Learner Guide - Managing by Project

Outsourced Training Solutions© 1
Module ? – Managing by Project

This module gives you an overview of project management and your role as a project manager in an
organisation. It looks at the functions of the project manager and the benefits of managing by project
management principles. You will also be introduced to different project management methods and
models, including the key concepts of planning, implementing, controlling and closing projects within
the organisation.
Learning Outcomes
By the end of this module you will be able to:
 Define project management.
 Define the role of the project manager.
 Describe various project management methods and models.
 Describe a project management culture.
 Explain the project management lifecycle.
 Explain the concept of managing by project.
 Explain the benefit of a project planning.
 Apply project management principles.

An Introduction to Project Management
Project Management has been practiced for thousands of years dating back to ancient times. The early
Egyptians use project management principles to build the pyramids, the Chinese to build the Great
Wall of China, and the Greeks the Parthenon.
Project management, in the modern sense, has its roots in mid-1950's when organisations began
applying formal project management tools and techniques to complex projects – for example the
United States Space Programme. The need for project management was driven by organisations that
realised the benefits of organising work around projects and critical need to communicate and co-
ordinate work across departments and professions.
In the modern history of project management, we can see that in the 1980's the focus was on quality, in
the 1990's globalisation impacted on the way in which project management was practiced and in the
2000's velocity and sustainability is having the greatest impact. In order to keep ahead of their
competitors, businesses are continually faced with the development of new, and often complex
products, services and processes with very short time-to-market windows combined with the need for
cross-functional expertise. In this scenario, project management becomes a very important and
powerful tool in the hands of organisations that understand its use and have the competencies to apply
it.
In today’s business environment, professional project management is subject to increased industry

pressures from accelerated implementations, restructuring and downsizing, mergers and acquisitions,
faster technology obsolescence, and the use of new and unproven technologies. Added to this the
project environment itself is rapidly changing with the use of distributed and virtual teams as
organisations implement new “Projectized” cultures.

Defining Project Management
According to PMBOK (Project Management Body of Knowledge), “A project is a temporary
endeavour undertaken to create a unique product, service, or result. These temporary and unique
characteristics determine if a particular endeavour is a project.” With that in mind, projects can exist in
many areas of an organisation and often do without actually being labelled “project”, or without being
treated as a project under the guidelines of a “Project Management Process” (PMP). If projects exist
without a project management process to reference, though they can be successful, often times these
projects are managed in chaos.
The three most important factors are time, cost and scope, commonly understood as the triple
constraint. These form the vertices with quality as a central theme.
More recently, this has given way to a project management diamond, with time, cost, scope and quality
and the four vertices and customer expectations as a central theme. No two customer’s expectations are
the same so you might ask what their expectations are.
Note however, that while implementing the project, the outcome, time and budget are interrelated, and
during a project you may need to do trade-offs between them. For example, if you want to get
something done more quickly, you may have to pump in more money into your project for additional
resources.

Defining Project Management, continued
Whatever its size, a project’s success is based on three main criteria:
Your project will therefore be deemed successful if it:
 delivers the outcomes, thereby meeting the needs and expectations required by the
organisation, its delivery partners and other stakeholders (the scope of the project)
 meets time targets (stays on schedule)
 Remains within budget (cost of resources).
For the purposes of this programme, we define a project as an activity or a group of activities with a
defined scope, execution timeframe and an established budget. Thus a project must have:
 A clearly defined desired outcome (encompassing Quality/Performance & Safety)
 Start & Finish dates, and
 An established budget (in terms of Men (i.e. people), Money, Machines, Materials &
Man-hours – the 5Ms of a Project).
Project Management can therefore be understood as the process of Planning, Organizing, Leading &
Controlling a project so that the defined desired outcomes are safely met within specified timeframe
(schedule) and budget. It is the process of ensuring effective project delivery.

Defining Project Management, continued
The term project management is sometimes used to describe an organisational approach to the
management of ongoing operations. This approach, more properly called management by projects,
treats many aspects of ongoing operations as projects in order to apply project management to them.
The techniques of project management also help organisations manage and anticipate risks in a
structured manner. Surveys of organisations using project management have shown that project
management allows for better utilization of resources, shorter development times, reduced costs,
interdepartmental cooperation that builds synergies across the organisation, and a better focus on
results and quality.

