PROJECT

MANAGEMENT
Lecture 1 – 2

Dr. Freedom John Ferrera

What is Project Management

■ Project management is an essential part of businesses and industries in order to advance

ahead and add value to products.
■ Project management enables companies to innovate, plan strategically, and for the
economy to progress.
■ The important parts of projects are often values such as team working, planning,
innovation, time and budget management, and leadership.
■ In the modern society, some projects can be pharmaceuticals (inventing new drugs), IT
solutions (new technologies), energy and environment (other sources of energy such as
solar), and military (new weapons and machines).
What is Project Management

■ Project management has been defined as the process that involves the application of different
processes, methods, knowledge, experience and skills for purposes of achieving the objectives of the
project.
■ On the other hand, a project is always defined as a unique and a transient endeavor that is undertaken
to achieve an organization’s planned goals that could be defined on the basis of outputs and benefits.
■ The process of managing a project entails the development of an effective project plan, a process that
entails the definition as well as the confirmation of the project goals and objectives.
■ The plan also gives a clear outline of how the project objectives will be achieved, identification of the
tasks as well as the quantification of all the needed resources.
■ The plan also plays an important role in developing an appropriate budget for the project as well as the
most appropriate timeline that will be taken to complete the project being carried out.
What is Project Management

■ Project management helps teams organize, track, and execute work within a project.
Think of a project as a collection of tasks to accomplish a specific goal.
■ Project management can help your team plan, manage, and execute your work in order
to meet your project’s requirements on time.
■ Project Management is all about organizing, planning, managing, and executing your
projects. With your specific goals and objectives, Project Management helps you
engineer properly and specifically your projects to best quality and great results. It helps
you attain your goal’s typical constraints: scope, time and budget.
Scope

■ Scope: This is the goal and objectives for the certain project that needs to be done with
specific features and functions. We need to understand about what we are going to plan
and organize so we will be able to think thoroughly the things we need to do to
accomplish our goals.
Time

■ Time: in our world where everything is going fast, so time is important. Using PM, time
is not a waste. In making projects, time is already given, so it is limited. Yet, it will help
you manage your time properly.
Budget

■ Budget: We should know how much money we should spend in accomplishing this
project so that we would be able to estimate the needs and it would be better if less
expenses so that you will be able to save money for the next project assignment.
Besides, budget is given to be fixed, so using the money wisely is really important.
Project Management in Today’s Time

■ Project Management is really important in our society today, especially almost all of us
are dealing with business. Keeping our projects the way we wanted it to be is one of its
great benefits. It is efficient and quite convenient.
■ We can also use Project Management in different fields, too. For the fact that it helps in
organizing and managing things, lots of people in different fields and industry can also
benefit its capabilities.
Types of a Project
■ Strategic Projects involve creating something
new and innovative. A new product, a new
service, a new retail location, a new branch or
division, or even a new factory might be a
strategic project, because it will allow an
organization to gain strategic advantage over its
competitors.
Types of a Project

■ Operational Projects improve current operations. These projects may not produce

radical improvements, but they will reduce costs, get work done more efficiently, or
produce a higher quality product.
■ Compliance Projects must be done in order to comply with an industry or governmental
regulation or standard. Often there is no choice about whether to implement a project to
meet a regulation, but there may be several project options to consider, any of which
would result in meeting compliance requirements.
Classification of a Project

■ Quantifiable and Non-quantifiable projects

– Projects for which a plausible quantitative assessment of benefits can be made art
called “quantifiable projects”. Projects concerned with industrial development,
power generation fall in this category.
– Projects for which a plausible quantitative assessment of benefits cannot be made
are called “Non-quantifiable projects”. Non-quantifiable projects are those where
such assessment is not; possible e.g., Health education
Classification of a Project

■ Sectoral projects: Sectoral projects have their specific sectors, such as Agriculture and
similar sector Irrigation and power sector.
■ Sectoral means relating to the various economic sectors of a society or to a particular
economic sector.
Classification of a Project

■ Techno-Economic projects: This type of classification includes factors intensity oriented

classification, causation oriented classification, and magnitude-oriented classification.
– a) Factor intensity oriented classification In this category, projects are either
capital intensive or labor-intensive depending upon their size & investment
pattern. For eg: IT project or service rendering project is labor-intensive
depending on their size and investment pattern.
– b) Cause-oriented In this category, projects are based on either the availability of
raw material or demand for that project. For eg- Power project required,
abundant water, steel plant required iron ore as raw material.
– c) Magnitude oriented classification Here the size of an investment is considered
depending on the investment.
The Project Cycle

