Project Management Introduction

Project Attributes
Clear objective
Series of interdependent tasks
Various resources
Specific time frame
Unique, one-time endeavor
Sponsor or customer
Degree of uncertainty
Overview
- Definitions
- Project Cycle
- Log Frame Approach – analysis phase
- stakeholder analysis
- problem analysis
- analysis of objectives
- Log Frame Approach – planning phase
- assumptions
- indicators
- sources of verification
- activity scheduling
- Project Charts
PROJECT APPROACH
Project = a series of activities aimed at bringing about

clearly specified objectives within a defined time-period and
with a defined budget.
A project should have:

•Clearly identified stakeholders (primary target group & final
beneficiaries);
•Clearly defined coordination, management and financing
arrangements;
•A monitoring and evaluation system;
•An appropriate level of financial and economic benefits (indicating
that the project‘s benefits will exceed its costs).
PROJECTS AND PROJECT MANAGEMENT
- Funding and contributions that are additional to ongoing

activities
- Funding = limited in time and resources
Contribute to process of change taking place in a context

that is complex because:
 it is changing continuously
 many actors are involved and may have an influence
Project management can therefore be defined as the

facilitation of such processes of change in order to attain
objectives in the most effective and efficient way
PCM Principles
PRINCIPLES TO ENSURE...
Respect for different phases in informed decision-making at different

project cycle... stages of project management
Stakeholder orientation... involvement and commitment of

stakeholders
Consistent project design using a comprehensive and consistent
logical framework... analysis and planning
Attention for sustainability... that from design onwards mechanisms

are considered that will continue the
flow of benefits
Integrated approach using
standarised documentation...
linkage with wider efforts, simplified
and transparant documents
© 2012 Cengage Learning. All Rights Reserved. This edition is intended for use outside of the U.S. only, with content that may be
different from the U.S. Edition. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in
part.
Introduction
Examples of projects
 Split the atom
 Chunnel between England and France
 Introduce Windows Vista
 Disneyland’s Expedition Everest
“Projects, rather than repetitive tasks, are now the

basis for most value-added in business”
-Tom Peters
Copyright © 2010 Pearson
Education, Inc. Publishing as
Prentice Hall 1-6
Project vs. Process Work
Project Process
Take place outside the • Ongoing, day-to-day
process world activities

• Use existing systems,
Unique and separate from
normal organization work properties, and capabilities
• Typically repetitive
Continually evolving
A project is a temporary endeavor undertaken to

create a unique product or service.
PMBoK 2000
Prentice Hall 1-7
Additional Definitions
A project is a unique venture with a beginning and an

end, conducted by people to meet established goals
within parameters of cost, schedule and quality.
Buchanan & Boddy 92
Projects are goal-oriented, involve the coordinated

undertaking of interrelated activities, are of finite
duration, and are all, to a degree unique. Frame 95

Prentice Hall 1-8
Elements of Projects
Complex, one-time processes
Limited by budget, schedule, and resources
Developed to resolve a clear goal or set of goals
Customer-focused

Prentice Hall 1-9
General Project Characteristics (1/2)
Ad-hoc endeavors with a clear life cycle
Building blocks in the design and execution of organizational

strategies
Responsible for the newest and most improved products,

services, and organizational processes
Provide a philosophy and strategy for the management of

change

Prentice Hall 1-10
General Project Characteristics (2/2)
Entail crossing functional and organization boundaries
Traditional management functions of planning, organizing,

motivating, directing, and controlling apply
Principal outcomes are the satisfaction of customer

requirements within technical, cost, and schedule constraints
Terminated upon successful completion

Prentice Hall 1-11
Process & Project Management (Table 1.1)
Process Project
1. Repeat process or product 1. New process or product
2. Several objectives 2. One objective
3. Ongoing 3. One shot – limited life
4. People are homogeneous 4. More heterogeneous
5. Systems in place to integrate 5. Systems must be created to
efforts integrate efforts
6. Performance, cost, & time known 6. Performance, cost & time less
certain
7. Part of the line organization 7. Outside of line organization
8. Bastions of established practice 8. Violates established practice
9. Supports status quo 9. Upsets status quo
Education, Inc. Publishing as 1-12
Prentice Hall
Project Success Rates
Software & hardware projects fail at a 65% rate
Over half of all IT projects become runaways
Up to 75% of all software projects are cancelled
Only 2.5% of global businesses achieve 100% project success
Average success of business-critical application development

projects is 35%.