What a Heart Surgeon could learn from a Project Manager
Article: What a Heart Surgeon could learn from a Project Manager (By Ty Kiisel, 20 June 2011)
Driving into work one morning, I was listening to surgeon and author Atul Gawande talk about a study
he's done at the Harvard Medical School. I found the NPR story titled, Atul Gawande's 'Checklist' for
Surgery Success, interesting - I think you will too.
"Our great struggle in medicine these days is not just with ignorance and uncertainty," Gawande says.
"It's also with complexity: how much you have to make sure you have in your head and think about.
There are a thousand ways things can go wrong."
Because doctors are human (just like everyone else), they sometimes miss things. So Gawande looked
at other fields that deal with complex circumstances and visited, among others, Boeing to see how they
make things work. He cites the "pilot's checklist" as a good example of how other complex tasks are
completed outside of medicine.
Unlike a pilot, there is no checklist in surgery, just the surgeon's experience and intuition that dictates
how a procedure is performed. So as an experiment, he brought a two-minute checklist into the
operating room of eight hospitals-after having worked with a team of folks that included Boeing to
show them how to put the checklist together.
How did it work?
"We get better results," says Gawande. "Massively better results."
"We caught basic mistakes and some of the stupid stuff," Gawande reports. "We also found that good
teamwork required certain things that we missed very frequently."
Something as simple as making sure that everyone in the operating room knew each other by name
turned out to be incredibly valuable. Isn't it interesting how similar some of these issues sound to the
work management issues project teams face every day?
Not unlike some project managers I have met, many of the surgeons weren't originally too keen on
operating with a checklist. However, when all was said and done, 80% of the surgeons saw the value of
the checklist. And, although 20% said they didn't need the checklist, 94% said that if they were going
to have surgery they would want their surgeon to be using a checklist.

Heart surgeons and project management, continued
I realise that heart surgery and project based work don't have a lot in common. That said, the surgeon
could learn a few things from project managers about how to create a sound work management
(surgery management) methodology. Project managers could also learn from this study. "We caught
basic mistakes and some of the stupid stuff," Gawande reports. "We also found that good teamwork
required certain things that we missed very frequently."
Despite all the evidence, Gawande wasn't sure that using a checklist would help save the lives of his
patients-after all, he was from Harvard. However he started using the checklist and says, "I was in that
20%. I haven't gotten through a week of surgery where the checklist has not caught a problem."
Like surgery, capturing best practices and formalising processes are critical for success. Like the
surgeon's checklist, the right project management tools can help. Fortunately, there is a lot we can learn
from Dr. Gawande's study. As well as what a heart surgeon could learn from a project manager.
If you were going into surgery, would you feel more comfortable if you knew the operating team was
using a checklist to make sure nothing got missed? I think I would.
Project Smart is the project management resource that helps managers at all levels
to improve their performance. We provide an important knowledge base for those
involved in managing projects of all kinds. With regular updates it keeps you in
touch with the latest project management thinking. http://www.projectsmart.co.uk
Ty Kiisel makes the concepts and best practices of web-based project management accessibility to both
the expert and novice project professional. Ty Is also the host of popular podcast TalkingWork.com.

The Role of the Project Manager
Project managers are the people responsible for managing the project processes and applying the tools
and techniques used to carry out the project activities. The role of Project Manager is one of great
responsibility. It is the project manager’s job to direct, supervise and control the project from beginning
to end. Some activities assigned to the project manager include:
 Defining the project, reducing it to a set of manageable tasks, obtaining the appropriate
resources and building a team to perform the work.
 Setting the final goal for the project and motivating his/ her team to complete the
project on time
Project managers are generalists with many skills in their repertoire. They are also problem solvers
who wear many hats. Despite having the required generalist skills, project managers might possess
specific technical skills required for a particular project.
Project managers have been likened to small business owners. They need to know a little bit about
every aspect of management. General management skills include every area of management, from
accounting to strategic planning, supervision, personal administration, and more. The general
management skills listed below are the foundation of good project management practices:
 Communication Skills
 Organisational and Planning Skills
 Budgeting Skills
 Conflict Management Skills
 Negotiation and Influencing Skills
 Leadership Skills
 Team-Building and Motivating Skills

Top 10 Qualities of a Project Manager
Article: Top 10 Qualities of a Project Manager (By Timothy R. Barry)
What qualities are most important for a project manager to be an effective project leader? It's a question
often asked and one that makes us sit back and think. Over the past few years, the people at ESI
International, a leader in project management training, have looked at what makes an effective project
leader. They quizzed some highly-talented project leaders and compiled a running tally of their
responses. Below are the top 10 qualities in rank order, according to their frequency listed.
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)
A 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.
There is a great deal of value placed on openness and directness. The project leader is also the team's
link to the larger organization. The leader must have the ability to effectively negotiate and use
persuasion when necessary to ensure the success of the team and project. Through effective
communication, project leaders support individual and team achievements by creating explicit
guidelines for accomplishing results and for the career advancement of team members.
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.

