CM 651 PROJECT

MANAGEMENT
Arch. Riza Rizalina Quincina

AGUILA, LIBRANDA, PACAIGUE, SALIENDRA, TINAZA, UY, YARA,

MARIA FATIMA MARK LOUIE FRANCIS JAMAICA JOMAR IAN JHEAN
PART 1 UNDERSTANDING
EXPECTATIONS
THE WHO, WHAT, AND WHY OF YOUR PROJECT
PART 1: UNDERSTANDING EXPECTATIONS

Saliendra, Jamaica C.
 PART 1: UNDERSTANDING EXPECTATIONS

01 Project Management: The Key to Achieving Results

CONTENTS

02 Clarifying What You're Trying to Accomplish -- and Why

03 Knowing Your Project's Audience: Involving the Right People

04 Developing Your Game Plan: Getting from Here to There

Saliendra, Jamaica C.
Chapter 1: Project Management: The Key to Achieving Results

A What exactly is a PROJECT?

B Defining Project Management

C Knowing the Project Manager's Role

D Considering the Life and Times of Your Project

E Anticipating the Most Common Mistakes

F Do I Have What It Takes To Be An Effective Project Manager

Saliendra, Jamaica C.
Chapter 1: Project Management: The Key to Achieving Results

In this chapter,

ü Distinguishing projects
ü Breaking down project management
ü Coming to grips with the project manager's role
ü Cycling through the phases of a projects
ü Eyeing potential problems with your project
ü Examining the requirements of project success

Saliendra, Jamaica C.
Chapter 1: Project Management: The Key to Achieving Results

A What Exactly Is a Project?

Saliendra, Jamaica C.
Chapter 1: A. What Exactly Is a Project?

Large or small, a project always has the following ingredients:

Specific Definite start Established

Outcomes and end date budget

Each ingredient affects the other two.

Saliendra, Jamaica C.
Chapter 1: A. What Exactly Is a Project?

Projects come in a wide assortment of shapes and sizes:

Large or Small Involving many people Defined by Legal Business-related or

• Installing a new subway system, or just you Contract or an Informal Personal
which may cost more than 1 • Training all 10,000 of your Agreement • Conducting your organization's
billion and take 10 to 15 years organization's staff in a new • A signed contract between you topping out/off party is a project.
to complete, is a project afirmative action policy is a and a customer that requires • Having a dinner party for 15
• Preparing a progres report project. you to build a house defines a staff is a project.
monthly, which may take you • Rearranging the furniture and project.
one day to complete, is a equipment in your office is a • An informal promise you make
project project to design your colleague' s
house defines a project.

Saliendra, Jamaica C.
Chapter 1: A. What Exactly Is a Project?

People often confuse two other terms with project:

PROCESS PROGRAM
• A process is a defined set of methods and • A program is a set of combined projects
steps required for completing an action. aimed to fulfil a larger business goal or
The concept of a process is that it is a vision for the organisation
defined pattern/steps that needs to be
followed (without any deviation - no Build! Build! Build! Program
uniqueness)

procurement process, budget process

Saliendra, Jamaica C.
Chapter 1: Project Management: The Key to Achieving Results

B Defining Project
Management

Saliendra, Jamaica C.
Chapter 1: B. Defining Project Management

Project management is the process of guiding a project from its beginning

through its performance to its closure.

Saliendra, Jamaica C.
Chapter 1: B. Defining Project Management

Project Management includes three basic operations:

Specifying the desired results, determining the

schedules, and estimating the resources
PLANNING ORGANIZING CONTROLLING

Defining activities, equipments, information and

people’s roles and responsibilities

Reconfirming people’s expected performances,

monitoring actions and results, addressing
problems, and sharing information with
interested people

Saliendra, Jamaica C.
Chapter 1: B. Defining Project Management

Successfully performing these activities (planning, organizing, controlling)

requires:

Information Accurate, Timely and Complete data for planning

performance monitoring, and final assessment

Communication Clear, open, and timely sharing of information with

appropriate individuals and groups

Team members’ personal promises to produce the

Commitment
agreed- upon results on time and within budget

Saliendra, Jamaica C.
Chapter 1: B. Defining Project Management

Projects are temporary, created to achieve particular results. So when the

results are achieved, the project should end.

But this transitory nature of projects may create some challenges such as the ff:

ADDITIONAL NEW PEOPLE NO DIRECT

ASSIGNMENT ON NEW AUTHORITY
TEAM

Saliendra, Jamaica C.
Chapter 1: Project Management: The Key to Achieving Results

C Knowing the Project

Manager's Role

Saliendra, Jamaica C.
Chapter 1: C. Knowing the Project Manager's Role

LOOKING AT THE PROJECT MANAGER'S TASKS

Saliendra, Jamaica C.
Chapter 1: C. Knowing the Project Manager's Role

LOOKING AT THE PROJECT MANAGER'S TASKS

The key to project success is to be proactive. Instead of waiting for others
to tell you what to do,

Seek out information because you know you need it.

