PROJECT

MANAGEMENT
LEARNING
OUTCOMES

Identify the tools and techniques in

project management.

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LEARNING
OUTCOMES

Describe the importance of project

planning in control in the implementation
and allocation of resources and budgets.

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 WHAT IS A PROJECT?

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 Specific, limited, and measured activity that creates an
observable and measurable effect when specific
predetermined conditioned are met.

WHAT IS A
PROJECT?

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 CHARACTERISTIC OF
A PROJECT
Pre-planned – gets defined on the basis of needs.

Time Frame – has predefined start time and end

time.
Result Oriented – output may be the goods,
services, or results.

Set of Requirements– involves a lot of

resources to complete.

Uniqueness– gets defined based on needs, and

every need or requirements cannot be repeated
so, projects differ.

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PROJECT
MANAGEMENT
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 PROJECT
MANAGEMENT
Planning, organizing, securing, and managing
resources to bring about the successful
completion of specific project goals and
objectives.

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 IMPORTANCE OF PROJECT
MANAGEMENT

Increase customer satisfaction Meeting deadlines, Reduce risk

budget, and quality

Helps organization save money

Increases success of
Business Outcomes
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 IMPORTANCE OF PROJECT
MANAGEMENT
It provides strategies to reduce risks, cut
costs, and improve success rates of project
deliverables.

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PHASES OF PROJECT MANAGEMENT

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 • Evaluating the project idea
• Defining the scope
• Identifying potential partners

Includes the following:

1. Analyzing the business ends

2. Reviewing of current operations
3. Financial analysis of cost and benefits
4. Analysis of stakeholders, users and support
personnel
5. Project charter

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 • Adequately plan time, cost, and resources
• Estimate work needed
• Effectively manage risk during project execution

Includes the following:

1. Develop scope statement

2. Select planning team
3. Create work breakdown structure
4. Estimate resource requirements
5. Estimate time and cost
6. Develop schedule
7. Develop budget
8. Risk planning
9. Gain formal approval

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 • Project becomes visible to the outside world
• Consist of processes used to complete work in
accordance to project management plan

Includes the following:

1. Coordinating people and resources

2. Integrating and performing the activities of the
project

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 • Consist of processes performed to observe project
execution so that potential problems can be
identified in a timely manner and corrective action
can be taken, when necessary

Includes the following:

1. Measure ‘where we are’

2. Monitor project variable
3. Identify corrective actions

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 • Includes formal acceptance of the project and
closing of the project

Includes the following:

1. Project close – finalize all activities across all of

the processes groups to formally close the project
or a project phase
2. Contract closure – complete and settle each
contract

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 PROJECT MANAGEMENT
TRIANGLE

It is also called the Project management triple

constraint.

Time constraint – amount of time available to

complete the project

Cost constraint – budgeted amount available

for the subject

Scope constraint – what must be done to

reduce the project’s end result

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 PROJECT MANAGEMENT
TRIANGLE

Time constraint – amount of time available to

complete the project

Time constraint shows that in order to get a job

or product done, being mindful of the alloted
time and staying within thedeadline is important
in order for a quality product to be produced.

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 PROJECT MANAGEMENT
TRIANGLE

Cost constraint – budgeted amount

available for the subject

Cost Constraint is being responsible in using

the alloted budget or resources for the project. A
good project manager shoulduse his/her
resources efficiently to produce quality work
while staying within the budget.

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 PROJECT MANAGEMENT
TRIANGLE

Scope constraint – what must be done to

reduce the project’s end result

Scope Constraint is the product itself and and all

the elements that are related to the product such
as: Project Complexity, where it
shows how the product is made and whether it
require a simple or complex procedure in other to
produceit.

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 PROJECT CONTROL
SYSTEM
Project Control is the element of a project that keep
it on-track, on-time, and within budget

Begins with planning and ends in late in the project

with post-implementation review

Too much control is too time consuming, too little

control is very risky.