Top 10 Qualities of a Project Manager, continued
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.
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). As one student so eloquently put it, "It's nice when a project leader acknowledges that we all
have a life outside of work."
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. As one project management student put it, "A good leader is a little
lazy." An interesting perspective!
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.
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)
References:
Bennis, W., 1997. "Learning to Lead," Addison-Wesley,MA.
Kouzes, J. M: "The Leadership Challenge," Jossey-Bass Publishers, CA.
Norman: Parental Empathy. Parenthood, Little, Brown, NY.
www.projecttimes.com/articles/top-10-leadership-qualities-of-a-project-
manager.html
Timothy R. Barry is a trainer and consultant for ESI International with more than 20 years of
experience in project management. He has worked with over 40 major organisations worldwide.
With over 20 years experience, ESI International is the world’s largest Project Management Training
and Consulting provider. A comprehensive mix of project management, E-training, tailored corporate
courses, consulting, assessment and mentoring means they are able to provide their clients with proven
methods that enable them to achieve their goals. To put ESI International’s Project Management
Solutions to work for your company, or for more information, call +44 (0)20 7915 5099 or visit the
website at www.esl-inl.co.uk..

Top 10 Qualities of an Excellent Manager
Article: Top 10 Qualities of an Excellent Manager (By Jan Gordon)
An excellent manager taps into talents and resources in order to support and bring out the best in
others. An outstanding manager evokes possibility in others.
1. Creativity
Creativity is what separates competence from excellence. Creativity is the spark that propels projects
forward and that captures peoples' attention. Creativity is the ingredient that pulls the different pieces
together into a cohesive whole, adding zest and appeal in the process.
2. Structure
The context and structure we work within always have a set of parameters, limitations and guidelines.
A stellar manager knows how to work within the structure and not let the structure impinge upon the
process or the project. Know the structure intimately, so as to guide others to effectively work within
the given parameters. Do this to expand beyond the boundaries.
3. Intuition
Intuition is the capacity of knowing without the use of rational processes; it's the cornerstone of
emotional intelligence. People with keen insight are often able to sense what others are feeling and
thinking; consequently, they're able to respond perfectly to another through their deeper understanding.
The stronger one's intuition, the stronger manager one will be.
4. Knowledge
A thorough knowledge base is essential. The knowledge base must be so ingrained and integrated into
their being that they become transparent, focusing on the employee and what s/he needs to learn, versus
focusing on the knowledge base. The excellent manager lives from a knowledge base, without having
to draw attention to it.
5. Commitment
A manager is committed to the success of the project and of all team members. S/he holds the vision
for the collective team and moves the team closer to the end result. It's the manager's commitment that
pulls the team forward during trying times.

Top 10 Qualities of an Excellent Manager, continued
6. Being Human
Employees value leaders who are human and who don't hide behind their authority. The best leaders
are those who aren't afraid to be themselves. Managers who respect and connect with others on a
human level inspire great loyalty.
7. Versatility
Flexibility and versatility are valuable qualities in a manager. Beneath the flexibility and versatility is
an ability to be both non-reactive and not attached to how things have to be. Versatility implies an
openness - this openness allows the leader to quickly change on a dime when necessary. Flexibility and
versatility are the pathways to speedy responsiveness.
8. Lightness
A stellar manager doesn't just produce outstanding results; s/he has fun in the process! Lightness
doesn't impede results but rather, helps to move the team forward. Lightness complements the
seriousness of the task at hand as well as the resolve of the team, therefore contributing to strong team
results and retention.
9. Discipline/Focus
Discipline is the ability to choose and live from what one pays attention to. Discipline as self-mastery
can be exhilarating! Role model the ability to live from your intention consistently and you'll role
model an important leadership quality.
10. Big Picture, Small Actions
Excellent managers see the big picture concurrent with managing the details. Small actions lead to the
big picture; the excellent manager is skillful at doing both: think big while also paying attention to the
details.

Top 10 Qualities of an Excellent Manager, continued
Joan Gordon. LCSW is an Executive and Personal Coach who finds great joy in helping her clients
achieve outstanding results! Ms Gordon provides coaching to individuals and teams who are dedicated
to enhancing their personal power and sense of fulfilment. Her coaching embraces the concept that
challenge provides opportunity. Visit her website at: www.qualitycoaching.com. Jan can be reached at
(954) 752-8025 or jan@qualitycoaching.com.
Copyright © 2002 by Jan Gordon. All Rights reserved. This content may be forwarded in full, with
copyright/contact/creation information in tact, without specific permission, when used only in a not-
for-profit format. If any other use is desired, permission in writing from Jan Gordon is required.

