Project Management

Introduction to Project Management

Dr. Dafter Khembo

1
 Course Information
• Course Name: Project Management
• Course Code: MBA 5201
• Lecturer: Dr. Dafter Khembo
• Contact information:
– Email: djkhembo@yahoo.co.uk;
djkhembo@gmail.com
– Mobile: 0888327298; 0994482119
 COURSE CONTENT
• Introduction to project management
• Project cycle management (Project identification,
project appraisal, project design, project
implementation, project evaluation, termination
phase, lessons learnt)
• Stakeholder analysis
• Planning monitoring, evaluation and learning
• Logical frame work and theory of change
• Tools for project planning
• Developing indicators
3
 Session Objectives
• Define project
• Describe characteristics of a project
• Distinguish between Programme and Project
• Outline benefits of project management
• Discuss responsibilities of Project Managers
• Discuss risk management
• Discuss characteristics of successful project
management

4
 Common Project Terms
• Deliverables: Tangible ‘things’ that the project produces
• Milestones: Dates by which major activities are performed.
• Tasks: 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.
• Stakeholder: Any person or group of people who may be
affected by or have interest in the project

5
 What is a Project?
• A temporary endeavor (defined start and end time) undertaken
to create a unique product or service or result
• A sequence of unique, complex, and connected activities
having one goal or purpose and that must be completed
– by a specific time, within budget, and according to specifications. 
• Responds to particular requests or needs that cannot be
addressed within the organisation’s normal operations
• Involves a risk, as there is a level of uncertainty whether the
objectives will be attained.
• Centralised responsibilities for management and
implementation
• Defined roles and relationships for participants in the project
• Are distinctive in nature, not involving a repetitive process.

6
 Project Constraints
• Every project is constrained in different ways.
– Scope: What work will be done as part of the project?
• What unique product, service, or result does the customer or sponsor expect
from the project?
– Time: How long should it take to complete the project?
– Cost: What should it cost to complete the project?
• What is the project’s budget? What resources are needed?

• These limitations are sometimes referred to in project

management as the triple constraint.
– Other people also focus on the quadruple constraint, which adds
quality as a fourth constraint. How good does the quality of the products or
services need to be? What do we need to do to satisfy the customer?
• To create a successful project, project managers must
balance these often-competing goals.

7
 Basic Project Components
• Target population: the people whose needs/concerns the
project wants to address (e.g. women entrepreneurs)
• Inputs: Resources (human, financial, other) available to
support program operations.
• Activities: Strategies you use or services you provide to try
and achieve your objectives.
• Outputs: Immediate results obtained by the program
through the execution of the activities (e.g. no. of women
entrepreneurs trained, etc.)
• Outcomes: Desired changes (knowledge, attitudes,
behaviour, skills) in the target population as a result of
project activities
• Impact: positive or negative long term effects on identifiable
population groups produced by the project, directly or
indirectly, intended or unintended.
8
 Sources of Project Ideas
Where do project ideas come from?
•Need/demand
•Existing project
•Resource/raw material
•Research recommendations
•National development plan
•Political and opinion leaders
•International agencies
•Donors, etc
9
 Project vs Programme
• A project has a defined start and endpoint and
specific objectives that, when attained, signify
completion.
• A programme, on the other hand, is defined as a
group of related projects managed in a
coordinated way to obtain benefits not available
from managing projects individually.
• In development terms a “programme” is taken to
mean a series of projects whose objectives
together contribute to a common Overall Objective,
at sector, country or even multi-country level.
10
 Examples of Programs
An agriculture development program:
 there can be soil development project, seed
development project, irrigation project etc.

Electricity Development Program:

 that may includes hydro power project, solar
project and transmission line project
 Management
• Refers to the process of getting the work
done through other people by the use of
human resources, materials and time to
achieve objectives.
• The key distinction of management here
lies not merely in attainment of specific
objectives, but in attaining them through
efforts of other people

04/12/21 12
WHAT IS PROJECT MANAGEMENT?
• The application of knowledge, skills, tools and
techniques to project activities from its inception to
its final completion to meet the project requirements.
• Planning, directing, and controlling resources (people,
equipment, materials) to meet the technical, cost, and
time constraints of a project.
• Project managers must not only strive to meet specific
scope, time, cost, and quality requirements of
projects, they must also facilitate the entire process to
meet the needs and expectations of the people
involved in or affected by project activities.
13
 Managing Projects
• Project:
– a unique undertaking to achieve a
specific objective
– defined beginning and end Constraints of projects. Project
– uses resources throughout. Triangle:
– Has stakeholders & a degree of Quality Cost
uncertainty

Project management – integration of all

aspects of a project, ensuring that
proper knowledge and resources are
available when and where needed, to
ensure expected outcome is produced Time
in timely, cost-effective manner

