Project

Management
Course Code: ME 9109
Course Credits: 9

Prepared by;
Masoud Kamoleka Mlela
BSc, Electromechanical Eng. (UDSM)
MSc, Renewable Energy (UDSM)
PhD, Mechanical Engineering (HEU, CN).
 CONTENT
• Integration management: The Overview to the key
(Adaptability) .
• Scope management: Project Initiation and Project Planning.
• Time management: Estimating, time tracking, and
performance and progress measurement (project
administration).
• Cost management: Estimating performance and progress
measurement, Project Initiation stage through business case
analysis.
 CONTENT Cont…
• Contract management: This shall include legal aspects of
contracts and discussion of standard contracts for procurement
of professional services, goods and works.
• Human resources management: definition of roles and
responsibilities, joint reviews, performance evaluations and
project reviews.
• Communications management: Project Planning and executed
both in Project Execution and Project Wrap-up (the reviews and
performance improvement activities in wrap-up represent
additional means of communicating project status, success, and
process improvement ideas).
CONTENT Cont…
• Risk management addressed in Project Initiation,
Project Planning, and Project Execution. It is also
specifically identified within the Project Approval
Process.
• Procurement Strategies and Management is
discussed within the Project Initiation Stage (under
the business case - options analysis section).
 CONTENT Cont…
• Project Evaluation will be presented from the
project managers' point of view and also from an
independent reviewer's point of view.
• Management of Project Teams; provision of the
skills required to successfully manage project teams
successful team culture, assess team members'
abilities and make appropriate assignments, then
define authorities and accountabilities, including
rewards and consequences.
Integrated method of assessment:

• Continuous Assessment 40%

• Semester Examination 60%
 What is project management?
Definition

• Project management is the application of processes, methods,

skills, knowledge and experience to achieve specific
project objectives according to the project acceptance criteria
within agreed parameters. Project management has final
deliverables that are constrained to a finite timescale and budget.
• A key factor that distinguishes project management from just
'management' is that it has this final deliverable and a finite
timespan, unlike management which is an ongoing process.
Because of this a project professional needs a wide range of skills;
often technical skills, and certainly people management skills and
good business awareness.

Definition from APM Body of Knowledge 7th edition

Project Integration
Management
Integration Management
• Includes processes to ensure that all the elements
of project are properly coordinated.
• Making balance among competing alternatives and
objectives to meet stakeholder needs
• Typically the most important knowledge area for
the Project Manager
Why Do we Manage
Integration?
• Manage change and communication
• Reduce project Time and Cost
• Involve stakeholders early and often
• Make results visible
• Identify problems/solutions early
• Use relevant experience as early as possible
Who Manage integration?
• Project Manager- Integrator for the project that
executes processed
• Team Members- Concentrate on completing tasks,
activities, & work packages
• Project Sponsor- Protect project from changes and
losing resources
How Do we manage Integration?
• Use the seven integration processes
Develop project charter
Develop project management plan
Direct and manage project work
Manage project knowledge
Monitor and control project work
Perform integrated change control
Close project or phase
Project Manage Integrated
Management Project Change
plan Knowledge Control

Project Direct & Monitor & Close

Charter Manage Control Project or
Project Project Phase
Work work
 How Do We Manage Integration?
• Each process has
Inputs
Tools and Techniques
Outputs
• Remember that inputs and outputs can feed more
than one process.
Project Manage Integrated
Management project Change
plan Knowledge Control

Project Direct & Monitor & Close

Charter Manage Control Project or
Project Project Phase
Work work
 Business
Documents
Agreements Develop Project
 Business case
 Benefits
 To define the
initial Charter
intentions for
management the project
plan
Enterprise Environmental Organization Process Assets
Factors  Organizational standard policies,
Input processes, and procedures
 Government or Industry
standards  Portifolio, program, and project
 Legal and regulatory governance frameworks
requirements  Monitoring and reporting
 Marketplace conditions methods
 Stekeholders expectations  Templates
and risk thresholds  Historical information and lessons
learned repository

Expert Judgement
Project
Tools Interpersonal and team skills Output
Charter
& Techniques
Data gathering

