PROJECT MANAGEMENT

INTRODUCTION
 WHAT IS A PROJECT ?

 WHAT IS PROJECT MANAGEMENT ?

 WHAT IS THE OBJECTIVE OF A PROJECT MANAGEMENT?

 WHAT ARE THE MAIN ACTIVITIES OF A PM?

 WHAT DETERMINES THE SUCCESS OF A PM?

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WHAT IS A PROJECT?

 A PROJECT IS ANY SIGNIFICANT WORK UNDERTAKEN

TO CHANGE AN ORGANIZATION’S BUSINESS OR
PROCESSES.

 WHAT IS SPECIFIC TO A PROJECT IS THAT IT HAS A

CLEAR AND FOCUSED PURPOSE WITH:

 A BEGINNING – when the project is established

 A MIDDLE – when the work is done
 AN END – when the work is completed and the
project is closed.
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TYPES OF A PROJECT

 BLUEPRINT PROJECTS

 PROCESS PROJECTS
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BLUEPRINT PROJECTS SUPPORTS THE CREATIVE COMMUNITY THROUGH

FREE ARTS PROGRAMMING, ENGAGES THE PUBLIC BY ADDRESSING
PRESSING SOCIAL ISSUES THROUGH ARTS BASED STRATEGIES, AND
ADVOCATES FOR THE FUNDAMENTAL ROLE THAT A CREATIVE
ECOSYSTEM PLAYS IN SUSTAINING A STRONG AND VIBRANT COMMUNITY.
What is blueprint example?
A BLUEPRINT IS DEFINED AS A COPY OF A BUILDING OR ENGINEERING
PLAN, REPRODUCED WITH WHITE LINES ON A BLUE BACKGROUND, OR
DETAILED PLAN OF ACTION. AN EXAMPLE OF A BLUEPRINT IS A
CONSTRUCTION WORKER'S DIAGRAM OF BUILDING PLANS FOR A NEW
HOME.
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THE 5 BASIC PHASES IN THE PROJECT MANAGEMENT PROCESS:

• Project Initiation.
• Project Planning.
• Project Execution.
• Project Monitoring and Controlling.
• Project Closing.
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TYPES OF PROJECTS
Sector Examples
 Manufacturing
 Construction
 Management
 Research

OBJECTIVES:
 Function or Performance
 :Containment of Expenditure within Budget
 Time Scale is the Third Factor
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SIZE OF A PROJECT: A project can be LARGE, MEDIUM or

SMALL.

FEATURES OF A PROJECT: BRSTTO

 DELIVERS OUTPUTS (PRODUCTS) TO AN AGREED
SPECIFICATION
 HAS A TIMETABLE WITHIN WHICH TO COMPLETE THE WORK
 HAS A BUDGET
 HAS RESOURCES
 DRAWS ON SKILLS FROM A NUMBER OF PEOPLE AND/OR
AREAS
 REQUIRES A FOCUSED TEAM.
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WHAT IS PROJECT MANAGEMENT ?


A DISTINCTIVE MANAGEMENT APPROACH TO RUNNING A
PROJECT SO THAT THE WORK IS PROPERLY AUTHORIZED,
PLANNED AND CONTROLLED.
 ITS APPROACH ENSURES THAT OUTPUTS ARE DELIVERED
ON TIME TO THE REQUIRED QUALITY AND WITHIN
BUDGET.
 IT KEEPS THE RIGHT BALANCE BETWEEN TIME, QUALITY
AND BUDGET, WHICH ARE ON CONSTANT TENSION.
 IT NEEDS TO ESTABLISH THE MOST CRITICAL FACTOR IF
A CHANGE IN THE PROJECT IS NEEDED.
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PROJECT MANAGEMENT METHODOLOGY
DIFFERENT METHODOLOGIES:
E.G., PRINCE – PROJECTS IN A CONTROLLED
ENVIRONMENT (UK GOVERNMENTS & AGENCIES)
BASIC PRINCE PROJECT STRUCTURE:
 PROJECT BOARD
 EXECUTIVE, SENIOR USER, SENIOR SUPPLIER
 PROJECT MANAGER
 PROJECT TEAM
SUCCESSFUL PROJECTS RELY ON EVERYONE
INVOLVED HAVING A THOROUGH UNDERSTANDING OF
THE PURPOSE OF THE PROJECT, THE PROCESS OF
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PROJECT STAGES

Project set-up
 Planning
 Implementation
 Monitoring and evaluation – Check List
 Project closure

In planning the delivery of a project, output-based planning techniques are recommended

where the focus is on the sequence of tasks and activities required to deliver project
outputs.
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ENSURINNG SUCCESS
To ensure the project purpose or final result, it should be SMART.

