PROJECT
MANAGEMENT
WHAT IS A
PROJECT
A project is a temporary unique group
activity intended to meet specific
objectives with constraints and
requirements in scope, budget,
schedule, resources, performance
factors and value designed to meet
customer needs.
Project is different from other organizational efforts being
undertaken by most organization because of the following
reasons:
1. It has an established objective
2. It has a defined life span with beginning and an
end
3. It requires the involvement of several
department and professionals
4. It is doing something that has never been done
Before
5. It has specific time, budget, resources,
performance, and value added requirements
Project is different from other organizational efforts being
undertaken by most organization because of the following
reasons:
[Link] deliverable - these are items like table,
prototype or a piece of equipment
2. Software deliverable - these are items like
reports, studies, hand-outs and documentation
3. Interim deliverable - these are items that could
be hardware or software and gradually advances as
the project progresses.
Management always makes
emphasis on projects that
address the needs and objectives
CLASSIFICATIO of the organization. There are
five classification of projects in
N the portfolio of the most
OF A PROJECT organizations, shown in Table 1.
TABLE 1 CLASSIFICATION OF A
PROJECT
PROJECT TYPE DEFINITION EXAMPLES
It is a "must" project to meet the new requirement ✓ Healthcare information protection
1. COMPLIANCE itself and regulating bodies like the government. projects
Penalities await non-compliance. ✓ Environmental regulations projects
It is a "must do" project that is required to meet
emergency condition. if not done will impair ✓ Rebuild factory damaged by fire
2. EMERGENCY operation and will not be able to fulfill the core ✓ Renovate plant destroyed by a strong
competencies of the firm. typhoon
It is a project critical to the mission of the firm. if ✓ Construction of a data center for an
3. MISSION CRITICAL not accomplished shall cause immediate and application services provider
unacceptable negative impact to the business. ✓ A new facility to tests products
Operational project is considered necessary in
order to give full support to the present operations
4. OPERATIONAL like delivery systems upgrading for efficiency, ✓ Six sigma projects
product costs cutback and performance
enhancement.
It is a project that is vital to support the long
✓ New product design
5. STRATEGIC term mission of increasing revenue and market
✓ Development projects
share.
The Project Life Cycle
A project life cycle is also referred to as project lifespan. A project life
cycle is a compilation of a commonly sequential project phases from
the time it is either make use of as a success or discarded as a
failure. The life cycle of a project serves as the basis for managing a
project considering its limited life span. There are expected changes
in the degree of effort and focus for each stage in the cycle of the
project. There are a number of life cycle models based on kind of
industry or type of project.
Commonly, each project
sequintially undergoes four
stages namely:
1. Conceive/Initiation - In this stage the preliminary objective and
technical specifications for the project is developed; the scope of work is
decided; the necessary resources are identified; teams are formed and
important organizational stakeholders are sought for commitments.
2. Planning - During this phase all comprehensive specifications,
schematics, schedule and other plans are developed; the individual pieces of
the project are broken down; individual assignments are prepared; and the
process of completion clearly described.
3. Execution - in this step the actual work of the project is executed,
the system developed, or the product created or constructed. The bulk
of project team labor is carried out. The calculations made on time, cost
and specification during the previous stages are used for control.
4. Transfer/Delivery/Closure - this leg occurs when the project is
completed and transferred to the customer, its resources reassigned
and the project formally ends.