14
 Project Management Keys:
Project Manager
• Project Manager is responsible for
accomplishing the objectives of the project.
• Establishes priorities and resolves conflicts
• Establishes project plan
• Manages to the Project Plan
• Takes corrective action if necessary
• Works directly with project sponsor to ensure
project goals are met

04/12/21 15
 Project Management Key:
Validation
• Project Objective – States clearly what you are
going to do, by when and with what resources
– Define major deliverables
– Define what the project is supposed to produce
– Provide a common understanding of the scope and
boundaries (is/is not)
• Define completion Criteria
• Flexibility Matrix
– Assist team in trading off between scope, schedule
and resources

04/12/21 16
 Stages Of Project Management Process
• Stage 1: Project Initiation: This is the start of the project. This is
the phase where the project manager defines the project at a
broad level. He/she performs detailed analysis of the project in
order to determine whether the project is feasible or not.
• Stage 2: Project Planning: Once the project manager is sure
that the project is feasible, he/she develops a roadmap that
everyone will follow. The roadmap is basically a well-laid project
plan with S.M.A.R.T and C.L.E.A.R (Collaborative, Limited,
Emotional, Appreciable, and Refinable) goals.
• Stage 3: Project Execution: Once the project is planned and
scheduled, it’s time to develop and complete deliverables. the
stage usually begins with a “kick-off” meeting
• Stage 4: Project Monitoring And Control: This stage is all
about measuring progression and fidelity to initial plan.
• Stage 5: Project Closure: This is where the project is marked
complete and the valuable team members are recognized. 17
Project Management Process

18
 Planning
Planning is essential for:
• Communication
• Encourage forward thinking
• Provides measures of success
• Specifies commitment required
• Determines if targets are achievable
• Identify the activities and the resources needed to undertake the activity
• Project manager during planning, must:

– Define the project objective clearly with the customer

– Coordinate and communicate with all stakeholders

– Focus upon the project tasks & successful delivery

Monitoring and controlling throughout all stages is vital

 Project Closing

Activities: Internal closing meeting:

1.End project meeting
2.Formal sign off of completion
3.Project review meetings
4.Final report issued
5.Project team disbanded
1.Review planning, management, reporting &
control
2.Opportunity to discuss success and failure
of the project process
3.Establish what can be learned for the future

External closing meeting:

1.Establish if project satisfied requirements
2.Obtain feedback to improve in future
3.Hear concerns regarding process and output
 Responsibilities of the Project Manager
• Provides leadership in planning,
organizing, and controlling the work effort
• Clearly defines the project objective
• Communicates this objective to the
project team
• Coordinates the activities of various team
members
• Does not try to do it alone (delegates)
– Involves the project team to gain their
commitment
04/12/21 21
Responsibilities of the Project Manager
•The project manager’s responsibility is to
ensure the work scope is completed in a quality
manner, within budget, on time and to the
satisfaction of customer.
•In this regard, Project Manager provides
leadership in:
– planning (defines the project objective and reaches
agreement with the customer/beneficiaries), and
communicates this objective to the project team.
– Organizing (secures the appropriate resources, decides
which tasks should be done in-house and which by
subcontractors or consultants, assigns responsibility
and delegates authority, creates an environment in
which individuals are highly motivated)
– Controlling (Tracks actual progress and compares it
with planned progress, Takes immediate action if
progress is off track) 5
 Skills of the Project Manager
• The project manager is a key ingredient in the
success of a project. He/She must possess:
– Strong leadership ability
– Ability to develop people
– Excellent communication skills
– Good interpersonal skills
– Ability to handle stress
– Problem-solving skills
– Change management
– Time management skills
– Performance management
– Risk management
04/12/21 23
 Leadership Ability
•Leadership is getting things done through others.
•Inspire the people assigned to the project
•Create vision of the result and benefits of the project
•Participative and consultative leadership style
•Establishes the parameters and guidelines for what needs to be
done
Ability to Develop People
•Committed to training and development of people
•Empowers individuals to make decisions within their assigned
areas
•Understands what motivates team members and creates a
supportive environment

04/12/21 24
 Communication Skills
•Effective and frequent communication with the project team
(including subcontractors, customer, and own upper
management) is crucial.
•Good oral and written communication skills
•Spend more time listening than talking
Interpersonal Skills
• Good interpersonal skills are essential
•Develop a relationship with each person on the team
•Try to learn about the personal interests of each individual
without being intrusive
•Should use open-ended questions and do a lot of listening

04/12/21 25
 Problem-Solving Skills
•Have self-discipline
•Be able to prioritize
•Show a willingness to delegate
Time Management Skills: Delegation
•Involves empowering the team to achieve the objective and
empowering each team member to accomplish the expected
results
•Allow individuals to successfully carry out assigned tasks
•Give team members the responsibility to accomplish job
objectives and the authority to make decisions and take
actions
•Give team members accountability for accomplishing results