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 ROLE OF PROJECT
MANAGER

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 WHAT DOES A PROJECT MANAGER DO?

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 PROJECT MANAGEMENT
TOOLS

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 Project management tools assist an individual or team in
organizing and managing their projects and tasks project
management tools give you the ability of quick decision
making to create set of tasks for efficient and effective
completion. It also allows you to indicate which actions are
sequential and which tasks are dependent on one another. In
PROJECT turn, this makes it easier for the team to do their task. The
importance of project management tools is apparent for any
MANAGEMENT project manager seeking to ensure project success. Some key
TOOLS benefits that can be utilized are.

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Estimating with accuracy
Knowing how long a project is going to take and setting relevant
milestones and deadlines is a key task for any project manager. With
online project management software, it’s possible to input a huge raft
of data concerning work packets, due dates and capacity and it will
calculate estimated completion dates and the critical path for your
project.

Resource optimization
Along with being able to effectively estimate the important dates
along your project’s path, you can also judge the availability and
usage of your resources with high degrees of accuracy. This allows
you to assign tasks in a manner that makes full use of your team’s
capabilities while organizing work packets to seamlessly integrate
with each other.

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Capacity planning
The importance of project management tools really becomes
obvious when measuring and organizing your team’s capacity.
With good cloud-based project management software, you can
visualize an entire work schedule for a 50+ team over the space
of two years, knowing what you’ll need and when, at various key
points during your project’s progress.

Budget tracking
Depending on the size of your organization, you may or may not
have an accounting department assisting you on your project. Either
way however, it’s always a good idea to be keeping a close eye on
whether the project is staying within the set budget constraints,
which project management tools can do with minimal effort on your
part.

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Progress management
with easily updateable and real-time gantt charts, measuring progress
and being hyper-aware of how your project is, nowadays, an
automatic expectation. It doesn’t even come into the realm of
micro-management anymore, just set up a quick-link dashboard
and it becomes simple to monitor all facets of team progress
without any need to look over anyone’s shoulder.

Risk assessment and monitoring

Another advantage of having so much data and information which can
be compiled and dissected instantly by your software is that potential
risks can be calculated with a high degree of precision, while also being
matched with the project’s risk mitigation and crisis plans so your entire
risk assessment and monitoring procedures are together in one place.

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 AUTOMATED AND
EFFECTIVE
REPORTING
The days of project managers wasting their precious
time on repetitive tasks and acting more like a central
post office for project communications than an actual
PM are thankfully becoming a thing of the past. Pre-
built reports and dashboards can automatically keep
team members and stakeholders informed of real-
time progress and responsibilities, giving project
managers more time to add the value of their skills to
project activities.

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 CAUSE • Devised by Professor Kaoru
AND Ishikawa
EFFECT
DIAGRAM

FISHBONE • Technique was published in the

DIAGRAM book “Introduction to Quality
ISHIKAWA Control”
DIAGRAM

• Completed the diagram looks like

the skeleton of a fish

• The problem is written on its head

and the causes for the problem
feeding into the spine

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 When to use:

• To analyze a complex problem when there

are many causes

• For identifying all possible root causes for an

effect or a problem

• To uncover bottlenecks and identify where a

process doesn’t work

• For acceleration a process when traditional

ways of problem solving consume many
time

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Developed by starting with the end objective and
successively subdividing it into manageable components in
terms of size, duration, and responsibility.

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 Hierarchy
The WBS is structured in a hierarchical manner. The parent level has a strict hierarchical
relationship with each "child" level. The parent element should be the sum of all the child elements.

100% rule
Every level of decomposition must make up 100% of the parent level. At
least two child components are required.

Mutually exclusive
In a WBS, all components at a given level must be mutually exclusive. They must not have any

CHARACTERISTI overlap in their deliverables or work. This is intended to avoid misunderstandings and duplication of
work.

