Projects

Management
Fundamentals

Stelios Sapountzis
Session Overview

Topics
• What is a project and project attributes
• Differentiation between Project, Operation and Program
• Project Constraints
• Project Lifecycle
• Project Management Knowledge areas
• The role of the Project Manager
Projects &
Project
Attributes
What is a Project?
Tasks

1. Identify a project that you have heard about in the news

or a project that you have been involved with recently.

2. Consider the features that led you to select it as a project

3. Arrive at an answer to the question:

“What is a Project and its attributes?”

What is a Project ? -
Definitions
• Project – “a temporary endeavour undertaken to create a
unique product, service, or result.” PMBOK® Guide

• A project is a set of people and other resources

temporarily assembled to reach a specified objective,
normally with a fixed budget and with a fixed time
period – Graham, 1985.

• A project is a unique venture with a beginning and an

end, conducted by people to meet established goals
within parameters of cost, schedule and quality –
Buchanan and Bobby, 1992.

• A project is a group of related tasks to be performed

within definable time period, meeting specific set of
objectives and whose value is interdependent. The
project is a total system – Devaux 1999
Project Attributes
Projects have the following characteristics / attributes:

• A clear objective(s)
• A distinct start and end point
• Unique – Results , Deliverables, One time endeavor
• Progressive Elaboration - Breakdown structures /
Interdependent Tasks
• They involve people – various resources
• A unique combination of stakeholders
• They involve change
• There is a degree of uncertainty

In simple terms a project is…

A human activity that aims to achieve a clear objective
against a time scale… Reiss 1996
Distinguish between projects
and business as usual {BAU}
• Business-as-usual: An organisation’s normal day-to-
day operations.

• Projects introduce change into an existing situation e.g.

a new computer system, new building, new product.

• BAU is repetitive e.g. factory manufacturing motor

cars.
A Project versus
Operational work
Project Operations
Temporary Ongoing

Creates a unique product or service Creates repeat products or services

Temporary life cycle Ongoing

Has a single purpose Several purposes
High level of uncertainty Uncertainty is managed before
production
Has a primary customer Has numerous customers

Managed as a separate Managed within the organisation

organisational structure

Multi skilled resources Dedicated , standarised roles and

resources
Project - Programme -
Portfolio
• Project
A unique endeavor designed for a specific purpose to
accomplish a single objective. Projects have a
defined start and end

• Program
A grouping of related projects. Programs can be
open-ended with related projects entering and exiting
throughout the lifecycle of the programs. Programs
can have a start but not necessarily a defined end.

• Portfolio
A grouping of either related or non-related
programs, projects or individual work of activities.
Portfolios can have a start but not necessarily an end.
Project - Programme – Portfolio
Differentiation

Project, Program, and Portfolio Management

Project Programs Portfolios
Combination of
related and non
Multiple related
Structure Single project related, projects,
projects
programs and work
activities
Single or multiple
Single customer,
customers,
Customer Single customer multiple
multiple
deliverables
deliverables
Multiple projects
Multiple
and programs
Specific deliverables,
Objective supporting a
deliverable supporting a single
business unit
objective
objective

Program manager, Portfolio director,

Project manager,
oversee project oversee multiple
Management specific project
managers, multiple Program and
staff
staff project managers
Examples of projects
Staging a theatrical production
Developing and introducing a new product
Developing a set of Apps for mobile business transactions
Planning a wedding
Designing and implementing a computer system
Converting a basement to a family room
Organizing and hosting a conference
Designing and producing a brochure
Executing an environmental cleanup of a contaminated site
Holding a high school reunion
Building a shopping mall
Performing a series of surgeries on an accident victim
Organizing a community festival
Consolidating two manufacturing plants
Rebuilding a town after a natural disaster
Hosting a dinner for 20 relatives
Designing a business internship program for high school students
Example of projects in Different
Functional Areas
Project Lifecycle
What is a lifecycle?
A lifecycle representation of the life story of an entity in
terms of phases

• The “entity” can be an animal, a system, a project etc.

• Each phase is distinctly different from the others

• Phases may be sub-divided into stages

• A distinct level of maturity is achieved at the end of

each phase

Association of Project Management & Knowledge share

(APM) - 2011
Lifecycle example – The
Butterfly
The Project Life Cycle
A project lifecycle is the representation of the project into
steps of a logical sequence.

By dividing the project into phases we are able to control

and minimize the risk of failure.