04/12/21 26
 Managing Change
• Despite the best laid plans, changes will still occur.
• Aspects most likely to be affected are budget and
completion date
• Changes may be:
– Initiated by the customer/donor/beneficiary
– Initiated by the project team
– Caused by unanticipated occurrences during the
performance of the project
– Required by the users of the project

04/12/21 27
 Executing and Controlling: Change Management

Problems if changes not managed:

•Duplication or unnecessary work
continues
•Project unlikely to deliver set objectives
•End users expectations not met or not
advised of changes
•Cost impact
•Cause confusion & conflict
 Managing Performance
• The project leader must be concerned with the
performance of team members.
• The leader must work closely with the team to:
– Understand their personal objectives
– Establish clear responsibilities for the work
– Encourage open communication
– Recognize team effort and high performance
• The leader must avoid continual fire fighting, by
ensuring that:
– The stakeholders are regularly informed of progress;
– Take them up on their promise of support;
– Involve them in important decisions when re- planning or solving
problems
04/12/21 29
 Risk Management
Planning and Control Processes
• Risk: anything not in the project plan that may occur
and cause your project to be late, cost more or
compromise its quality/performance.
• The goal of project risk management is to minimize
potential threats to project success
• Managing negative risks involves a number of possible
actions that project managers can take to avoid or
lessen the potential effects of risks on their projects

30
 Process of Risk Management
1. Risk Identification
– Anticipate the risk
– Identify sources of risks: List the risks, event triggers, symptoms
2. Risk Analysis
– Evaluate probability, impact
– Qualitative vs Quantitative
3. Risk Response
– Strategy Development to mitigate the risk:
• Eliminate the risk or reduce impact
• Contingency planning
4. Risk Control
– Monitor
– Update lists, strategies
– Action the contingency plan
– Fight the fires
31
 Risk Response: Strategy Development
Reduce the Probability and/or Impact of the Risk
Risk Mitigation
• Reducing the probability and/or impact
• Take immediate action. Can be risk avoidance (if
eliminated) or risk reduction (still there, but probability or
impact is reduced).
Contingency Plans
• Take action only when the risk is imminent or has occurred
Acceptance (Do nothing)
• Depends on Risk Tolerance - the level of uncertainty you
are prepared, if need be, to take in pursuit of the objectives
defined.
32
 Benefits of project management
• The benefits have been proven - it saves time and money
- and generates a more successful outcome …. if
guidelines are followed
• Project control - To control is to compare actual with
planned achievements and take action to correct any
adverse deviations.
• Project Action - When review has shown a project to be
deviating from plan, action is required to restore the
operation to its planned characteristics.
– Risks will be identified and managed
• Resources will be coordinated
• High possibilities of achieving the agreed outcome
• Increased possibilities to deliver projects successfully
 Major Causes of Project Failure
• Lack of a project plan
• Changing requirements
• Increased scope and duration to complete
• Failure to identify dependencies between tasks
• Resources were not available
• Lack of Executive Commitment
• Organization can’t support the project
• Poor internal communications
• Assumptions not holding
• No risk management
• Limited metrics or success measures
• Stakeholders not involved
• Failure to incorporate and manage change

04/12/21 34
 Project success factors
• Stakeholder involvement
• Executive management support
• Clear statement of requirements
• Proper planning
• Realistic expectations
• Smaller project milestones
• Competent staff
• Ownership
• Clear vision and objectives
• Hard working and focused staff
 MEASURING PROJECT SUCCESS
• Project succeaa is measured using 4
major project constraints:
• Scope (Specifications).
• Cost.
• Schedule (Time).
• Customer satisfaction (quality and
performance).

36
 Project management Plan - PMP
 Master Document for Project
 Defines the following:-
 Project Objectives, Scope, Deliverables
 Stakeholders (Internal & External)
 Work to be done (WBS)
 Project Organisation and Resources
 Project Costings
 Project Schedule
 Procurement/Contract Strategy
 Risk Management
 Quality management
 Change Management
37
 Project Tradeoffs (1)
Time

Re Quick
ally
me
an
s

Cost Quality

Cheap Good

Project success is often reliant on the project manager’s ability to

manage stakeholder expectations and make trade offs between key
project dimensions
 Project Tradeoffs (2)
• A project has a degree of UNCERTAINTY. In
project planning many assumptions are made
regarding:
– access to resources.
– resource capability.
– impact of environmental factors.
• These assumptions are not always accurate.
• Requires project managers to re-assess and
trade-offs between requirements, costs, and time.
Above all, be PRO-ACTIVE.

39
End of Presentation

40