Prentice Hall 1-13
Why are Projects Important?
1. Shortened product life cycles

2. Narrow product launch windows
3. Increasingly complex and technical products
4. Emergence of global markets
5. Economic period marked by low inflation

Prentice Hall 1-14
CLEAR OBJECTIVE
A clear objective that establishes what is to be

accomplished.
 It is the tangible product that the project team must
produce and deliver.
PROJECT OBJECTIVE
 Defined as:
 In terms of end product or deliverable, schedule, and budget.
 It requires completing the project work scope and producing all the
deliverables by a certain time and within budget.
 For example: the objective of a project might be to introduce a new
portable food preparation appliance in 10 months and within a
budget of $2 million.
CLEAR OBJECTIVE
Include statement of the expected benefits or

outcomes that will be achieved from implementing
the project.
 For example: a project with the objective to develop a new
product may have an expected outcome to sell a certain
number of units of that new product within a year..
 Or project objective is to increase the market share by a
specific percent
Independent tasks
A number of non-repetitive tasks

Utilizes various resources
Such resources can include different people,

organizations, materials, and facilities
 For example: a project to perform a complex series of
surgical operations may involve doctors with special
expertise, nurses, surgical instruments, equipments and
special operating facilities.
Specific time frame
It has a start time and a date by which the objective

must be accomplished.
 For example summer school might have to be completed
between July 21 and September 12.
Unique or one time endeavor
Some projects, like designing and building a space

station, are unique because they have never been
attempted before.
Such as developing a new product, building a house,
or planning a wedding are unique because of the
customization they require
Sponsor or customer
The sponsor or customer is the entity that provides

the funds necessary to accomplish the project.
 It can be a person, an organization, or a partnership of
two or more people or organizations.
 For example: when a contractor builds an addition to a
house , the homeowner is the customer who is funding
and paying for the project.
Degree of uncertainty
Before a project is started, a plan is prepared based

on certain assumptions and estimates.
 It is important to document these assumptions because
they will influence the development of the project work
scope, schedule, and budget.
 For example: the project scope may be accomplished by the target
completion date, but the final cost may be much higher than
anticipated because of low initial estimates for the cost of certain
resources.
Balancing Project Constraints
different from the U.S. Edition. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in
part.
Scope
A project t to install new high speed specialized

automation equipment in a factory might include :
 designing the equipment, building it, installing it, testing it
to make sure it meets acceptance criteria, training workers
to operate and maintain the equipment and providing all
the technical and operating documentation for the
equipment.
Quality
For example
 In a house building project, the customers expects the
workmanship to be of the highest quality and all materials
to meet specifications. Completing the work scope but
leaving windows that are difficult to open and close or a
landscape with a full of rocks will result in an unsatisfied
customer .
Schedule
It’s a timetable that specifies when each task or

activity should start and finish.
Budget
Is the amount the sponsor or customer has agreed to

pay for acceptable project deliverables.
 It might include the salaries of people who will work on
the project, materials and supplies, equipment, rental of
facilities, and the fees of subcontractors or consultants
who will perform some of the project tasks.
 For example: for a wedding project, the budget might
include estimated costs for flowers, cake, limousine rental,
videographer, reception facility, and so on.
Resources
Include people, materials, equipment, facilities, and

so on.
Risk
Could be a risk that will affect to accomplish the

project objective.
 For example designing an new information system using
the newest technology may pose a risk that the new
technology may not work as expected.
Customer Satisfaction
The responsibility of the project manager is to make

sure the customer is satisfied.
 By maintaining regular communication with the customer
or sponsor, the project manager demonstrates genuine
concern about the customer’s expectations, it also
prevents unpleasant surprises later.
Project Manager Actions
Prevent, anticipate, overcome

