INTRODUCTION TO PROJECT MANAGEMENT

WHAT IS A PROJECT
A project is a set of activities which must be implemented in a logical sequence in order
``to achieve well defined objective which usually address the needs of people in a
community locally or specified place. These activities must be implemented within a
given time span using resources which are clearly estimated and with required quality
specification. A project has a specific starting point and a specific ending point, intending
to accomplish specific objectives. It start from scratch with definite mission, generate
activities involving a variety of human and non human resources all directed towards
fulfillment of the mission and stops once the mission is fulfilled. A project can thus be
said to be the effort of multitudes of men and machines engaged in the conversion of an
idea into reality.
Link between projects and programmes
Sometimes there is a tendency of using the term projects and programmes
interchangeably. The two need to be distinguished.
While a project refers to an investment activity where resources are used to create capital
assets which produce benefits over time and has a beginning and an ending with specific
objectives, a programme is an ongoing development effort or plan.
A programme is a wider concept than project. It may include one or several projects
whose specific objectives are linked to achievement of higher level of common objective.
For example, a health programme may include a water project as well as construction of
heath center, both aimed at improving the health of a given community which previously
lacked easy access to these essential facilities.
Projects which are not linked with others to form a programme are sometimes referred to
as stand alone projects.
PROJECT PARAMETERS
A successful project is judged on the basis of the following parameters
1.

Time- how long

2.

Cost- implemented with established cost

3.

Quality- specification

In addition, client satisfaction will indicate success and possibility of sustainability.

Each of the parameters is specified in details during the planning phase of the project.
These specifications then form the basis for controlling the project during the
implementation phase. Project parameters and specifications can be shown as follows:

Project parameters

Quality

Cost

Time

Specification

Budget

Schedule

Characteristics of a project
Projects have some elements in common. These common elements form the
characteristic, which help to understand the nature of project and therefore project
planning and control.

Uniqueness in purpose Every project should have a well-defined and specific

purpose to accomplish. Such a project should then result into a unique product, service,
or result.

Temporal A project must have a definite beginning and a definite end.

Development in progression Projects are often broadly defined or outlined

when they begin, but as it progresses, more details are added and it becomes clearer.

Resource-specific Projects irrespective of sector of origin require specific

resources for its accomplishment. These include human resources, financial, time, among
others. However, since resources are by nature limited, they must be used effectively to
meet project and other related goals.

Uncertainty By the very nature that projects are always unique, it is often

difficult to estimate precisely just how long it will take to complete, how much it will

cost. Likewise, given that projects interact with the external environment, this interaction
may also influence its progress. But since the external environment is outside the control
of the project team in most cases, projects are by and large uncertain.

Project Management
Effective management of projects is vital for the development of any economy because
development itself is the effect of a series of successively managed projects. Projects
require a special approach to ensure the success of the project. This special approach is
termed as Project Management.
Project management is variously defined as the application of knowledge, skills, tools,
systems, and techniques to project activity to achieve specified project goal and
objectives.
Project management is the process of planning and directing a project from its inception
to its completion in a given time, at a given cost for a given end product. Thus it includes
planning, organizing, directing and controlling activities in addition to motivating the
project team. It is a guide for the management of those major activities involved in
having an idea for a project and carrying that idea through to attainment of the project
objectives.
Because of the significance of PM to project managers and team members associated
with projects, four core knowledge areas have been identified to facilitate its
understanding. These include:
a.

Project scope involves defining and managing all activities

b.

Project time i.e. estimation of how long the project will take

c.

Project cost preparation and management of project budget

d.

Project quality meeting the specified standards

The success of a project means:

1.

It must get completed;

2.

It must be completed within budget;

3.

It must get completed within the allocated time;

4.

It must perform to satisfaction.

Project management meets these demands. The success, however, can be achieved only
through people.
Brief history of project management
Project management became necessary because of challenges in traditional approaches.
The challenges include high wages of employees, project complexities, scarcity of raw
materials and other resources, increased union demands, complex stakeholders, complex
technology and changed demographic trends. Some of these challenges were external to
the organization whereas others were internal. When managers could not deal with
internal factors they blamed them on external factors. As such a new approach to
management had to be devised.
PM as we know it today was recognized as a distinct discipline around 1946 when the US
military involved in the development of an atomic bomb conceived the 3-year
Manhattan project requiring people with specific skills (teams). Earlier in 1917, Henry
Gantt developed the now famous Gant Chart as a tool for scheduling work in factories.
Combining this discovery with the experience of the Manhattan project, PM developed as
a distinct discipline.
Come 1970s, the military had begun applying software in managing large projects.
By the end of the 20th century, people in almost every industry around the world began to
investigate and apply different aspects of PM in their projects.
Today, the sophistication and effectiveness with which project management tools are
being applied and used is influencing the way institutions do business, use resources, and

respond to market requirements with speed and accuracy. In fact, web-based project
management tools and techniques are now available to help organizations and individuals
manage projects effectively and successfully.
According to Baker and Campbell (2003), PM is a discipline that evolved due to the need
to coordinate resources human, time, and financial to produce predictable results. The
main tasks in PM include:
1.

Establishing objectives

2.

Work-breakdown into well-defined tasks

3.

Working out the proposed work sequences

4.

Scheduling the proposed works

5.

Budgeting

6.

Coordinating a team

7.

Reporting

8.

Communicating throughout the project life

There are some points of commonality in project success and failure, which allow us to
identify some general points which seem to minimize the chances of a project failing to
meet its objectives. The following factors are particularly important.

Clearly defined goals

Competent project manager

Top management support

Competent project team members

Sufficient resource allocation

Adequate communication channels

Control mechanisms

Feedback capability

Responsiveness to clients

Trouble shooting mechanisms

Project staff continuity

EXAMPLES OF PROJECTS
The first project to be managed in a way which we should today recognize as project
management was the Manhattan Project which created the first atom bomb.
The enterprises undertaken by the ancient civilization were of a scale and complexity
(even if the resources which they used were less constrained) to imply some form of
organization.
It is difficult to imagine the construction of great pyramids of Egypt being achieved
without an ordered and systematic planning and control effort.
Today projects come in many and various forms.
Project management vs. Traditional management
Project management is different from the traditional management because in the
traditional management, the environment is routine and therefore fairly static. On the
other hand, in project management, the environment is ever changing and the approach to
management must change accordingly. In deed, in the management of projects, the
activities of a project manager change according to the phase of a project. Basically there
are three phases of a project i.e. start up, implementation and termination phase.