WHAT IS PROJECT MANAGEMENT?
Milestones: Dates by which major activities are
The professional management of projects requires a
discipline approach to defining, planning strategizing,
communicating, and controlling a project. It is assuring
that the project will deliver.
Project management (PMBOK) is “The application of
knowledge, skills, tools, and techniques to meet the
project requirements.” The benefits derived from
practicing good project management are very valuable
What is a Project?
A project is a unique, transient endeavor, undertaken to
achieve planned objectives, which could be defined in
terms of outputs, outcomes or benefits. A project is
usually deemed to be a success if it achieves the
objectives according to their acceptance criteria, within
an agreed timescale and budget. Time, cost and quality
are the building blocks of every project.
Time: scheduling is a collection of techniques used to
develop and present schedules that show when work will
be performed.
Cost: how are necessary funds acquired and finances
managed?
Quality: how will fitness for purpose of the deliverables
and management processes be assured?
A project is a temporary endeavor designed to produce a
unique product, service or result with a defined
beginning and end (usually time-constrained, and often
constrained by funding or deliverables), undertaken to
meet unique goals and objectives, typically to bring
about beneficial change or added value.
The temporary nature of projects stands in contrast
with business as usual (or operations), which are
repetitive, permanent, or semi-permanent functional
activities to produce products or services.
A project is an activity that is temporary having a start
and end date, unique, brings about change and has
unknown elements, which therefore create risk.
It is a temporary endeavor undertaken to create a unique
product or service, It is specific, timely, usually
multidisciplinary, and always conflict ridden
Projects are parts of overall programs and may be
broken down into tasks, sub tasks, and further if desired
COMMON PROJECT TERMS
Deliverables: Tangible ‘things’ that the project
produces
performed.
Tasks: Also called Actions. Activities undertaken
during the project
Risks: Potential problems that may arise
Issues: Risks that have happened
Gantt Chart: A specific type of chart showing time and
tasks. Usually created by a Project Management
program like MS Project.
Stakeholder: Any person or group of people who may
be affected by your project
Management Definition
the process of dealing with or controlling things or
people.
the organization and coordination of the activities in
order to achieve defined objectives
the directors and managers who have the power and
responsibility to make decisions and oversee an
enterprise.
the size of management can range from one person in a
small organization to hundreds or thousands of
managers in multinational companies.
in large organizations, the board of directors defines the
policy which is then carried out by the chief executive
officer, or CEO.
some people agree that in order to evaluate a
company's current and future worth, the most important
factors are the quality and experience of the managers.
the organization and coordination the activities of a
business in order defined objectives. Management is
often included as a factor of production along with
machines, materials, and money. According to the
management guru Peter Drucker (1909-2005), the
basic task of management includes
both marketing and innovation.
practice of modern management originates from the 16th
century study of low-efficiency and failures of
certain enterprises, conducted by the English
statesman Sir Thomas More (1478-1535). Management
consists of the interlocking functions of creating
corporate policy and organizing, planning, controlling,
and directing an organization's resources in order to
achieve the objectives of that policy.
What is Project Management?
Project management is the application of processes,
methods, skills, knowledge and experience to achieve
specific project objectives according to the project
acceptance criteria within agreed parameters. Project
management has final deliverables that are constrained
to a finite timescale and budget.
A key factor that distinguishes project management from
just 'management' is that it has this final deliverable and
a finite timespan, unlike management which is an
ongoing process. Because of this a project professional
needs a wide range of skills; often technical skills, and
certainly people management skills and good business
awareness
is the discipline of planning, organizing, motivating, and
controlling resources to achieve specific goals.
Project Management Institute, Inc. (PMI) defines project
management as "the application of knowledge, skills,
tools and techniques to a broad range of activities in
order to meet the requirements of a particular project."
The process of directing and controlling a project from
start to finish may be further divided into 5 basic phases.
it is concerned with the management of resources
successfully to complete the project, the resources being
time, money, materials and equipment and the most
expensive resources of all namely the human resources.
Project management is concerned with achieving a
specific goal in a given time using resources available
for that period only
is the discipline of initiating, planning, executing,
controlling, and closing the work of a team to achieve
specific goals and meet specific success criteria.
Application of knowledge, skills, tools and techniques to
project activities to meet project requirements. ◦The
primary challenge of project management is to achieve
all of the project goals within the given constraints
It is the discipline of planning, organizing and managing
resources to bring about the successful completion of
specific project goals and objectives. And it requires the
development of distinct technical skills and the adoption
of separate management philosophy. It is important that
the project manager has much experience in making a
project and how to manage it. There are many resources
needed in making a project.
A project is a carefully defined set of activities that use
resources (money, people, materials, energy,
communication, motivation, skilled leaders, etc.)
Three Major Parts of Project Management
1. Project Definition
2. Project Planning
3. Project Monitoring and Evaluation
Project Definition
It defines its projects goals and objective. Project goals
and objectives should have the SMART characteristics
(specific, measurable, attainable, reliable and time-
bounded). There must be a clear definition of its purpose,
and who will be the future project’s beneficiaries. The
description of the project must also be defined, its time
framework, scope and limitations and its needed
resources.
The statement of the objectives must be a single
sentence, in which clearly stated and defines. Client’s
needs should be clearly identified. A successful project
manager must be able to envision the entire project from
start to finish and to have the ability to ensure that this
vision is realized. Familiarization on the culture of the
community should also be considered. The attitude and
the behavior of the people in the community must be
carefully observed and determined so that the
stakeholders can find ways in dealing with them.
The existing resources and political structure in the
community must be given attention.
