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FOUNDATIONAL
ELEMENTS OF
PROJECT
MANAGEMENT
BY: ROSANA L. BOQUERON

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OBJECTIVES:
1. D e s c r i b e w h a t a p r o j e c t i s .
2. E x p l a i n w h a t p r o j e c t o b j e c t i v e s a n d d e l i v e r a b l e s
are.
3. E n u m e r a t e a n d e x p l a i n t h e b a s i c c o m p o n e n t s o f
a project.
4. D i s t i n g u i s h b e t w e e n a p r o j e c t , p r o g r a m , p r o c e s s
and portfolio.
5. D e f i n e p r o j e c t m a n a g e m e n t .
6. E n u m e r a t e t h e b e n e f i t s o f a p p l y i n g p r o j e c t
management.
7. E n u m e r a t e t h e i n d i c a t o r s o f p r o j e c t s u c c e s s .
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 INTRODUCTION:
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What makes a Project?

 PROJECT is a temporary endeavor
undertaken to create a unique
product, service, or results.
 Projects are undertaken to fulfil
objectives by producing deliverables.

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 An objective is:
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 Work is to be directed.
 A strategic position to be attained.
 A purpose to be achieved.
 A result to be obtained.
 A product to be produced.
 Or a service to be performed.

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Deliverable
 Is defined as any unique and
verifiable product, result, or
capability to perform a service that
is required to be produced to
complete a process phase, or
project.
 Deliverables may be tangible or
intangible.
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 COMPONENTS
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PROJECT
 A project, large or small, has the following
three components:
 Specific Scope : Desired results or product.
 Schedules : Established dates when project
would start and end.
 Required Resources : Has a budget that
limits the amount of people, supplies,
money and other resources that can be
used to complete the project.
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The Relationship Between the Three
Main Components of a Project

PRODUCT

Schedule Resources

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 Three title
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style are the basis of a
project’s definition for the following
reasons:
 The only reason a project exists is to produce
the results specified in its scope.
 T h e P r o j e c t ’s e n d d a t e i s a n e s s e n t i a l p a r t o f
defining what constitutes successful
performance; the desired result must be
provided by a certain time to meet its intended
need.
 The availability of resources shapes the nature
of the products the project can produce.

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 Business wise,
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begun to address one or more demands
from inside or outside the company.

 A market demand to expand production of

products.
 An organizational need to train people with
new skills.
 A s p e c i f i c r e q u e s t f r o m a k e y c u s t o m e r.
 A legal requirements from the government or
r e g u l a r i t y b o d y.

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 PROJECTS
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styleTAKE MANY DIFFERENT
FORMS:
1 . Te c h n o l o g y i m p l e m e n t a t i o n s , s u c h a s a u t o m a t i o n
equipment.
2.Information technology or systems that will change
the computer system.
3.Business development initiatives to grow the business
4.Human resource performance, such as training
projects.
5. Strategy initiatives, such as introducing a whole
new product line.
6.Integrating two companies after an acquisition or
m e r g e r.
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RELATIONSHIP OF PROJECT; PROCESS,
PROGRAM; PORTFOLIO

1.PROCESS - is a series of routine steps to

perform particular function, such as a
procurement process or a budget process.
2. PROGRAM - This term can describe two
d i ff e r e n t s i t u a t i o n s .
- First, a program can be as set of goals that
gives rise to specific projects, but , unlike a
project program can never be completely
accomplished.
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 RELATIONSHIP
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PROGRAM; PORTFOLIO
 Example, a health awareness program can never
completely achieve its goal (the public never be
totally aware of all health issues as a result of
health-awareness program), but one more
projects may accomplish specific results related
t o t h e p r o g r a m ’s g o a l ( s u c h a s w o r k s h o p o n
minimizing the risk of heart disease).
 Second, a program sometimes refers o a group
of specified projects that achieve a common
goal.

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RELATIONSHIP OF PROJECT; PROCESS,
PROGRAM; PORTFOLIO

 Portfolio is a collection of projects, programs

and subsidiary portfolios and operations
managed as a group to achieve strategic
objectives.

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COMPARATIVE OVERVIEW OF PROJECTS, PROGRAMS, AND
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PORTFOLIOS Master title style
PROJECT PROGRAMS PORTFOLIOS
Definition a project is a a program is a group A portfolio is a
temporary endeavor of related projects, collection of projects,
undertaken to create subsidiary programs, programs, subsidiary
a unique product , and program portfolios, and
service , or result. activities that are operations managed
managed in a as a group to achieve
coordinated manner strategic objectives.
to obtain benefits not
available from
managing them
individually.