■ Project Identification
– The project cycle begins with the identification of project ideas that appear to represent a
high priority to achieve important development objectives.
■ Project Preparation
– At the next stage, a feasibility study should be taken in its principal dimensions technical,
economic, financial, social, and so forth to establish the justification of the project.
– Projects should be designed with a view to how they will be implemented. Appropriate
design is essential. The design of projects needs to be adapted to local, political,
administrative, economic, and cultural conditions, particularly if success depends on
changing behavior.
– Therefore the entire project should be objectively appraised.
The Project Cycle

■ Project Implementation
–  All project identification and preparation work is directed toward facilitating
project implementation and helping to ensure its success. Implementation is a
critical stage of project work.
■ Ex-post Evaluation
–  The project cycle does not end when implementation is completed and the project
goes into operation. The main purpose is to learn lessons for the design of future
projects and help ensure accountability. Ex-post evaluation should provide a
comprehensive and detailed review of the elements of success and failure of the
project for enhancing the development impact of project work.
The Project Cycle

■ Project Objectives
– The project objective is an important element in the project planning cycle. Project objectives
are concerned with defining in a precise manner what the project is expected to achieve and
providing a measure of performance for the project as a whole. Objectives are the foundations
on which the entire structure or the project design is built. The essential requirements for
project objectives are:
■  Specific, not general, and not overly complex.
■ Measurable, tangible, and verifiable
■ Realistic and attainable
■ Established within resource
■ Consistent with resources available or anticipated
■ Consistent with organizational plans, policies, and procedures.
The Project Cycle

■ The project objectives are aimed to complete the project on time, within contemplated
costs, and honesty. Whereas, the objectives of social projects are service-oriented.
■  Objectives are the foundations on which the entire structure of the project design rests.
They specify the present position, goals, and time duration. The basic objectives of a
project are:
IT Project life cycle
Pre-Project (Request)
■ All new project requests will start with the requestor/sponsor completing an Information
Technology Project Request.
– Pre-Requisites
■ Organizational need or opportunity
■ Requestor with Initial project details to answer questions regarding impact and effort
■ Designated project sponsor who is aware of, and supports the request
– Activities
■ Determination and documentation of initial project details
– Common Outputs/Deliverables
■ Completed and submitted Information Technology Project Request Form
Pre-Project (Selection)
■ After project requests are submitted using the Information Technology Project Request
Form, they are reviewed by the Project Management Office.
– Pre-Requisites
■ Completed and submitted Information Technology Project Request Form
– Activities
■ Score project requests based on answers to the Information Technology Project Request
form questions to determine effort required and impact to the University
■ Project selection, rejection, or deferment
■ Project prioritization
■ Selection and prioritization notification to requestor along with discussion regarding next
steps
– Common Outputs/Deliverables
■ Project effort and impact score
■ Project selection and prioritization decision
■ Completed and submitted Information Technology Project Request Form
Initiating Stage

■ The initiating stage is the first official project stage after a project is approved and
focuses on what the project will accomplish.
■ This is where the project budget and resources are officially approved by the project
sponsor.
■ Project planning happens at a high level, more specific planning is performed in the
next phase.
■ The main component of this stage is completion and approval of the project charter. The
project charter is a higher level document focusing on the organizational need the
project will address. 
Initiating Stage
■ Project background including the organizational need being addressed, why it is important, the
expected return, and some form of justification
■ Specific and measurable goals and objectives
■ Project deliverables which address the goals and objectives
■ Project scope including what is in scope, and just as importantly, what is out of scope
■ Assumptions
■ Known constraints
■ Dependencies
■ Risks
■ Known system/service impact (this can help define the stakeholder's)
■ Stakeholder list including expectations and influence
■ Primary project resources
■ Budget
Initiating Stage
■ Pre-Requisites
– Initial approval of the project from IT Leadership and/or University Vice Chancellors
– Resources (I.T. and Non-I.T as necessary) available to complete the initiating stage deliverables
■ Activities
– Assign Project Manager
– Determine project team members
– Project Kick-Off meeting
– Creation of the project charter
– Creation of the stakeholder list/register
– Creation of a requirements list/matrix
■ Common Outputs/Deliverables
– Sponsor approved project charter
– Stakeholder register/identification
– Stakeholder register/identification
– Sponsor approved requirements list/matrix
Planning Stage