Project Planning
Project managers must have a team of planners and it is
important to have skills in forming, leading and
facilitating groups. Skills needed are : team-building,
leadership, meeting management, facilitating face-to-
face Groups, Groups-Based Problem-solving and
Decision-Making and Conflict-Management.
The best way to use in this part is the participatory
planning in which there are open communication and
participation of all stakeholders. There must be a work
and harmonious atmosphere between those people. The
people must be involved in planning and they will
determine their own needs and problems and facilitate
empowerment.
Project planning involves distribution of tasks, assigning
responsibility, budget allocation, time frame, scope and
limitation.
By using time table, the time cannot be wasted, because
there is a clear statement for the task to be done in a
period of time and it makes planning more organized.∙
Project planning also involves delegation in which
competent person/s are given a task. When we delegate
one person there must be continuous and open
communication and coordination to know how the
planning is going on.
In every project planning there is a clear statement of its
expected outcome, the things needed to be done, and the
inputs (in terms of people, materials, time and money).
Project Monitoring and Evaluation
It involves determining project’s progress, monitoring
and control and taking a corrective action. Project
monitoring and controlling consist of these process
performed to observe project execution so that potential
problems can be identified in a timely manner and
corrective action can be taken, when necessary, to
control the execution of the project. The key benefit is
that project performance is observe and measured
regularly to identify variances from the management
plan.
Monitoring and controlling includes: measuring the on-
going project activities (where we are); monitoring the
project variables (cost, effort, etc.) against the project
management plan and the project performance baseline
(where we should be); identify corrective actions to
properly address issues and risks (How can we get on
track again); and influencing the factors that could
circumvent integrated change control so only approved
changes are implementers. Monitoring and controlling is
like the cycle below.
Same as the evaluation, we always need to evaluate the
accomplished tasks to know if it can bring development
or progress to reach the goals and objectives. We do the
monitoring and evaluation to know if the plan or action
is still appropriate for the given problem and of course
to make alternatives for it. It defines the constraints and
changes for reaching the goal.
Activities of PROJECT MANAGEMENT
1. Analysis and design of objective an events
2. Planning the work according to the objectives
3. Assessing and controlling risk (or Risk Management)
4. Estimating resources
5. Allocating Resources
6. Organizing the work
7. Acquiring human and material resources
8. Assigning tasks
9. Directing activities
10. Controlling project execution
11. Tracking and reporting progress (Management
Information System)
12. Analyzing the results based on the facts achieved
13. Defining the products of the project
14. Forecasting future trends in the project
15. Quality Management
16. Issues Management
17. Issue solving
18. Defect Prevention
19. Identifying, managing and controlling changes
20. Project closure (and Project debrief)
21. Communicating to stakeholders
22. Increasing/decreasing a company’s workers
Project Management includes:
identifying requirements, establishing clear and
achievable objectives;
balancing the competing demands from the different
stakeholders; and
ensuring that a commonality of purpose is achieved
Approaches in Project Management
There are a number of approaches to managing project
activities including lean, iterative, incremental, and
phased approaches.
Regardless of the methodology employed, careful
consideration must be given to the overall project
objectives, timeline, and cost, as well as the roles and
responsibilities of all participants and stakeholders.
5 Basic Phases of Project Management
1. Project conception and initiation
An idea for a project will be carefully examined to
determine whether or not it benefits the organization.
During this phase, a decision making team will identify
if the project can realistically be completed.
2. Project definition and planning
A project plan, project charter and/or project scope may
be put in writing, outlining the work to be performed.
During this phase, a team should prioritize the project,
calculate a budget and schedule, and determine what
resources are needed.
3. Project launch or execution
Resources' tasks are distributed and teams are informed
of responsibilities. This is a good time to bring up
important project related information.
4. Project performance and control
Project managers will compare project status and
progress to the actual plan, as resources perform the
scheduled work. During this phase, project managers
may need to adjust schedules or do what is necessary to
keep the project on track.
5. Project close
After project tasks are completed and the client has
approved the outcome, an evaluation is necessary to
highlight project success and/or learn from project
history.
Projects and project management processes vary from
industry to industry; however, these are more traditional
elements of a project. The overarching goal is typically
to offer a product, change a process or to solve a
problem in order to benefit the org
The Traditional Approach
The Traditional Approach in PM
In the "traditional approach“, there are five
developmental components of a project
Typical development phases of an engineering
project
1. Initiation
2. Planning and design
3. Execution and construction
4. Monitoring and controlling systems
5. Completion
Core Components of Project Management
1. defining the reason why a project is necessary;
2. capturing project requirements, specifying quality
of the deliverables, estimating resources and
timescales;
3. preparing a business case to justify the investment;
4. securing corporate agreement and funding;
5. developing and implementing a management plan
for the project;
6. leading and motivating the project delivery team;
7. managing the risks, issues and changes on the
project;
8. monitoring progress against plan;
9. managing the project budget;
10. maintaining communications with stakeholders and
the project organization;
11. provider management;
12. closing the project in a controlled fashion when
appropriate.
WORK-BREAKDOWN STRUCTURE
Also known as WBS
Hierarchy of tasks required to complete project
1. Each task is broken into smaller tasks that can be
managed and estimated
2. Define task dependencies
3. Some tasks must begin at the same time, some must
end at the same time and some cannot start until the
other tasks have finished.
4. Estimate task durations and cost
May be inputted into project management software
Final WBS plan is called baseline WBS
Risks
1. Plan is not approved after first round of feedback
2. Resources are not available at the required time
3. Plan is not given consent
4. For each of the above, you should have a
contingency plan, or do some activity that may
prevent it happening in the first place.
5. Issues: – If any of the above actually happens, then
it becomes an issue to solve.
Who are the Stakeholders?

