Manuel S.

Enverga University Foundation

Lucena City, Philippines
Granted Autonomous Status
CHED CEB Res. 076-2009

H084
MME 322 / PROJECT MANAGEMENT AND DEVELOPMENT

PRACTICAL EXERCISE NO. 1

JOHN YVES G. NAÑEZ

MM-EM

DR. GUILLERMO M. RAGO JR.

OCTOBER 19, 2019

 Manuel S. Enverga University Foundation
Lucena City, Philippines
Granted Autonomous Status
CHED CEB Res. 076-2009
I. DEFINE OR DESCRIBE:
1. Project
A temporary and one-time endeavor undertaken to create a unique product or
service, which brings about beneficial change or added value.
2. Project Management
Application of knowledge, skills, tools and techniques to project activities to meet
or exceed stakeholders’ expectations while using resources efficiently and
effectively.
3. Project Concept
A project concept is a statement that gives program or project its direction, depth
and meaning. It is used to sell a project and guide decision making.
4. Feasibility Study
A feasibility study is an analysis that takes all of a project's relevant factors into
account—including economic, technical, legal, and scheduling considerations—to
ascertain the likelihood of completing the project successfully.
5. Risk Assessment
Risk management is the identification, evaluation, and prioritization of risks
followed by coordinated and economical application of resources to minimize,
monitor, and control the probability or impact of unfortunate events or to maximize
the realization of opportunities.
6. Project Cost
Project Cost is the total funds needed to complete the project or work that consists
of a direct Cost and indirect cost. The project costs are any expenditures made or
estimated to be made, or monetary obligations incurred or estimated to be incurred
to complete the project which are listed in a project baseline. Project cost involves
cost estimating, budgeting and control.
7. Project Management Life Cycle
The Project Management Life Cycle is a standard project management
methodology used for project planning and implementation. Project management
life cycle includes project initiation, project planning, project execution and control
and project closure. Project initiation is where a business problem (or opportunity)
is identified and a business case which provides various solution options is defined.
Project planning involves the creation of project plan, resource plan, financial plan,
quality plan, risk plan, acceptance plan, communication plan and procurement plan.
Project execution and control primarily focused on carrying out the project plans
documented in the project charter. Project closure administratively close down the
project and to evaluate how effective the project execution was.
8. Project Manager
Project manager is the person in overall charge of the planning and execution of a
particular project.
9. Project Team
A project team is a team whose members usually belong to different groups,
functions and are assigned to activities for the same project. A team can be divided
into sub-teams according to need. Usually project teams are only used for a defined
period of time. They are disbanded after the project is deemed complete.
NAÑEZ, JY. G. 2
 Manuel S. Enverga University Foundation
Lucena City, Philippines
Granted Autonomous Status
CHED CEB Res. 076-2009
10. Cost Control
It is the final phase of project cost management. An ongoing effort to ensure that
the decisions made within the first two stages are accurate and kept up to date in
order to avoid risks.

II. QUESTIONS:

A. What are the eight (8) key project management disciplines? Describe each.
a. PROJECT SCOPE MANAGEMENT
 Involves defining and managing all the work required to complete the
project successfully
b. PROJECT TIME MANAGEMENT
 Includes estimating how long it will take to complete the work, developing
an acceptable project schedule, and ensuring timely completion of the
project.
c. PROJECT COST MANAGEMENT
 consists of preparing and managing the budget for the project.
d. PROJECT QUALITY MANAGEMENT
 ensures that the project will satisfy the stated or implied needs for which it
was undertaken.
e. PROJECT HUMAN RESOURCE MANAGEMENT
 Is concerned with making effective use of the people involved with the
project.
f. PROJECT COMMUNICATIONS MANAGEMENT
 involves generating, collecting, disseminating, and storing project
information.
g. PROJECT RISK MANAGEMENT
 Includes identifying, analyzing, and responding to risks related to the
project.
h. PROJECT PROCUREMENT MANAGEMENT
 involves acquiring or procuring goods and services for a project from
outside the performing organization.
B. The benefits of project management serve everyone involved in the process. Describe
at least ten (10) advantages of Project Management.

