Project Management

PROJ 421

Credits:1.5

Total Modules:11

Prerequisite(s):
Corequisite(s):
Description:

Beginningwithprojectplanningmethodsandtools,thiscourseconcentrateson
scheduleandcostcontrolfrominceptiontocompletionofaproject,overcoming
obstaclestosuccess,measurementofprogress,andqualitycontrol.Theuseofsoftware
toolswillbeincluded,reviewedanddiscussedasavailable.

EffectiveFall2012/2013
redefineyourself
www.sait.ca

Course Evaluation:
Theory40%AssignmentsandProjectsComputerLab10%Quiz(1)10%FinalExam
40%

SAIT Grading Scale

Percentage Letter Grade
Grade Grade Points
90-100
A+
4.0
85-89
A
4.0
80-84
A-
3.7
77-79
B+
3.3
73-76
B
3.0
70-72
B-
2.7
67-69
C+
2.3
63-66
C
2.0
60-62
C-
1.7
55-59
D+
1.3
1.0
50-54
D Minimal
Pass
0-49
F
0.0

Attendance:
Effortandinvolvementareasessentialforlearningastheyareforsuccessinyourcareer.Tohelp
assureyoursuccess,participationinallactivitiesofthiscourseisexpected.Yourprogramwill
identifyanyspecificrequirementsapplicabletothisclassanddeliverymethod.Reference:Procedure
AC.3.8.1AttendanceRequirements(availableonhttp://www.sait.ca).

Student Code of Conduct

Academicdishonestyisconsideredtobeanextremelyseriousacademicoffence.Reference:
ProcedureAC.3.4.1-StudentCodeofConduct(availableon http://www.sait.ca).

Ownership of Student Produced Work

AccordingtoPolicyAC.3.10,SAITwillnormallyreturnstudents'worktothestudents.However,in
certaincourses,SAITretainstherighttokeepphysicalpossessionofthestudents'work.Your
instructorwilldiscussthiswithyouatthestartofthecourse.Reference:ProcedureAC.3.10OwnershipofStudentProducedWork(availableon http://www.sait.ca).

Field Trips
Fieldtripsmaybescheduledifalocalorprovincialactivityisdeemedtobeavaluablelearning
experienceforthiscourse.Studentswillbeprovidedwithtimelyinformationtofacilitatepreparation
forthefieldtrip.Studentsareexpectedtoparticipateandtofollowdirectivestominimizesafetyand
healthrisks.Reference:ProcedureA.C.2.13.1FieldTrips(availableonhttp://www.sait.ca).

Time Guidelines:

Time Guidelines:
The instructional time for this course is...
45.00Hours

Course Text(s):
PMIStandardsCommittee,ProjectManagementInstitute.A Guide to the Project Management
Body of Knowledge..
Other:
CoursenotesforPROJ421.

Course Content
Below is presented a list of the learning modules used to achieve the learning outcome(s) for this
course.

1. Project Management Introduction and Overview

Learning Outcome:
Recognizetheneedforprojectmanagementandunderstandtheprocessofplanningasimple
project.
Objectives:
1.1

Recognizehowthecoursecontentissetupandused.

1.2

Outlinetheprojectmanagementandplanningprocess.

1.3

Evaluateaprojectplanforitsclarityintermsofmission,goal,objectiveandresults
statements.

2. Project Management Context and Process

Learning Outcome:
Understandtheprojectmanagementprocessandhowthedifferentcomponentsrelatetoone
another.Understandtheimportanceofgeneralmanagementskillsusedinprojectmanagement.
Objectives:
2.1

Identifystakeholdersandorganizationalstructureinthecontextofprogram
management.

2.2

Describekeymanagementskillsandimportantoutsideinfluencesonaproject.

2.3

Developaplanthatfollowstheprojectmanagementprocessandconsidersthe
interactionsofstakeholderneeds,organizationalstructureandissuesofconcern.

3. Scope and Integration Management

Learning Outcome:
ApplytheScopeManagementProcessinacoordinatedfashion.
Objectives:
3.1

DescribethekindsoftoolsthatcanassistwiththedecisionprocessforScope
InitiationProcess.

3.2

WriteaScopestatementbasedonscopeplanninginformation.

3.3

CreateaworkbreakdownstructureaspartofaScopeDefinition.

3.4

DescribetheconceptofScopeVerification.

3.5

Developachangecontrolformforadjustmentsinscope.

3.6

Itemizethemaincomponentsofprojectintegrationmanagement.

4. Project Time Management

Learning Outcome:
Taketheinformationfromaworkbreakdownstructureandusetoolsandtechniquesforthe
scheduledevelopmentofaproject.
Objectives:
4.1

Applydiagrammingtechniquestoillustratethetypesofdependentand
interdependentactivitiesthatmustbeperformedinordertoproduceproject
deliverables.

4.2

Provideatimeestimateforanactivitygivenaparticulartimeestimatetooland
situation.

4.3

Analyzeactivitysequences,durationandresourcesinordertocreateaneffective
scheduleandsetupsystemstomonitorandcontrolchange.

5. Project Cost Management

Learning Outcome:
Taketheinformationfromaworkbreakdownstructureandusetoolsandtechniquesto
developacostplanaswellasmonitorandcontroltheprojectexecutionphase.Thesetools
willincludemethodsofestimatingcost,andhowtocalculatetherealvalueofthework
completedduringtheexecutionphase.
Objectives:
5.1

Relatetheprinciplesofcostmanagementtotheprojectlifecycle.

5.2

Describetherelationshipbetweenresourceplanningandcostestimation.

5.3

Establishabudgetforaprojectusingcalmativecost.

5.4

CalculateEarnedValeofaprojectinordertocontrolcosts.

6. Microsoft Project
Learning Outcome:
HaveaworkingknowledgeofthebasiccomponentsandapplicationsofMicrosoftProject.
ThiswillallowyoutoillustrateaprojectonaGanttchart,networkandcalendar.Youalsocan
generatereportsshowingtheprojectoverview,currentactivities,costs,assignmentsand
workloads.Oncompletingtheplanningstage,youwillbeabletosaveitasabaselineandthen

workloads.Oncompletingtheplanningstage,youwillbeabletosaveitasabaselineandthen
showwhathasbeencompletedduringtheexecutionoftheproject.Bytrackingtheprogress
andlookingforanyvariationstotheapprovedplan,youwillbeabletomonitorandcontrolthe
outcomeoftheproject.

Objectives:
6.1

UseMicrosoftProjectSoftwaretocreateaprojectplan.(Thisobjectiveisdescribed
inPart1,Lessons1-5ofthetextbook.).

6.2

Modifyinputactivities,duration,resourcesandcostsinordertoimprovethe
projectplan,duration,resourcesandcosts,andfine-tunetheprojectplan.

6.3

Utilizefeaturesofthesoftwaretotrackandmonitortheproject;reviewdifferent
viewsandreports,andprinttheinformation.

7. Project Quality Management

Learning Outcome:
Plan,implementandcontrolqualityassuranceprogramsusingappropriatetoolsand
techniques.
Objectives:
7.1

Outlinethebasiccomponentsofqualityplanning.

7.2

Describetheroleofqualityassuranceinthequalitymanagementplan.

7.3

Summarizetheactivitiesofqualitycontrolwithinaqualitymanagementplan.

8. Project Human Resource Management

Learning Outcome:
Planresourcerequirements,acquire,trainanddevelopateamthatwilldeliveraprojectin
accordancewiththeSponsor'sobjectives.
Objectives:
8.1

Describehowtheoriesofmotivationandpersonalityrelatetomanagement
practices.

8.2

Differentiatebetweenthevariousmethodsforresolvingadispute.

8.3

Describeactivitieswithinorganizationalplanning.

8.4

Summarizedecisionsinregardstoselectinganddevelopingateamforaproject.

9. Project Communication Management

Learning Outcome:
Applythecommunicationprocessesofplanning,informationdistribution,performance
reporting,andadministrativeclosure.
Objectives:
9.1

Describehowtheinformationandcommunicationneedsofthestakeholdersare
addressedoverthelifecycleofaproject.

9.2

Summarizetherelationshipbetweenreportsandcommunication.

10. Project Risk Management

Learning Outcome:
Prepareariskmanagementplanandbrainstormpotentialrisks.Determinetheprobabilityand
impactoftherisk.Thenmakearesponseplanthatincludestheabilitytomonitorandcontrol
theresult.
Objectives:
10.1

Describehowariskmanagementplanisdeveloped.

10.2

Exploredifferentriskanalysismethods.

10.3

Developaplantoreduceprojectrisks.

11. Project Procurement Management

Learning Outcome:
Applytheprocurementandcommissioningprocessestoaproject.
Objectives:
11.1

Outlinetheprocurementmanagementprocess.

11.2

Analyzetheprocessofsourceselectionandcontractadministration.

11.3

Identifytheroleandresponsibilitiesofaconstructionmanagerfromproject
start-uptoclose-out.

PROJ 421
Project Management
Module 01
Introduction & PMBOK

It is not enough to do your best,

You must know what to do,
And then do your best.
- W. Edwards Deming

Project Management Institute (PMI)

Historical Dates:
PMI was founded in 1969; 1st certification Exam in 1984
2001 received ISO 9001 & ANSI recognition for certification

National and International Standards:

PMI is accredited as an ANSI standard
(American National Standards Institute).
PMI has the distinction of being the 1st organization to have
their certification program attain ISO 9001 recognition
(International Organization of Standards).