Each phase consists of a number of activities that we

must achieve in order to progress to the next phase and
ultimately realise the project objectives.
The Project Life Cycle
The project life cycle has four general phases: initiating,
planning, performing, and closing the project, which you
can see in the figure on this slide.

The time span of each phase and the associated level of

effort will vary depending on the specific project.

Project life cycles can vary in length from a few weeks to

several years, depending on the content, complexity, and
magnitude of the project in question.
The Project Life Cycle
Gateway process
As the project goes forward from one stage to another, it
goes through a control gate

The control gates are executive control points for the project.

At the end of each phase you will need to declare the overall
status of the project.

There are three gateway outcomes (RAG)

RED - If the results of the project presented at each stage are

not satisfactory the project is stopped .
AMBER – Some deviation from targets
Review and implement corrective actions
GREEN - Progress to the next stage as planned.

The gateway process is designed to save further loss of

money in a doomed project.
Defining / Initiating
Phase
Specifications of the project are defined;

– Identify need, problem, or opportunity – Feasibility

– Project objectives are established – Scope
• May take several months to identify the need,
gather data, and define the project objective
– Identify expected benefits – Initiate Benefits
realization cycle
– Identify stakeholders and initiate management
cycle.
Planning Phase
The level of effort increases aiming to:

Show how project scope will be accomplished within budget and on

schedule

Plan the work by developing baseline plan:

• What needs to be done ? -- Further articulate the scope and
deliverables
• How it will get done ? -- Activities, sequence –WBS, PBS
• Who will do it ? -- OBS , Resource Pool, Responsibility
Matrix
• How long it will take ? -- Activity durations, schedule, CPM
• How much it will cost ?-- Budget
• Who needs to know ? -- Further Stakeholder Engagement and
Communication plan
• What can go wrong ? -- Risk identification , Risk Management
Cycle

All the above creates a baseline plan to act as a comparison for

actual progress
Performing / Executing
Phase
A major portion of the project work takes place where
resources and efforts are focused to:
• Accomplish project objectives
• Project manager leads and guides resources
• Project team execute the baseline plan
• Monitor and control progress
• Identify and approve and execute corrective actions
• Several alternative actions may be evaluated to determine
the best approach to bring the project back within the
scope, schedule, and budget constraints of the project.
• The cost of changes vary with the timing in the project --
generally, the later in the project that changes are
identified, the greater their effect on accomplishing the
project objective.
• Achieve stakeholder satisfaction with shaping the
deliverable
The triple constraints
Every project is constrained in different ways by its:

• Quality goals: What work will be done and to what

standard?

• Time goals: How long should it take to complete?

• Cost goals: What should it cost?

Closing Phase
Closing includes three main activities:
• Delivering the project product/service to the
customer;
– might include customer training and transferring
documents
– Collecting and making final payments
• Redeploying project resources;
– usually involves releasing project
equipment/materials to other projects and finding
new assignments for team members
– Staff recognition and evaluation
• and post-project evaluation.
– include not only assessing performance but also
capturing lessons learned.
Is this the final phase of the project lifecycle ?
The triple constraints and
PPE
Traditionally every project is evaluated by its:

• Adherence to Quality goals

• Delivery within the specified Time frame

• Delivery within Budget achieving the Cost target

….is that enough?

The fourth constraint /
dimension

Benefits Realisation

Operations
• PM Drivers – The
triangle
Time
we want it fast

Cost
we want it cheap

Quality
we want it to be good
Example of a Project’s
lifecycle
Module Assignment
– Initiation phase – CLARIFY THE ASSIGNMENT
• What are the requirements of the assignment brief ?
• What does the lecturer expect from me ?
• What are the learning outcomes associated ?
• When is the deadline ?
– Planning Phase - DECIDE HOW IT WILL BE DONE
• How long will it take to complete the assignment
• What activities do I need to do to complete on time
• What resources do I need?
– Execution Phase – EXECUTE THE ASSIGNMMNENT
• Acquire resources , Library or and Online
• Conduct necessary research
• Write a draft
• Review draft and finish in line with assignment brief
– Closure Phase – HAND OVER
• Submit Assignment
• Return resources to library etc.
• Await Results
What is a Project
Management?
• Now that we know the answer “What is a Project?”
• We need to know how to manage it!
• Write down 5 key words that you associate with
project management
Project Management
Definitions
• Project management is the planning, scheduling and
controlling of project activities to meet project
objectives – Lewis 1997

