Project Management can be described as the Planning, Scheduling,

Directing, and controlling of company resources for a project which has

been established for the completion of specific goals and objectives

Projects are different from ordinary work. They are intended

to change things
Projects have a timeframe with a beginning and an end
Projects have to be planned
Projects use resources and need a budget
Projects require evaluation the criteria for evaluation need
to be established from the beginning
Projects have an outcome, which is not necessarily known at
the outset (beginning)
Projects involve people
Project is always developed in steps and continuing by
increments Progressive Elaboration
A project creates unique deliverables
Project management reduces risk and increases the chance of
success

The three most important factors

Time
Cost
Scope
These form the vertices with quality as a central theme.
Projects must be delivered on time.
Projects must be within cost.
Projects must be within scope.

The Four most important factors

Time
Cost
Scope.
Quality
These form the vertices with Customer Expectations as a
central
theme.

(a) Strong leadership ability

(b) Ability to develop people
(c) Excellent communication skills
(d) Ability to handle stress
(e) Good interpersonal skills
(f) Problem-solving skills
(g) People management (customers, suppliers, functional
managers and project team)
(h) Creative thinking
(i) Time Management

The Project Management lifecycle consists of five phases called

Project Management Process Groups
Project Initiation

Project Planning

Doing the work to deliver the product, service or desired outcome.

Project Monitoring and Control

Detailed plans of how the work will be carried out including time, cost and
resource estimates.

Project Execution

Everything that is needed to set-up the project before work can start

Ensuring that a project stays on track and taking corrective action to ensure it
does.

Project Closeout

Formal acceptance of the deliverables and disbanding of all the elements that
were required to run the project.

Integration management
Scope management
Time management
Cost management
Quality management
Human resource management
Communications management
Risk management
Procurement management.

I.

Analysis and design of objectives and events

II.

Planning the work according to the objectives

III.

Assessing and controlling risk (or Risk Management)

IV.

Estimating resources

V.

Allocation of resources

VI.

Organizing the work

VII.

Acquiring human and material resources

VIII.

Assigning tasks

IX.

Directing activities

X.

Controlling project execution

XI.

Tracking and reporting progress (Management information system)

XII.

Analyzing the results based on the facts achieved

XIII.

Defining the products of the project

XIV.

Forecasting future trends in the project

XV.

Quality Management

XVI.

Issues management

XVII.

Issue solving

XVIII.

Defect prevention

XIX.

Identifying, managing & controlling changes

XX.

Project closure (and project debrief)

XXI.

Communicating to stakeholders

a) Project Goals
A project is successful when the needs of the stakeholders have been met. (directly or indirectly).
1. Identify the stakeholders of a project
Examples of stakeholders are:

The project sponsor

The customer who receives the deliverables

The users of the project outputs

The project manager and project team

2. Establish their needs

Conducting stakeholder interviews Consists of

Create real benefits

Don't deliver benefits

Aren't relevant

3. List of needs is to prioritize

High priority

low priority

4. Create a set of goals

S - Specific, significant, stretching

M - Measurable, meaningful, motivational

A - Attainable, agreed upon, achievable, acceptable, action-oriented

R - Relevant, realistic, reasonable, rewarding, results-oriented

T - Time-based, timely, tangible, trackable

b) Project Deliverables

Create a list of things the project needs to deliver in order to meet those goals.

Specify when and how each item must be delivered.

Add the deliverables to the project plan with an estimated delivery date.

More accurate delivery dates will be established during the scheduling phase,
which is next.

Deliverables List
Stage

Initiation
Planning
Requireme
ntsAnalysis
Business
Analysis
Design
Implementa
tion
Rollout
Close

Assigned
Deliverab Descripti Acceptan to(Team
In
Quality Delivered Accepted
leName
on
ce
Member Progress Reviewed (Date)
(Date)
Criteria
Name)
(Date)
(Date)

c) Project Schedule
a) Create a list of tasks that need to be carried out for each deliverable
Each task identify the following:
The amount of effort (hours or days) required to complete the task
Effort required for each deliverable and an accurate delivery date.
Update it.
The resource who will carryout the task
b) create the project schedule by using software package such as Microsoft
Project, templates, etc.,
A common problem discovered at this point is when a project has an
imposed delivery deadline from the sponsor that is not realistic based on
your estimates.
In this case contact the sponsor immediately. The options you have in this
situation are:
Renegotiate the deadline (project delay)
Employ additional resources (increased cost)
Reduce the scope of the project (less delivered)

d) Supporting Plans
a) Human Resource Plan

Identify by name the individuals and organizations with a leading role in

the project.

Describe their roles and responsibilities on the project.

Describe the number and type of people needed to carryout the project.

For each resource detail start dates, estimated duration and the method
you will use for obtaining them.

b) Communications Plan

A document showing who needs to be kept informed about the project

How they will receive the information.

Example
Weekly/monthly progress report,
Describing how the project is performing, milestones achieved and work
planned for the next period.

ProjectRequirementsChecklist
Item

Quantity

HumanResources
CoreTeamMembers
ParttimeTeamMembers
TechnicalSpecialists
BusinessExperts
PhysicalResources
ProjectWorkspace&Supplies:

OfficeSpace

Software:

WordProcessor

ProjectManagementTool

GraphicsTool

PresentationTool

InternetAccess

Phones

When
Required?

Availability
Secured?

ForHowLong?

Comments/
Action

c) Risk Management Plan

Risk management is an important part of project management.
It is important to identify as many risks to your project as possible and be prepared if
something bad happens.
Here are some examples of common project risks:

Time and cost estimates too optimistic

Customer review and feedback cycle too slow

Unexpected budget cuts

Unclear roles and responsibilities

Stakeholder input is not sought or their needs are not properly understood

Stakeholders changing requirements after the project has started

Stakeholders adding new requirements after the project has started

Poor communication resulting in misunderstandings, quality problems and rework

Lack of resource commitment

Risks can be tracked using a simple risk log. Add each risk you have identified to your
risk log and write down what you will do in the event it occurs and what you will do
to prevent it from occurring.
Review your risk log on a regular basis adding new risks as they occur during the life of
the project.