 Specific
 Measurable
 Achievable
 Realistic
 Time - bound
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SMART OBJECTIVES
Specific – Avoid words that are vague or rhetorical as well as those that can
be interpreted in a variety of ways.
Measurable – Be as exact as possible about who, what, where and when.
Influencing has objectives that refer to processes which are almost impossible
to measure. However, the process itself may be the desired outcome.
Achievable – The more concrete about who, what , where and when the
most realistic objective will be. Feasibility can be defined ddddby the
availability of resources.
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Realistic – Try to be realistic when you decide which and how many
organizations/people you want to influence.

Time-bound – Try to be as precise as possible as to when do you

hope to accomplish your objectives.
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Differences between original objective and SMART objective

by Example:
Original objective:
To raise awareness of all negotiators on the impact of Abay Renaissance Dam
on climate change and development.
Is it clear from this:-
 which negotiators?
 For what purpose?
 In which time frame?
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SMART objective:
To raise awareness of negotiators of Ethiopia, Sudan, Egypt and
other riparian countries on the impact of Abay Renaissance
Dam on climate change and development in their countries in
preparation for the sub-regional meetings before the AU
meeting in 2023.
Is it clear from this:-
 which negotiators?
 For what purpose?
 In which time frame?
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PERFORMANCE MEASUREMENT
 If projects outputs are not measurable, impact cannot be accurately assessed.
 Baseline measurements shall be taken at the start of the project to establish the
existing situation.
 With key stakeholders, project performance indicators should be chosen at the
beginning of the project.
 During and after the delivery of outputs, performance measurements should be
taken which compare the changed and the original situation using the key
indicators.
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MEASURING PROGRESS INDICATORS – QQT

 QUALITY – the kind or nature of the change

 QUANTITY – the scope or extent of the change –

e.g how much/how many

 Timing – by when the change should take place

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GOOD PRACTICES IN PROJECT MANAGEMENT
Minimum Standards for PM:

 Authorization – on the basis of a Project Initiation Document

 Methodology - suitable for the type and size of the project

 Advice/guidance/training/skills – training as necessary

 Co-ordination – ensure it fits into a programme or work

 Supervision and management – supervised by a project board

and managed by a Project Manager

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 Planning – plans with key milestones established & reviewed
regularly

 Risk – identify major risks, review regularly and adopt

strategies to manage & minimize them

 Monitoring and review - monitor & review against project plan

 Quality assurance – test outputs if they meet requirements

 Review and closure – review at the conclusion to identify successes

and failures and note them for future
reference, then formally close.
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THE PROJECT MANAGER(PM) FOCUS
day-to-day management Focus & RESPONSIBILITY:
 Directing and managing the work of a project team or consultants

 Planning and monitoring

 Lines of communication

 Make recommendations to the Project Board

 Ensure the project is delivered to time, quality

and budget.
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WHAT TO DO IN A PROJECT MANAGEMENT:
 Have realistic plans and clear objectives
 Break outputs down into tasks and activities
 Be flexible but keep control of changes
 Build good relationships
 Have clear roles and responsibilities
 Involve key stakeholders
 Communicate continually
 Record project decisions
 Monitor progress regularly
 Make final review and evaluation
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WHAT NOT TO DO IN PROJECT MANAGEMENT

 UNDERESTIMATE THE SIZE OF THE TASK

 SIGN UP TO TIMESCALES WITH KNOWING WHAT

THE
OUTPUTS ARE

 MAKE CHANGES WITHOUT CONSIDERING THE

IMPACT ON
TIME, BUDGET AND QUALITY.
SUMMARY
1. IMPORTANT TOOLS FOR UNDERTAKING PM

 DEVELOP LOG-FRAME – budget, action plan,

implementers (responsible parties – manager,
team, steering committee), risk assumptions,

 USE CHECK LISTS – M & E instrument

2. STRENGTH IN REALIZING THE WHOLE PROCESS
3. PERSONAL QUALITIES

POLITICAL COMMITMENT
 LEADERSHIP COMMITMENT
 PREVENTION OF CORRUPTION
 ACCOUNTABILITY
THANK YOU!