Phase 1 Phase 2 Phase 3 Phase 4
Concept planning Execution Transfer
C (Corrective) D (Develop) E (Execute) F (Finish)
★ Develop
• Plan
• Block
diagrams ★ Set up organization
• Sketches, ★ Working diagrams
★ Identify need outlines, drawings and specs ★ Training operators
★ Establish feasibility: • standards ★ Design review ★ Review and
• Program ★ Conduct studies ★ Procure acceptances
• Schematic ★ Select equipment construction services ★ Run up to capacity
• Prelim budget ★ Reconfirm ★ Produce physical ★ Transfer materials
• Schedule economics asset ★ Settle all accounts
• Project team • Budget, cash ★ Quality assurance ★ Reassign remaining
• Financing risks flow /control team
★ Identify alternatives • Financing ★ Verify performance ★ Archive lessons learne
★ Present proposal • Schedule ★ Modify as required ★ Close all records
★ Approval to proceed ★ Re-asses risks, ★ Progress ★ Deliver final report
alternatives monitoring and transfer responsibility
★ Present project ★ Forecasts & reports
brief ★ Delivery Facility
★ Obtain approval to
proceed
FIVE COMPONENTS
OF A PROJECT LIFE CYCLE
The project life cycle also provides a beneficial way of imagining the
challenges to be encountered at some point in the life of a project. There
are
five components of a project that might vary over the course of its life
cycle
FIVE COMPONENTS
OF A PROJECT LIFE CYCLE
1. Client interest - This is the intensity of eagerness or concern
by the
project's intended internal or external clients
2. Project stake - It is the amount of investment by the
organization in the project which may increase as the life of the
project becomes longer.
3. Resources - This is the commitment of financial, human and
technical
resources that might amplify over the course of the life cycle of
FIVE COMPONENTS
OF A PROJECT LIFE CYCLE
4. Creativity - It is the level of innovation needed by the project
principally at
some point in the development stages.
5. Uncertainty - This is the degree of risk related with the
project. Normally, the riskiest is in the beginning of the project.
Normally, the riskies in the beginning of the project when many
chalenges are still unknown and have not been discovered and
deal with.
Project Atrributes are set of descriptive
features and restrictions of a project that
PROJECT describe significant information
ATTRIBUTES regarding the project and communicate
it to different stakeholders. They also
illustrate project performance and
Project attributes provide as the foundation
for gathering and evaluating project
statistics. Usually, they are utilized in
planning, monitoring, measuring and
controlling project activities. Various project
attributes are used in project analysis in
order to discover unsettled risks, verify cut-
off date status, keep an eye in milstone allot
resources, deal with changes, and act on
other activities of the project manangement
1. Importance
The project must be significant enough to the top
management in order to rationalize putting up a unique
organizational until beyond the routine structure of the
organization. The project will surely fall if majority of
Here are some those in the organization believe tat the project is not
really essential. Some signs that the project is not
attributes important consist
a. Top of the following:
management does not talk about it
b. The project leader belong to a low stature or
that rank
c. The assignment of the project is delegated to
characterize a an aoverstuffed emplyoyee
d. Progress of the project is not being monitored
project: e. Failure to oversee the needed resource for the
project.
2. Scope
A project is one- time activity that has a
detailed set of desire outcomes.
In order to attain the project goals, the project must be
broken down into subtasks. These subtasks needs
cautious synchronization and control concerning time,
precedence, cost and scope due to difficult nature of
project.
3. Life span with a fixed
deadline
Here are some A Project has a life cycle just like any natural bodies. It
attributes is usually start low, then advances into a peak, passes
to a decline before completed within deadline. A
that successful prpjects emds by being a part of the
customary, current operations of the parent
characterize a organization. However, a project may also fail.
project: 4. Interdependencies
A project may interrelate with other projects being
undertaken at the same time by the parent
organization. This interrelation is ordinary,
particularyly in completing with scarce resources.
Besides, a project always interrelates with the parent
organization's customary and current operations. A
project may also interrelate with the functional
departments of marketing finance, operations, human
resources and the like, unlike the normal and patterned
interrelationship of the functional departments, that
with a project.
5. Uniqueness
Here are some No two projects are exactly the same due to some
attributes degree of customization. The presence of uncertainty
in a project makes it impossible to complete it in a
that routine manner.
characterize a
project: 6. Resources
Majority of the resources required of a project has
restricted budget. Budget is usually implied rather
than comprehensive, but is firmly limited.
7. Conflict
A project normally struggles with
functional departments in terms of
human resources amd other
Here are some resources. In a multi- project
attributes organization, the battle is the project
vs. project clash for resources. On
that the other hand, personnel working on
characterize a a project must report two bosses at
the same time. The problem with this
project: situation is the differing objectives
and priorities of these two superiors.