Membership:
PMI worldwide over 500K members covering 185 countries.
PMI-SAC (Southern Alberta Chapter) = over 2100 members,
with more than 30%-50% PMP certified.

PMP (Project Management Professional) Certification:

Proof of professional achievement

Increased marketability
Greater opportunity for job advancement
Increased customer confidence in you & your organization
Obligation to continually enhance PM knowledge

PMP Exam required qualifications to write the exam:

Category 1: Degree + 4500 PM hours (~ 3 yrs. experience) *
Category 2: No Degree + 7500 PM hours (~5 yrs. experience) *
* Plus 35 hours of PM Training/Education

Exam Fee = $400 (PMI Member); $600 (non-member)

Re-Certification = Every 3 years, or 60 PDU accumulation
(Professional Development Unit = 1 hour of professional
education or volunteer services in professional work).

What is a Project?
A project is a temporary endeavour undertaken to create
a unique product, service, or result.

What is Project Management?

Project Management is the application of knowledge,
skills, tools and techniques to project activities within
the project management processes to meet project
requirements.

How is Project Management accomplished?

Project Management is accomplished through the
application and integration of the project management
processes (Initiating, Planning, Executing, Monitoring
and Controlling, and Closing).
It is also accomplished through the application and
integration of project management knowledge areas
(Integration, Scope, Time, Cost, Quality, Human
Resources, Communications, Risk, Procurement, and
Professional Responsibilities).

Why do 60% to 90% of the Projects fail to-day?

Portfolio Projects, programs, or other work managed as a group to achieve strategic objectives.
Program A group of related projects and associated work that is managed in a coordinated way
(at the end of which, some common controls and benefits should be realized)

Source: Project Management Institute (PMI)

Project Failures Statistics (60% to 90%)

Most Projects (60% to 90%) fail due to:

Missed deadlines (75%)

Exceeded budget (55%)
Poor communications (40% to 60%)
Lack of planning (40%)
Inability to meet project requirements (37%)
Poor quality control (35%)
Poor requirements definition
Weak business case
Lack of top management support

Other Facts:

Over 80% of the projects were deemed to have

failed (late, over budget, or missed requirements)
40% of the projects failed to achieve their business
case within one year of going live
The companies that did achieve benefits said that
achievement took 6 months longer than expected.
Implementation costs were found to average 25 %
over budget.
More than 75% blew their schedules by 30% or
more
More than 50% exceeded their budgets by a
substantial margin
Less than 20% of projects are both on time and
under budget
About 1/3 of the projects are cancelled before
completion

Sources: Conference Board Survey (2001), KPMG Canada Survey (1997), et al

What are the key success factors

in managing a project?
Effective project management focuses on results, by:
Establishing clear and achievable objectives;
Identifying and clarifying requirements with testing;
Balancing competing demands for resources, scope,
time and cost to achieve desired quality & specs;
Adapting the specifications, plans and approach to
the different concerns and expectations of various
stakeholders or customers; and
Continuous monitoring and control of key activities
toward milestones and deliverables.

Soft Skills
Interpersonal management skills include the following:
Effective communication to exchange information
accurately and effectively.
Influencing the organization to get things done.
Leadership to align focus toward a common
vision and strategy.
Motivation to energize people to achieve high
levels of performance.
Negotiation and conflict management to come to
terms or reach an agreement.
Problem solving to make the right decisions.
Source: Project Management Institute (PMI)

Project Phases & Life

Cycle

Monitoring &

Monitoring &

Project Implementation
A Simple Project
1. Owner/Sponsor defines the Objectives of the Project and in
relation to the business and strategic plans.
2. Sponsor issues a Project Charter to the Project Manager (PM),
outlining needs, terms of reference and authority to proceed.
3. Resources are assigned to help plan the details of the project.
4. PM issues the Project Plan focusing on Scope, Time and
Cost, including essential details in managing Quality, HR,
Communications, Risks, Procurement and Stakeholders.
5. PM obtains Stakeholders approval on the entire Project Plan
with the Baseline clearly communicated.
6. During Execution, all elements are Monitored and Controlled.
Variations are measured against the Baseline.
7. After Execution, the project is closed with designated Sign-Off
authorities on all committed deliverables, archiving all project
records and appropriate dissemination of all project learnings.

But are all projects simple?

Project Cycle Principles

Plan / Do / Check / Act (defined by Shewhart & modified

by Deming on Quality)

Do

Plan

Check

Act

Initiating / Planning / Executing / Monitoring &

Controlling / Closing (defined by PMI)

Plan
Planning

Initiating

Monitoring & Controlling Closing

Check & Act

Executing
Do

PROJ 421
Project Management
Module 02
Context & Processes
(Phases and Organization)

Major Project Phases for

a Construction Project

Functional Organization
Chief
Executive

May act as a project

coordinator

Functional
Manager

Functional
Manager

Functional
Manager

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Note:
PM is part-time (Project Coordinator)
Each staff reports to only one Manager

Projectized Organization
Chief
Executive

Other Branches may

have other functions

Project
Manager

Project
Manager

Functional
Manager

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Note:
PM is full-time (as Project Manager)
PM has high authority (controls budget)
Project Staff is full-time on project

Matrix Organization
Strong ----- Balanced ----- Weak
Chief
Executive

Functional
Manager

Functional
Manager

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Project
Manager

Functional
Manager

Note:
PM
Budget
Project Staff

Strong

Balanced

Weak

Full-Time
Full Control by PM
High Availability

Full-Time
Mixed Control by PM
Moderate Availability

Part-Time
Full Control by FM
Low Availability

PROJ 421
Project Management
Module 03
Integration & Scope

Fundamental Questions
(Integrated Thought Process)
What needs to be done?
Does it fit the companys mission statement and business plan?

Are adequate funds available?

Will it be financially beneficial to the company?

Will it receive support from the prospective stakeholders?

Will there be adequate and skilled resources
committed to complete the project?
Is there any deadline or time constraint, and
how realistic is the schedule?

Will regulatory, environmental, building code, legal or statutory

requirements delay, stop, or audit the project?
Does the Project Manager have the authority to proceed as planned?

Project Charter
1.
2.
3.
4.
5.

Executive Summary / Project Overview / Background

Objectives / Purpose / Goals / Business Case / Benefits
Critical Success Factors (CSF) / Key Result Areas (KRA)
Assumptions / Constraints
Scope / Approach / Statement-of-Work (SOW) / Work
Breakdown Structure (WBS) / High Level Work Plan
6. Schedule of Milestones & Key Deliverables / Gantt Chart
7. Inter-Dependencies / Impact to Business
8. Resource Requirements
9. Budget & Costs
10. Risk Management / Risk Mitigation Strategy
11. Key Stakeholders and Communication Strategy
12. Project Organization / Project Manager & Authority /
Roles & Responsibilities / RACI
13. Approval / Acceptance / Sign-off

The SMART Concept

in developing Project Charters & Objectives

S
M
A
R
T

Specific
Measurable
Attainable
Realistic/Relevant
Time-constrained

The BASIC Principle

in detailing a Project Plan

B
A
S
I

Business Outcomes

Assigned Responsibility
Success Metrics

Impact on other Projects

Communication

Business Case

Why

What is the business problem to be solved?

What is the value of solving the problem?
What is the cost of not solving the problem?
What is the proposed solution?
What are the major deliverables?
What is the estimated cost?
What is the estimated duration?
Who is the customer implementing the solution?
What are the customers responsibilities?
Who is providing funding for the solution development
(sponsor)?
Who is providing funding for the solution development
(sponsor)?
What are the sponsors responsibilities?

Assigned Responsibility
Who is the project manager?
Who is the project manager?
Are the business benefits documented in written objectives for
the business unit leader?

Who

Success Metrics
To measure how Critical Success Factors have been addressed

Current Value, Units

(What)

Criteria

Projected Value, Units

(When)

Increased Revenue

Lower Cost

Improved Quality

Improved
Performance

Impact on other Projects

To identify Inter-Dependencies

Affected
projects

Project 1

Project 2

Project 3

Affected
projects

Resource
impact

Schedule
impact

Cost
Impact

Business
impact

Stakeholder Analysis - Effective Communication

Who
Stakeholders

Customer

Sponsor

Project Team
Members

Internal
Departments,
Business
Units, or
Groups
External
stakeholders

What
What
information
do they
need?

Why
For what
purpose do
they need the
information?

When
When do
they need the
information?

How
Whats the
best way to
get the
information
to the
Stakeholder?

Project Plan Details

Project Charter Highlights

Project Management Approach and Strategy
Scope Statement Product Description, Deliverables,
Acceptance Criteria, Assumptions and Constraints
Work Breakdown Structure High Level
Baselines for Cost, Scheduling and Resources
Key Deliverables, Major Milestones and target dates
Human Resource Planning
Risk Management including assumptions and constraints
Commissioning or Deployment Strategy
Communication Plan
Supporting Documents such as drawings, specification
and technical information

Note: The Integrated thought process starts at a higher level,

determining what needs to be done. This may not need to
include all the above details. However, based on past
experience and learnigs, some details of significance do
matter. Then these details (e.g. major risks) need to be
addressed at early stages, i.e. during Project Initiation and
more so during Project Planning.

Sponsor
The individual or group within or external to the
performing organization that provides the Vision, as
well as the financial resources, in cash or in kind,
for the Project.

Stakeholders
Individuals or organizations that are actively
involved in the Project, or whose interests may be
positively or negatively affected as a result of
project execution or completion; they may also
exert influence over the project and its results.
Hence, very often stakeholders are involved in
determining the requirements, and acceptance of
deliverables. Although not all customers or users
are stakeholders, some key customers or users
should be stakeholders.