1. Better Efficiency in Delivering Services: Project management provides a “roadmap"

that is easily followed and leads to project completion. Once you know where to
avoid the bumps and potholes, it stands to reason that you’re going to be working
smarter and not harder and longer.

2. Improved / Increased / Enhanced Customer Satisfaction: Whenever you get a project

done on time and under budget, the client walks away happy. And a happy client is one
you’ll see again. Smart project management provides the tools that enable this
client/manager relationship to continue.

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 Manuel S. Enverga University Foundation
Lucena City, Philippines
Granted Autonomous Status
CHED CEB Res. 076-2009
3. Enhanced Effectiveness in Delivering Services: The same strategies that allowed you
to successfully complete one project will serve you many times over.

4. Improved Growth and Development Within your Team: Positive results not only
command respect but more often than not inspire your team to continue to look for ways
to perform more efficiently.

5. Greater Standing and Competitive Edge: This is not only a good benefit of project
management within the workplace but outside of it as well; word travels fast and there
is nothing like superior performance to secure your place in the marketplace.

6. Opportunities to Expand your Services: A by-product of greater standing. Great

performance leads to more opportunities to succeed.

7. Better Flexibility: Perhaps one of the greatest benefits of project management is that
it allows for flexibility. Sure, project management allows you to map out the strategy
you want to take see your project completed. But the beauty of such organization is that
if you discover a smarter direction to take, you can take it. For many small-to-midsize
companies, this alone is worth the price of admission.

8. Increased Risk Assessment: When all the players are lined up and your strategy is in
place potential risks will jump out and slap you in the face. And that’s the way it should
be. Project management provides a red flag at the right time: before you start working
on project completion.

9. Increase in Quality: Goes hand-in-hand with enhanced effectiveness.

10. Increase in Quantity: I saved the best for last. An increase in quantity is often the
result of better efficiency, a simple reminder regarding the benefits of project
management.

11. Since the project is separated from overall activities of the company it is good that
a particular project is handled by separate project manager as he or she will concentrate
only on that particular project which is not possible if top management tries to control
all the activities including the projects themselves. In simple words, a dedicated project
manager is more likely to achieve success for the project than top management
overseeing the project.

12. It helps the company in developing managerial qualities in talented people by

assigning them first small projects and then big projects which in turn create a favorable
atmosphere in the company where people know that there is ample scope for growth if
they work sincerely which in itself leads to the good working atmosphere in the
company.

NAÑEZ, JY. G. 4
 Manuel S. Enverga University Foundation
Lucena City, Philippines
Granted Autonomous Status
CHED CEB Res. 076-2009
C. Describe and illustrate the qualities of a successful project manager. List at least ten
(10).

Inspires a Shared Vision Competence

Good Communicator Ability to Delegate Tasks

Integrity Cool Under Pressure

Enthusiasm Team-Building Skills

Empathy Problem Solving Skills

Inspires a Shared Vision

An effective project leader is often described as having a vision of where to go and the
ability to articulate it. Visionaries thrive on change and being able to draw new boundaries. It was
once said that a leader is someone who lifts us up, gives us a reason for being and gives the vision
and spirit to change. Visionary leaders enable people to feel they have a real stake in the project.
They empower people to experience the vision on their own. According to Bennis They offer
people opportunities to create their own vision, to explore what the vision will mean to their jobs
and lives, and to envision their future as part of the vision for the organization. (Bennis, 1997)

Good Communicator
The ability to communicate with people at all levels is almost always named as the second most
important skill by project managers and team members. Project leadership calls for clear
communication about goals, responsibility, performance, expectations and feedback.

Integrity
One of the most important things a project leader must remember is that his or her actions, and not
words, set the modus operandi for the team. Good leadership demands commitment to, and
demonstration of, ethical practices. Creating standards for ethical behavior for oneself and living
by these standards, as well as rewarding those who exemplify these practices, are responsibilities
of project leaders. Leadership motivated by self-interest does not serve the well-being of the team.
Leadership based on integrity represents nothing less than a set of values others share, behavior
consistent with values and dedication to honesty with self and team members. In other words, the
leader "walks the talk" and in the process earns trust.

