PM123/113.

INTRODUCTION TO PROJECT MANAGEMENT

A Project Management life cycle refers to the structured set of phases a project goes through
from its initial conception to completion, typically including: Initiation, Planning, Execution,
Monitoring & Controlling, and Closure. essentially outlining the key steps a project manager
needs to take to successfully deliver a project from start to finish.
 KEY POINTS ABOUT THE PROJECT MANAGEMENT LIFE CYCLE.

Initiation.
 Defining the project scope, goals, stakeholders, and feasibility analysis.
Planning.
 Developing a detailed project plan including timelines, budget, resources, and risk management
strategies.
Execution.
 Carrying out the planned activities, assigning tasks, and managing the project team.
Monitoring & Controlling.
 Tracking project progress against the plan, identifying deviations, and taking corrective actions.
Closure.
 Finalizing deliverables, documenting lessons learned, and formally closing out the project .
PROJECT SELECTION METHODS
 PROJECT IDENTIFICATION
Project identification is the process of identifying a need, problem, or opportunity for
a project. It's part of the initial phase of a project's life cycle.
Activates in project identification.
 Needs assessment: Determine if a need exists
 Stakeholder identification: Identify the people involved in the project, such as
customers, users, and project managers
 Stakeholder requirements: Define the goals and constraints of the project
 Time constraints: Determine how long the project will take
 Objective definition: Clearly define the project's objective
 Problem analysis: Determine the problem the project will address
 PROJECT INITIATION

Triple Constraint The triple constraint is a project management concept

that states that every project has three constraints: time,
scope, and cost. These constraints are interdependent,
meaning that changes to one will impact the others

 Time: How long the project will take

 Scope: The deliverables of the

project

 Cost: The budget of the project

 PROJECT INITIATION MAIN GOAL AND OBJECTIVES

OBJECTIVES OF PROJECT INITIATION INCLUDE.

 Defining project goals:Clearly state what the project aims to achieve, aligning with overall business objectives.
 Establishing project scope:Determine what is included and excluded from the project, outlining boundaries
and deliverables.
 Identifying stakeholders:Recognize all individuals or groups impacted by the project and their expectations.
 Gathering requirements:Collect necessary information from stakeholders to understand project needs.
 Developing a project charter:Create a document outlining the project's purpose, goals, scope, timeline,
budget, and key team members.
 Risk assessment:Identify potential challenges and risks that could affect project success and develop mitigation
strategies.
 Creating a communication plan:Establish clear channels and protocols for project updates and stakeholder
engagement.
 Allocating resources:Assign team members, roles, and responsibilities based on project needs.
 Understanding the Key Roles on a Project Manager
 Leadership: Inspiring and motivating the team, setting clear expectations, and providing direction.
 Communication: Effectively conveying information to stakeholders, team members, and clients to
keep everyone aligned.
 Planning and Organization:Defining project scope, creating detailed work plans, assigning tasks,
and managing timelines.
 Risk Management:Identifying potential issues, developing contingency plans, and proactively
addressing risks.
 Budget Management:Tracking project expenses, allocating resources effectively, and ensuring the
project stays within budget constraints.
 Stakeholder Management:Identifying key stakeholders, understanding their needs, and managing
their expectations throughout the project.
 Problem-solving:Analyzing challenges, identifying solutions, and making necessary adjustments to
overcome obstacles.
 Project charter and scope.
A "project charter" is a high-level document that outlines the overall purpose, objectives, and scope of

a project, essentially providing a starting point for the project by defining its key elements and gaining

stakeholder approval, while "project scope" refers to the specific boundaries and details of what work

is included within the project, defining exactly what will be delivered and what is not included

RELATIONSHIP BETWEEN PROJECT CHARTER AND PROJECT SCOPE

 The project charter establishes the overall project scope, while the project scope statement

provides a more detailed breakdown of that scope.