Input to Project Initiation

SWOT
SWOT compares what you want to achieve in
the project with the company's strategic plan.
(Influence Factors)
Internal

External
(Positive Risks)
It identifies
opportunities
which should be
included in the
plan to realize

It explores
strengths which
should be fully
utilized

It recognizes
weaknesses
which should be
avoided

It identifies threats
that may prevent
the team from
achieving the
ultimate objectives

(Negative Risks)

Input to Project Initiation

Force Field Analysis

Draw up a list of positive and negative forces

Give them a numerical rating
If some negative forces have a high rating, you should
determine if suitable action would lower this number.

Driving Forces

Restraining Forces

- Close to City

- High rents

- No Capital for renting

- Cannot control costs beyond lease

Another way of showing a Force Field is simply to draw

up the two columns and describe recommended action

Increase Positive Forces

- Decision to Custom design

Actions
- Acquire internal designer

Integration
Initiating
Develop Project Charter
Project Sponsor formally authorizes the project, with
approved Scope, Budget and Schedule for the PM.

Planning
Develop Project Management Plan
PM integrates and coordinates all detailed project plans to
create a consistent, coherent document.

Executing
Direct & Manage Project Execution
Directs & manages activities in the Project Management Plan.

Monitoring & Controlling

Monitor & Control Project Work
Tracks, reviews and reports progress to meet the performance
objectives defined in the Project Management Plan.
Perform Integrated Change Control
Coordinates change requests across the entire project.

Closing
Close Project (or Phase)
Formalizes documents to close the project Final Acceptance,
Lessons Learned, and Closed Contracts.
Archives all Project Documentation for future references.

Scope
Planning
Plan Scope Management
Describe how scope and requirements will be defined,
monitored, controlled and verified, to reduce scope creep.
Analyze information from the Project Charter, and influence
the approach taken for planning scope and managing the
process to meet stakeholders requirements.
Collect Requirements
Define with clarity and document stakeholders needs to meet
project objectives.
Define Scope
Develop a written scope statement as the basis for future
project decisions on issues and problems.
Create WBS
Develop activities required to achieve deliverables; this is
accomplished by decomposition, or sub-divide project
deliverables into smaller, more manageable components or
work packages.

Monitoring & Controlling

Verify Scope
Formalize acceptance of completed deliverables.
Control Scope
Control changes to the project scope, and manage approved
changes to the scope baseline.

Work Breakdown Structure

(WBS)
Scope definition involves subdividing the major project deliverables into
more manageable components, which is called a work breakdown structure.
The purpose is to:

Improve the accuracy of cost, duration and recourse estimates.

Define a baseline for performance measurement and control.
Facilitate clear responsibility assignments.

Sample WBS
D
D.1
Survey & Assesment

D.1.1
D.1.2

Driling Project

D.2

Well Data

D.2.1

Analyze Data D.2.2

D.3
Planning

Site Preparation

Well Casing

D.3.1

Prep 1

Drilling

D.3.2

Prep 2

Holes & Depth D.3.3

Prep 3

D.1.3

Risk Mgmt

D.2.3

D.1.4

Permits

D.2.4

Mud

D.2.5

Safety

D.2.6

Schedule

D.2.7

Cost

D.4
Drilling

PROJ 421
Project Management
Module 04
Time

Time
Planning

Plan Schedule Management

Determine how the Project Schedule will be managed
(e.g. reporting performance details, units and format).
Determine tolerance for Schedule Variance actioning.
Define Activities
Define activities required to produce outcomes or
results (deliverables).
Sequence Activities
Define dependencies of activities.
Estimate Activity Resources
Estimating the type (role/skill) and quantity of
resources required to perform each activity.
Estimate Activity Durations
Estimate time required (elapsed or duration, and
actual effort) for each activity.
Develop Schedule
Analyze activity sequences, durations, resource
demand and capacity, and overall constraints, to
create the overall project Schedule Baseline.
Monitoring & Controlling

Control Schedule
Control project schedule slippages, and manage
approved changes to the Schedule Baseline.

Main Reasons for

Scheduling

Framework for planning, execution and controlling.

Shows interdependence of all tasks.
Analyzes time, scope, cost and resources.
Aids in Communication.
Determines the expected completion date.
Identifies slack or float time.
Determines target completion dates for the Milestones.
Shows the critical path.
Shows which tasks must be coordinated to avoid resource
conflicts.

Time-related Definitions
Deliverable A measurable, tangible outcome or result, that
must be produced to complete a project (or parts of it).
Activity Duration Elapsed time in work units (how long it
should take to complete each activity?)
Activity Definition Subdividing major deliverables or work
into individual activities (what tasks are required to do or
complete the job?)
Activity Sequencing Identifying interactive dependencies
(decide how best to sequence the activities? Will they be in
sequence, run parallel or have lead or lag time?)
Lead Time Time where subsequent tasks can start earlier.
Lag Time Time where subsequent tasks must wait.
Float Time Identified slack (activity can be delayed without
delaying the project completion date)
Milestones Significant events, with critical completion dates.
Critical Path Series of activities determining the total
duration of project (the longest path through the project).
CPM means Critical Path Method.
Schedule development Analyzing activity sequences,
durations, and required resources to create the project
schedule. (It takes all these circumstances and constraints
into consideration and tries to set an optimal balance
between time, scope, cost and quality.)
Gantt Chart A horizontal bar chart illustrating duration for
each activity along the timeline (sometimes with additional
information such as resources, costs and dependencies).

Network Diagram
A network diagram separates the planning and scheduling
function and shows which activities are on a critical path.

Network Analysis includes:

Precedence Diagramming Method (PDM or AON)
Arrow Diagramming Method (ADM or AOA)
Graphic Evaluation Review Technique (GERT or
Flow Chart)

Precedence Diagramming Method (PDM)

Activity on the Node (AON)
This method describes the activities in a box or node that are
linked together into a network diagram and are often used in
computer software packages such as Microsoft Project .

Arrow Diagramming Method (ADM)

Activity on the Arrow (AOA)
This only uses a finish to start dependency and may require a
dummy activity to define all logical relationships.

B
C

ST

Fin
D

F
E

Graphic Evaluation Review Technique (GERT)

or Flow Chart
This technique allows you to ask questions and look for alternatives
including non-sequential activities such as loops, decision points, or
evaluation check points.

Time Estimating Techniques

PERT Program Evaluation & Review Technique
It estimates duration for a task, based on weighted
average of:
Optimistic (O)
Pessimistic (P)
Most likely (M)
PERT = (O+4M+P)/6

CPM Critical Path Method

It uses Most likely to compute the longest path along
critical tasks.

Monte Carlo
Computer Simulation, with probabilities on estimates

Expert Judgement
Using stakeholders, consultants and industry together
with historic records.

Analogous Estimate Top Down

Using duration taken from a similar project.

WBS Estimating Bottom Up

Estimating the cost of each work package in a WBS and
summarizing or rolling it up to a high level to establish
the estimated cost of a project. In the construction
industry a cost consultant or contractor uses this method,
as it is the most accurate, but also the most expensive.

Parametric Modeling use of variable quantities

Using a unit rate for each major component such as
foundations, framing, mechanical and electrical.
* Note All the above are applicable for Cost estimating techniques as well, except for CPM

PERT Time Estimates

CPM

PERT

Estimating
Questions & Factors
Using Excavation example:

How skilled are the project team members?

Is there a need for on-job training?
Is there required quality to industry standards?
Could there be delays in materials or equipment?
How much has to be excavated?
What are the soil conditions?
Will the sides of the excavation need to be retained?
Will there be a need for hand digging and shaping?
How many men for what period of time?
What are the risk factors that may delay this activity?
What contingency can be allowed while staying
competitive?
Were there past and similar projects, with Lessons
Learned?
What were the results of SWOT Analysis? (More
time needed on W/T, or less time needed on S/O?)

Lead & Lag Times

Lead time is used where you wish to start B before A is completed and is
entered into Microsoft Project 2000 as a negative value. You may build part of
the internal walls and be able to start some of the drywall before this activity is
finished.

Lag Time is a delay between dependencies and is shown as positive value.

There is a delay between finishing concrete and waterproofing the wall.

A
B

Task Relationships
For Sequencing & Dependencies

Task B cannot start

unless Task A is finished
Task A must finish 1st
before Task B can start

Task B cannot start

unless Task A has started
Task A must start 1st
before Task B can start
B

Task B cannot finish

unless Task A is finished
Task A must finish 1st
before Task B can finish

Task B cannot finish

unless Task A has started
Task A must start 1st
before Task B can finish

PROJ 421
Project Management
Module 05
Cost

Cost
Planning

Plan Cost Management

Determine how costs are planned and controlled to meet
financial objectives:
Planning Reporting Accuracy (pennies, dollars, thousands, etc.)
Controlling Estimating revised Budget (Forecast) based on
Typical or Atypical scenarios

Determine tolerance for Cost Variance required actions:

Traffic signals (e.g. green or under 5% over budget is fine; yellow
or 10% over budget is cautionary where PM takes action, and red
or 20% over budget is escalated to management with Action Plan)

Estimate Costs
Calculate the approximate costs of all needed resources.
Determine Budget
Aggregate the cost estimates, balance the Project Triple
Constraint, and establish the project Cost Baseline.
Monitoring & Controlling

Control Costs
Influence or control factors that create cost overruns.
PM to take Action when Traffic Signal is yellow or cautionary
PM to recommend Action Plan for management approval when
Traffic Signals is red for escalation in terms of cost overruns

Manage approved changes to the cost baseline.