NAÑEZ, JY. G. 5
 Manuel S. Enverga University Foundation
Lucena City, Philippines
Granted Autonomous Status
CHED CEB Res. 076-2009
Enthusiasm
Plain and simple, we don't like leaders who are negative - they bring us down. We want leaders
with enthusiasm, with a bounce in their step, with a can-do attitude. We want to believe that we
are part of an invigorating journey - we want to feel alive. We tend to follow people with a can-do
attitude, not those who give us 200 reasons why something can't be done. Enthusiastic leaders are
committed to their goals and express this commitment through optimism. Leadership emerges as
someone expresses such confident commitment to a project that others want to share his or her
optimistic expectations. Enthusiasm is contagious and effective leaders know it.

Empathy
What is the difference between empathy and sympathy? Although the words are similar, they are,
in fact, mutually exclusive. According to Norman Paul, in sympathy the subject is principally
absorbed in his or her own feelings as they are projected into the object and has little concern for
the reality and validity of the object's special experience. Empathy, on the other hand, presupposes
the existence of the object as a separate individual, entitled to his or her own feelings, ideas and
emotional history (Paul, 1970).

Competence
Simply put, to enlist in another's cause, we must believe that that person knows what he or she is
doing. Leadership competence does not however necessarily refer to the project leader's technical
abilities in the core technology of the business. As project management continues to be recognized
as a field in and of itself, project leaders will be chosen based on their ability to successfully lead
others rather than on technical expertise, as in the past. Having a winning track record is the surest
way to be considered competent. Expertise in leadership skills is another dimension in competence.
The ability to challenge, inspire, enable, model and encourage must be demonstrated if leaders are
to be seen as capable and competent.

Ability to Delegate Tasks

Trust is an essential element in the relationship of a project leader and his or her team. You
demonstrate your trust in others through your actions - how much you check and control their
work; how much you delegate and how much you allow people to participate. Individuals who are
unable to trust other people often fail as leaders and forever remain little more that micro-
managers, or end up doing all of the work themselves.

Cool Under Pressure

In a perfect world, projects would be delivered on time, under budget and with no major problems
or obstacles to overcome. But we don't live in a perfect world - projects have problems. A leader
with a hardy attitude will take these problems in stride. When leaders encounter a stressful event,
they consider it interesting, they feel they can influence the outcome and they see it as an
opportunity. Out of the uncertainty and chaos of change, leaders rise up and articulate a new image
of the future that pulls the project together. (Bennis 1997) And remember - never let them see you
sweat.

NAÑEZ, JY. G. 6
 Manuel S. Enverga University Foundation
Lucena City, Philippines
Granted Autonomous Status
CHED CEB Res. 076-2009
Team-Building Skills
A team builder can best be defined as a strong person who provides the substance that holds the
team together in common purpose toward the right objective. In order for a team to progress from
a group of strangers to a single cohesive unit, the leader must understand the process and dynamics
required for this transformation. He or she must also know the appropriate leadership style to use
during each stage of team development. The leader must also have an understanding of the
different team players styles and how to capitalize on each at the proper time, for the problem at
hand.

Problem Solving Skills

Although an effective leader is said to share problem-solving responsibilities with the team, we
expect our project leaders to have excellent problem-solving skills themselves. They have a fresh,
creative response to here-and-now opportunities, and not much concern with how others have
performed them. (Kouzes 1987)