7 Habits of Brilliant Project Managers
Article: 7 Habits of Brilliant Project Managers (By Duncan Brodie)
Project management is a tough role. You often find yourself being pulled between keeping users,
subordinates, team members and senior people happy. Given these demands, what do the best project
managers do that makes them stand out from the crowd?
1. Focus on Solutions
Problem solving and breaking through constraints is an essential part of managing projects. Those that
excel as project managers have a mindset where they focus on finding solutions to problems. They
keep asking themselves how they can overcome whatever barriers arise.
2. Participative and Decisive
All the best project managers understand the need to communicate and consult. They also know that
lots of talking and procrastination achieves nothing. Finding the right balance between consulting,
deciding and acting is what separates the best from the rest.
3. Focus on Customer
In every project there are customers. They might be internal or external or a combination of both. The
best project managers keep customers at the forefront of their mind. They listen effectively, take on
board the feedback they are getting and look for ways of incorporating it whenever they can.
4. Focus on Win-Win Outcomes
In any project there will be many stakeholders, all of whom will see their issues as being the most
important. The challenge that the best project managers respond to is finding solutions that address the
issues without compromising the overall project structure.
5. Lead from the Front
Project managers need to lead by example. The example they set determines how the rest of the team
behave and respond to the challenges that arise. Those project managers who want to encourage
openness and honesty are open and honest themselves. Those that take risks and learn from their
mistakes empower others to do the same.

7 Habits of Brilliant Project Managers, continued
6. Adapt to What Arises
You can set out the best plans in the world, think about the risks, put great tracking in place and even
then the unexpected will show up from time to time.
Adaptability is a key characteristic of the best project managers. View adaptability in projects a bit like
the flight path of an aircraft. It can be off course along the way but it needs to be right on target when it
comes to landing.
7. Get the Best Out of Everyone
Those that excel as project managers realise they cannot do it all on their own. They recognise the
importance of the collective team effort in getting results. They find and utilise the strengths in
everyone and try to ensure that they allocate roles to those best placed to deliver. They learn to keep
everyone motivated and pushing the boundaries to get results.
Project management is a complex and demanding role. Starting to work on these 7 habits can take you
to the next level.
Duncan Brodie is a Leadership Development Coach and Management Trainer at Goals and
Achievements http://www.goalsandachievements.co.uk . He specialises in helping accountants and
professionals to make the transition from technical expert to manager and leader.
Suggested reading
1. Research paper: Modeling Project Management, R. Max Wideman, 11/09.2003, AEW Services,
Vancouver, BC.

Project Management Methods and Models
WATERFALL PROJECT MANAGEMENT METHOD
The waterfall method assumes a set number of phases. It is recognised as a waterfall model as the
phases take place in succession. In the same way that it is impossible to swim upstream against a
waterfall, the pure waterfall method does not allow returning to a phase after it has been completed.
Once the phases have been defined and a project plan in place, as a rule, it is not desirable to adapt the
design, thereby bringing a particular phase to a standstill.
In their project plans, project managers must include estimates of the amount of time (and therefore
money) that will be needed for each phase. It is generally understood that time estimates are generally
difficult for any project, particularly if they must be made in the early stages of a project. Both external
and internal influences can impact in the both the budget and project schedule and this model allows
very little fluidity or adaptability.

Project Management Methods and Models, continued
CYCLICAL PROJECT MANAGEMENT METHOD
In cyclical project management, the project goal is pursued in several short, successive consecutive
cycles, with each cycle being relatively short. Within each cycle, a portion of the project is carried out.
Analysis, design, implementation and testing occur within each cycle.
The most important advantages of working with the cyclical method are as follows:
 Higher product quality and improved implementation of functionalities,
 More realistic estimates of time and money,
 Project team is under less pressure,
 Higher quality.
Cyclical methods of project management are particularly suited to projects in which the goal that is to
be achieved cannot be clearly established beforehand, as in creative projects or research projects.

Project Management Methods and Models, Continued
The two generally accepted models of the Project Manager's role include:
Putting him or her at the centre of the hub, co-ordinating activities between teams or individuals
Project co-ordination
The danger with this model is that the Project Manager can easily lose control of the management
process, as all work is carried out by, and decisions are taken between, parties at the rim, with no more
than token reference to the Project Manager.
An alternative model reflects the traditional organisational hierarchy. This recognises the authority of
the Project Manager, but implies that decisions are taken at the "top" and communicated downwards.
This is unsatisfactory since it ignores the fact that expertise in specific areas lies near the "bottom" of
the hierarchy - and decisions are, wherever possible, arrived at by negotiation rather than by
declaration.
The hierarchical view of Project Management

Project Management Methods and Models, Continued
A more satisfactory model reflects the best of both preceding models. The Project Manager is clearly in
possession of the requisite authority, but informal (or even formal) reporting and communication
between other parties, without reference to the Project Manager, is recognised. This is a delicate
tension, since the Project Manager must be apprised of all important aspects of the project as it
develops. Finding the right balance in any project takes time and care.
The delicate tension.