Cost Estimating
Accuracy throughout Project Life Cycle
Construction Projects
+/- 50%
Rough
Order of
Magnitude

MONITORING

PMI

| +/-50%

| +/-25% | +/-10% |

| Concept |

Init

Plan

Exec / M&C

| Close |

Note:
Substantial savings can be made at the beginning of a project. But changes made during the
execution phase will result in increased cost and possible delays.
For example, the correct choice of a mechanical or structural system could result in
appreciable savings during the planning phase but cause delays and extra cost if changed in
the execution phase. PMBOK states that "The ability to influence cost is greatest at the early
stages of the project, and this is why early scope definition and clarification is critical.

Cost Elements
During Project Execution:
Direct costs are costs that can be clearly attributed to the
project.
Indirect Costs are costs that are paid for by the
company for items such as assistance in human resource
management and procurement. These costs may be
accounted for separately or a proportion transferred to
the project budget.
During Production/Operation (Post-Project):
Fixed Costs are related to the overall costs of having a
business, for instance rent and utilities. These costs will
occur even if the Company does not produce anything.
Variable costs are connected to the resources needed to
produce goods or services. Therefore it will change in
direct proportion to the volume or activity.
Budgeting Principles
Now if you relate the fixed and variable costs (all direct)
to the income or revenue, you can find out when you will
make a profit. This is known as a Break Even point or in
your cost benefit study "the pay out". It occurs when the
variable plus fixed cost equals the gross revenue.
Profit

= Net Income
= Gross Revenue - Variable Costs - Fixed Costs

Break Even Analysis

Gross Revenue
Variable Cost

Fixed Cost

Cost Control
When you have set up the cost baseline, including projected cash flow and a cost
management plan, you also need to know the real value of work that has been
performed and be able to manage cost variances.
In the first example you are only dealing with work completed compared with original
planned value.
Value of Work Performed
Your project is to test 10 wells within 40 days for a total of $50,000. You must be able
to calculate the value of work performed
So if only 4 wells have been tested in a period of 20 days. (Less than planned)
4/5 x 25,000 = $20,000 (The value of the work is $5,000 less than planned)
Or if 6 wells were tested in a period of 20 days (more than planned)
6/5 x 25,000 = $30,000 (The value of the work is $5,000 more than planned)
Earned Value
Unfortunately real life is not as simple as the above example. When comparing Actual
Expenditure against Budgeted Expenditure for a given time period, the comparison
fails to take into account the amount of work accomplished relative to the cost incurred.
The project may have cost more than planned or the actual value paid may be different than
the value in the above example. For instance, more resources were employed than planned
for, or additional money was paid for materials delivered to site but not yet built.
So Earned Value is dealing with three factors:
PV (BCWS) Planned Value (planned cost) How much work should have been done?
Also known as Budgeted Cost of Work Scheduled
AC (ACWP) Actual Cost (actual amount paid/spent) How much has actually been spent?
Also known as Actual Cost of Work Performed
EV (BCWP) Earned Value (actual value of the work performed) How much was
budgeted for the work that was actually completed?
Also known as Budgeted Cost of Work Performed

Sample Project
Test 10 Wells within 40 days for $50,000
The Budget-At-Completion (BAC) = $50,000
The project should have been 50% complete but you have only tested 4 wells.
We know from the above calculation that the EV (Earned Value) = $20,000.
However the AC (Actual Cost) of the work was $25,000 (The supervisor had
authorized payment for the 5 planned wells instead of the 4 actually completed.)
The PV (Planned Value) was $25,000.
Schedule Variance SV = EV - PV
20,000 - 25,000 = -5,000
The negative number indicates that we are behind schedule.
The following formula will show this as a percentage.
(EV PV )x 100
SV = -----------------PV

= (20,000 25,000) x 100

--------------------------25,000

-5,000 x 100 = - 20%

----------------25,000

Cost Variance CV = EV - AC
20,000 - 25,000 = -5,000
The negative number indicates that we are over budget.
The following formula will show this as a percentage.
(EV AC)x 100
CV = -----------------AC EV

= (20,000 25,000) x 100

--------------------------20,000

= -5,000 x 100
----------------20,000

= - 25%

Another method to assess performance is to use Schedule Performance Index (SPI):

SPI = EV = 20,000 = 0.8
PV
25,000
To find out the projected budget at the end of the project you have to first find the Cost
Performance Index (CPI).
CPI = EV = 20,000 = 0.8
AC
25,000
Budget Forecast

EAC T =

Total Budget Cost

= BAC = 50,000 = $62,500
Cost Performance Index
CPI
0.8

Note: * EAC = Estimate-At-Completion; T = Typical Scenario (past variance cannot change)

Conclusion: If you do nothing you will be $12,500 over budget.

Earned Value
Cost Overrun & Delay

AC

PV

Cost
Overrun

(Wrong)

EV

Earned Value
Profit & Ahead of Schedule

Ahead of Schedule
- based on $ Earned

EV

What it shouldve been

- based on $ at time t

PV

Under
Budget
?

AC

Ahead

(Wrong)

MS Project 2010

MS Project 2010 Startup

> Work Offline, unless Corporate Server is set up

> 1st Default Screen Task View (Entry Table | Gantt Chart)

> Project Menu Project Info, WBS, Working Time, Set Baseline, Reports, etc.

> File Menu

MS Project 2010 Defaults

> View Menu Gantt Chart, Network Diagram (Workflow), Team Planner, Resource Sheet, Tables (Entry, Resource, Cost, Tracking, Others: EV)

> Format Menu Layout, Insert Column (WBS, Work, etc.), Colors, Outline Numbers (constant when task is moved; WBS will change)

MS Project 2010 Resources

> Resource Menu Team Planner, Assign Resources, Level Resources

> Team Planner > Resource Sheet Name, Type, Material, Initials, Group (Labor, Equipment, Expenses, etc.), Max %, Std Rate, OT Rate, Cost/Use, Accrual)

MS Project 2010 Scheduling Options

> Project Info Start Date, Current Date, Status Date (for Reporting), Calendar, Sample Project Setup vital data
> Change Working Time Calendar, Non-Working Days,
Stat Holidays (set by Corporate)

> Set Baseline

Entire Project or
Interim Baselines

MS Project 2010 Cost

> View > Tables > Cost Resource, Cost (Actual + Remaining), Baseline Cost, Variance, Actual Cost, Remaining Cost

> View > Tables > EV Resource, PV, EV, AC, SV, CV, EAC (Typical), BAC, VAC

MS Project 2010 Tracking Actuals

> View > Tables > Tracking Task, Act Start, Act Finish, % Comp, Phy % Comp, Act Dur, Act Cost, Act Work

MS Project 2010 Reporting

PROJ 421
Project Management
Module 07
Quality

Quality Standards
ISO International
Organization of Standards
TQM Total Quality
Management

ISO 9000
A set of 5 universal standards for
quality assurance for a product or
service. It stipulates the following:
What you will do and gives assurance that this will be done.
Provides customer assurance that you will work in a
controlled manner and the product will meet certain
requirements, and that the Company is certified ISO
compliant by 3rd-party auditors.

ISO 9000 Quality Management & QA Standards

ISO 9001
Quality Systems Model for QA in design, development,
production, install & service

ISO 9002
Quality Systems Model for QA in production & install

ISO 9003
Quality Systems Model for QA on final inspection & test

ISO 9004
Quality Management & Quality Systems Guidelines

ISO gives customer assurance and is

related to a particular product or service
providing proof of performance

ISO 9001:2008/2015

The ISO 9000 family of international quality management standards

and guidelines has earned a global reputation as the basis for establishing
quality management systems.

It has been upgraded to ISO 9000:2000, which consists of ISO 9001:2000 and
ISO 9004:2000.
The old ISO 9001, ISO 9002 and ISO 9003 have been integrated into the new
ISO 9001:2000.
On Sep.15/2015, ISO 9000 (4th Edition) was revised from ISO 9001:2008 to
ISO 9001.2015, adding new requirements (approx.42%) in Leadership, Context
of the Organization, Risk-Based Thinking, Documentation and Process.

Developed by ISO Technical Committee ISO/TC 176 for Quality

Management and Quality Assurance, which is responsible for developing
and maintaining the ISO 9000 family.

ISO 9001:2000 specifies requirements for a quality management system

for any organization that needs to demonstrate its ability to consistently
provide product that meets customer and applicable regulatory
requirements and aims to enhance customer satisfaction.

The standard is also used for certification and contractual purposes by

organizations seeking recognition of their quality management system

To begin with ISO 9000:2000, you adopt ISO 9001:2000 to achieve a

first level of performance.

The practices described in ISO 9004:2000 may then be implemented to

make your quality management system increasingly effective in achieving
your own business goals. ISO 9001:2000 and ISO 9004:2000 have been
formatted as a consistent pair of standards to facilitate their use.

Using the standards in this way will also enable you to relate them to other
management systems (e.g. ISO 14000 for environmental), many sector specific
requirements (such as ISO/TS/16949 in the automotive industry) and will assist
in gaining recognition through national award programmes.
ISO 9004:2000 is used to extend the benefits obtained from ISO 9001:2000 to
all parties that are interested in or affected by your business operations.
Interested parties include your employees, owners, suppliers and society in
general.