Meeting
 Project Charter
 Project team
Outputs from
other Processes Develop Project
uses the project
charter as a
 Subsidiary plans
and baselines Management Plan
startingpoint for that are inputs
initial project to this process
planning
Organization Process Assets
Enterprise Environmental  Organizational standard policies,
Factors processes, and procedures
Input  Government or Industry  Project management plan
standards template
 Legal and regulatory  Project closure guidelines or
requirements requirements
 Project managements body of  Change control procedures
knowledge for vertical market  Monitoring and reporting
 Organizational structure, methods
governance frameworks and  Historical information and
infrastructure lessons learned repository

Expert Judgement
Project
Interpersonal and team skills Output Management
Tools
Plan
& Techniques
Data gathering

Meeting
 Direct and Manage Organization Process Assets
Project Work  Organizational standard policies,
processes, and procedures
 Issue and defect management
Project procedures
Management Plan  Issue and defect management
Approved database(s)
 Any component of
Change Requests  Performance measurement
the project
Input  Corrective action database
management plan
 Preventive action  Change control and risk control
may be an input to
this process  Defect repair procedures
Enterprise
Project Documents
Environmental Factors
 Change log
 Organizational structure,
 Lessons learned register
culture, management
 Milestone list practices, and
 Project communications sustainability
 Project schedule  Infrastructure
 Requirements traceability  Stakeholders risk
matrix thresholds
 Risk register and risk report Deliverables

Requested Changes

Implemented Change Request

Expert Judgement Implemented Corrective Actions

Tools Interpersonal and team Outputs Implemented Preventive Actions

& Techniques skills
Implemented Defect Repair
Data gathering
Work Performance Information
Meeting
 Manage Project Organization Process Assets
Knowledge  Organizational standard
policies, processes, and
procedures
Project Deliverables  Personnel administration
Management Plan  Any unique and  Organizational
 All components of verifiable communication requirements
project product, results,  Formal knowledge-sharing
management plan or capability to and information-sharing
are inputs perform a service
Input procedures
Project Documents
 Lessons learned Enterprise Environmental
register Factors
 Project team  Organizational, stakeholder,
assignments and customer culture
 Resources  Geographic distribution of
breakdown structure facilities and resources
 Stakeholder register  Legal and regulatory
requirements and/or
constraints

Expert Judgement
Lessons Learned Register
Interpersonal and team
Tools skills Outputs Project Management Plan Updates
& Techniques
Knowledge Management Organizational Process

Information Management
 Monitor and Control
Project Work Enterprise Environmental
Factors
Project Work Performance  Project management
Management Plan Information information systems
 Monitoring and  Work performance  Infrastructure
controlling project data is gathered  Stakeholders expectations
work involves through work and risk thresholds
looking at all aspects execution and  Government or industry
of the project standard
Input passed Agreements Organizational Process
Project Documents  A procurement
 Assumption log Assets
agreement
 Basic of estimates  Organizational standard
includes terms and
 Cost forecasts & Issue policies, processes, and
condition, and may
log procedures
incorporate other
 Lessons learned register  Financial controls procedures
items
 Milestone list & Quality  Monitoring and reporting
reports methods
 Schedule forecast  Issue management
procedures
 Organizational knowledge

Expert Judgement Work Performance Reports

Data Analysis Change Requests

Tools
& Techniques Decision Making Outputs
Project Management Plan Updates

Meetings Project Document Updates

 Perform Integrated
Change Control
Enterprise
Project Management
Work Performance Environmental Factors
Plan  Legal restrictions
 Change management Information
 Resources availability  Government or industry
plan standard
Input  Configuration  Schedule and Cost
Data  Legal and regulatory
management plan requirements
 Scope baseline  Earned Value Reports
 Organizational
 Schedule baseline  Burnup or Burndown
governance framework
 Cost baseline Charts
Project Change Requests Organizational Process
Documents  Corrective Action Assets
 Basic of estimates  Preventive Action  Change control
 Requirements  Defect Repairs procedures
traceability  Updates  Procedures for approving
 Risk report and issuing change
authorizations
 Configuration
management knowledge
Expert Judgement base
Decision Making
Approved Change Requests
Tools Change Control Tools
& Techniques Outputs Project Management Plan Updates
Meetings
Project Document Updates
Data Analysis
 Close Project Or Phase
Project Documents
 Assumption log & Basic of
estimates
Project Charter  Change log & Issue log Procurement
 The project charter  Lessons learned register Business Documentation
documents the project  Milestone & Project Documents  Toclose the contract,
success criteria, the communications all procurement
 Business case
approval  Quality control measurements documentation is
 Benefits
requirements, and  Requirements documentation collected, indexed,
Input who will sign on the  Risk register & report
management
and filed
plan
project. Agreements
Project Accepted  The requirements Organizational Process
Management Plan Deliverables for formal Assets
 All components of  Approved Product procurement  Project or phase closure
the project Specifications closure are usually guidelines or
management plan  Delivery Receipts defined in the terms requirements
are an input to this  Work Performance and conditions of  Configuration
process Documents the contract management knowledge
base