Project Management Culture
The highly competitive business environment organisations are operating in, is forcing them to make
high-quality products at a lower cost and in a shorter timeframe. The growing interest in project
management as a management approach requires organisations to adopt an operational culture that
supports project management principles and practices. Organisations are increasingly using project
management because it allows them to plan and organise resources to achieve a specified outcome
within a given timeframe.
In this project management culture framework we have considered “the way we do things round here”
(Deal and Kennedy, 1982), to this end we will look at the following aspects:
 project processes (the way),
 people in projects (we),
 systems and structures used in project management (do things), and
 environment (around here).

Project Management Lifecycle
As we have already learned project management provides an integrated framework for project
organization, planning, leading and control which is designed to:
 ensure the timely and cost-effective production of all the end-products,
 maintain acceptable standards of quality,
 achieve for the enterprise the benefit for which the investment in the project has been
made.
Projects have a set lifespan, with clear phases or lifecycles. There are different types of lifecycles in
different types of industries that make sense in specific projects. The type of industry and type of
project will determine which lifecycle phase option to use.
Here are examples of different phase lifecycles:
A Six-phase lifecycle:
Pre-planning } Budgeting } Work } Planning } Execution } Closing
A Five-phase lifecycle:
Initiate } Planning } Staff } Implement } Terminate
A Three-phase lifecycle:
Planning } Execution } Closing

Project Management Lifecycle, continued
Although they might vary, the basic phases of a project must include (at a minimum):
 Initiation
 Definition
 Implementation, and
 Handover & Close-out.
2) Initiation – Getting Started (the Idea)
During the initiating process, you will refine the project goals, review the expectations of all
stakeholders, and determine assumptions and risks in the project. You will also start project team
selection -- if the project team has been imposed, then you need to familiarize yourself with their skill
set and understand their roles in the project. At the end of this phase you will produce a Statement of
Work (SOW), which is a document that provides a description of the services or products that need to
be produced by the project.
3) Planning (the what, where, how and when)
During the planning process, you will detail the project in terms of its outcome, team members’ roles
and responsibilities, schedules, resources, scope and costs. At the end of this phase, you will produce a
project management plan, which is a document that details how your project will be executed,
monitored and controlled, and closed. Such a document also contains a refined project scope, and is
used as the project baseline.

Project Management Lifecycle, continued
4) Executing (the “do”)
During the executing process, you apply your project management plan. In other words you direct your
team so that it performs the work to produce the deliverables as detailed in the plan. The executing
process also involves implementing approved changes and corrective actions.
5) Controlling and monitoring (governance)
During the controlling and monitoring process, you supervise project activities to ensure that they do
not deviate from the initial plan and scope. When this happens, you will use a change control procedure
to approve and reject change requests, and update the project plan/scope accordingly. The controlling
and monitoring phase also involves getting approval and signoff for project deliverables.
6) Closing and handover
During the closing process, you formally accept the deliverables and shut down the project or its
phases. You will also review the project and its results with your team and other stakeholders of the
project. At the end of the project you will produce a formal project closure document, and a project
evaluation report.

Project Management Lifecycles, continued
Most formalised projects will include the following phases within their lifecycle:
1. Initiation  Project Kick Off
 Project Objective & Scope
 Project Organization
 Business Case
 Project Initiation Stage Assessment
2. Planning  Project Statement of Work
 Network Diagram
 Project Schedule and Budgeting
 Stage Schedule and Budgeting
 Resource requirements
 Project Control Procedures

3. Executing  Stage Kick Off
(Implementation)
 Time Management
 Team Management
 Perform Project Activities
 Risk and Issues Management
 Stage End Assessment
4. Controlling  Stage Kick Off
 Project Board Meetings
 Quality Control
 Progress Control
 Change Control
 Issues Management
 Exception Situation
 Stage End Assessment

5. Closedown  Final Product Evaluation
 Project Completion
 Process Improvement
Suggested reading
1. ProjectMinds’ Quick Guide to Project Management, by Manjeet Singh, www.projectminds.com
2. www.projectsmart.co.uk
3. Guidelines for managing projects, Department for Business, Enterprise and Regulatory Reform,
August 2007, www.berr.gov.uk

Learning Activity 1 – Planning by Project
Using the example you have selected from your current area of operation, we are going to work
through the lifecycle of a project. You will be given the opportunity to plan your project through
each phase.
1. Describe the project structure/ project management method you plan to use for your project.
Explain why.
2. Scope your project:
 What are to key objectives
 What are you timeframes
 Who are the stakeholders and role-players
 Who is the initiator
 Who is the manager
 Who is on the team (and their roles and responsibilities)
 Who is/are your target (who will use the outputs)
3. The work Breakdown Structure:
 Identify the tasks that need to be performed,
 Establish the interrelationship between tasks
 Which task start the project and which one ends it.
 Determine which task precedes and which one follows a given task;
 Determine which tasks can run concurrently with this task
 Allocated timeframes to tasks
 Identify milestones
 Identify the critical path
4. Select a network diagram (Gantts Chart/ PERT/CPM) and transpose the WBS on the
network diagram
5. Resource requirements (physical, human, financial)
6. Conduct a trade-off analysis/ risk assessment
7. What is your communication plan
8. Decide how to monitor and review your project (what systems and structures will you use)

