project.

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 1. People The processes of PRINCE 2 project planning model include:

 A project manager needs to make sure that he has the people with skills 1. Starting Up (SU) - includes objective setting, establishing an approach and
set required for the task. Not only will the right people need to be in the constituting the project team.
right place at the right time, but he must also equip them with the tools 2. Initiating a Project (IP) - determining the time and resources required for the
and knowledge they need. entire project, or augmenting the project brief into a business case.
3. Directing a Project (DP) – determining the authorized personnel for each
2. Equipment component or stage of the project, developing guidelines for authorizing stage
plans and giving ad hoc directions when required, and detailing ways to confirm
 People need equipment to complete task. A project manager will have project closure.
to make decisions on what equipment is needed, who will use it, and 4. Controlling a Stage (CS) – monitoring and reporting the project component,
for what length of time. including assessment and review of progress based on plan and details of
escalating issues that arise or taking corrective action.
3. Materials 5. Managing Product Delivery (DP) – creating, delivering and reviewing project
components.
 Almost every project requires materials. No matter what industry for 6. Managing Stage Boundaries (SB) – reporting on the current management stage
every project that needs to be completed, a project manager will and planning for the next stage.
require a certain amount of materials, even something as small as pen 7. Closing a Project (CP) – de-commissioning the project and freeing up the
and paper. resources tied up to the project, and identifying follow- on actions.

Project Planning Models Project Management Body of Knowledge (PMBOK)

Project planning requires organizing people and resources, and dealing with uncertainty Project Management Body Knowledge is a collection of processes and knowledge areas
and risk to execute the project systematically. Any successful project requires planning. The accepted as best practice for the project management profession. It recognizes five basic
project manager or stakeholders plan small and simple projects on an ad-hoc basis using process groups and ten knowledge areas typical of almost all projects. The basic concepts
the basic planning techniques. are applicable to projects, programmes, and operations. The five basic process groups are:

A project planning model is a technical discipline in its own right, and the two most popular 1. Initiating
examples ofproject planningmodels are PRINCE 2 and PMBOK. However, Kepner-Tregoe 2. Planning
Model and Log Frames Model can also be used for project planning purposes. 3. Executing
4. Monitoring and controlling
Projects in Controlled Environment (PRINCE 2) 5. Closing

Processes overlap and interact throughout a project or phase. Processes are described in
terms of:

1. Inputs (documents, plans, designs, etc.)

2. Tools and techniques (mechanisms, applied to inputs)
3. Outputs (documents, products, etc.)

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The ten knowledge areas are: 1. Definition justifies the project in terms of need and relevance by determining the
1. Integration management specific objectives of the project. The time, cost, resource required, and other
2. Scope management performance parameters all find mention in this process.
3. Time management 2. Planning elucidates who executes the specific tasks of the project, the timeline of
4. Cost management implementation, and risk management aspects.
5. Quality management 3. Implementation looks into the deliverables by ensuring the effective use of
6. Human resource management available resources, monitoring the process t resolve issues that may arise, and
7. Communications management evaluating the process.
8. Risk management 4. Communication is actually a part of the above three process and concern with
9. Procurement management stakeholder involvement and satisfaction, people management, and developing
10. Stakeholder management leadership skills.

Each knowledge area contains some or all of the project management processes. Log Frames Model

a) Plan procurement
b) Conduct procurement
c) Administer procurement
d) Close procurement

Kepner- Tregoe Model (KT PM)

Logical Frameworks is another project planning model which adopts a top-down approach
to project planning by identifying the activities in a project with a rigorous risk and
assumptions analysis. A log frame matrix is a concise document that outlines the key
features that lead to a project achieving its goal.

A Log Frame consists of a 4 column by 4 or 5 row matrix.

1. The first column represents the hierarchy of activities to outcomes that needs to
occur for the project to succeed.
2. The second column represents the indicators that are appropriate measures of
whether the activities, outputs or outcomes have been achieved.
An integrated, systematic process that project managers can adapt and apply to any type of 3. The third column represents the data source, or means to verify the indicator.
project, large or small. This model incorporates four distinct processes: 4. The last column is very important, and outlines the assumptions that need to hold
true for that particular activity, output or outcome to occur.

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