Have good planning and communication
Be responsible
What Is a Project?
A project is “a temporary endeavor undertaken

to create a unique product, service, or result.”
Operations is work done to sustain the

business.
A project ends when its objectives have been

reached, or the project has been terminated.
Projects can be large or small and take a short

or long time to complete.
Information Technology
Project Management –
Thomson Course Technology 32
Examples of IT Projects
A help desk or technical worker replaces

laptops for a small department.
A small software development team adds a

new feature to an internal software application.
A college campus upgrades its technology

infrastructure to provide wireless Internet
access.
Examples of IT Projects
A cross-functional task force in a company

decides what software to purchase and how it
will be implemented.
A television network develops a system to allow

viewers to vote for contestants and provide other
feedback on programs.
A government group develops a system to track

child immunizations.
Project Attributes
A project:
 Has a unique purpose.
 Is temporary.
 Is developed using progressive elaboration.
 Specifications of the project are initially broad and then
refined and more detailed as the project progresses
 Requires resources, often from various areas.
 Should have a primary customer or sponsor.
 The project sponsor usually provides the direction and
funding for the project.
 Involves uncertainty.
 Unclear objectives, difficult to estimate time to complete and
cost, dependence on external factors
Project and Program Managers
Project managers work with project

sponsors, a project team, and other people
involved in a project to meet project goals
Program: group of related projects
managed in a coordinated way to obtain
benefits and control not available from
managing them individually
Program managers oversee programs and
often act as bosses for project managers
The Triple Constraint
Every project is constrained in different ways by its:
 Scope goals: What work will be done?
 Time goals: How long should it take to

complete?
 Cost goals: What should it cost?
It is the project manager’s duty to balance these

three often-competing goals.
However, quality is the quadruple constraint
The Triple Constraint of Project
Management
Successful project
management means
meeting all three goals
(scope, time, and cost)
– and satisfying the
project’s sponsor!
Project 38
different from the–U.S. Edition. May not be scanned, copied, duplicated,
Management or posted to a publicly accessible website, in whole or in
Thomson Course Technology part.
What is Project Management?
Project management is “the application of

knowledge, skills, tools and techniques to project
activities to meet project requirements”
Project managers strive to meet the triple

constraint by balancing project scope, time, and
cost goals
Project Management Framework
Project 40
Project Stakeholders
Stakeholders are the people involved in or affected
by project activities.
Stakeholders include:
 Project sponsor
 Project manager
 Project team
 Support staff
 Customers
 Users
 Suppliers
 Opponents to the project
Nine Project Management
Knowledge Areas
Knowledge areas describe the key competencies that
project managers must develop.
 Four core knowledge areas lead to specific project
objectives (scope, time, cost, and quality).
 Four facilitating knowledge areas are the means through
which the project objectives are achieved (human resources,
communication, risk, and procurement management).
 One knowledge area (project integration management)
affects and is affected by all of the other knowledge areas.
 All knowledge areas are important!
PM Tools and Techniques
Project management tools and techniques assist project managers
and their teams in various aspects of project management
Project 43
Project Portfolio Management
Many organizations support an emerging

business strategy of project portfolio
management:
 Organizations group and manage projects as

a portfolio of investments that contribute to
the entire enterprise’s success.
Project Success
There are several ways to define project success
 The project met scope, time, and cost goals
 The project satisfied the customer/sponsor
even if the scope, time and/or costs goals were
not met
 The results of the project met its main objective,
such as making or saving a certain amount of
money, providing a good return on investment,
or simply making the sponsors happy.
Project 45
Information Technology Project Management, Fifth Edition, Copyright 2007
Project Success Factors
What Helps Projects Succeed?
1. Executive support 7. Firm basic requirements
2. User involvement 8. Formal methodology
3. Experienced project 9. Reliable estimates
manager 10. Other criteria, such as
4. Clear business objectives small milestones, proper
5. Minimized scope planning, competent
6. Standard software staff, and ownership
infrastructure
Project 46
What the Winners Do?
 Recent research findings show that companies

that excel in project delivery capability:
 Use an integrated project management toolbox
that includes standard and advanced tools and lots
of templates.
 Grow project leaders, emphasizing business and
soft skills.
 Develop a streamlined project delivery process.
 Measure project health using metrics, including
customer satisfaction and return on investment.
Project 47
The Role of the Project Manager
Job descriptions vary, but most include

responsibilities such as planning, scheduling,
coordinating, and working with people to achieve
project goals.
Remember that 97 percent of successful projects