 Assign responsibility
 Tools and techniques
 Reporting procedures
 Timeframes
9. Closedown/ handover procedures

Applying Project Management Principles
On a macro level organisations are motivated to implement project management techniques to ensure
that their undertakings (small or major) are delivered on time, within the cost budget and to the
stipulated quality. On a micro level, project management combined with an appropriate information
management system has the objectives of:
(a) reducing project overhead costs;
(b) customising the project workplace to fit the operational style of the project teams and
respective team members;
(c) proactively informing the executive management strata of the strategic projects on a real-time
basis;
(d) ensuring that project team members share accurate, meaningful and timely project documents;
and
(e) ensuring that critical task deadlines are met.
Whilst the motivation and objectives to apply project management in organisations is commendable,
they do not assure project success.
Effectiveness and efficiency may be facilitated through the introduction of best practices that are able
to optimise the management of organisational resources. It has been shown that operations and projects
are dissimilar with each requiring different management techniques. Hence, in a business environment,
project management can:
(a) support the achievement of project and organisational goals; and
(b) provide a greater assurance to stakeholders that resources are being managed effectively.

Case study: Process Changes for a Manufacturing Company
As an example, a manufacturing company saw the value of taking a project management approach to a
major internal process change initiative. This is a high level overview of that situation.
Overview
Company XYZ has been aware that their production of widgets will not continue to satisfy clients’
demands. They have seen an increase of 10% year after year for widgets over the last five years with
no end in sight for the increase in demand. The CEO had asked an internal team to review current
manufacturing processes and propose changes to the processes, along with upgrades to equipment to
meet the demands for the future.
When the team’s proposal was submitted to the CEO, it recommended an upgrade to manufacturing
equipment and a redesign of the production line with no solid metrics relating to the number of
anticipated increases. Also missing (and critical to the outcome) was an analysis of what would happen
in procurement, delivery, as well as warehousing, if these changes were made to the manufacturing
process, and whether these departments would be able to manage those changes. After seeing such
deficiencies in the team’s plan, and with past experiences in such projects at another company, the
CEO chose to engage a project management consulting company, ABC Projects, to outline a project
plan for this initiative. ABC Projects specialized in process improvement initiatives. The CEO knew
that these efforts were more likely to be successfully implemented when run as a well-managed project.
The Project Plan
ABC Projects outlined a project plan with tentative timelines and cost ranges until discovery was
completed. The project plan included the discovery and identification of needs for increased
production, as well as identification of affected departments and/or processes, if the increase in
production were carried out.

Process Changes for a Manufacturing Company, continued
ABC Projects knew from experience that other areas besides the manufacturing line would be affected.
For example, procurement had a set budget for purchases. The expenditure necessary for materials that
were not ready to be used in manufacturing would wreck havoc on cash flow and require consideration
of how to store materials until they are ready to be used by manufacturing. Further, additional vendors
from which to purchase the materials would need to be identified, should the current vendors be unable
to meet procurement’s increased demands. Alternative vendors needed to be in place before any supply
issues arose. It was evident that the processes for procurement must be very closely integrated with the
manufacturing processes to maintain an ongoing flow of materials to production.
The project team developed a detailed plan for identifying the stakeholders and how they would
proceed to gather the data necessary to accurately document the manufacturing processes. The plan
included a detailed list of questions to ask each stakeholder to ensure that all interviewers asked the
same questions and gathered the same data. The project team knew from experience that documenting
processes required a thorough understanding of the business, because, when being interviewed,
individuals often unintentionally skipped relevant details. Thus, experienced people were required to
extract information needed for an accurate and detailed documentation of processes.
The project team also developed a plan for potential risks and strategies for managing them should they
come to fruition. They wanted to be sure that once they determined the options for making changes to
the manufacturing processes, that they could accommodate potential changes to other processes. They
knew that changing one process would likely have a domino effect throughout the company. For
example, during one of the scenario planning sessions, the project team found that if procurement was
unable to fulfill the material needs of manufacturing from one vendor, without a back up vendor in
place, there would potentially be a shortage of materials which would cause a delay in production or
costs would increase by at least 30%. This would be unacceptable and would ultimately cause customer
dissatisfaction which could lead to a loss of business to competitors.