Examples of Use of
ISO 9001:2000/2008/2015
Example 1

A metal parts fabricating company used ISO 9000:2000 to develop a plan to

implement their quality management system. When they were ready, they
prepared a quality manual and quality system procedures as required by ISO
9001:2000, excluding the requirements covering product design and development
because their products are made to designs prepared by their customers. Later, in
order to bid on the supply of parts to a major automotive company, they adapted
their quality system to meet the sector specific requirements of ISO/TS 16949.
Example 2

A welfare agency decided to establish a quality improvement strategy. It adopted

ISO 9004:2000 as the basis for planning and implementing its system. The
agency found that ISO 9000:2000 provided very useful additional guidance and
plans to seek certification to ISO 9001:2000 to gain more credibility.
Example 3

A washing machine manufacturer had a well-established company culture of

continual improvement and effective production control. The management
decided to improve the company's development processes and to implement ISO
9001:2000 to obtain certification for commercial purposes. The company used
ISO 9004:2000 to guide its improvement processes and ISO 10006:1997 to
develop a project management plan.
Example 4

A large chemical processing company was required by its major customers to gain
registration/certification to ISO 9001:2000. In order to obtain additional
benefits, company leadership planned a comprehensive management strategy
based on ISO 9000:2000 and ISO 9004:2000. A thorough review of their
business processes indicated that all elements of ISO 9001:2000 were applicable
to their quality management system. The company used ISO 10013:1999 to
guide the development of quality documentation in its various production
divisions and ISO 10015:1999 for guidance in the preparation of training
plans for their employees.

Examples of Use of
ISO 9001:2000/2008/2015
Example 5

A firm of international lawyers wanted to improve their client management

processes and to achieve registration/certification to ISO 9001:2000. Their quality
management system provides for the design and development of new services
such as international tax planning and modifying traditional services to meet the
requirements of new or amended legislation. They included purchasing control to
cover the selection of computer hardware and software, as well as purchasing the
services of specialist lawyers as needed. After successfully implementing ISO
9001:2000, they used the self-assessment guidelines of ISO 9004:2000 to monitor
their progress as they improved their quality management system.
Example 6

A computer software developer serving a niche market recognized that as their

user base expanded they would be faced with issues concerning product
management and configuration control. Changes to base products, user hardware
and regulatory requirements were compounding customer service issues. ISO
9004:2000 provided the guidance they needed to establish documented
procedures to control process change and improvement. ISO 10006:1997 and ISO
10007:1995 provided additional assistance as they managed the project and
prepared procedures for configuration management. They later acquired another
software developer and were able to use their quality management system to
integrate the acquisition into their own structure very quickly with a minimum of
disruption to customers.
Example 7

A bank decided to implement a quality management system for its on-line Internet
banking services. They ensured that their quality manual made clear that their
other conventional banking services were not included in their quality
management system. While adopting the requirements of ISO 9001:2000, the
bank obtained guidance from ISO 9000:2000 to interpret words and phrases used
in the standard for their application. They applied all the requirements of Clause
7, recognizing that design and development is an important part of creating new
service processes. The bank used ISO 10013:1995 to prepare their documentation,
which they posted on their internal computer network to ensure current
procedures are available to their staff.

Implementing ISO 9001:2000/2008/2015

Quality Management System
1. Identify the goals you want to achieve
Typical goals may be:
Be more efficient and profitable
Produce products and services that consistently meet customer requirements
Achieve customer satisfaction
Increase market share
Maintain market share
Improve communications and morale in the organization
Reduce costs and liabilities
Increase confidence in the production system
2. Identify what others expect of you
These are the expectations of interested parties (stakeholders) such as:
Customers and end users
Employees
Suppliers
Shareholders
Society
3. Obtain information about the ISO 9000 family
For general information, look to this brochure
For more detailed information, see ISO 9000:2000, ISO 9001:2000 and ISO 9004:2000
For supporting information, refer to the ISO Web site
For implementation case studies and news of ISO 9000 developments worldwide, read
the ISO publication ISO Management Systems.
4. Apply the ISO 9000 family of standards in your management system.
Decide if you are seeking certification that your QM system is in conformance with ISO
9001:2000 or if you are preparing to apply for a national quality award.
Use ISO 9001:2000 as the basis for certification
Use ISO 9004:2000 in conjunction with your national quality award criteria to prepare
for a national quality award
5. Obtain guidance on specific topics within the quality management system
These topic-specific standards are:
ISO 10006 for project management
ISO 10007 for configuration management
ISO 10012 for measurement systems
ISO 10013 for quality documentation
ISO/TR 10014 for managing the economics of quality
ISO 10015 for training
ISO/TS 16949 for automotive suppliers
ISO 19011 for auditing

Implementing ISO 9001:2000/2008/2015

Quality Management System
6. Establish your current status, determine the gaps between your quality management system
and the requirements of ISO 9001:2000
You may use one or more of the following:
Self assessment
Assessment by an external organization
7. Determine the processes that are needed to supply products to your customers
Review the requirements of the ISO 9001:2000 section on Product Realization to determine
how they apply or do not apply to your quality management system including;
Customer related processes
Design and/or development
Purchasing
Production and service operations
Control of measuring and monitoring devices
8. Develop a plan to close the gaps in step 6 and to develop the processes in step 7
Identify actions needed to close the gaps, allocate resources to perform these actions, assign
responsibilities and establish a schedule to complete the needed actions. ISO 9001:2000.
9. Carry out your plan
Proceed to implement the identified actions and track progress to your schedule
10. Undergo periodic internal assessment
Use ISO 19011 for guidance in auditing, auditor qualification and managing audit programmes
11. Do you need to demonstrate conformance?
If yes, go to step 12
If no, go to step 13
You may need or wish to show conformance (certification/registration) for various
purposes, for example:
Contractual requirements
Market reasons or customer preference
Regulatory requirements
Risk management
To set a clear goal for your internal quality development (motivation)
12. Undergo independent audit
Engage an accredited registration/certification body to perform an audit and certify that your
quality management system complies with the requirements of ISO 9001:2000.
13. Continue to improve your business
Review the effectiveness and suitability of your quality management system. ISO 9004:2000
provides a methodology for improvement.

ISO 9000:2000/2008/2015
Quality Management Principles

The eight quality management principles are defined in ISO

9000:2000, Quality management systems Fundamentals and
vocabulary, and in ISO 9004:2000, Quality management systems
Guidelines for performance improvements.

The standardized descriptions of the principles as they appear in

ISO 9000:2000 and ISO 9004:2000 are as follows

Principle 1 Customer focus

Principle 2 Leadership
Principle 3 Involvement of people
Principle 4 Process approach
Principle 5 System approach to management
Principle 6 Continual improvement
Principle 7 Factual approach to decision making
Principle 8 Mutually beneficial supplier relationships

Total Quality Management

(TQM)
A philosophy expressed in a clear mission statement
and implemented throughout the organization.
A long-term commitment that will continuously
improve the organization's product or services by
finding new ways of developing customer and
worker involvement.
It focuses on customer needs and continuous
improvement of processes that produce goods and
services.
It involves long term planning with regular review
and corrective action.

TQM focuses on the stockholders

satisfaction and is the company's
philosophy of long term and continuous
product and process improvement.

Quality
Planning

Plan Quality Management

Identify what quality standards and tolerance levels are
relevant to the project and determine how to satisfy them.
Executing

Perform Quality Assurance (QA)

Apply the planned, systematic quality activities to ensure
that the project employs all processes needed to meet
requirements and quality standards.
Where there is non-conformance, or lack of processes,
make recommendations when and where necessary.
Monitoring & Controlling

Perform Quality Control (QC)

Monitor specific project results to determine whether they
comply with relevant quality standards and recommend
ways to eliminate causes of unsatisfactory performance.

Quality Planning
Inputs:
PM Plan details on Scope Statement, WBS or
Product Specifications where Quality Policy or
Standards & Regulations should be applied.
Stakeholder Register specific interests expected and
requirements stated by key stakeholders.
Risk Register impact on level of standards on
quality when risks do occur and are not mitigated.
Requirements Documentation alignment of all
requirements to objectives, scope, and stakeholder
needs and expectations with clarity .

Tools & Techniques:

Cost Benefit Analysis (ROI, Payback, NPV, IRR)

Cost of Quality (plus cost of non-conformance)
7 Basic QC Tools (see QC)
Benchmarking (comparison with past projects)
Design of Experiments (Statistical Analysis for best
results at a reasonable cost)

Outputs:
Quality Management Plan:
How to meet Quality requirements or standards
Quality Metrics (minimum standards to comply)
Quality Checklist (procedures to follow)
Decision on QC Tools (applicable data to collect)
Process Improvement Plan (targets for improved
performance, if needed for the project)

Quality Management Plan

The Quality Management Plan will set out what
needs to be measured and how it will be done.
Some examples are:
Quality of marketable oil and gas
Production rates
Temperature control
Welding quality
Safety standards (e.g. EUB Safety Codes)
Finished product to be ISO compliant

Quality Assurance
Quality Assurance (QA)
This is an assurance given to the sponsor and Customer
that all the quality standards and procedures shown in the
Quality Management Plan will be implemented as
specified. This is often carried out by a Quality
Assurance Department or Quality Engineer, and should
be performed on key Deliverables throughout the project.
Examples:
On-site supervision and daily reports.
Soil and concrete testing by a qualified company under
the supervision of the quality engineer.
Vessel and piping testing to ensure that it meets all
relevant standards.
Radiographic and hydro testing before commencing
test runs on installed equipment.
Commissioning and fine-tuning.
As-built documents and training.