CS
Outcome-focused
The Work Breakdown Structure (WBS) must be focused on the end result of work,
i.e. deliverables, rather than the activities required to get there. Nouns, not verbs,
should be used to describe each piece. For beginners to WBS, this is a major source
of confusion.

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 SPREADSHEET LIST

FLOWCHART
GANTT CHART

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GANTT
CHART

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 Normally shown as a flow diagram, whose format is
linear (organized in a line), and specifically a
timeline.

Critical Path Analysis flow diagrams are very good

CRITICAL PATH ANALYSIS /
CRITICAL PATH METHOD (CPM)
for showing interdependent factors whose timings
overlap or coincide.
CPM is a logical and effective method for planning
and managing complex projects.

Critical Path Analysis flow diagrams also enable

costing and budgeting.

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 PROJECT EVALUATION &
REVIEW TECHNIQUE
(PERT)

A model for project management designed to

analyze and represent the tasks involved in
completing a given project. It is commonly used
in conjunction with the critical path method or
CPM.

PERT is a method to analyze the involved tasks in

completing a given project, especially the time
needed to complete each task, and identifying the
minimum time needed to complete the total
project.

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 PER
T
• Can be used if the duration of the project is not
known with certainty
• Can be utilized to estimate the probability that the
project will be completed within a given deadline
• Basically, a tool for planning and control of time

CP
M
• Used if the duration of each activity is known
• Can be used to determine the length of time
required to complete a project.
• Can be used to control both time and project cost

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TERMINOLOGI
ES
 Event – specific accomplishment at a
point in time; a milestone, checkpoint.
Path – a sequence of adjacent
No time duration. To reach an event, all
activities that form a activities preceding it must be
continuous path between 2 completed
events

2 2 2
A DAYS B D E
DAYS DAYS
A-1 A-3 A-4
3 A-2
Activity – an effort that DAYS
requires resources and takes a C
certain amount of time for Dummy – two or more activities in
completion the network that shows a precedence
relationship that represents no
passage of time.
Slack Time – the amount of time
an activity can be delayed without
delaying the project.
(3 DAYS - 2 DAYS)

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 2 2 2
A DAYS B D E
DAYS DAYS
A-1 A-3 A-4 Critical Activity – activity that, even
3 A-2 slightly delayed, will hold up the scheduled
DAYS
completion date of the project
C (A-1, A-3, A-4)

Network – a logical and chronological set Critical Path – sequence of critical

of activities and events, graphically
illustrating relationships among activities
and events
activities that forms a continuous path
between the start of a project and its
completion; the longest path in the network
that with the minimum time in which the
project can be completed
(A,B,C,D, E)

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 SAMPLE PROBLEM
#1

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 SAMPLE PROBLEM

Activity Description Immediate Predecessor Days to Accomplish

1 A– 1 None 2

2 A– 2 1 3

3 A– 3 1 2

4 A- 4 2, 3 2

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1. Identify all the tasks or activities
associated with the project.
2. Identify the immediate
predecessor relationship for all
activities.
3. Construct the basic PERT 2 DAYS 2 DAYS 2 DAYS
A B D E
Network for the project, A-1 A-3 A-4
showing all predecessors A-2
3
relationship. DAYS

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 4. Using a forward pass and backward pass through the network, compute the completion time
with each activity.
Forward pass = ECT of the previous task + ECT of the current task
Backward pass = ECT of the Future task - ECT of the current Task

Activity Predecessor Forward Backward

Pass Pass
0 (from A) 5 (from C)
A None 0 0 + 2 (from A-1) - 3 (from A-3)

2 DAYS 2 DAYS 2 DAYS

B A 2 2 A B D E
0 0 A-1 2 2 A-3
4 5 A-4
7 7

C B 5 5 3 A-2
DAYS
C
D B 4 5 5 5
Higher value
will prevail.
E D, C 6, 7 7

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 5. Compute the slack time associated with each activity. Identify the critical path
for the network. Critical activities are those with 0 slack time.
Slack Time = Backward pass - Forward Pass