Project goals prioritize what is most
essensial. Yet, at some meetings of people
involve in a project these primary goals are
Primary Goals not even discussed. In order for the project
to progress smoothly each meeting must
Of a Project be planned. A small leap is alright for as
long as people who are responsible for
completion of the project should be driving
it onward in a speedy, secure, and
realistics manner. The prime goals of a
The Prime Goals of a Project
1. Conclude the project within the planned timable.
- Within the specific time decided, the project must be
completed. This means that personnel responsible must do
all feasible means to end the project on time. Presumption
and ineffectiveness during planning of the scope has to be
avoided. This avoidance will give realistics time schedule
with which work.
2. Complete the project within the programmed
budget.
- Budget are set in order to ensure the expenditures are well
managed and the money goes to where it is intended.
Completion of the project within the programmed budget
makes obvious that personnel working on it has manage the
The Prime Goals of a Project
3. End project with the identical level of quality .
- Regrettably, quality is commonly given up when a project
delay happens in order to catch up with the deadline. In
order to conclude a project plan due to problems
encountered must in no way barter with quality. It is evently
vital to maintain the high quality of the entire project while
keeping place with the target date.
4. Terminate the project within the detailed
guidelines.
-In order to delight the customers, it is imperative to meet
the customer's needs. Concluding the project with the
essentials the customer truly hunted creates the "wow"
feeling.
The Prime Goals of a Project
5. Make the best of the task that has been
given.
- A perfect project is unattainable. A' project may
experience major peculiarities and setbacks like
terror attacks, severe calamities of typhoons and
earthquakes, or war. With great project team leaders
and teams a project could still be successful despite
these disasters. Project goals were attained because
they have done their best with what appeared their
way.
Why Project management?
More and more commercial organizations of all sizes are employing project
management as their standard way of doing business. Today it is no longer a
special need management, thus rising fraction of effort of a typical firm is being
committed to projects. The importance and role of projects in contributing to the strategic
direction of organizations is now given more emphasis.
Project management is the science and art in the application of knowledge,
skills and techniques to execute projects effectively and efficiently toward
the accomplishment of its goals and objectives. It could be applied in the
development of a new product, the launch of a new service, or a marketing campaign.
The role of projects in contributing to the strategic direction of the firm is now really
becoming so significant. Briefly, here are the few environmental forces that contribute to
the
increase demand for good project management encompassing all industries:
1. Shorten product life cycle - In today's generation many industries are
highly technical where product life cycles ranges from one to three years.
That's why time to market new products with short life cycles is of great
essence. Speed is now a source of competitive advantage. A lot of
organizations are now forming cross functional teams in prder to place new
products and services in the martket as soon as feasible.
2. Worldwide Competition- The demands of the martket is quality products
and services in reasonable amount. So many organizations today are using
quality mananagement and improvement to achieve better results in doing
business. In order to be flexible and efficient in getting things accomplished
project management is employed with focus on time, cost and performance.
3. New Knowledge bang- as time progresses, projects are becoming
more complex and advanced. In today's digital age of divergent
technologies, materials, specifications, codes, aesthetics, equipment and
required specialists add more to product complexity. Project management
an important discipline makes things simple.
4. Organizational rightsizing- Lately, it necessary for survival to
dramatically restructure the organizational life. The trend now is flatter
and leaner organizations replacing middle management with project
management to make things completed. Nowadays, outsourcing
important parts of a project work is business style.
5. Enhanced focus on customer- Customer satisfaction is the
objective of every business. Customer demand for customized
product and services that provide for their individualized needs and
request. Project management is important in the development of
mire customized product and services.
6. Small project mean big troubles- It is the major challenge for
management to prioritize resources among project in the portfolio.
small projects if done inefficiently will soon up to a huge amount of
money.
There are several advantages of
project management that comprises
the good side of putting it into formal
Advantages and practice in an organization. Project
Disadvantages of management has some disadvantages
a Project too. Nevertheless, in most cases its
advantages extremely prevail over its
Management advantages. Here are the advantages
as well the disadvantages of project
Advantage Disadvantage
1. Overhead
1. A more resourceful handling of resources (both human
and monetary resources) as both the schedule and the A. Cost overhead all actions that can outlay a sizeable sum of
budget are clear in the project plan. money must be kept aligned with the overall business strategy
to make sound investments.