 The project charter acts as a foundational document that informs the development of the more

detailed project scope

 Project Charter
 Provides a high-level overview of the project.
 Includes project goals, objectives, key stakeholders, and potential risks.
 Serves as a starting point to initiate the project and gain necessary
approvals.
 Outlines the project's scope in a concise manner.
 Project Scope.
 Defines the exact boundaries of the project, detailing what work is included
and what is not.
 Includes specific deliverables, acceptance criteria, and project exclusions.
 Often presented in a more detailed document than the project charter.
 Risk Management.
Risk management is the process of identifying, analysing, and controlling threats to an organization. It helps
organizations avoid or reduce the negative effects of those threats.

Steps in risk management

 Identify: Recognize potential threats to the organization

 Analyse: Determine the potential impact of the threats

 Evaluate: Assess the risks and decide how to treat them

 Treat: Take action to mitigate or eliminate the risks

 Monitor and review: Continuously monitor and review the risks

Risk management techniques

 Risk avoidance: Eliminate hazards or activities that could negatively impact the organization

 Risk reduction: Control damages and losses to the organization

 Enterprise risk management (ERM): Manage risks across the entire organization

Risk sources

Risks can come from many sources, including.

financial uncertainties, legal liabilities, technology issues, strategic management errors, accidents,

and natural disasters.

Analyzing risk probability and impact
 Steps in risk probability and impact analysis
 Identify potential risks: Brainstorm and list all possible negative events that could affect the project.

 Assess probability: Evaluate the likelihood of each risk occurring using qualitative terms like "low," "medium," or

"high".

 Assess impact: Evaluate the potential severity of each risk if it occurs, using similar qualitative terms.

 Plot on a matrix: Place each risk on the probability and impact matrix based on its assigned values.

 Prioritize risks: Identify the high-priority risks that fall in the high probability and high impact quadrants of the

matrix.

 Develop mitigation strategies: Create plans to address the high-priority risks, including preventative actions,

contingency plans, and risk transfer options.

 Stakeholder Management
Stakeholder management is the process of identifying, prioritizing, and engaging people and groups
who have an interest in a project

Steps in stakeholder management

 Identify stakeholders: Identify all people and groups who may be affected by the project

 Prioritize stakeholders: Determine which stakeholders are most important to the project's success

 Analyse stakeholders: Understand their needs, interests, and potential impact

 Develop a stakeholder management plan: Outline strategies for engaging stakeholders throughout the

project

 Communicate: Tailor communication to different stakeholder groups

 Monitor and adapt: Keep stakeholders informed and engaged throughout the project
 stakeholder Identification
Identifying stakeholders involves identifying people and organizations who have an interest in a project
or decision. This can be done through brainstorming, stakeholder mapping, and stakeholder
analysis.

Brainstorming
 A simple and effective way to identify stakeholders.
 Gather the project team and ask who the stakeholders are.
Stakeholder mapping Helps identify and track influential stakeholders and Helps mitigate risks
and stakeholder anticipation.
Stakeholder analysis
 Involves identifying stakeholders, their needs, and their interests
 Involves assessing how stakeholders may affect a project or organization
 Involves evaluating the level of influence and interest of stakeholders
 Types of stakeholders
Stakeholders are individuals or groups that have an interest in a company or
organization. Stakeholders can be internal or external, primary or secondary, and direct or indirect.
Internal stakeholders
 Employees: The most critical stakeholders in a company
 Board members: Responsible for ensuring the company is run legally and ethically
 Business owners: Have a direct role within the company
External stakeholders
 Customers: Critical to a company's success
 Suppliers: Provide a company's raw materials or components
 Creditors: Have a vested interest in seeing the company succeed so it can be paid back
 Primary stakeholders ; Have the highest degree of interest in the project's outcome
 Secondary stakeholders also help with a project.
 Direct stakeholders ; Directly participate in a project or organization and are directly affected by its decisions
 Analyzing stakeholder needs and expectations

Analysing stakeholder needs and expectations involves identifying all relevant individuals or groups
impacted by a project or decision, assessing their level of interest and influence, and
understanding what they desire or anticipate from the outcome, allowing for effective
engagement and mitigation of potential conflicts by addressing their concerns and priorities.
steps in analysing stakeholder needs and expectations

 Identify stakeholders: Brainstorm and list all individuals, groups, or organizations that could be

affected by the project, including internal and external parties.