Event Forward Backward Slack Time

Pass Pass 0 (from A) 5 (from C)
+ 2 (from A-1) - 3 (from A-3)
A 0 0 -
2 DAYS 2 DAYS 2 DAYS
A B D E
B 2 2 0 0 0 A-1 2 2 A-3
4 5 A-4
7 7
A-2
3
DAYS
C 5 5 0
C
5 5
D 4 5 1
CRITICAL PATH: 1 - 2 - 4

E 7 7 0

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Project Crashing - method for shortening the project duration by reducing the time of one or more
critical activities to lessen their normal time. It is achieved by devoting more resources thus the cost
associated with the project is increased, if cost increases then time decreases therefore time and cost are
inversely related

Cost Slope
Nt: Normal time
Crashing Objectives: Nc: Crashing time
❏ To reduce project duration Ct: Cost of activity in Nt.
❏ Minimizing cost of crashing Cc: Cost of activity in Nc.

Cost Slope = (Cc-Nc)/(Nt-Ct)

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SAMPLE PROBLEM
#2
 SAMPLE PROBLEM
Activity Predecessor Normal Time Crash Time Normal Cost Crash Cost
1 - 2 1 10000 15000
2 - 8 5 15000 21000
3 1 4 3 20000 24000
4 2 1 1 7000 7000
5 2 2 1 8000 15000
6 3, 4 5 3 10000 16000
7 5 6 2 12000 36000

Find the critical path and the additional cost when crashed by 2 days

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 1. Construct the pert network using normal time and ignore the crash time it will be used later to
compute cost slope.

2. When doing a forward pass with 2 predecessor the higher sum retains (e.g. A-3 and A-4,
2+4=6 and 8+1=9 therefore you will use the value 9 for node D )
3. When doing a backward
pass with 2 predecessor the lowest
4 days
B D
5 da difference retains (e.g. A-4 and A-5,
2 7 A-3 9 11 ys
A- s A-6 11-1=10 and 10-2=8 therefore you
ay

will use the value 8 for node C)

2d

1
F

A- y
16 16

a
A

1d

4
0 0 4. Identify the critical path (A-C-E-F)

s
8 da

ay
ys

6d
A-2 C 2 days E

7
A-
8 8 A-5 10 10

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 5. Compute for cost slope following the critical path.
6. After solving for cost slope take the lowest minimum cost slope which is 2000/day
7. Solve for crashing 2days by multiplying it to lowest minimum cost slope

Cost Slope:

A-C = 21000 - 15000 = 2000/day

8-5

C-E = 15000 - 8000 = 7000/day

2-1

E-F = 36000 - 12000 = 6000/day

6-2

Crashing cost = 2000/day x 2 days = 4000

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 REFERENCES
https://snacknation.com/blog/project-management-tools-and-tec
hniques/
https://www.slideshare.net/jsc5225/what-is-a-project-63585540
https://mymanagementguide.com/basics/what-is-a-project/
https://www.businessguideblog.com/what-is-project-and-its-cha
racteristics/
https://services.anu.edu.au/planning-governance/project-manag
ement-framework
https://dribbble.com/shots/3853761-Projectmanagement
https://www.projectinsight.net/project-management-basics/basic
-project-management-phases
https://blog.teamleader.eu/project-management-5-steps-and-pha
ses
REFERENCES
https://appinventiv.com/blog/how-to-balance-project-
management-triangle/
https://www.projectmanager.com/blog/project-manag
er-job-description
https://www.mindtools.com/pages/article/newTMC_
03.htm
https://www.conceptdraw.com/How-To-Guide/when-
to-use-a-fishbone-diagram
https://www.youtube.com/watch?v=Jk-JwtScIlw
https://www.wrike.com/project-management-guide/
faq/what-is-work-breakdown-structure-in-project-
management/
https://www.workamajig.com/blog/guide-to-work-
breakdown-structures-wbs

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