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COMPARATIVE OVERVIEW OF PROJECTS, PROGRAMS, AND
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PORTFOLIOS
PROJECTS PROGRAMS PORFOLIOS
Scope Projects have Programs have a scope Portfolios have an
defined objectives. that encompasses the organizational scope
Scope is scopes of its programs that changes with the
progressively produce benefits to an strategic objectives of
elaborated organization by the organization.
throughout the ensuring that the
project life cycle. outputs and outcomes
of program components
are delivered in a
coordinated and
complementary
manner.
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COMPARATIVE OVERVIEW OF PROJECTS, PROGRAMS, AND
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PORTFOLIOS
PROJECTS PROGRAMS PORTFOLIO
Change Project managers Programs are Portfolio mangers
expect change and managed in a manner continuously monitor
implement processes that accepts and changes in the broader
to keep change adapts to change as internal and external
managed and necessary to optimize environments.
controlled. the delivery of benefits
as the programs
components deliver
outcomes and or
outputs.

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COMPARATIVE OVERVIEW OF PROJECTS, PROGRAMS, AND
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PORTFOLIOS
PROJECTS PROGRAMS PORTFOLIO
Planning Project managers Programs are Portfolio managers
progressively managed using high- create and maintain
elaborate high-level level plans that track necessary processes
information into the interdependencies and communication
detailed plans and progress of relative to the
throughout the program components. aggregate portfolio.
project life cycle. Program plans are
also used to guide
planning at the
component level.

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COMPARATIVE OVERVIEW OF PROJECTS, PROGRAMS, AND
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PORTFOLIOS
PROJECTS PROGRAMS PORFOLIOS
Managem Project managers Programs are Portfolio managers
ent manage the project managed by program may manage or
team to meet the managers who ensure coordinate portfolio
project objectives. that program benefits management staff, or
are delivered as program and project
expected, by staff that may have
coordinating the reporting
activities of a responsibilities into the
program’s aggregate portfolio.
components.

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COMPARATIVE OVERVIEW OF PROJECTS, PROGRAMS, AND
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PORTFOLIOS
PROJECTS PROGRAMS PORTFOLIOS
Monitoring Project managers Programs managers Portfolio managers
monitor and control monitor the progress monitor strategic
the work of producing of program changes and
the products, components to aggregate resource
services, or results ensure the overall allocation,
that the project was goals, schedules, performance results
undertaken to budget, and benefits and risk of the
produce. of the program will be portfolio.
met.

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COMPARATIVE OVERVIEW OF PROJECTS, PROGRAMS, AND
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PORTFOLIOS
PROJECTS PROGRAMS PORFOLIOS
Success Success is measured A program’s success Success is measured
by product and is measured by the in terms of the
project quality, program’s ability to aggregate investment
timeliness, budget deliver its intended performance and
compliance, and benefits to an benefit realization of
degree of customer organization, and by the portfolio.
satisfaction. the program’s
efficiency an
effectiveness in
delivering those
benefits.

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PROJECT MANAGEMENT PROCESS
Project Management - is the application of
knowledge. skills, tools, and techniques to project
activities to meet the project requirements.
 It is accomplished through the appropriate
application and integration of the project
management processes identified for the
project.
 It enables organizations to execute projects
e ff e c t i v e l y a n d e ff i c i e n t l y.
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 IMPORTANCE
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MANAGEMENT

E ff e c t i v e p r o j e c t m a n a g e m e n t h e l p s i n d i v i d u a l s ,
groups, and public and private organizations to
accomplish the following:
1. I n c r e a s e c h a n c e s o f s u c c e s s ;
2. M e e t b u s i n e s s o b j e c t i v e s ;
3. S a t i s f y s t a k e h o l d e r e x p e c t a t i o n ;
4. O p t i m i z e t h e u s e o f o r g a n i z a t i o n a l r e s o u r c e s ;
5. D e l i v e r t h e r i g h t p r o d u c t s a t t h e r i g h t t i m e ;

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Click to edit IMPORTANCE OF PROJECT
Master title style
MANAGEMENT
E ff e c t i v e p r o j e c t m a n a g e m e n t h e l p s i n d i v i d u a l s ,
groups, and public and private organizations to
accomplish the following:
6.Respond to risks in a timely manner;
7.Resolve problems and issue;
8.Identify or terminate failing projects;
9 . M a n a g e c o n s t r a i n t s ( e . g , s c o p e , q u a l i t y,
schedule, costs, resources);
1 0 . M a n a g e c h a n g e i n a b e t t e r m a n n e r.
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 Criteria fora Successful Project
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Universally, success for almost all projects
meet the following :

 Resolve conflicts and constraints

issues.
 Maintain alignment with a strategic
direction.
 Utilize a shared governance.

