An Overview:

Project
Management Cycle
“…managing a PROJECT without
Project Management is like playing
a GAME without a GAMEPLAN”

Chaos!
 An application of knowledge, skills,

?
tools and techniques to project
activities to meet project
requirements.
-Project Management Body of Knoweldge
Guide
Objectives of Management
-Less time taken
-Less waste (Lean principle)
-Economic use of resources
-High quality products
-More value
-Less accidents and fatalities
-Satisfaction of client/employer
-Products are sustainable e.g., green
bldgs., low impact design and passive
energy user
 A temporary endeavor undertaken
What is a to create a unique product, service
Project? or result.
PMBOK

But with a lasting

outcome.
 Why Do a Project?
Projects are typically authorized as a result of one or more
of the following strategic considerations:

•A market demand (e.g. an oil

company authorizes a project to
build a new refinery in response to
chronic gasoline shortages)
•An organizational need (e.g. a
training company authorizes a
project to create a new course in
order to increase its revenues)
•A customer request (e.g. an
electric utility authorizes a project
to build a new substation to serve a
new industrial park)
•A technological advance (e.g. a
software firm authorizes a new
project to develop a new
generation of video games after the
introduction of a new game- playing
equipment by electronics firms)
•A legal requirement (e.g. a paint
manufacturer authorizes a project
to establish guidelines for the
handling of a new toxic material)

“Response to a NEED, PROBLEM, CONDITIONS…”

 Project vs. Operational Work

A project terminates
After attaining its
implementation
objective.

Operational work continues

indefinitely to sustain the

SERVICE.
Managing the Triple Constraints

PROJECT

SCOPE
 Project Scope
“ Project Scope is the work that must be
done to deliver the product scope to the
stakeholders.”
 Project Scope Management
Processes to ensure
that the project
includes all the works
required, and only the
work required, to
complete the project
successfully.
 Project Scope Statement

–Provides a common
understanding of the
project scope among
stakeholders

–Identifies
▪Project objectives
▪Project deliverables

–Forms the basis for making

future decisions
 Project Scope Processes

1. Collect requirements
2. Define scope
3. Create WBS
4. Verify Scope
5. Control Scope
SCOPE Management

“ The most common reason that a project

fails is because of poor scope definition.”

“ Expectations of the stakeholders

especially the Client or Sponsors are
different from the expectations of the
Project Team.”
K W E G A R E A S

Scope
Stake
holder Time

Procure
ment
Cost
Integration

Comm Quality

Risk HR
5 Process Group of Project Management

Monitoring &
Initiating Planning Executing
Controlling
Closing
 P E G P
Those processes performed to define a new project or a new phase of
Initiating an existing project by obtaining authorization to start the project or
phase. (PROJECT CHARTER, LPRAP, SB Reso, RPRAP, GAA)

Those processes required to establish the scope of the project,

Planning refine the objectives, and define the course of action required to
attain the objectives that the project was undertaken to achieve.
(Proposal and supporting docs, SB Reso, MOA)

Those processes performed to complete the work defined in the

Executing project management plan to satisfy the project specifications.

Those processes required to track, review, and regulate the progress

Monitoring and performance of the project; identify any areas in which changes to
& the plan are required; and initiate the corresponding changes.
Controlling

Those processes performed to finalize all activities across all Process

Closing Groups to formally close the project or phase.

- PMBOK Guide
 Project Management Process Interactions

Monitoring &
Initiating Processes to Controlling Closing Processes to
Start a Project or Exit a Phase or End
Enter a Phase Project
Planning

Initiating Closing

Executing
 Project Life Cycle Characteristics

Starting. Organizing Implementing Closing OVERRUN

Identify-ing the Project the
& Planning to do the
the Project Continuing to
Project
Project try & complete
Resource Usage

the
Project

▪Cost and staffing and resource levels are low at the start, peak as
the work is carried out, and drop rapidly as the project draws to a
close, but then drags on indefinitely . . . !
- PMBOK Guide
 Let’s Do
some
D I I I N

Management – The direction and supervision of the overall scope

(resources) towards the achievement of a defined goal within a time
scale (schedule).

Direction – instructions about how to do something.

Supervision – process to ensure that works/activities are done

correctly (per plan).

Resources – something that is required in order to do the works;

include: money, equipment, people, materials, information, skills,
time, knowledge or any other item necessary…
 Work Breakdown Structure (WBS)

A deliverable-oriented grouping of
project elements that organizes and
defines the total work scope of the
project. Each descending level
represents an increasingly detailed
definition of the project work.

- PMBOK® guide
 Work Breakdown Structure

The complete project

scope broken down
into specific
components or work
packages
 1.0 Residential House

1.1 Site Development

1.2 Building 1.3 Project Mgmt Facilitation,

mobilization
1.1.1 1.2.1 Foundation
Drainage

1.3.1
Plans
1.2.2
1.1.2 Structural
Landscape/ 1.3.2
Site dev’t 1.2.3 Elect’l Permits

1.2. 4 1.3.3
Plumbing Methods
1.1.3
Fence 1.2.5 1.3.4
Fit-out Funds

Work Breakdown Structure

 Monitoring
INITIATING PLANNING EXECUTING CLOSING
Incorporation in
the NGAs Proposed
GAA On-going
(Dec2015)
Budgets
(Jun-Nov
2016)
Revised List
Submission to DILG- Pipelined
RO

Incoming Cycle
(May 2016)
(Jan 2015) CSO Assembly,
LPRAT Formation decision, etc.)
(Sept-Oct 2014)
Validation by
RPRAT & Proposed
NPRAT Completed
(Jan-Apr 2016) (Dec 2016)
LPRAP Wrkshops; Needs
& project Identification
Submission to &
(Sept-Oct ) TBD (dropped,
Consolidation of List
of PPs by DILG-RO pending for RPRAT
(Nov) decision, etc)
Preparation of
LPRAP;
Endorsement to
DILG-RO by SB/P

Controlling
 PEOPLE’S PARTICIPATION IN VARIOUS STAGES OF THE
PROJECT CYCLE

INPUTS OUTPUTS

ACTION
OBJECTIVES OUTCOMES

PLANNING EVALUATION
PURPOSE IMPACT

REFLECTION
SITUATION
ANALYSIS ASSESSMENT
 PEOPLE’S PARTICIPATION IN VARIOUS STAGES OF THE PROJECT
CYCLE

STEPS IN INFORM CONSULT PARTNERSHIP SELF-

PROJECT CYCLE MANAGEMENT

Identification

Planning &
Design
Implementation

Monitoring

Evaluation
“Unless commitment is made, there
are only promises and hopes..
but no plans.”

Peter Drucker
Thank You!