Project Management: Delivered by Yapcheptoyek Josephine

PROJECT MANAGEMENT
Delivered by Yapcheptoyek Josephine
Msc. Oil & Natural Gas Engineering - China University of Petroleum (East China) – China
Bsc. Petroleum Geoscience & Production - Makerere University - Uganda
Email: j.yapcheptoyek@upik.ac.ug
Delivered by Josephine Yap; BSc. Pet. Geosci. & Prodn. (MUK), Msc. Oil &Natural Gas Eng. –CUP - China
COURSE OUTLINE
INTRODUCTION
PROJECT MANAGEMENT TERMINOLOGIES
PROJECT ORGANISATION
PROJECT LIFE CYCLE
PROJECT PROCESSES AND KEY AREAS
PROJECT PROCESSES AND KEY AREAS
Introduction
 A process is a set of interrelated actions and activities performed to create a
pre-specified product, service, or result.
A process is a set of interrelated actions and
 Each process isactivities
characterized
performed by its inputs,
to create the tools and techniques
a pre-specified that can
be applied and the resulting
product, service, outputs
or result.
• Each process is characterized by its inputs,
the tools and techniques that can be applied,
 The project processes fall into
and the resulting one of two major categories:
outputs
 Project management
• The project processes
processes fall into one of two
major categories:
􀂾Project management processes
 Product-oriented processes
􀂾Product-oriented processes
Project Management Process Groups
 Project management processes are grouped into five categories known as
Project Management Process Groups
 Initiating Process Group.
 Planning Process Group.
 Executing Process Group.
 Monitoring and Controlling

Process Group.
 Closing Process Group.
Initiating Process Group.
 The initiating process group consists of
those processes performed to define a
new project or a new phase of an existing
project by obtaining authorization to start
the project or phase.
 The initial scope is defined and initial

financial resources are committed and
finally internal and external stakeholders
are identified.
 This information is captured in the project

charter and stakeholder register.
Planning Process Group.
 The planning process group consists of

those processes performed to establish
the total scope of the effort, define and
refine the objectives, and develop and
define the course of action required to
attain those objectives that the project will
be undertaken to achieve.
 The project management plan and the

project documents that will be used to
carry out the project are developed.
Executing Process Group.
 The executing process group consists of those processes
performed to complete the work defined in the project
management plan to satisfy the project specifications.
 It involves coordinating people and

resources, managing stakeholder
expectations, as well as integrating and
performing the activities of the project in
accordance with the project management
plan
 During project execution, results may

require planning updates and re baselining
Monitoring and Controlling Process Group.
 The monitoring and controlling process group consists of those processes required to
track, review, and regulate the progress and performance of the project; identify any
areas in which changes to the plan are required; and initiate the corresponding
changes.
 It also involves:
Controlling changes and recommending corrective or
preventive action in anticipation of possible problems,
Monitoring the ongoing project activities against the

project management plan and the project
performance measurement baseline,
Influencing the factors that could bypass integrated

change control or configuration management so only
approved changes are implemented.
Closing Process Group.
 The closing process group consists of those processes
performed to conclude all activities across all project
management process groups to formally complete the
project, phase, or contractual obligations.
 This process group, when completed, verifies that the

defined processes are completed within all of the
process groups to close the project or a project phase,
as appropriate, and formally establishes that the project
or project phase is complete
 This process group also formally establishes the

premature closure of the project.
 At project or phase closure, the following may occur:
 Obtain acceptance by the customer or sponsor to

formally close the project or phase
 Conduct post-project or phase-end review
 Record impacts of tailoring to any process
 Document lessons learned
 Close out all procurement activities ensuring

termination of all relevant agreements
 Perform team members’ assessments and release

project resources.
Project Management Process Interaction
 Project management processes are presented as discrete elements with well defined
interfaces. However, in practice they overlap and interact in many ways.
 The integrative nature of project

management requires the monitoring
and controlling process group to
interact with the other Process.
Project Information
 Throughout the life cycle of the project, a significant amount of data and information
is collected, analyzed, transformed, and distributed in various formats to project team
members and other stakeholders
 The following guidelines help minimize miscommunication and help the project team
use appropriate terminology:
Work Performance Data.
 The raw observations and measurements identified during activities performed to
carry out the project work.
 Examples include reported percent of work physically completed, quality and

technical performance measures, start and finish dates of schedule activities,
number of change requests, number of defects, actual costs, actual durations, etc.
Work Performance Information.
 The performance data collected from various controlling processes, analyzed in context
C
and integrated based on relationships across different areas.
Work Performance Reports.