were led by experienced project managers.
Fifteen Project Management Job
Functions
Define scope of project. Evaluate project requirements.
Identify and evaluate risks.
Identify stakeholders,
decision-makers, and Prepare contingency plan.
escalation procedures. Identify interdependencies.
Develop detailed task list Identify and track critical
milestones.
(work breakdown structures).
Participate in project phase
Estimate time requirements. review.
Develop initial project Secure needed resources.
management flow chart. Manage the change control
Identify required resources process.
and budget. Report project status.
Project 49
Suggested Skills for Project Managers
Project managers need a wide variety of skills.
They should:
 Be comfortable with change.
 Understand the organizations they work in and with.
 Lead teams to accomplish project goals.
Project managers need both “hard” and “soft”

skills.
 Hard skills include product knowledge and knowing

how to use various project management tools and
techniques.
 Soft skills include being able to work with various

types of people.
Communication skills: Listens, persuades.
Organizational skills: Plans, sets goals,
analyzes.
Team-building skills: Shows empathy, motivates,
promotes esprit de corps.
Leadership skills: Sets examples, provides
vision (big picture), delegates, positive, energetic.
Coping skills: Flexible, creative, patient,
persistent.
Technology skills: Experience, project
knowledge.
Most Significant Characteristics of Effective
and Ineffective Project Managers
Effective Project Managers Ineffective Project Managers
• Leadership by example • Sets bad example
• Visionary • Not self-assured
• Technically competent • Lacks technical expertise
• Decisive • Poor communicator
• Good communicator • Poor motivator
• Good motivator
• Stands up to upper
management when
necessary
• Supports team members
• Encourages new ideas
Project 53
Importance of Leadership Skills
Effective project managers provide leadership by

example.
A leader focuses on long-term goals and big-
picture objectives while inspiring people to reach
those goals.
A manager deals with the day-to-day details of
meeting specific goals.
Project managers often take on both leader and
manager roles.

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Project Attributes

Project = a series of activities aimed at bringing about

A project should have:

- Funding and contributions that are additional to ongoing

Contribute to process of change taking place in a context

Project management can therefore be defined as the

Respect for different phases in informed decision-making at different

Stakeholder orientation... involvement and commitment of

Attention for sustainability... that from design onwards mechanisms

“Projects, rather than repetitive tasks, are now the

process world activities

A project is a temporary endeavor undertaken to

A project is a unique venture with a beginning and an

Projects are goal-oriented, involve the coordinated

Copyright © 2010 Pearson

Complex, one-time processes

Limited by budget, schedule, and resources

Developed to resolve a clear goal or set of goals

Copyright © 2010 Pearson

Building blocks in the design and execution of organizational

Responsible for the newest and most improved products,

Provide a philosophy and strategy for the management of

Copyright © 2010 Pearson

Traditional management functions of planning, organizing,

Principal outcomes are the satisfaction of customer

Terminated upon successful completion

Copyright © 2010 Pearson

Software & hardware projects fail at a 65% rate

Over half of all IT projects become runaways

Up to 75% of all software projects are cancelled

Only 2.5% of global businesses achieve 100% project success

Average success of business-critical application development

Copyright © 2010 Pearson

1. Shortened product life cycles

Copyright © 2010 Pearson

A clear objective that establishes what is to be

Include statement of the expected benefits or

A number of non-repetitive tasks

Such resources can include different people,

It has a start time and a date by which the objective

Some projects, like designing and building a space

The sponsor or customer is the entity that provides

Before a project is started, a plan is prepared based

A project t to install new high speed specialized

It’s a timetable that specifies when each task or

Is the amount the sponsor or customer has agreed to

Include people, materials, equipment, facilities, and

Could be a risk that will affect to accomplish the

The responsibility of the project manager is to make

Prevent, anticipate, overcome

A project is “a temporary endeavor undertaken

Operations is work done to sustain the

A project ends when its objectives have been

Projects can be large or small and take a short

A help desk or technical worker replaces

A small software development team adds a

A college campus upgrades its technology

A cross-functional task force in a company

A television network develops a system to allow

A government group develops a system to track

Project managers work with project

 Scope goals: What work will be done?

 Time goals: How long should it take to