D. Describe each of the included and identified project stakeholders.

1. Project manager
Project manager is the person in overall charge of the planning and execution of a
particular project.
2. Customer
A person or organization that buys goods or services from a store or business. For
these, customers are the client of the project.
3. Performing organization
In terms of project management, the performing organization is referred to as the
specific enterprise or group that is viewed by all parties to be the one that is the most
directly and explicitly involved in all phases and aspects of doing any and all work of
the given and respective project.
4. Sponsor
The sponsor is responsible for securing the financing and overall resource budget
approval and owns the opportunities and risks related to the financial outcome of the
project.
5. Team
Project management team is a group of people interrelated by mutual managerial
responsibilities, system of formal seniority, and duties to perform at the shared project
they are engaged in. Project management team goals are to reach project results via
effective collaboration.
6. Internal/external
Internal project management (IPM) and external project management (EPM) are two
different sides of the same coin, so to speak. Both help a company get things done
within a set timeframe, budget, and specifications. There are some who believe that an
IPM is better than an EPM, and there are also others who would rather go for an EPM
over an IPM.

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 Manuel S. Enverga University Foundation
Lucena City, Philippines
Granted Autonomous Status
CHED CEB Res. 076-2009
7. End user
The end user is the term used for those people who actually use a product, often on a
constant or regular basis, as part of their own job.
8. Society, citizens
Are the people and group of people that was affected and involve in the project.
9. Stakeholders
All those groups, units, individuals, or organizations, internal or external, which are
impacted by, or can impact the outcomes of the project.

E. Explain the most common problems of a project team.

1. Lack of trust

Trust is crucial to teamwork, and it starts with people knowing each other. Team
members absolutely need to be acquainted, both professionally and personally,
particularly in projects where tensions will run high at some point. Otherwise members
won’t understand each other, they won’t want to engage because they haven’t made that
human connection and they won’t fully trust each other.

2. Conflict and tension

Conflict or a difference of opinion can be healthy and, if carefully managed, can trigger
useful debates. It can make people think differently, expanding knowledge and insight;
innovation can happen and results flourish. Different opinions are not a bad thing. It’s
how we handle the conflict that makes a difference.

3. Not sharing information

Knowledge is not power – unless it’s shared. Project team members all bring a unique
set of skills, knowledge, experience and wisdom to the table. Effective project teams
fearlessly share regularly and generously for the benefit of everyone and for the benefit
of the project’s success. This makes the capability of the whole team grow and gives the
team more power.

4. Low engagement

Team engagement is crucial to business success. If engaged, team members on a given

project will be interested in what they do, committed to the project mission and willing
to go the extra mile. They are there in body as well as mentally and emotionally. The
key to engagement is involvement – by involving others you make it impossible to stay
detached.

NAÑEZ, JY. G. 8
 Manuel S. Enverga University Foundation
Lucena City, Philippines
Granted Autonomous Status
CHED CEB Res. 076-2009
5. Lack of transparency

Without transparency, trust will suffer – both within the project team and with the end
client. Transparency is becoming the presumed norm in project and program
management and expectations are growing. It starts at the top: the more senior you are,
the more responsibility you have to be a role model for this. Employees will follow the
leader’s behaviors, good or bad. When this is done well it can have a positive cascade
effect throughout the organization.

6. No long-term thinking

Project managers have to get beyond day-to-day urgencies, see the big picture and
consider how all parts of the project fit together. For a project team, this means being
able to think beyond your own area, about how you fit into the wider change program
or project and how you impact the end client’s experience. This is about business
sustainability and long-term success. Everyone is busy, but just being busy is not
enough. Long-term project success requires long-term thinking.

7. Badly perceived, not delivering

A project team has a brand, an image and a reputation created by the actions and
behaviors of the team members. A large part of the perception is driven by how well the
team delivers on expectations and promises made. As a project team, you need to make
sure that everyone understands and takes responsibility for their roles in creating the
perception of the team. This includes both what is delivered on the project and how it is
delivered.

8. Poor change management

Change is constant and unless carefully managed, it can be detrimental to teamwork and
results. Change starts and ends with communication. Whenever you think you’ve
communicated enough, you need to communicate some more – and it needs to be
interactive: listen, talk and involve. Be aware of the change curve, or the four predictable
stages of change: denial/resistance, emotional, hopeful, commitment. Each stage is
needed, but how long someone stays at each stage can be managed and kept to a
minimum.