 The physical or electronic
representation of work performance
information compiled in project
documents, intended to generate
decisions or raise issues, actions, or
awareness.
 Examples: status reports, memos,

justifications, information notes,
electronic dashboards,
recommendations, and updates.
Knowledge Area
 A Knowledge Area represents a
complete set of concepts, terms,
and activities that make up a
professional field, project
management field, or area of
specialization.
 These ten knowledge areas are

used on most projects most of the
time. Project teams should utilize
these ten knowledge areas and
other Knowledge Areas, as
appropriate, for their specific project.
Project Integration Management
 Project integration management is the way the
gears of the project work together.
 It focuses on creating a project charter, the project

scope statement and a viable project plan.
 Once the project is in motion, then the project

integration is all about monitoring and controlling
the work.
 If changes happen, then determine how the change

may affect all the other knowledge area i.e. cost,
time, scope and quality
Project Scope Management
 Project scope management deals with the planning, creation , protection and
fulfillment of the project scope.
 One of the most important activities

is the creation of the work
breakdown structure
Project Time Management
 Time management is very crucial to project success.
 This knowledge area covers activities, their

characteristics and how they fit into the project
schedules.
 This is where the project manager and the project team

will define the activities, plot out the sequence, and
calculate how long the project duration will actually take
Project Cost Management
 Cost is a constraint in project management
 Project cost management is concerned with the planning,

estimating, budgeting and control of cost.
 Conceptual cost estimate are made during the early planning

phase when less information about the project is known
 Detailed cost estimate are prepared when more detailed

information has been known or while the project is being
performed
 Cost Management is tied to time and quality management
Costs and budgets are often not realistically planned

Project Quality Management
 What good is a project that’s done on time if the scope isn’t complete, or
the work is faulty, or the deliverables are horrible?
 This knowledge area centers on quality planning, assurance and control
The bitterness of poor quality remains long after the sweetness of a low
price is forgotten!” Benjamin Franklin
Project Human Resource Management
 This knowledge area focuses on organizational planning, staff acquisition and team
development
 It involves acquiring project team, develop this team, and then lead them to the
project results
Project Communication Management
 Project Communications Management includes the processes that are required to
ensure timely and appropriate planning, collection, creation, distribution, storage,
retrieval, management, control, monitoring, and the ultimate disposition of project
information.
 90% of the project manager’s time is spent

communicating
 This knowledge area shows details on how

communication happens, outlines stakeholder
management, and shows how to plan for
communication within any project
Project Risk Management
 Every project has risks and therefore project
risk management focuses on risk planning,
risk analysis, monitoring and control of project
risk.
 Qualitative and quantitative analysis must be

completed in order to adequately prepare for
project risks
 Once the project moves forward, there is

need to monitor and react to identified risk as
planned
‘If you don’t invest in risk management, it doesn’t matter what business
you’re in, it’s a risky business’. Gary Cohn- Goldman Sachs President
Project Procurement Management
 Project Procurement Management is
needed to acquire material, goods and
services outside the performing
organization to meet project scope.
 It covers the plan to procure goods and

services, the processes to acquire and
select vendors and contract negotiation
 The contract between the vendor and the

project manager's organization will guide all
interaction between the project manager
and the vendor
Project Stakeholder Management
 Project Stakeholder Management involves identifying
individuals or organizations that could impact or be
impacted by the project, analyze stakeholder expectations,
and develop appropriate strategies for effectively engaging
stakeholders in project decisions and execution.
Power/ Interest Grid with stakeholder
Project Management Process Group & Knowledge Area Mapping

Revision Questions
1. Briefly describe the project management process groups
2. What do knowledge areas represent
3. Name the ten key knowledge area applied in any project
4. What is the difference between work performance data, work performance

information and work performance reports
5. What is the difference between project human resource management and

project stakeholder management.
END

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PROJECT MANAGEMENT

Delivered by Yapcheptoyek Josephine

Bsc. Petroleum Geoscience & Production - Makerere University - Uganda

PROJECT MANAGEMENT TERMINOLOGIES

PROJECT LIFE CYCLE

PROJECT PROCESSES AND KEY AREAS

 Initiating Process Group.

 Planning Process Group.

 Executing Process Group.

 Monitoring and Controlling

 Closing Process Group.

 The initial scope is defined and initial

 This information is captured in the project

 The planning process group consists of

 The project management plan and the

 It involves coordinating people and

 During project execution, results may

Monitoring the ongoing project activities against the

Influencing the factors that could bypass integrated

 This process group, when completed, verifies that the

 This process group also formally establishes the

 Obtain acceptance by the customer or sponsor to

 Conduct post-project or phase-end review

 Record impacts of tailoring to any process

 Document lessons learned

 Close out all procurement activities ensuring

 Perform team members’ assessments and release

 The integrative nature of project

 Examples include reported percent of work physically completed, quality and

Work Performance Reports.

 Examples: status reports, memos,

 These ten knowledge areas are

 It focuses on creating a project charter, the project

 Once the project is in motion, then the project

 If changes happen, then determine how the change

 One of the most important activities

 This knowledge area covers activities, their

 This is where the project manager and the project team

 Project cost management is concerned with the planning,

 Conceptual cost estimate are made during the early planning

 Detailed cost estimate are prepared when more detailed

 Cost Management is tied to time and quality management

Costs and budgets are often not realistically planned

 This knowledge area centers on quality planning, assurance and control

 90% of the project manager’s time is spent

 This knowledge area shows details on how

 Qualitative and quantitative analysis must be

 Once the project moves forward, there is

 It covers the plan to procure goods and

 The contract between the vendor and the

Power/ Interest Grid with stakeholder

Project Management Process Group & Knowledge Area Mapping

2. What do knowledge areas represent

3. Name the ten key knowledge area applied in any project

4. What is the difference between work performance data, work performance

5. What is the difference between project human resource management and

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