Follow the plan because you believe it’s the best way.
Involve people who you know are important for the project.
Raise issues and risks, analyze them, and elicit support to address them.
Share information with the people you know should have it.
Put all important information in writing.
Commit to your project’s success; ask and expect other people to do the
same.

Saliendra, Jamaica C.
Chapter 1: C. Knowing the Project Manager's Role

STAVING OFF POTENTIAL EXCUSES

Excuse: Our projects are all crises; we have no time

to plan.

Response: Unfortunately, this logic is illogical! In a

crisis, you can’t afford not to plan. Why? Because
you have a critical situation that you have to
address with limited time and resources. You can’t
afford to make mistakes. And acting under
pressure and emotion (the two characteristics of
crises) practically guarantees that mistakes will
occur.

Saliendra, Jamaica C.
Chapter 1: C. Knowing the Project Manager's Role

STAVING OFF POTENTIAL EXCUSES

Excuse: Structured project management is only for

large projects.

Response: No matter what size the project, the

information you need to perform it is the same. What
are you to produce? What work has to be done?
Who’s going to do it? When will it end? Have you met
expectations?

Saliendra, Jamaica C.
Chapter 1: C. Knowing the Project Manager's Role

STAVING OFF POTENTIAL EXCUSES

Excuse: These projects require creativity and new

development. They can’t be predicted with any
certainty.

Response: Some projects are more predictable than

others. However, people awaiting the outcomes still have
expectations for what they’ll get and when. Therefore, a
project with many uncertainties needs a manager to
develop and share initial plans and then assess and
communicate the effects of unexpected occurrences.

Saliendra, Jamaica C.
Chapter 1: Project Management: The Key to Achieving Results

D Considering the Life and

Times of your Project

Saliendra, Jamaica C.
Chapter 1: D. Considering the Life and Times of your Project

Every project, whether large or small, entails five distinct types of work:

Define Perform

Conceive Start Close

Guide your project through the five phases of its life

Chapter 1: D. Considering the Life and Times of your Project

THE CONCEIVE PHASE: In the Beginning...

Decision-makers consider the following two

Conceive questions when deciding whether to move
ahead with a project:

Should we do it?
Are the benefits we expect to achieve worth the
costs we’ll have to pay?

Can we do it?
Is the project technically feasible? Are the
required resources available?

Saliendra, Jamaica C.
Chapter 1: D. Considering the Life and Times of your Project

Define THE DEFINE PHASE: Establish the plan

Include the following in your project plan:

ü An overview of the reasons for your projects
ü A detailed description of results
ü A list of all work
ü The roles you and your team members will play
ü A detailed project schedule
ü Budgets for required personnel, funds, equipment, facilties and
information
ü Assumptions

Libranda, Mark Louie

Chapter 1: D. Considering the Life and Times of your Project

Define THE DEFINE PHASE: Establish the plan

q Always put our plans in writing.

q The success of your project depends on the CLARITY and
ACCURACY of your plan.
q Be sure your project's drivers and supporters review and approve
the plan in writing.

Often the pressure to get fast results encourages people to skip the
planning and get right to the tasks. This strategy can create a lot of
immediate activity, but it also creates significant chances for waste
and mistakes.

Libranda, Mark Louie

Chapter 1: D. Considering the Life and Times of your Project

THE START PHASE: Get ready, Get set

Preparing project work requires the following:

Start
o Assigning people to all project roles:
Identify the individuals who’ll perform the project work and negotiate
agreements to assure they’ll be available to work on the project team.
o Giving and explaining tasks to all team members:
Describe to each team member the work that he or she is to produce and how
the team members will coordinate their efforts.
o Defining how the team will perform the necessary tasks:
Decide how the team will handle routine communications, make different
project decisions, and resolve conflicts.

Libranda, Mark Louie

Chapter 1: D. Considering the Life and Times of your Project

THE START PHASE: Get ready, Get set

Preparing project work requires the following:

Start
o Setting up necessary tracking systems:
Decide which system(s) and accounts you’ll use to track schedules,
work effort, and expenditures.
o Announcing the project to the organization:
Let the necessary people know that your project exists, what it will produce, and
when it will begin and end.

Libranda, Mark Louie

Chapter 1: D. Considering the Life and Times of your Project

Perform THE PERFORM PHASE: Go!