 Categorize stakeholders: Group stakeholders based on their level of influence and interest in the

project, which can be visualized using a stakeholder map.

 Gather information: Conduct research, interviews, surveys, or focus groups to understand the
 Prioritize needs: Assess the relative importance of each stakeholder's needs based on their potential impact
on the project's success.
 Develop engagement strategies: Create tailored communication plans to effectively engage with each
stakeholder group based on their needs and preferred methods of interaction.

Important aspects to consider when analysing stakeholder needs and expectations

 Power and influence: Evaluate the level of power or authority each stakeholder has to impact

the project's direction.

 Urgency and timeliness: Consider the urgency of addressing specific stakeholder needs and

expectations.

 Potential conflicts: Identify areas where stakeholder interests may clash and develop strategies

to manage these conflicts proactively.

 Communication channels: Determine the best communication methods to reach each

 Benefits of analysing stakeholder needs and expectations

 Improved decision-making: By considering the perspectives of all stakeholders, projects are more

likely to achieve successful outcomes.

 Enhanced stakeholder engagement: Proactive communication and addressing stakeholder

concerns can build trust and support for the project.

 Reduced risk: Identifying potential issues early on allows for proactive mitigation strategies to be

implemented.
 PROJECT MONITORING AND EVALUATION

Monitoring is the systematic and continuous observation, tracking, and assessment of a process,
system, or activity to ensure it is operating as intended and to identify any deviations or problems.

TYPES OF MONITORING.
 Process Monitoring: Focuses on the implementation of project activities and assesses if a
system is operating under normal conditions, rapidly detecting any deviations.
 Compliance Monitoring: Ensures adherence to regulatory requirements, internal policies, and
industry standards.
 Financial Monitoring: Selects, processes, and analyses economic and financial activity
indicators to strengthen financial discipline and improve the efficiency of public funds.
 Technical Monitoring: Assesses the technical aspects of a project or program, ensuring that the
technology is functioning correctly and meeting requirements.
 Impact Monitoring: Evaluates the long-term effects of a project or program on the target
Monitoring is about checking that we want to achieve is being achieved and having information
available from which to make sound resource management decisions. Monitoring can tell us about key
pressures on the environment, the condition or state of the environment, and about responses (ie, the
environmental results) that we are achieving, or need to work towards. The design of a monitoring
system should focus attention on questions such as: how much information is enough, when is it
needed and for what purposes?

Monitoring involves.
 planned and repeated data collection
 analysis
 interpretation
 reporting on the results of monitoring
 recommendations for action (which usually involves reporting on monitoring)
 taking and reviewing actions.
 PROJECT FEASIBILITY STUDIES

Evaluating project feasibility requires analysing. four key aspects: technical, economic, operational, and

legal feasibility. Each aspect ensures the project is viable from different perspectives.

I. Technical Feasibility

This assesses whether the project is technically possible given current resources and technology.

 Availability of required technology

 Skills and expertise of the team

 Infrastructure and hardware needs

 Compatibility with existing systems

 Development timeline
II. Economic Feasibility
This determines whether the project is financially viable and cost-effective
 Initial investment costs
 Return on investment (ROI)
 Cost-benefit analysis
 Operational and maintenance costs
 Funding sources and financial risks
III. Operational Feasibility
This examines whether the project will function efficiently within the organization and meet stakeholders'
needs.
 Alignment with business goals
 User acceptance and adaptability
 Impact on existing operations
 Resource availability (human and material)
 Risk assessment and mitigation
IV. Legal Feasibility

This ensures the project complies with laws and regulations to avoid legal issues.