Quality Control
Quality Control (QC) determines if the specific
results comply with the relevant or specified standards.
This requires a working knowledge of statistical quality
control to implement a control procedure. It determines
if the specific results comply with the standards.
It focuses on the following:
Prevention is keeping errors out of the process. It is
a better form of control than Inspection where you are
trying to catch errors before handing the product over to
the customer.
Attribute Sampling is finding out if the product
conforms to the required standards. It is preferred over
Variable Sampling which measures the degree of
conformity.
Special Causes are unusual events and Random
Causes are normal process variations.
Tolerances are results falling within an acceptable
range and if they fall within these limits, which are
known as Control Limits.

Tools & Techniques for

Quality Control
Inspection / Check Sheet / Check List

Includes activities such as measuring and testing and are variously called reviews,
audits and walkthroughs

Control Chart

These are used to plot whether a process is within the defined limits of a standard. In
other words, is the process within the control limits
Upper Control Limit (UCL)
Expected Mean / Expected Average
Lower Control Limit (LCL)

Pareto Chart / Diagram

Vilfredo Pareto was an economist at the beginning of the twentieth century. He found
that 80% of problems often derive from 20 % of the potential causes. This is another
tool in quality management to find the cause of a problem. Data is arranged to show
which factors are causing most of the problems. If you concentrate on improving these
areas, it will be more effective than an uncontrolled approach.

Scattered Diagram (X,Y Correlation)

Histogram / Statistical Sampling
Flow Chart / Workflow
Cause & Effect (Fishbone or Ishikawa)
Man

Method

Material

Measurement

Causes
Machine

(Symptom)

(Symptom)

(Symptom)

Effect

PROJ 421
Project Management
Module 08
Human Resources

Human Resources
Planning

Plan HR Management
Identify and document project roles, responsibilities, and
reporting relationships, including creating the Staffing
Management Plan (when resources are needed) and
Training Plan (where required skills are lacking) if needed.
Executing

Acquire Project Team

Obtain the human resources needed to complete the
project (through commitment of internal resources or
acquisition of external expertise).
Develop Project Team
Improve the competencies and interaction of team
members to enhance project performance, through just-intime training, co-location, team building, coaching &
mentoring, and recognition.
Manage Project Team
Track team member performance, provide feedback,
resolve issues & conflicts, and coordinate changes to
enhance project performance.

Human Behaviour
Management techniques have been influenced by a series of behavioral and motivational
theories. In order to work more efficiently and productively, management needed to better
understand what motivated a worker. In more recent times, these theories have been developed
and applied to current problems in management
Abraham Maslow stated that people have a hierarchy of needs , and they have to be satisfied in
that order, to move from one to the next level:
Basic Level food, clothing, and housing
Higher Level safety, social interaction, self-esteem, and self fulfillment.
Frederick Herzberg stated that motivational factors are self-worth, recognition, and growth:
Security a motivational factor for most people to work efficiently and productively.
Hygiene Factors some look for good working conditions and clear direction.
Douglas McGregor stated that most workers could be divided into two groups, X and Y:
Theory X assumes that the average worker dislikes work and will avoid responsibility,
therefore management must be authoritarian, using continuous supervision and threats of
punishment or rewards to get the work done. The motivation is imposed and external.
Theory Y assumes that the average worker is self-motivated and wants to work without
supervision and to participate in how the work will be organized. They seek opportunity for
personal improvement and self-respect. The manager of Y groups tries to build on selfmotivation and participation of the workers and to form cordial relationships.
Linear & Lateral Thinkers (from J. Louis) 2 types of working habits
Linear Thinkers approach problems in a logical manner. Most problem analyses and
resolutions are derived from logical patterns, structured processes, and organized
sequences of thoughts. They tend to take more time to ensure quality in results.
Lateral Thinkers approach problems in multiple dimensions. Often, problems get
resolved through ad-hoc reasoning, unstructured yet goal-oriented, fast-tracking as opposed
to methodical, and sometimes difficult for Linear thinkers to follow suit.

Personality Traits & Styles

Aggressive
Expressing ones feelings in a way that threatens or puts down
another person.
Can hurt others by inappropriate use of words that can taken as
threats, or be abusive, racial or sexist.
Can include body language such as leaning too close, or
throwing ones hands in the air indicating the other person is
hopeless.

Passive
Low on self-esteem, and always want to be liked.
Often result in inner anger because the others dont understand
or appreciate them.
Tend to avoid eye contact.

Passive/Aggressive
They resent responsibility, but will not express their feelings,
resulting in procrastination, inefficiency, and forgetfulness.
Most difficult to deal with, but may be very effective in doing
routine work (not new challenges).

Assertive
Able to act in their own best interests without being selfish.
They can stand up for themselves, and are able to set limits
and say no.
They can express honest feelings and show emotions while
keeping them under control.

How to Acquire
Assertiveness?
Improve your self esteem
(self worth)
Communicate ideas persuasively
(with confidence and conviction)
Listen more effectively
(understand other's point of view)
Understand personalities
(every one is different)
Use body language
(action speaks louder than words)

Conflicts

7 sources of conflicts:

Schedule
Project Priorities
Resources
Technical Opinions
Administrative Procedures
Cost
Personality

Conflict Resolution Techniques:

Problem Solving (confronting the issue) best

Compromising (lose-lose situation)
Withdrawal (postponing a decision on a problem) worst
Smoothing (highlighting agreement rather than differences of
opinions; a means to calming down)
Forcing (pushing ones viewpoint at the expense of another)

Principled Negotiation
It defines a dispute as a mutual problem rather than a contest.
It defines the underlying interests, emotions, and perceptions behind the
declared positions.
It bases the agreement on some independent standards, rather than on
the will of a 3rd-party.
Reference: Getting to Yes by Roger Fisher & William Ury

Negotiating Process

Dispute Resolution
Negotiation is where two people or parties discuss a problem and endeavour to arrive at a
solution. Principled Negotiation encourages people to follow a process that may give them a
mutually acceptable solution.
You will need to negotiate from the beginning to the end of a project. Negotiations may result
from any of the following activities:
To question the terms of your agreement
To settle differences of opinion by team members
To negotiate with contractors and suppliers
Negotiations could drag on for an undesirable period of time, or they may result in disputes. If
you are not able to resolve a dispute then you need to know what other alternatives are available.
Alternate Dispute Resolution (ADR or Appropriate Dispute Resolution)
This started as an alternative to lengthy and expensive litigation. Today people tend to find the
most appropriate solution to their disputes. Also, many contracts include alternate dispute
resolution clauses which can restrict someone in going to Court if they have signed a contract
containing these clauses. The following are the most usual ways of resolving a dispute:
In mediation and conciliation the disputants select a neutral person who will help them
try to resolve their differences by taking them through a process and assist them to keep to
the facts, rather than emotional or unsubstantiated accusations. In conciliation, the
Conciliator is allowed to participate in assisting the disputants to arrive at a solution.
Arbitration gives the parties a legally binding decision that is normally faster and less
expensive than going to Court. The parties are able to choose an arbitrator who
understands their dispute or type of business. They can also agree on dates and location
and the degree of formality for the proceedings. However, it is a legal process and the
arbitrator must work within the arbitration act, their agreed terms of reference and code of
ethics and will submit a written Award which is binding on both parties.
Litigation is where both parties hire legal counsel and take their dispute to Court. This
may be the best solution if the argument is over a point of law or you have a complex case
that needs to be argued in front of a Judge. However once this decision is made you have
very little control over the outcome. Time, location, dates and procedures are all decided
by the Court and this tends to make it a long and expensive procedure.

Alternative Methods

PROJ 421
Project Management
Module 09
Communications

Communications
Planning

Plan Communications Management

Determine how to communicate with stakeholders based on
their needs, participation required, and expectations of
project outcomes (products, services or results), including
the frequency and format of project progress reporting.
Understand Soft Skills required for effective communication
including but not limited to: Active Listening, Art of
Persuasion, Power of Influence, Principled Negotiation,
Conflict Resolution, Facilitation, Coaching and Mentoring.
Executing

Manage Communications
Communicate and work with all stakeholders to meet their
needs and address their issues and concerns accordingly.
Create, collect, distribute, store, retrieve and ultimately
dispose of Project information, including Issue Log,
Performance and Status Reports, all in a timely manner.
Capture Stakeholder Feedback and any Lessons Learned.
Monitoring & Controlling
Control Communications
Ensure the right message is delivered to the right audience
or stakeholders at the right time. The impact and
repercussions of all communications must be carefully
evaluated and controlled.

Why do we need to communicate better?

Many problems in project management are due to a breakdown in communications.
Information was not available at a critical time, or people assumed that something was going to
happen but no one had confirmed that this was not correct. One aspect of communication that
is often overlooked is the importance of obtaining a common understanding of terminology.
Does "Project Completion" mean when the work is finished, or when the user takes over or the
end of the warranty period?
Although communication planning is done throughout the project life cycle it needs to be
formalized in a communication-planning document. You have to decide how much data should
be collected, how it will be stored and determine the information needs of the stakeholders.
This will vary, depending on the size and complexity of the project.
Much project information is now stored and retrieved in an electronic Project Management
Information System (PMIS). Microsoft Project or SharePoint Project Web Access and many
others are examples of PMIS systems which could be monitored and controlled.