1. House owner,
2. Builder,
3. Council

A Successful Project Manager must simultaneously

manage the four (4) basic elements of a project

1. Resources;
2. time;
3. money, and
4. most importantly, scope.

All these elements are interrelated. Each must be

managed effectively. All must be managed together if
the project is to be a success. The resource that can be
leveraged to the greatest extent in all projects is the
people involved.

PROJECT INITIATION

The Initiation phase of the project is the most important

phase. The success of the entire project depends on how
clearly and completely the Terms of References are
established.

1. Project Sponsor
2. Lines of Authority
3. Participants
4. Objectives
5. Constraints
6. Costs/Budget
7. Resources
8. Deliverables
9. Phases & Time Scales
10. Strategy
11. Risks
12. Roles & Responsibilities
CHARACTERISTICS OF PROJECTS MEASURING PROJECT SUCCESS

▪A project contains a well defined objective. The project We measure the success of a project using 4 major
objective is defined in terms of scope ( or requirements), project constraints, specifically:
schedule, and cost.
1. Scope
▪A project is carried out via a set of interdependent tasks. 2. Cost
3. Schedule (Time)
▪A project uses various resources to carry out these tasks. 4. Customer satisfaction (quality and performance)
A project has a definite start date and an expected
completion date. The actual completion date may not
always be the same as the expected date.

▪A project is a one time or unique endeavor.

▪A project has a customer. ▪So why do projects fail?

PROJECT SUCCESS – 12 Golden Rules

Rule #1 Thou shalt gain consensus on project outcome.

Rule #2 Thou shalt build the best team possible.
Rule #3 Thou shalt develop a comprehensive, viable
plan and keep it up-to-date.
Rule #4 Thou shalt determine how much stuff you really
need to get things done.
Rule #5 Thou shalt have a realistic schedule.
WHY DO PROJECTS FAIL? Rule #6 Thou won’t try to do more than can be done.
Rule #7 Thou will remember that people count.
1. Poor project and program management discipline Rule #8 Thou will gain the formal and ongoing support
2. Lack of executive-level support of management and stakeholders.
3. Wrong team members Rule #9 Thou must be willing to change.
4. Poor communication Rule #10 Thou must keep others informed of what
5. No measures for evaluating the success of the project you’re up to.
6. . No risk management Rule #11 Thou must be willing to try new things.
7. Inability to manage change Rule #12 Thou must become a leader.