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Criteria fora Successful Project
Universally, success for almost all
projects meet the following criteria:
Finishing the project schedule
 Keeping costs within the budget
 Meeting quality goals (or outcomes)
agreed upon by the project
stakeholders and the project team.
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Click to edit Master
Goldentitle styleof Project Management
Rules
Success
 The basic rules of project management seek to
give the project manager the focus needed to
get work done on time, within budget and to the
expectations of the stakeholders.
 Ignoring these rules of project management
could lead to failure or at least cause a lot of
problems which otherwise might have been
avoided.

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Golden Rules of Project Management
Success

1.Obtain consensus on project outcome.

2. Build the best team possible
3. Develop a plan and keep it updated.
4. Have a realistic schedule.
5. Determine what are needed to get things
done
6. Gain the support of stakeholder and
management.
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 Goldentitle
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styleof Project Management
Success

7. Have an appropriate scope for the project.

8. Always remember that people count
9. Keep others informed of what is
happening.
10. Be open to possible changes,
11. Be ready and willing to try new things
12. Be a leader
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 Discussion
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Obtain Consensus on Project Outcome

 A project without clear expectations is really just
a myriad of work without purpose.
 A project must have clearly defined goals that
specify the results expected to be achieved.
 These goals and expectations should be reached
with the consensus of the stakeholders and team
members.

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Build the Best Team Possible
 The key to a project's success is a project team
consisting of people who are willing, skilled and
appropriately organized.
 A p e r f e c t t e a m , h o w e v e r, n e v e r s t a r t s w i t h g o o d
choices and it is the project manager's
responsibility is to use his best management
skills and motivational tactics to guide them in
the right direction 0f course, the people must be
willing to work on project and learn the new
skills to get things done right.
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 Develop
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Plan and Keep You
Updated
C e n t r a l t o t h e s u c c e s s f u l c o m p l e t i o n o f a n y
project is a complete, appropriately detailed
project plan
T h i s p l a n p r o v i d e s t h e g u i d a n c e t o t h e p r o j e c t
and the means to communicate the overall
intentions, tasks, resources required and
schedule for the project.
C r e a t i n g t h e p l a n , h o w e v e r, i s n o t e n o u g h b y j u s t
gaining more information about the realities of
the project.
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 Develop
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title style and Keep You
Updated
 The plan may have to be re-evaluated and
changes may be made many times from project
initiation to project completion.
 Furthermore, stakeholders might change their
minds about what they need Project plan should
be updated and whatever changes should be
negotiated with the stakeholders.
 Otherwise, the project manager will be
responsible for the additional budget and re-
scheduling of the work plan.
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 Develop
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Plan and Keep You
Updated
 Completion of a project is impossible
without adequate people capital and
equipment.
 Sufficient resources should be allocated
to the project and the manager should be
prepared to re-negotiate what can be done
so that fewer resources are required the
first time around.

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Develop a Plan and Keep You
Updated

 Have a Realistic Sc hed ule Ch anging th e

sch edule without a really goo d re ason is th e
faste st way fo ra project mana ger to thos e
credibility.
 Witho ut re alis tic sc hedu le, ev en if more
peop le are b ro ught o n boa rd and more
supp lies a re boug ht, the mana ger may ru n
out of time to com plete the p ro jec t.
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Have an Appropriate Scope of the
Project

 Do not try to do too much. Make sure that the

objectives and the scope of the project are clear
to everyone.
 In project management jargon, doing more than
the project requirements call is called gold plating
the project.
 Gold plating might give the manager bonus points
but he/she should not make it one the project's
primary goals.
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Always Remember that People
Count

 Projects are mostly people. People do most of the work

and manage the project they enjoy (or curse) the end
results.
 People are always stressed by projects because almost
always projects involve new group structures, deadlines
and extra work.
 If a project's end results do not serve people, then the
project has failed. The project manager should remember
that people's needs, priorities and conflicts for the project
should be considered for it to come to a happy ending

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 Gaintitle
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Support of the
Stakeholders and Management
 Before initiating a project, approval from management
and the key stakeholders must be obtained.
 This will involve not only communication skills but
also negotiation skills. The project manager should
get ever one who has contributed resources (time and
money) or who may be impacted by a project to
formally endorse the project.
 From the stakeholders, a formal agreement on some
b a s i c r u l e s f o r d e a l i n g w i t h i s s u e s o f a u t h o r i t y,
changes in project scope and handling of basic
commitment should be obtained.
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Be Open to Possible Changes
 Change is an important aspect of controlling a
project.
 It should be remembered that it is not the project
manager's job to say "no to a change, rather it is
his job to inform the stakeholders of the impact
the change will have on the time, cost and quality
of the project and to let them make the decision
about the change.
 Keep Others Informed of What is Happening All
relevant stakeholders must be informed the
project's progress, problem, and change. 38
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“
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Thank You
And God
Bless !!!!!

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