Performance Reporting
Effective and timely communication is an essential part of the monitoring and controlling
process. It describes the status and progress of the project, predicts the future status and tracks
the schedule and cash flow. It may also trigger risk management policies and procedures and
provides quality control.
Tools and Techniques for Performance Reporting
1. Performance reviews are held to assess the project's status or progress and are often used in
conjunction with one or more of the following techniques:
2. Variance analysis The cash flow chart shows the planned and actual schedule and cash
flow and will indicate any variation to the baseline plan. Any change to the original objectives
should be reported and the appropriate action taken.
3. Trend Analysis reviews the results of a project over a time period to determine if the
performance is improving or deteriorating.
4. Earned Value Analysis It evaluates the actual progress against the actual amount spent,
compared with the original planned value. It also allows you to calculate the schedule or cost
variance as a percentage of the project and you are then able to predict the future trend.
5. Information Distribution Techniques such as the Project Management Information System
or reports, schedules and charts.

Communications Plan

It is a plan created by the Project Manager

It becomes part of the Project Management Plan
The purpose of this plan is to identify the following:

What information needs to be collected and when?

Who will receive the information, and when?
What methods will be used to gather and store information for
others to access?
Is there any feedback mechanism, and how does it work?
Who will report to whom, and in what format?
Who should be doing what, when, and why?

Communication Channel

A communication channel is a verbal or written dialogue

between two individuals.

The number of communication channels required for N people is:

N
C 2 = N (N-1) / 2

Example: A project team has 4 people including the PM.

The # of communication channels required = 4 (4-1) / 2 = 6
communication channels

Communicating Project Closure (Integration)

Close-out reports vary according to the type and size of projects. The following is a typical
summary of the headings and contents to communicate Project Closure (under Integration):
1. Executive Summary
The executive summary at the beginning of a project report (Project Charter) is forwardlooking and informs the reader as to the intention of the project. The executive summary in
close-out looks back and tells the reader what has actually happened.
2. Review and summary of work completed.
This exercise will involve taking the information from all Status reports and the PMIS
and comparing the final results with the original plan. It will include:

Schedule

Cost

Scope

Quality

Resources
3. Analysis of Variations
Comparison of the results with the objectives shown in the Project Charter Scope
Statement. A more detailed review may be required of the work breakdown structure,
timeline, budgeting, risk management, quality assurance, communication, procurement
and resource management plans.
4. Meetings with the stakeholders to review successes and failures in the project
Part of the analysis in #3 will require stakeholder analysis, but this review is intended
to gain constructive knowledge of how well the final project met the different
stakeholders' expectations. This includes interviewing key stakeholders who have an
important insight into the planning, organization and implementation of the work.
5. Lessons Learned and Recommendations
The most important reasons for preparing a closure report is to hand your sponsor or
client a well-documented completion to the project that also enables the operators or
users to take it over. The second reason is for the project team to learn by their
successes and mistakes and be able to use this information on their next project.
6. Document and Archive all Updated Information
If this is tied into commissioning, it will also include inspection and testing reports,
operation and maintenance manuals, and an operator-training program.
7. Summary and Client Approval
This should bring full understanding and final closure to the project. It is also advisable
to inform other stakeholders that the project is now complete and closed, with all
project resources relaesed.

Earned Value
As a Communication Tool

PV
time delay

Delay
10

20

30

40

50

60

70

80

90

In $ value

Project Control Principles

Through Effective Communication
Establish a Work Breakdown Structure that divides the project into manageable
segments as a visual communication of clearly defined scope of work before assigning
responsibilities (e.g. RACI)

Create a work plan and ensure that it meets the Sponsor's objectives. It must have
well defined baselines for all the major components such as time, scope and cost.

Set up procedures to monitor and report on project performance that will show
any variations to the approved plan and ensure that any changes are incorporated into
an updated plan.

Ensure that there are effective channels of communication to allow for prompt
approvals at all stages of the design and execution of the project.

Change control must provide for timely corrective action to be implemented.

Effective Monitoring & Controlling

requires Effective Communication
(timeliness, accuracy, relevance)

PROJ 421
Project Management
Module 10
Risk

Risk
Planning

Plan Risk Management

Decide how to approach, plan and execute the risk
management activities for a project.
Identify Risks
Determine which risks might affect the project, and
document their characteristics in the Risk Register.
Perform Qualitative Risk Analysis
Prioritize risks (R) for subsequent further analysis or
action by assessing and combining probability (P) of
occurrences and impact (I), where R=P x I.
Perform Quantitative Risk Analysis
Numerically analyze the effect on overall project
objectives of identified risks (e.g. using Decision Tree
or automated tools like Monte Carlo).
Plan Risk Responses
Develop options and actions to enhance opportunities,
and to reduce threats to project objectives (7 types).
Monitoring & Controlling

Monitor & Control Risks

Track identified risks, monitor residual risks, identify
new risks, execute risk response plans, and evaluate
their effectiveness throughout the project life cycle.

Risk Management

Risk is an uncertain event, with a defined probability of occurrence, and a

potential impact to the business.

The process to manage risk is:

The sources of risks are:

External Regulatory, Environmental, Government, market shift

Internal Schedule, Cost, Scope, changes, poor planning, staffing, conflicts
Technical constant technological advances and changes
Unforeseeable approximately 10% are unpredictable (e.g. Conflicts)

Risk Identification Techniques:

Identifying
Analyzing
Responding

Brainstorming most common & most frequently used

Delphi Technique relies on gathering expert opinions from multiple expert
sources that remain anonymous from one another.
Interviewing experienced team members, or stakeholders.
SWOT Analysis on internal and external risks.
Force Field Analysis on positive & negative forces impacting the project.
Lessons Learned from past projects adding corrective/preventive actions to plan.

Risk Identification Tools:

Checklists
Diagramming techniques (cause & effect / fishbone, flowcharts, influence &
tournado diagrams)

Qualitative Risk Analysis analysis of risks and conditions to prioritize the

efforts required to meet project objectives

Quantitative Risk Analysis process of numerically analyzing probabilities

& consequences (usually follows after qualitative). Examples are sensitivity
analysis, decision tree analysis, and simulation (Monte Carlo).

Risk Response
There are many options in selecting a risk response. The key methods are:
Avoidance / Transference / Mitigation / Acceptance
1. Avoidance. Changing the project plan or implementing measures that
will eliminate the risk. This is done during the Planning phase.
Early on, avoid risk by clarifying requirements, changing scope,
adding resources, obtaining more data, etc.

Example use proven technology rather than an unproven one.

Example change location to avoid environmental conflict.
Example reduce scope.

2. Transference. Shift the consequence of risk to a third party. This does

not eliminate the risk but will ensure that some form of insurance will
be available to pay for the consequence of the risk. (Planning)
Insure for fire/property/theft/personal liability/professional liability.
Contractor to purchase Performance Bond, include warrantee or
guarantee, and Payment Bond.
Contract parts of the work to other parties.
3. Mitigation. This seeks to reduce the consequence and/or probability of
a risk to an acceptable level. This is done during the Execution phase.
Only use contractors with proven track records.
Improved clarity and communication.
Conduct additional seismic tests.
4. Acceptance. Some risks may appear to be too insignificant or remote
and are not considered. This should be communicated ASAP to the
stakeholders, as it is their decision and consequence if anything should
happen. Passive acceptance requires no action (e.g. accept lower profit
margin). Active acceptance requires a contingency plan. (Planning)

Risk Response
Other options in selecting a risk response are:
5. Share Risk. Sometimes it is more beneficial and cost effective for
the sponsor and any alliances, and the contractors to share the risk.
This is a Planning decision.
6. Add contingencies. If the team has not got sufficient information or
decides not to respond to risk, it may decide to add an additional sum
of money to deal with the potential risk. This is known as a
contingency allowance or reserve. It should be used with care,
otherwise it will just be used as part of the total project costs.
Contingencies need to be managed as a separate item and only used
when justified and approved. (Execution)
7. Abandon Project. The risk may be so severe that it is decided to
abandon part of or the entire project. (Execution)
Too many dry wells.
Severe environmental problems.
Two additional ones are positive risk responses to address opportunities:
8. Exploit. Investigate opportunities and capitalize them if benefits
can be realized to further meet or exceed objectives. (Planning)
9. Enhance. Extend efforts to capitalize on realizable benefits to
further reduce costs, increase potential revenues, enhance safety, or
assure regulatory compliance. (Planning)

Outputs from Risk Response Planning

1. Updated PM Plan may include the following:

Identification and description of the risks and how they are

analyzed & prioritized for actioning or response activities, which
may affect the WBS defined in Scope.

Results of qualitative and quantitative risk analyses.

Agreed response to each risk.

Specific action required to implement response strategy.

Risk owners and assigned responsibility.

Budget and Schedule for response.

Contingency plans and fallback plans (where applicable).

2. Residual risks are those that remain after avoidance, or ones that
have been accepted but may have some remaining risk factors.
3. Secondary Risks arise as a direct result of implementing a risk
response plan and will require further action.
4. Contractual Agreements where third-parties are engaged for
response to risks.
5. Contingency Reserve Amounts allocated by Management based
on Response and Contingency Plans.

Risk Monitoring & Controlling

Tools & Techniques
1. Risk Audits to ensure that the updated PM Plan and associated
Risk Response actions and plans are followed and responsibilities are
clearly defined. Periodic risk reviews may be required to review
progress and feedback from the stakeholders; this is done through
regular meetings and any changes may need additional quantification.
Technical performance measurement compares the actual
performance with the baseline plan and will show deviations. This is
an indication or a trigger for a potential risk.
2. Earned Value Analysis (EVA) involves applying all mathematical
formulae to capture plan versus actual project financials as well as
time commitments. All these are reviewed in Cost Management. It
shows the estimated values and any deviations from the approved
plan. Earned Value Management (EVM) is used to analyze the
Variances and Trends, and based on past performances, to forecast
actual completions in terms of monetary value or time. All forecasted
scenarios need to be reviewed, corrective actions recommended and
approved by the Sponsor and impacted key stakeholders.