Important to Note Trends in Project Management

A project has a degree of UNCERTAINTY. 1. Achieving strategic goals

2. Achieving routine goals
In project planning many assumptions are made 3. Achieving project effectiveness
regarding: access to resources, resource capability, and 4. Achieving virtual projects
impact of environmental factors. 5. Achieving quasi-projects

These assumptions are not always accurate. Strategic Goals

Requires project managers to re-assess and trade-offs The growing use of projects to achieve organization’s
between requirements, costs, and time. strategic goals and existing major projects are screened
to make sure that their objectives support organization’s
Above all, be PRO-ACTIVE. strategy and mission.

Projects that do not have clear ties to the strategy and

mission are terminated and resources are redirected.

Routine Goals
In order to accomplish routine departmental tasks,
normally handled as the usual work of function
departments. They are accomplished based on
performance objectives with their budgets and deadlines.
Artificial deadline and budgets are created to accomplish
specific, routine departmental tasks.
This process is called “projectizing”
Project Effectiveness
To improve the process and results of project
management whether strategies or routine. Example is
the use project management “maturity”, or skill and
experience in project management. Use of phase gates,
earned value, critical ratios and other techniques
Virtual Projects
Due to globalization of industry, virtual projects are
effective because term members my never physically
meet through the use of advance telecommunication and
computer technology
Quasi-Projects
Led by the demands of information technology/systems
departments, project management is now being extended
into areas where the project objectives are not well
understood, time deadline unknown and/or budgets
undetermined. Use of techniques such as prototyping,
phase-gating, and others- to help these projects achieve
results that satisfy the customer in spite of the unknowns.
SIX PHASES OF PROJECT MANAGEMENT
Initiation Phase
The initiation phase is the beginning of the project. In
this phase, the idea for the project is explored and
elaborated. The goal of this phase is to examine the
feasibility of the project. In addition, decisions are made
concerning who is to carry out the project, which party
(or parties) will be involved and whether the project has
an adequate base of support among those who are
involved.
Definition Phase
After the project plan (which was developed in the
initiation phase) has been approved, the project enters
the second phase: the definition phase. In this phase, the
requirements that are associated with a project result are
specified as clearly as possible. This involves
identifying the expectations that all of the involved
parties have with regard to the project result.
Design Phase
The list of requirements that is developed in the
definition phase can be used to make design choices. In
the design phase, one or more designs are developed,
with which the project result can apparently be achieved.
Development Phase
During the development phase, everything that will be
needed to implement the project is arranged. Potential
suppliers or subcontractors are brought in, a schedule is
made, materials and tools are ordered, instructions are
given to the personnel and so forth. The development
phase is complete when implementation is ready to start.
All matters must be clear for the parties that will carry
out the implementation
Implementation Phase
The project takes shape during the implementation phase.
This phase involves the construction of the actual
project result.
Follow up Phase
Although it is extremely important, the follow-up phase
is often neglected. During this phase, everything is
arranged that is necessary to bring the project to a
successful completion.
Conclusion
Therefore project management is important in analyzing
and evaluating a design project for further development.
Social Worker can offer a project work besides their
regular spectrum because project work is always useful
if next to the everyday business or work, additional task
have to be completed
Implication to Social Work Practice
Project management is the discipline wherein a worker
can initiate, plan, execute, control and close the work of
a team. Social Work needs to adapt themselves to a
rising pressure for innovation. The current generation is
now facing the task of inciting change of methods in
order to meet new challenges. Projects imply the chance
to activate learning processes and innovations within the
organizations and enable Social Workers to respond
efficiently to altered social structures.
Concluding Statement
In practice, the management of these two systems is
often quite different, and as such requires the
development of distinct technical skills and management
strategies.
The primary challenge of project management is to
achieve all of the project goals and objectives while
honoring the preconceived constraints. The primary
constraints are scope, time, quality and budget.The
secondary —and more ambitious— challenge is
to optimize the allocation of necessary inputs and
integrate them to meet pre-defined objectives

Challenges

To achieve all the project goals and objectives adhering

to classic projects constraints-usually scope, quality,
time, and budget

It needs a great effort to succeed; the challenge is to

optimize the allocation and integration of inputs
necessary to meet pre-defined objectives