9. Working in silos

Silo working is a reality for many project teams. Team members may sit side by side
but not really work together. A great project team can be like the three musketeers – all
for one and one for all. So if you are in a team, you may as well really be in it. Working
together in earnest is about making the most of the fact that you are a team. Honor your

NAÑEZ, JY. G. 9
 Manuel S. Enverga University Foundation
Lucena City, Philippines
Granted Autonomous Status
CHED CEB Res. 076-2009
time and efforts by seeing yourself as a full-time member of the team, not just an
individual contributor. Imagine how great it would feel to be part of a team where
everyone is thinking of the team and not just themselves – make that project a success
by working together.

10. Not going in the same direction

To walk in the same direction, a team needs to know where it is going or what it is
contributing to (vision) and why (purpose). Spend time on this with your team. This
clarity provides a framework and ‘reason to be’ that can rally any given project team to
work together. Keep in mind that visions need to be compelling and purposes
meaningful. People respond to the importance of both.

III. ILLUSTRATION:

a. Draw a conceptual paradigm of the five (5) phases of project cycle. Explain briefly
each of the phases of the project cycle.

Identification

Preparation
Evaluation and
Formulation
Project Cycle

Implementati Review and

on Approval

1. Identification
a. It involves identifying environmental problems to be addressed and the needs and
interests of possible beneficiaries and stakeholders.

NAÑEZ, JY. G. 10
 Manuel S. Enverga University Foundation
Lucena City, Philippines
Granted Autonomous Status
CHED CEB Res. 076-2009
2. Preparation and Formulation
a. It is sometimes called as initiation stage. This where all necessary feasibility study
and documents that are needed for the project to be done and setting data for
measurement of
3. Review and Approval
a. A project review and approval mechanism comprises of Inter divisional review and
Project approval group.
4. Implementation
a. Project managers monitor expenditures, activities, output completion and workflows
against their implementation plans, output delivery and the progress made towards
achieving the results and objectives according to their anticipated milestones or
benchmarks.
5. Evaluation
a. Evaluation is a time bound exercise that attempts to assess the relevance,
performance and success of current or completed projects, systematically and
objectively.

b. Draw the Conceptual framework of the five (5) main processes of project
management activities. Explain briefly each of the process.

Project Management Activities

1 Project
Initiation 2 Project
Planning 3 Project
Execution 4 Control and
Validation 5 Closure and
Evaluation

1. Project Initiation
Project initiation is the starting point of any project. In this process, all the activities
related to winning a project takes place. Usually, project initiation process ends with
requirements sign-off.
2. Project Planning
Project planning is one of the main project management processes. In this process,
the project plan is derived in order to address the project requirements such as requirements
scope, budget and timelines. Once the project plan is derived, then the project schedule is
developed.
3. Project Execution
In this phase, the project management executes the project in order to achieve
project objectives. During the project execution, there are many reporting activities to be

NAÑEZ, JY. G. 11
 Manuel S. Enverga University Foundation
Lucena City, Philippines
Granted Autonomous Status
CHED CEB Res. 076-2009

done. The senior management of the company will require daily or weekly status updates
on the project progress. In addition to that, the client may also want to track the progress
of the project. During the project execution, it is a must to track the effort and cost of the
project in order to determine whether the project is progressing in the right direction or not.
4. Control and Validation
The project activities should be thoroughly controlled and validated. The
controlling can be mainly done by adhering to the initial protocols such as project plan,
quality assurance test plan and communication plan for the project. Validation is a
supporting activity that runs from first day to the last day of a project. Each and every
activity and delivery should have its own validation criteria in order to verify the successful
outcome or the successful completion.
5. Closure and Evaluation
Once all the project requirements are achieved, it is time to hand over the
implemented system and closeout the project. If the project deliveries are in par with the
acceptance criteria defined by the client, the project will be duly accepted and paid by the
customer. Once the project closeout takes place, it is time to evaluate the entire project. In
this evaluation, the mistakes made by the project team will be identified and will take
necessary steps to avoid them in the future projects. During the project evaluation process,
the service provider may notice that they haven't gained the expected margins for the
project and may have exceeded the timelines planned at the beginning. In such cases, the
project is not a 100% success to the service provider. Therefore, such instances should be
studied carefully and should take necessary actions to avoid in the future.