Risk Monitoring & Controlling Outputs

When risks are monitored and controlled, the following will result:
1. A summary of the work performance responding to the risks.
2. If any workaround plan, corrective action or preventive action
needs to be considered, a Change Request will follow.
3. If the Change Request is approved by Stakeholders and the
Sponsor, updates to the Work Plan need to be communicated.
4. All relevant information is put into the central project repository.

Risk Analysis
Decision Tree Analysis

Build

High
Demand

65%
$20M

Low
Demand

35%
$9M

High
Demand

65%
$12M

($12M)

Build or
Upgrade?

Decision
Expand ($5M)

Cost of
Decision

Low
Demand

35%
$6M

Probability
& Payoff
Implementing a Decision:

Build :
Net Payoff = (65% X $20M) + (35% X $9M ) $12M = $4.15 M

Expand :
Net Payoff = (65% X $12M) + (35% X $6M ) $5M = $4.9 M

Risk Analysis note the differences

The highest risk impact occurs during the Execution and Closing
phases of a project life cycle because:
Although the risk falls to lower levels as remaining unknowns
are reduced, the amount at stake rises steadily due to the earned
value accumulated thus far.
The lowest risk impact occurs during Initiation and Planning phases:
Although the risks are high due to the amount of unknowns
being highest at the beginning, the amount at stake is low
because the amount of earned value is lowest. The project can be
terminated earlier on with little or no impact on money invested.
The contract type that imposes the most risk upon the seller is:
Fixed Price Contract
The contract type that imposes the most risk upon the buyer is:
Time and materials with no fixed ceiling

Difference between Contingency Plan & Fallback Plan:

Contingency Plan:
During Planning Phase (this is being proactive)
Advance planning in the event of failure
Fallback Plan:
During Execution Phase (this is being reactive)
Could result in Scope Change, or finding alternative options

Difference between Residual Risk & Secondary Risk:

Residual Risk remaining risk after response plan is executed
Secondary Risk new risk identified as a result of
implementing a risk response

PROJ 421
Project Management
Module 11
Procurement

Procurement
Planning

Plan Procurements (Purchases, Acquisitions, Contracting)

Plan what to purchase and document purchase decisions.
Determine what and when to purchase or acquire, the
approach (RFI or RFP) , selection criteria and process, and
the type of documents to be used.
Identify potential sellers, based on selection criteria.
Executing

Conduct Procurements (Request Responses & Select)

Obtain information, quotations, bids, offers, or proposals.
Review proposals and select a seller.
Negotiate with the selected seller and award a contract.
Monitoring & Controlling

Control Procurements (Contract Administration/Control)

Manage contract and vendor relationship.
Monitor vendor performance and establish required
corrective actions where appropriate, or manage changes.
Closing

Close Procurements (Contract Closure)

Complete deliverables, settle payment for each contract,
including resolution of any open items to close contracts.

Contract Selection
Fixed Price or Stipulated-Sum Contract
Where a project scope can be clearly defined, a contractor is asked to give one total price for all the
work as stipulated in the contract document. If additional or change of work is required, the owner
must issue a change order that shows the change and an agreed additional cost or saving to the
original contract price.
Cost Reimbursable or Cost Plus Contract
Where project scope cannot be clearly defined, a fixed price may result in a higher than necessary
cost. The contractor has to estimate a number of unknown factors and will generally bid on the high
side. Therefore, in this type of contract the contractor will only charge for the actual work done plus
an agreed percentage for profit. One drawback is you do not know the final cost until the end of the
job. So you need to know that the contractor is reliable and honest, and there is good supervision.
Unit Price Contract

In some projects that may require additional work due to site conditions such as utilities, pipelines
and landscaping, each component of work is priced separately as a unit rate (600mm pipe @ $----/m). The unit rates are multiplied by their quantities to obtain a total cost. If there are changes, it
means that you do not have to negotiate the cost as you can use the agreed unit rate.
Time and Material Contract
This is shown as the third method in PMBOK but it is really a hybrid type of contract that contains
certain aspects of both fixed price and cost reimbursable contracts. The reference to fixed price
relates to the use of fixed unit rates in carrying out work so that the cost can be fixed. This type of
contract is sometimes used when you require an urgent change and an emergency order may be
given for it to be done on a time and materials basis.

Procurement Documents
RFI Request for Information or IFB Invitation for Bid Non-Binding
Usually defines at a higher level of need, or a specific list of products or services required.
Contractors are invited to respond and demonstrate their interest to bid, or provide current market
price list which may not be binding in legal terms or in the court of law.
RFP Request for Proposal Binding
The buyer describes what service or product is required, evaluation criteria and any
assumptions or constraints. The seller is also required to state their qualifications and experience
and how they would accomplish this work, together with the estimated cost and a schedule.
Sometimes the RFP is virtually another way of describing the scope of work. The proposal from
the seller enables the buyer to consider many other factors, in addition to the estimated cost of a
project, when selecting and awarding the contract.
RFQ Request for quotation Binding
This is often used on smaller jobs with less documentation where you need a speedier
response. But the responses will be legally binding.

Contracts
A contract is a legally recognized agreement between two or more people. It is made in order to
protect the reasonable expectation created by the parties. It may be written or verbal but a written
contract is always preferable, as it is very difficult to prove the terms of a verbal contract. For a
contract to be legally accepted, it must contain the following:
An offer and acceptance. An offer is a tentative promise, but once accepted it becomes a
binding contract, providing the other two requirements are met.
Certainty of terms. You may not leave items to future negotiations as it leaves uncertainty
and then it cannot be enforced.
Consideration. In order for a promise to be binding something must be given in return. This
is why some donations are given for one dollar, which enables the donor to incorporate certain
terms to their bequest.
When you buy a car, you will probably make an offer that the dealer writes down. If this is
rejected then you have to start all over again until you receive an acceptance.
The dealer writes down all the information on amounts, trade-ins and extras so that you have
certainty of terms. You agree to pay a certain sum of money and in return you receive a car, now
you have consideration.

Change Control Procedure

Initiator
Business Unit Manager
Requests for Change
EXECUTION

Project Manager
Any of the following:
* Change Request
* Change Notice
* Addendum

Change
Request
Form

Procurement
Management Process
PLAN PROCUREMENT

CONDUCT PROCUREMENT

M & C PROCUREMENT

CLOSE PROCUREMENT

Request For Proposal (RFP)

An RFP should describe the following requirements:
1. Customer objectives.
2. A Statement of Work (SOW). The scope.
3. Customer requirements. All the detailed requirements and characteristics.
4. Deliverables. What, where, when and for how much.
5. Any Items being supplied by the customer.
6. Any approvals required by the customer.
7. Type of contract to be used.
8. Methods of payment.
9. Required schedule or completion date, content and format of proposal
10. Date for submission.
11. May include evaluation criteria such as:

Experience with similar projects

Technical Proposal

Management Experience

Schedule and Cost

A Proposal will often paraphrase the Customers basic requirements and

describe in broad terms how the Consultant or Contractor proposes to meet
these needs. It is then normally organized into three basic sections:
1.
2.
3.

Technical
Management
Cost and schedule

PROJ 421
Project Management
Module 12
Stakeholder Management

Stakeholder
Initiating

Stakeholders: People (Management), Groups (Business Units)

or Organizations (Partners, Regulators)
Stakeholder Registry: Level of Interest & Involvement,
Influence (Impact) on project success, and their Roles

Identify Stakeholders
Analyze impacted Stakeholders and document in a Registry.
Determine what their specific interests are, what they need to
see in the project, and what their participation level is.
Clarify/Negotiate Scope to ensure objectives are met.
Planning

Participation Level in specific activities

by % of Time, Hours/Week, or Schedule

Communication Plan can

be used to document how
and when Stakeholders
are involved/participating

Plan Stakeholder Management

Document how Stakeholders can be engaged effectively.
Based on their areas of interests, determine how and when
they should participate, what requirements are needed for the
scope of work, and how they can approve deliverables.
Execution

Align needs/expectations through meetings, Review/Approve Deliverables

Work with them to address Issues in the Issue Log or Change Requests
Communicate when Issues are resolved or Change Requests approved

Manage Stakeholder Engagement

Based on the Communication Plan, collaborate with all
Stakeholders at appropriate times to ensure participation.
Document all issues and follow through with resolutions.
Monitoring and Controlling

Communicate based on level of interest

Monitor stakeholder participation level
Control gaps or variances impacting project

Control Stakeholder Engagement

Ensure the right information goes to the right stakeholders at
the right time, monitor relationships, and control scope creep.

Power/Interest Grid
With Stakeholders

High
Keep Satisfied

Manage Closely

(e.g. Results)

(e.g. Performance Reports)

Monitor

Keep Informed

(e.g. Issues Log)

(e.g. Status Reports)

Power

Low
Low

Interest

High

This is all part of Effective Communication

Stakeholders Engagement

Stakeholder

Unaware

Current

Resistant

Neutral

Current

C
D

Current

Desired

Supportive

Leading

Action

Desired

Inform & plan jointly

Desired

Plan jointly

Current,
Desired

Stay on course
Address concerns

Stakeholders Engagement Assessment Matrix

Actions lead to Effective Communication