■ The planning stage focuses on how the project will be accomplished. This stage builds
on the information in the project charter to create a more refined and detailed
deliverable list and the work required to complete them.
■ The project team and resources required are documented along with a timeline for that
work.
■ Many people think of a Gantt chart and though determining activities and timelines are
a part of this stage, the project plan includes several other elements. 
Planning Stage
■ Pre-Requisites
– Initiating stage completion including Sponsor approved project charter, stakeholder identification, and
documented requirements
– Resources (I.T. and Non-I.T. as necessary) available to complete the planning stage deliverables
■ Activities
– Refine and add detail to the higher level requirements and deliverables from the initiating phase, confirm they
are possible, and understand if additional requirements are needed. Acceptance criteria for each deliverable
should be developed as well
– Expand and refine assumptions and constraints to add more detail, including their potential impact
– Identify purchase requirements and procurement strategy
– Create activity list and place in the proper sequence, determine task dependencies (predecessors and
successors)
– Estimate resource requirements and verify contention with other projects
– Identify and analyze risks, along with response planning
– Determine and document the project's change control process
■ Common Outputs/Deliverables
– Project plan (all-encompassing)
– Project schedule
Executing Stage

■ The executing stage is where the project team completes the agreed upon project
deliverables based on the elements from the planning stage, or approved changes to the
original plans. Resource usage is normally highest in this stage as it is where the product
or solution is developed.
■ Stakeholder expectations and engagement are closely managed during this stage to
prevent project problems. Risk contingency and remediation plans are also implemented
when applicable.
Executing Stage
■ Pre-Requisites
– Planning stage completion
– Associated agreements or contracts finalized
■ Activities
– Project deliverables are produced/implemented
– Resources are procured
– Management of stakeholder expectations
– Management of the quality of deliverables
– Implement risk remediation plan if applicable
■ Common Outputs/Deliverables
– Accepted project deliverables
– Issue Log
– Lessons learned register
Closing Stage

■ The closing stage occurs after the project deliverables have been implemented. It is a
common misconception that a project is complete after implementation of deliverables,
which is why this stage is often overlooked.
■ During this stage, the Project Manager will confirm all requirements have been met and
obtain formal acceptance from the Sponsor. If any deliverables need to be handed off to
operational teams, it will be done during this stage as shown by the "Ongoing
Operations/Production" overlap in the lifecycle diagram. Stakeholders will be notified
of project completion, and the project team will be officially released.
Closing Stage

■ Contracts related to the project should be closed at this stage. Any project documents
will be stored and archived including lessons learned. Recording lessons learned
provides a method for continuous improvement on subsequent projects.
■ This includes items that went right or wrong, from a technical, project management,
management, or any other aspect of the project.
Closing Stage

■ Pre-Requisites
– Completion of executing stage, including implemented project deliverables
■ Activities
– Formal acceptance of deliverables
– Hand off any deliverables to operational staff
– Gather lessons learned from stakeholders
– Close any project related contracts
– Formally release the project team
– Notify stakeholders of project completion
■ Common Outputs/Deliverables
– Archived project documentation storage
– Lessons learned repository
– Project closure report
Monitor and Control Stage

■ Monitoring and Controlling activities are done throughout the project and focus on
ensuring plans are working and if not, that proper adjustments are made.
■ This area includes things that are measured, inspected, reviewed, compared, monitored,
verified, and reported.
Monitor and Control Stage

■ Activities
– Measurement/monitoring and reporting on key performance indicators
– Identify preventive and corrective actions for identified risks and issues
– Evaluation of change requests (to scope, schedule, budget, etc.)
– Creation and distribution of project status reports
■ Common Outputs/Deliverables
– Project change requests
– Project status reports
Assessment

■ Why Project Management is important?

■ What do you think is the most critical IT PM life cycle stage?
■ What is the main difference between quantifiable and non-quantifiable project?
■ How do you resolved the constraints in Project Management?
References

■ https://asana.com/resources/benefits-project-management
■ https://www.bartleby.com/essay/Understanding-the-Role-of-Project-Management-in-PK6JNZAX73G4Z
■ https://www.ganttic.com/blog/project-management-of-todays-society
■ https://ecampusontario.pressbooks.pub/essentialsofprojectmanagement/chapter/1-3-types-of-project-
management/#:~:text=There%20are%20three%20broad%20categories,(Figure%201%2D1).
■ https://www.linkedin.com/pulse/project-classification-syed-shah-nasim-%D8%B3%DB%8C%D8%AF-
%D8%B4%D8%A7%DB%81-%D9%86%D8%B3%DB%8C%D9%85-?
trk=public_profile_article_view
■ https://gcwgandhinagar.com/econtent/document/1587227617Entrepreneurship%20Unit-4.pdf
■ https://www.uwgb.edu/it/it-projects/project-lifecycle/