Project Document Updates

Final Product, Service, Or Results

Expert Judgement Transition
Tools
& Techniques Meetings Outputs Final Report

Organizational Process Asset

Data Analysis
Updates
 Project Scope
Management
Sections of this presentation were adapted from A Guide to
the Project Management Body of Knowledge 6th Edition,
Project Scope Management
• “The processes required to ensure that the project includes all the
work required, and only the work required, to complete the project
successfully”

• Answers the question – “What will the project produce in the end”.

Project scope management is a process that helps in

determining and documenting the list of all the
project goals, tasks, deliverables, deadlines, and
budgets as a part of the planning process.
 Why Do We Manage Scope?
• Can’t manage schedule and budget if scope is out of control

(Triple Constraint)

• Scope docs are used to manage expectations TIME

Quality

SCOPE COST
 Scope Management Key Points
• What is scope management
• Checking to ensure that one is completing work
• Saying No to additional work not in the charter
• Preventing extra work/gold plating

Work Breakdown Structure Estimating

(WBS)
 Foundation of the project, all
planning and controlling is based
Staffing WBS Risk
on the WBS
 Identifies all work to be
performed, if it is not in the WBS
it does not need to be done Network
Diagrams
 Graphical picture of work
 How Do We Manage Scope?
• Six processes
1. Plan Scope Management
2. Collect Requirements
3. Define Scope
4. Create WBS
5. Verify Scope
6. Control Scope

Plan Scope Collect Define Validate Control

Create
Management Requirements Scope WBS Scope Scope
 Plan Scope Management
Inputs Tools & Techniques Outputs

Project Charter Scope Management

Plan
Project
Expert Judgement Requirements
Management
Plan Data Analysis Management plan
Enterprise Meetings
Environmental
Factors

Organizational
Process Assets

Plan Scope Collect Define Validate Control

Create
Management Requirements Scope WBS Scope Scope
 Collect Requirements
Inputs Tools & Techniques
Outputs
Project Charter
 Expert judgement
Project  Data gathering Requirements
management plan documentation
 Data analysis

Project documents  Decision making

 Data representation
Business documents Requirements
 Interpersonal and team skills traceability matrix
Agreements  Context diagram
 Prototypes
Enterprise environmental
factors
Organizational
process assets

Plan Scope Collect Define Validate Control

Create
Management Requirements Scope WBS Scope Scope
 Define Scope
Inputs Tools & Techniques
Project Charter Outputs
Project Scope
Project  Expert judgement Statement
management plan
 Data analysis Project Document
Project documents  Decision making Updates

Enterprise environmental  Interpersonal and

factors team skills

Organizational  Product analysis

Process Assets

Plan Scope Collect Define Validate Control

Create
Management Requirements Scope WBS Scope Scope
Project Scope Statement
• Product scope description
• Product acceptance criteria
• Project deliverables
• Project exclusions
• Project constraints
• Project assumptions

Remember the difference between product and project?

Product scope –The features and functions that characterize a product or service

Project Scope- The work that must be done to deliver a product with the
specified features and functions
 Create WBS
Tools & Techniques
Inputs Outputs
Project management
plan
Expert judgement Scope Baseline
Project documents
Decomposition Project Document
Updates

Enterprise environmental
factors

Organizational process
assets

Plan Scope Collect Define Validate Control

Create
Management Requirements
Scope WBS Scope Scope
 Work Breakdown Structure

Start with major project deliverables or phases

“Decomposition” is breaking down the deliverables into more

manageable parts

Not all branches need the same level of decomposition!