NAÑEZ, JY. G. 12
 Manuel S. Enverga University Foundation
Lucena City, Philippines
Granted Autonomous Status
CHED CEB Res. 076-2009

c. Illustrate the steps in the planning process. Use process flow chart diagram.
Describe the steps in the planning process.

Start

The first and foremost step to planning a project

Determine the problem being
refers to defining the actual problem that should be
addressed by your project solved upon completion of the project.

You should announce a mission of your project

Set up a mission for the that meets the customer’s needs and “strengthens”
the major project goals. For successful project
project
planning process, it is important to make a mission
statement that outlines the project path and
clarifies how the project will be developed.

You must develop a project strategy that follows

Make a strategic the mission and outlines the high-level actions for
implementation plan implementing the project objectives. At this step to
planning a project, you can use Feasibility Study
to make sure that the project is really feasible.
Then you must strategize the project work and
make a detailed implementation plan for the team.
Your strategy should show how the project will
work, what the team will do, and in what way the
project goals will be satisfied.

This step of the project planning process requires

State the scope for your you to make a scope statement that determines
project project boundaries. A scope statement is a
component of the project plan and used as a tool to
set up obvious boundaries for project work and
also define the extent of the goals.

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 Manuel S. Enverga University Foundation
Lucena City, Philippines
Granted Autonomous Status
CHED CEB Res. 076-2009
A

This step is about developing a Work Breakdown

Structure (WBS) that identifies the low-level tasks
Create a Work and activities required for doing project work and
producing the deliverables. The WBS is a critical
Breakdown Structure
piece of the project planning process because it
defines how tasks will be structured and what
dependencies will be created. It is also used for
setting up durations, task assignments, resource
requirements, and cost estimates.

You must develop a project schedule that shows

Schedule project durations for individual tasks and processes listed
activities in the WBS. You must calculate the overall project
duration and include it in the schedule. This step to
project planning also requires you to make
resource assignments and define who will do what
tasks within which period of time.

Once the tasks have been set up, assigned to team

Make a budget sheet
members and scheduled it is time to estimate costs
necessary for the implementation. You should use
cost estimates to develop a budget sheet for your
project. This document of the project planning
process should be discussed with the Sales team
and communicated to the customer and sponsor. In
addition, Funding Request serves as a foundation
for setting up the budget.

This step to planning a project is critical as it

Develop the project
organization structure
determines what and how specific job
responsibilities and authorities will be involved in
the implementation. The project organization
structure is a framework of policies and
procedures for the project based on the PIDs and
designed to set up all the duties, responsibilities
and roles for the team in order to ensure the
successful implementation process, achieve the
project goals, and produce the deliverables.

NAÑEZ, JY. G. 14
 Manuel S. Enverga University Foundation
Lucena City, Philippines
Granted Autonomous Status
CHED CEB Res. 076-2009
B

Team collaboration is always critical to project

Set up tools for team success. If team members are enabled to
communication and efficiently communicate with each other, make
collaboration joint efforts and exchange project data, they get
more chances for successfully implementing the
WBS tasks and producing the deliverables. That’s
why you should provide tools (like templates,
software solutions, communication plan and
policy, reporting requirements) for setting up
efficient communication channels and creating a
collaborative working environment.

The final step to planning of your project is about

developing the general plan that includes all the
Develop the general plan for
tools, solutions and decisions identified at the
your project
previous 9 steps. The project management plan is
the output of the project planning process. It is a
documented sequence of actions for executing and
controlling the project and its activities. The
general plan includes a range of subsidiary plans
that define how to manage identified risks, exploit
opportunities, respond to changes, schedule time,
set up communications etc. You should make the
plan in strict accordance with the mission
statement and the major goals of your project.

End

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