• ‘ …is principally concerned with the management of

change’ - Lockyer & Gordon, 1996

• The art of directing and coordinating human and

material resources throughout the life of a project by
using modern management techniques to achieve
predetermined objectives of scope, cost, time, quality
and participation satisfaction – Hendrickson 2003
What do you have to
manage in PM?
Physical world Mental and Social world
Site: e.g. access, security, safety, space Goals: e.g. deadlines, budgets
organisation Wishes: e.g. aesthetics,
Materials: e.g. stock, transport functionality
Logistics: e.g. lead time, route Trust: e.g. information about
Work: e.g. gangs, subcontractors problems and profit
Completed tasks: e.g. quality, time Conversation: e.g. decision
Dependencies: e.g. Possible making, guidance, requirements
sequences Commitments: agreements
Buffers: uncertainty Moods: e.g. mistrust, inexperience
Information world
Plans: e.g. critical path and versions
Tasks: e.g. appropriateness of gang vs work
Drawings: e.g. approved versions, clashes,
specifications, versions
Cost reports: e.g. transparency, scope
Contracts: rules, roles and responsibilities
Requirements: must and must not
Certifications: ISO 9000 series Gray and Larson 2011
PM Managerial Processes
Project Management Body of
Knowledge, 2004

Project management is
the application of
knowledge, skills tools
and techniques to project
activities in order to
meet stakeholders’ needs
and expectations from a
project – Burke 1999,
PMBOK Guide
PM Managerial Processes
Project Management Body of
Knowledge, 2004

Integration Management
It involves the selection and effective coordination of the appropriate
project management processes. This may involve trade off between
competing objectives (such as time and cost) in order to meet dynamic
stakeholder expectations.

Scope Management
Before a project can be planned the project scope must be defined. Here the
decision needs to be made on what is and what is not included in the
project.
Processes required to ensure that all the work required, and only the work
required, is included to complete the project successfully. Tools such as
Project Scope Statements, WBS and Change control processes maybe
deployed here

Time Management
PMs must be able to accurately estimate the completion date at any point in
time on the project. Must know what resources are required to achieve
revised deadlines and calculate the impact of any delayed critical activities.
Tools such Network diagrams and analysis, Gantt Charts, resource
scheduling and planning are key for this knowledge area
PM Managerial Processes
Project Management Body of
Knowledge, 2004

Cost Management
Far to often the success of the project is measured whether the
project has been delivered within budget or not. It is essential
therefore for PMs are skilled in project cost management. Useful
tools such as cost estimates, cost management plans and earned value
analysis are essential for this area.

Quality Management
Projects must conform to specifications and satisfy the needs for
which they were undertaken. PMS will need to ensure that quality
standards, policies are adhered to in line with the objectives of the
project. Tools for this knowledge area include the quality
management plan, quality control measurements and change requests

Human Resource Management

NO project is successful , without the a well managed project team.
This involves establishing the project team, assigning
responsibilities, developing and motivating the team, upskill to
improve competencies and enhance performance. Tools for this area
include OBS, responsibility matrices and team building exercises.
PM Managerial Processes
Project Management Body of
Knowledge, 2004

Communications Management
Project managers must ensure the timely and efficient collection,
distribution and storage of project information. Communication is a key
activity that ensures appropriate involvement and engagement of
stakeholders. Appropriate tools include Communication plans, timely
dissemination of project plans, progress reports and web based
communication activities.

Risk Management
As projects are unique they carry a significant element of Risk. The
processes here are concerned with identifying, analyzing and responding
potential risks.
Tools consist of the risk management plan and register, risk analysis in
terms of quantification, response development, and risk response control.

Procurement Management
Nearly all projects require material, equipment, products and services
outside the project team. The PM is the person responsible for
requisitioning and purchasing these necessities from an outside
organisation. This includes also, managing contractual relationships and
ensure that performance is met. Tools for this knowledge area include ,
purchasing and acquisition, negotiation contact administration and
contract closure.
In Summary
• We have defined what is a Project and how is different
to BAU and Programs
• Project are usually managed in four sequential phases
controlled by the gateway process
• Projects are constraint and evaluated by three key
objectives ……however should be driven by the
realization of Benefits
• Project Management is the art and science of
coordinating soft and hard attributes critical for project
success 36
Recommended Reading
and Resources
Books
• Maylor, H., Project Management, Prentice Hall, 4th ed.
2010.
• managerial process, McGraw Hill, 6th ed. Gray, C. and
Larson, E. Project Management, the 2014

• Professional organisations
• www.apm.org.uk
• Association for Project Management
• www.pmi.org
• Project Management Institute (including PMBOK)

• International Journal of Project Management

• Project Management Journal
School name here and Presentation Title

Thank you!