Decompose into “Work Packages”

8-80 Hour Rule  Don’t break work down too much

Work New Warehouse

Breakdown Commissioning -
Structure Design - 1 Construction - 2
3

Concrete Install
Structural - 1.1
– 2.1

Steel Package Steel Install –

1.1.1 2.2

Concrete Drywall Install –

Package 1.1.2 2.3

Architectural – 1st Floor Package

1.2 2.3.1

Floor Layout 2nd Floor

1.2.1 Package 2.3.2

Elevations 1.2.2

Door Schedule
1.2.3
 Validate Scope
Tools & Techniques
Inputs Outputs
Project Management Plan Accepted
 Inspection
Deliverables
Project documents  Decision making
Work performance
information
Verified Deliverables
Change Requests
Work performance data
Project Document
Updates

Plan Scope Collect Define Validate Control

Create
Management Requirements Scope WBS Scope Scope
 Control Scope
Tools & Techniques
Inputs Outputs
Project Work Performance
Management Plan information

Work Performance Change Requests

Information Project Management
Plan Updates
Project documents  Data Analysis

Project Document
Organizational Updates
Process Assets

Plan Scope Collect Define Validate Control

Create
Management Requirements Scope WBS Scope Scope
 Project Time
Management

Sections of this presentation were adapted from A Guide to

the Project Management Body of Knowledge 6th Edition,
 Project Time Management
Processes
Plan Schedule The process of establishing the policies, procedures, and
Management documentation for planning, developing, managing, executing, and
controlling the project schedule.

Define The process of identifying and documenting the specific actions to

Activities be performed to produce the project deliverables.

Sequence The process of identifying and documenting relationships among

Activities the project activities.

Estimate
The process of estimating the number of work periods needed to
Activity
complete individual activities with the estimated resources.
Durations
The process of analyzing activity sequences, durations, resource
Develop requirements, and schedule constraints to create the project
Schedule schedule model for project execution and monitoring and
controlling.

Control The process of monitoring the status of the project to update the
Schedule project schedule and manage changes to the schedule baseline.
 Plan Schedule Management
Inputs Tools & Techniques Outputs

Project Charter

Project
management plan
 Expert judgement Schedule
Enterprise environmental  Data analysis management plan
factors
 Meetings

Organizational Process
Assets

Plan Sequence Estimate

Define Control
Schedule Activities Activity Develop
Schedule
Activities Schedule
Management Durations
 Define Activities
Inputs Tools & Techniques Outputs

Project
Activity list
management plan
 Expert judgement Activity attributes
Enterprise
 Decomposition
environmental Milestone list
factors  Rolling wave plan

Organizational  Meetings
Change requests
Process Assets

Project
management plan
updates

Plan
Define Sequence Estimate Control
Schedule Activities Develop
Activities Activity Schedule
Management Schedule
Durations
 Sequence Activities
Inputs Tools & Techniques Outputs
Project
management plan  Precedence
diagramming Project schedule
method network
 Dependency diagrams
Project documents
determination and
Enterprise environmental integration
factors Project
 Leads and lags
documents
Organizational  Project updates
Process Assets management
information system

Plan Sequence Estimate

Define Control
Schedule Activities Activity Develop
Schedule
Activities Schedule
Management Durations
 Estimate Activity Durations
Inputs Tools & Techniques Outputs
Project
management plan Duration
Estimate
 Expert judgment
Project documents  Analogous estimating
 Parametric estimating
 Three-point Basics of
Enterprise environmental estimating Estimates
factors  Bottom-up estimating
 Data analysis
Project
Organizational  Decision making
Document
Process Assets  Meetings
Updates

Plan Sequence Estimate

Define Control
Schedule Activities Activity Develop
Schedule
Activities Schedule
Management Durations
Develop Schedule
Inputs Tools & Techniques Outputs
Project
management plan Schedule baseline
 Schedule network
Project schedule
Project documents analysis
 Critical path method
 Resource optimization Schedule data
Agreements  Data analysis
 Leads and lags Project calendars
Enterprise  Schedule
environmental factors compression Change requests
 Project management
Organizational information system Project management
Process Assets  Agile release planning plan updates

Project Document
Updates

Plan Sequence Estimate

Define Control
Schedule Activities Activity Develop
Schedule
Activities Schedule
Management Durations
 Control Schedule
Inputs Tools & Techniques Outputs
Project Work performance
management plan information

 Data analysis.
 Critical path method
Project documents  Project management Schedule forecasts
information system
 Resource
Work performance optimization Change requests
data  Leads and lags
 Schedule
Project management
Organizational compression
plan updates
Process Assets
Project Document
Updates

Plan Sequence Estimate

Define Control
Schedule Activities Activity Develop
Schedule
Activities Schedule
Management Durations