The team also put together a change management plan; because a major component of the project
would be communicating changes company-wide and ensuring the appropriate people were on-board
and prepared to work with the new processes. Additionally, the project team needed the individuals
involved on the production line to be willing to test new processes as well as new equipment with no
interruption in meeting current client demand. Without support from these individuals, this would be an
impossible task and one that had a high potential of risk associated with it.
Additionally, the project team sent out a company-wide communication so that employees knew what
was happening and why, and they asked for suggestions from employees. By getting the input of the
individuals who were doing the job day in and day out, they increased the likelihood of success on the
project.
The Work Breakdown Structure included several milestones to allow the company to move forward
with working with new processes and upgrades to equipment without interrupting the current
production schedule. At each milestone, there were several tasks for measuring progress and comparing
it to expected results and baselines. Assessments were completed regularly to ensure the current plan
held true to the objectives. At any point during the project, if the assessments showed deficiencies from
the objectives, then an evaluation of the process design and, if necessary, a correction occurred. The
Work Breakdown Structure included training time to get individuals up to speed on new equipment.
The Risk Management Plan included contingencies, should current employees be incapable of learning
the new equipment and performing their role in a timely fashion. Part of the contingency plan was to
use employees who adapted quickly to the new equipment on the new production line and maintain the
old production line with employees who learned less quickly, until they were able to get up to speed.
An integrated team concept, including mentoring, was put in place to assist people in getting up to
speed on new equipment.
Regular status meetings were scheduled with manufacturing, procurement, delivery and other
departments to maintain lines of communication and general awareness of the project status. These
meetings also served to ensure that employees were comfortable with change and were able to
participate in decisions that would affect how they perform their job.

Project Results
Prior to undertaking the project, Company XYZ was producing 250 widgets per day. At the time of the
undertaking of the process improvement initiative, client demand had just reached 250. Demand had
increased by 10% annually over the last five years and it appeared that the increase would continue for
the foreseeable future.
The directive from the executives was to improve manufacturing processes through changes in
processes as well as upgrading equipment, toward a goal of producing up to 400 widgets per day.
Based on current projections, the company would experience a five year timeline before having to
undertake another increase in production to satisfy growing client demand. At that point, if client
demand continued to increase, the company would be in a better position to invest in another
manufacturing site in order to meet demands after the five year mark.
Additionally, in the current production line there was, on average, a 3.6% defect rate in widgets
produced. One of the directives specific to this project was to attempt to reduce this defect rate by at
least half within the next two years.
The following were discovered during the project:
Capacity for procurement was limited due to cash flow and budgetary issues, as well as storage. Any
new process needed to take this into consideration once production increased and would have to allow
for a smooth flow between procurement and manufacturing.
It became apparent that once the number of widgets manufactured increased, demands on warehousing
and delivery would increase accordingly. A plan was put in place to change warehousing and delivery
processes to reduce the strain on these functions.
The project had run slightly over the projected timeline, but did remain within budget. The increase in
the timeline resulted from an underestimate of the space required to store manufactured widgets prior
to delivery. This occurred to a great extent because the decrease in the defect rate was .06%,
significantly exceeding the goal of 1.8%, thus causing an increase in the number of widget units to be
stored. Although this was not anticipated in a contingency plan it did not cause the executives to be
unhappy. It was a good problem.

Summary
A project management approach enabled the company to meet their production needs for the future,
while at the same time not disrupting their current production to fulfill client demand. There was never
a glitch in the production line while new processes were being tested and evaluated. Continuous
communication ensured that everyone was in the loop on changes to processes and actually had the
benefit of increasing participation from employees on how to improve processes to better meet client
needs. Additionally, continuous review and adjustments to the risk management plan ensured that the
end result was well thought out and tested and ensured that any glitches in proposed changes were
caught immediately and could be addressed.
Adhering to a standard project management methodology enabled this company to implement a very
high risk project efficiently, on budget and within reasonable time to meet long term strategic goals.

Learning Activity 2 – Integrating Project Management
Read through the case study:
 Highlight the key project management tools that were implemented at XYZ Company.
 Explain how taking a project management approach has improved their productivity.
 List the potential benefits to the company if they continue to take this approach in their
other areas of operations.