This phase entails the following:

o Doing the tasks:
Perform the work that’s in your plan.
Continually comparing performance with plans:
Collect information on outcomes, schedule achievements, and resource
expenditures; identify deviations from your plan; and develop corrective actions.
o Fixing problems that arise:
Change tasks, schedules, or resources to bring project performance back on
track with the existing plan, or nego- tiate agreed-upon changes to the plan
itself.
o Keeping everyone informed:
Tell people about the team’s achieve- ments, project problems, and necessary
revisions to the established plan.
Libranda, Mark Louie
Chapter 1: D. Considering the Life and Times of your Project

THE CLOSE PHASE: Stop!

o Get your clients’ approvals of the final results.

Close o Close all project accounts (if you’ve been charging time and
money to special project accounts).
o Help people move on to their next assignments.
o Hold a postproject evaluation to recognize project
achievements and to discuss lessons you can apply to the next
project. (At the very least, make informal notes about these lessons and how
you’ll use them in the future.)

Libranda, Mark Louie

Chapter 1: Project Management: The Key to Achieving Results

E Anticipating the Most

Common Mistakes

Libranda, Mark Louie

Chapter 1: E. Anticipating the Most Common Mistakes

The short-term pressures of your job may encourage you to act today in ways
that cause you to pay a price tomorrow.

Libranda, Mark Louie

Chapter 1: E. Anticipating the Most Common Mistakes

Jumping directly from the conceive

phase to the perform phase Omitting the start phase completely
You have an idea and your Time pressure is often the culprit here.
project’s on a short schedule. Why People don’t appreciate the need
not just start doing the work? Sounds to define procedures and rela-
good, but you haven’t defined the tionships before jumping into the
activities! actual project work.

Shortcuts

Jumping into the work when you join the

Only partially completing the close
project during the start phase
phase
The plan has already been developed,
At the end of one project, you often
so why go back and revisit the conceive
move right on to the next. Scarce
and define phases?
resources and short dead- lines
encourage this, and a new project is
always more challenging than
wrapping up an old one.

Libranda, Mark Louie

Chapter 1: Project Management: The Key to Achieving Results

Do I Have What It Takes to Be

F an Effective Project Manager?

Libranda, Mark Louie

Chapter 1: F. Do I Have What It Takes to Be an Effective
Project Manager?

Questions Answers

Are you more concerned about being Although maintaining good working relations
everyone’s friend or getting a job done right? is important, the project manager often must
make decisions for the good of the project
that some people don’t agree with.

Do you prefer to do technical work or Most project managers achieved their

manage other people doing tech- nical work? position because of their strong performance
on technical tasks. However, after you
become a project manager, your job is to
encourage other people to produce high-
quality technical work rather than to do it all
yourself.

Libranda, Mark Louie

Chapter 1: F. Do I Have What It Takes to Be an Effective
Project Manager?

Questions Answers

Do you think the best way to get a tough task Believing in yourself is important. However, the
done is to do it yourself? project manager’s task is to help other people
develop to the point where they can perform
tasks with the highest quality.

Do you prefer your work to be predictable or The project manager tries to minimize
constantly changing? unexpected problems and situa- tions through
responsive planning and timely control.
However, when problems do occur, the
project manager must deal with them
promptly to minimize their impact on the
project.

Libranda, Mark Louie

Chapter 1: F. Do I Have What It Takes to Be an Effective
Project Manager?

Questions Answers

Do you prefer to spend your time developing Though coming up with ideas can help your
ideas instead of explaining those ideas to project, the project man- ager’s main
other people? responsibility is to ensure everyone correctly
understands all ideas that are developed.

Do you handle crises well? The project manager’s job is to provide a cool
head to size up the situa- tion, choose the
best action, and encourage all members to
do their parts in implementing the solution.

Libranda, Mark Louie

Chapter 1: F. Do I Have What It Takes to Be an Effective
Project Manager?

Questions Answers

Do you prefer to work by yourself or with Self-reliance and self-motivation are important
others? characteristics for a pro- ject manager.
However, the key to her success is to facilitate
interaction among a diverse group of
technical specialists.

Do you think you shouldn’t have to monitor Although you may feel that honoring one’s
people after they’ve promised to do a task for commitments is a fundamen- tal element of
you? professional behavior, the project manager
should ensure that people maintain their focus
and should model how to cooperatively work
with others.

Libranda, Mark Louie

Chapter 1: F. Do I Have What It Takes to Be an Effective
Project Manager?

Questions Answers

Do you believe people should be self- They should be, but the project manager
motivated to perform their jobs? should encourage them to remain motivated
by their job assignments and related
opportunities.

Are you comfortable dealing with people at The project manager deals with people at all
all organizational levels? levels, from upper manage- ment to support
staff, who perform project-related activities.

Libranda, Mark Louie