Project Management:

The Key to Achieving

Results Chp.1
Beginning the Journey:
The Genesis of a Project Chp.2
Herson D. Bation DM-1
Determining What Makes a
Project a Project
A project is a temporary undertaking performed to produce a unique product,
service, or result.

Three components:
Specific scope:
Schedule:
Required resources:
Three reasons Project Management

 The only reason a project exists is to produce the results specified in its
scope.
 The project’s end date is an essential part of 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.
Recognizing the diversity of projects

 Be large or small
 Involve many people or just you
 Be defined by a legal contract or by an informal agreement
 Be business-related or personal
Describing the four phases of a
project life cycle
 A project’s life cycle is the series of phases that the project passes through as
it goes from its start to its completion.

 Four life-cycle phases:

Starting the project:
Organizing and preparing:
Carrying out the work:
Closing the project:
Defining Project Management

 Project management is the process of guiding a project from its beginning

through its performance to its closure.
 Five sets of processes:
 Initiating processes:
 Planning processes:
 Executing processes:
 Monitoring and controlling processes:
 Closing processes:
Five sets of processes:
 Successfully performing these processes requires the following:

 Information:
 Communication:
 Commitment:
Five sets of processes

 Starting with the initiating processes

 Outlining the planning processes
 Examining the executing processes
1. Preparing
2. Performing
 Surveying the monitoring and controlling processes
 Ending with the closing processes
Knowing the Project Manager’s Role

 Looking at the project manager’s tasks

 Staving off excuses for not following a structured project-management
approach
 Avoiding shortcuts
 Staying aware of other potential challenges
Beginning the Journey:
The Genesis of a Project - Chapter 2
Gathering Ideas for Projects

 Looking at information sources for potential projects

 Proposing a project in a business case
High-level statement of the business needs
Analysis of situation
Discussion of the recommended course of action to pursue in the
project
Clearly describe the project’s intended outcomes
Identify the organization’s mission, goals, and operating objectives that’ll
be affected by the project’s results
Developing the Project Charter

 Project purpose
 Measurable project objectives and related success criteria
 High-level requirements
 High-level project description, boundaries, and key deliverables
 Overall project risk
 Preapproved financial resources
 Key stakeholder list
 Project approval requirements (what constitutes project success, who decide the project is
successful, and who signs off on the project)
 Project exit criteria
 Assigned project manager, responsibility, and authority level
 Name and authority of the sponsor or other person(s) authorizing the project
 charter
Performing a cost-benefit analysis

 A cost-benefit analysis is a comparative assessment of all the benefits you

anticipate from your project and all the costs required to introduce the
project, perform it, and support the changes resulting from it.
Conducting a feasibility study

 Technical:
 Financial:
 Legal:
 Operational:
 Schedule:
Generating documents during the
development of the project charter
 The project charter itself:
 An initial version of a stakeholder register:
 An assumptions list:
Thank you