2. Less cost and better quality of the end product/service
conveyed by executing meticulous cost management B. Communication overhead instead of having the information
and quality management processes. stream directly from functional managers down to the team
members and back up, it's all channeled through the project
manager.
3. A better, more firm affiliation with the client and other
stakeholders management. by employing stakeholder
[Link] overhead - project managers can never precisely
evaluate the extent of any task, and pad their approximation so
4. An improved teamwork atmosphere because of the that they won't wind up with a late project.
implementation of a formal process to
acknowledging/resolving management). conflicts (conflict 2. Obsession
5. A flattering touch of professionalism to the company a. Methodology obsession project managers become so blocked
leading to a healthier insight by external organizations. and so defensive to their own methodology that they reject to
try out with a different one that may be quicker and superior
for their existing project.
b. Process obsession quite a few project
managers deter the advancement of the
project with their obsession for attaching to the
process. The motive why most project
managers think process obsession as a good
practice is because of insecurity and fear of
loss of control.
c. stakeholder obsession instead of
administering the stakeholders' and focusing
on getting their support, these project
managers strive their best to accommodate
the stakeholders. This accommodation, which
often manifests itself in gold plating, is pricey
and unnecessary. Gold plating is the act of
furnishing the customer more than what the
initially requested for.
3. Non-creativity
a. Technical-project management compels cul-off date
on resources, who have to work as speedy as they
can to conclude their tasks on time. By nature, people
like to be artistic, particularly at work. However, when
there's a project manager breathing down their necks
all the time, their main goal is just to finish on time so
they don't mind any longer on setting free their
creativity. This discourages the resources and
unfavorably influences the quality of the end product.
b. Managerial project management, by nature,
imposes the routine process. Managers, habitually
leading humans, become directed by a process. Their
managerial skills decline, as there is no requirement
to hone them anymore: the process is obvious and it
should be pursued. Likewise, managers (especially
functional managers) become demoralized.
Limitation is a constraint enforced by
the application of traditional project
management. A limitation differs from
Limitations of disadvantage as the latter is an
project unwanted outcome stemming from the
Management implementation of project
management. Without this limitation
better supervision of a project and
superior quality of delivered
There are quite a few limtations to project
management, primarily:
1. Failure to "stick" with the project scope
Commonly, there is an absence in commitment to the original project
scope owing to continuous change requests in project management. In
effect this constraint creates many problems. This is the main explanation
also why many projects end up way over budget and over late, at time
even cancelled.
2. Failure to completely make parallel the project objectives with
the business/organizational strategy
There are quite a few limtations to project
management, primarily:
A project manager is responsible is supervising projects, not managing
their organization. Most often a project manager is nor capable to
guarantee that a project is align with the company's strategy. Project
management to resolve this limitation was placed in a higher layer of
managerial control to undertake and maintain alignment.
3. Failure to administer projects with unstipulated budget and/or
schedule
There are quite a few limtations to project
management, primarily:
Since traditional project management, this is the prevalent limitation.
Project management enforces a budget and a target date on any project
which causes a big problem if not followed. Most projects completed on
time and on schedule have been bargained for quality.
4. Reliance on functional management
There are quite a few limtations to project
management, primarily:
The reliance on functional management is a chief limitation in project
management. It is the functional manager who manages the resources
especially human and not the project manager. The loyalty, respect and
gratitude of human resources are for the functional manger. A project
manager is always at the mercy of both the functional managers and the
human resources. At times the project manager has to "offer something"
in return, in order to get things done for the project.
5. Pursuing an exclusive methodology
There are quite a few limtations to project
management, primarily:
Only one methodology for a project is used in project
management. In the most cases, even when the other
methodology is proven to be highly successful for the type of
project, no switching could be done. Being controlled by a
restricted, non-alterable methodology, either at the project
level or the organizational level weakens and confines the
potential of the project as well as the resources.
Thank
You