Four Keys to Project Integration Management
Article: Four Keys to Project Integration Management (By Jessie L. Warner, 5 January 2011)
Integration management is the project management knowledge area that includes processes that are
required to ensure that all the projects components are co-ordinated correctly in order to achieve the
project goals. To help you better co-ordinate and manage the various elements of the project, may I
suggest four keys to integration management:
 Get Buy-In
 Create a Plan of Attack
 Be Willing to Make Tradeoffs
 Learn from Your Mistakes (and Successes)
Get Buy-In
For integration management to be effective, you need to get buy-in from key stakeholders and team
members. Getting buy-in from the get go will ensure that your project receives the support and funding
needed for it to be successful.
To get buy-in, start by creating a project charter and a preliminary scope statement. The project charter
initiates the project and includes the necessary approvals and sanctions. It gives the project manager
authority to act and apply organisational resources to the project. The charter also defines the
objectives and participants in a project, with the preliminary delineation of roles and responsibilities.
Along with the project charter, you will need to develop a preliminary scope statement. This is a high
level definition of the project scope and defines the reasons for undertaking the initiative, the objectives
and constraints of the project, directions concerning the solution, and identifies the main stakeholders.
The document further defines the project's product or service, methods for approval, and tactical
strategies for the change control process.
With the project charter and preliminary scope statement in hand, you have the ammunition, and most
importantly, the authority to guarantee that resources are co-ordinated and scheduled in the manner and
time you request.

Project Integration Management, continued
Create a Plan of Attack
Now that you have a project charter and the objectives of the project have been clearly defined, it is
time to create a plan of attack. Start by identifying the activities needed to effectively execute, manage,
and monitor the project. Project management software can really help with this step and allows you to
plan and monitor the project from anywhere at anytime. The software helps you create the project
timeline and tasks, allocate the required resources, and get the day-to-day status updates needed to
effectively manage the project.
As you develop your plan, verify that your team is all on the same page. Make sure each team member
can login to the project management software and ensure that they all know how to update their task
completion status. Performing this simple step will make reporting and monitoring more accurate and
timely.
Be Willing to Make Tradeoffs
One of the biggest challenges you will face in executing the project is managing people, their opinions,
and the changes they request. For you to be effective, you must be willing to make tradeoffs.
Everybody won't get everything they want, but the project should meet the objectives and requirements
established in the project charter.
Orchestrate how the team implements the project plan and make sure they complete the work required
in the Project Scope Statement. Monitor and control the project work by measuring and balancing the
progress of the project. Take corrective or preventative actions as needed to assure that all objectives
are being met.
Use the pre-established process for change requests and ensure that all changes go through the proper
channels before they become a part of the plan. Evaluate all change requests and approve those changes
that will help you meet the project objectives. Only validated and approved changes should be
implemented.
Learn from Your Mistakes (and Successes)
Hopefully, before you ever started the project, you clearly defined what it means for the project to be
complete. As you finish up, verify that all of the project activities are complete and that the final
product or service meets the expectations of the client and/or stakeholders. Obtain a written approval of
the project completion.

Project Integration Management, continued
Once the project has been formally closed, it is now time to learn from your mistakes and successes.
Organise a formal review meeting and hold a brainstorming session where you list all of the mistakes
made during the project. Now make a list of all the things that went right. How can you learn from this
experience? What are the takeaways from project and how can you prepare for these challenges in your
next project? This exercise will build team camaraderie and will help you be more effective in your
next project.
Jessie L. Warner, MBA and a life-long student of project management, seeks to promote the need for
and benefits of project management software. Employed by @task, Jessie understands how project
managers and team members use project management tools to plan for and execute projects. You can
learn more about @task by visiting www.attask.com. .

Key Learning Points

Homework – Integrating a Project Management Approach
Review an area of operation within your department/ organisation. Design a project that applies
a project management approach to achieve the strategic goal(s)/ objective(s) within this area of
operation. Remember to:
 Write a clear and detailed project plan
 Clearly define the project outputs and identify where these would link up as inputs to
another project team.
 Write a short motivation to a senior manager for the implementation of this project
plan.








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Outsourced Training Solutions© 1

Module ? – Managing by Project

 Define project management.

 Define the role of the project manager.

 Describe various project management methods and models.

 Describe a project management culture.

 Explain the project management lifecycle.

 Explain the concept of managing by project.

 Explain the benefit of a project planning.

 Apply project management principles.

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In today’s business environment, professional project management is subject to increased industry

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Your project will therefore be deemed successful if it:

 meets time targets (stays on schedule)

 Remains within budget (cost of resources).

 A clearly defined desired outcome (encompassing Quality/Performance & Safety)

 Start & Finish dates, and

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How did it work?

"We get better results," says Gawande. "Massively better results."

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 Organisational and Planning Skills

 Conflict Management Skills

 Negotiation and Influencing Skills

 Team-Building and Motivating Skills

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Inspires a Shared Vision

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Ability to Delegate Tasks

Cool Under Pressure

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10. Big Picture, Small Actions

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2. Participative and Decisive

4. Focus on Win-Win Outcomes

5. Lead from the Front

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7. Get the Best Out of Everyone

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 Higher product quality and improved implementation of functionalities,

 More realistic estimates of time and money,

 Project team is under less pressure,

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The hierarchical view of Project Management

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The delicate tension.

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 project processes (the way),

 people in projects (we),