 Compliance with local, national, and international laws

 Intellectual property rights (patents, copyrights)

 Industry-specific regulations (e.g., environmental laws, labor laws)

 Contractual obligations and liabilities

 Data protection and privacy laws

Final Decision

If a project passes all four feasibility aspects, it is ready for execution. If not, adjustments or alternative

approaches should be considered before proceeding.

 CONDUCTING FEASIBILITY ANALYSIS TECHNIQUES

Feasibility analysis is a critical step in evaluating the viability of a project or business idea. It helps determine

whether the proposed plan is realistic and practical before committing resources.

i. Technical Feasibility

This Evaluates whether the technology, resources, and expertise required for the project are available.

 Technology Assessment: Determines if the necessary technology exists or needs to be developed.

 Resource Availability Analysis: Reviews the availability of equipment, materials, and human resources.

 Prototype Development: Builds a small-scale model or proof of concept.

 Expert Consultation: Seeks advice from technical professionals.

ii. Economic Feasibility (Cost-Benefit Analysis)
Assesses the financial viability of the project.
 Cost-Benefit Analysis (CBA): Compares expected costs and benefits.
 Break-Even Analysis: Determines when the project will start making a profit.
 Return on Investment (ROI): Measures profitability.
 Sensitivity Analysis: Tests different financial scenarios to evaluate risks.

iii. Legal Feasibility

Ensures compliance with laws, regulations, and policies.
 Regulatory Compliance Check: Evaluates laws affecting the project (e.g., labor laws, environmental
regulations).
 Intellectual Property (IP) Review: Examines patents, copyrights, or trademarks.
 Contract Analysis: Reviews legal agreements or obligations
iv. Operational Feasibility

Assesses whether the project can be integrated into existing operations.

 Workflow Analysis: Examines how the new system will fit into current processes.

 Stakeholder Analysis: Identifies how users, employees, and customers will be affected.

 Pilot Testing: Implements a small-scale version to test functionality.

v. Schedule Feasibility

Determines if the project timeline is realistic.

 Gantt Chart & Critical Path Method (CPM): Plans project timelines and identifies critical tasks.

 PERT (Program Evaluation and Review Technique): Estimates project completion time.

 Time Estimation Models: Uses historical data to predict duration.

vi. Market Feasibility

Evaluates demand, competition, and potential customers.

 Market Research & Surveys: Collects data on customer needs.

 Competitor Analysis: Assesses strengths and weaknesses of competitors.

 SWOT Analysis: Identifies Strengths, Weaknesses, Opportunities, and Threats.

Each feasibility analysis technique provides insight into different aspects of the project. A well-conducted

feasibility study helps businesses and organizations make informed decisions, reducing risks and improving

success rates.
 Presenting feasibility study findings
When presenting feasibility study findings, your goal is to communicate the study’s results clearly and persuasively.

I. Introduction

 Purpose of the Study: Explain why the feasibility study was conducted.

 Scope: Outline the areas analyzed (e.g., market, technical, financial, operational, legal).

 Key Objectives: Define the goals of the feasibility study.

2. Methodology

 Research Methods: Explain how data was collected (surveys, financial analysis, case studies, etc.).

 Evaluation Criteria: Define the standards used to assess feasibility.

3. Findings

 Market Feasibility: Demand, competition, target audience, and trends.

 Technical Feasibility: Required technology, infrastructure, and resource availability.

 Financial Feasibility: Cost estimates, revenue projections,and funding sources.

 Operational Feasibility: Organizational structure, staffing, and workflow considerations.

 Legal & Regulatory Feasibility: Compliance with laws, regulations, and permits.

4. Risk Analysis

 Identify potential risks and their impact.

 Provide mitigation strategies.

5. Conclusion & Recommendations

 Overall Feasibility: Is the project viable?

 Key Takeaways: Summarize major findings.

 Recommended Next Steps: Suggest actions based on findings.

6. Q&A Session

 Allow time for stakeholders to ask questions.