ETHIOPIAN ROADS AUTHORITY

PROJECT MANAGEMENT TRAINING

MATERIAL

MODULE No. 2: PROJECT MANAGEMENT FRAMEWORK

• Project Initiation
• Project Planning
• Project Execution
• Monitoring and Controlling
• Project Closing
• Role, Responsibilities and Skills of a Project Manager

Prepared by: Wubishet Dessalegn

Addis Ababa, Ethiopia

February, 2021
 Table of Contents
1. PROJECT MANAGEMENT FRAMEWORK ............................................................................................1
1.1 The Project Management Life Cycle (Phases) ....................................................................................1
1.1.1 Initiation Phase ........................................................................................................................... 2
1.1.2 Planning Phase .......................................................................................................................... 2
1.1.3 Implementation (Execution) Phase ......................................................................................... 3
1.1.4 Monitoring and Controlling Phase ........................................................................................... 3
1.1.5 Closing Phase ............................................................................................................................ 4
2. PROJECT INITIATION................................................................................................................................4
2.1 Project initiation process – 6 key steps to follow.................................................................................5
2.1.1 Creating a business case ......................................................................................................... 5
2.1.2 Conducting a Feasibility Study................................................................................................. 5
2.1.3 Establishing a Project Charter ................................................................................................. 6
2.1.4 Identifying stakeholders and making a stakeholder register ............................................... 7
2.1.5 Assembling the team and establishing a project office ........................................................ 7
2.1.6 Final review ................................................................................................................................. 7
3. PROJECT PLANNING ................................................................................................................................7
3.1 Details of Project Planning .....................................................................................................................8
3.1.1 Develop Project Delivery Plan ................................................................................................. 8
3.1.2 Project Delivery Approach ........................................................................................................ 8
3.1.3 Project Delivery Plan and Project Execution Plan Relationship ......................................... 9
3.1.4 Plan Scope Management ....................................................................................................... 10
3.1.5 Plan Work .................................................................................................................................. 10
3.1.6 Work Breakdown Structure .................................................................................................... 11
3.1.7 Plan Schedule Management .................................................................................................. 12
3.1.8 Plan Cost Management .......................................................................................................... 13
3.1.9 Plan Quality Management ...................................................................................................... 14
3.1.10 Resource Management Planning .......................................................................................... 17
3.1.11 Plan Communication Management ....................................................................................... 17
3.1.12 Plan Risk Management ........................................................................................................... 18
3.1.13 Plan Integrated Change Control Management .................................................................... 20
3.1.14 Plan Health, Safety, Security, and Environmental Management...................................... 21
3.1.15 Plan Commissioning ................................................................................................................ 22
 3.1.16 Plan Close-out .......................................................................................................................... 22
3.1.17 Update Project Delivery Plan ................................................................................................. 23
4. PROJECT EXECUTION ...........................................................................................................................23
4.1 Details of Executing Process Group ...................................................................................................24
4.1.1 Acquire Project Team .............................................................................................................. 24
4.1.2 Develop Team Charter (Task Assignment) ......................................................................... 24
4.1.3 Manage Project Team ............................................................................................................. 25
4.1.4 Direct and Manage Work ........................................................................................................ 25
4.1.5 Manage the Project Delivery Plan ......................................................................................... 26
4.1.6 Manage Quality ........................................................................................................................ 30
4.1.7 Manage Communications ....................................................................................................... 31
4.1.8 Manage Stakeholder Expectations ....................................................................................... 32
5. MONITORING AND CONTROLLING .....................................................................................................32
5.1 Monitoring and Control Processes ......................................................................................................33
5.1.1 Monitoring and Controlling Project Work .............................................................................. 33
5.1.2 Integrated Change Control ..................................................................................................... 33
5.1.3 Scope Verification .................................................................................................................... 34
5.1.4 Scope Control ........................................................................................................................... 34
5.1.5 Schedule Control...................................................................................................................... 34
5.1.6 Cost Control .............................................................................................................................. 35
5.1.7 Performing Quality Control ..................................................................................................... 35
5.1.8 Managing the Project Team ................................................................................................... 36
5.1.9 Performance Reporting ........................................................................................................... 36
5.1.10 Managing Stakeholders .......................................................................................................... 36
6. PROJECT CLOSING ................................................................................................................................37
6.1 Steps for properly closing a project .....................................................................................................37
6.1.1 Transfer all deliverables .......................................................................................................... 37
6.1.2 Complete the contracts ........................................................................................................... 37
6.1.3 Disband/demobilize the team ................................................................................................. 37
6.1.4 Document all learnings............................................................................................................ 38
6.1.5 Celebrate success with the project team ............................................................................. 38
7. ROLE, RESPONSIBILITIES AND SKILLS OF A PROJECT MANAGER ........................................38
7.1 Role of the Project Manager ................................................................................................................38
 7.1.1 Integrator ................................................................................................................................... 39
7.1.2 Communicator .......................................................................................................................... 40
7.1.3 Leader ........................................................................................................................................ 40
7.2 Responsibilities of the Project Manager .............................................................................................42
7.3 Management Skills ................................................................................................................................43
7.4 Influence and Power of the Project Manager ....................................................................................45
7.5 Placing roles, responsibilities and skills together ..............................................................................46

List of Tables

Table 1: Quality assurance and Quality Control ................................................................................... 16

Table 2: The five processes in risk management ................................................................................. 18
Table 3: Contract administrator responsibilities................................................................................... 27

List of Figures

Figure 1: Project Life Cycle .............................................................................................................................. 2

Figure 2: Project initiation steps ...................................................................................................................... 5
Figure 3: Task Components Integrated into the Project Management Approach.................................. 11
Figure 4: Example Microsoft Project Gantt chart ........................................................................................ 13
Training Module No. 2
Project Management Framework

1. PROJECT MANAGEMENT FRAMEWORK

A project management framework is a set of standard project management processes

mentioned above, templates and tools that can be used to initiate, plan, execute, control
and close a project. It consists of the processes, tasks, and tools used to take a project from
start to finish. It encompasses all the key components required for planning, managing, and
governing projects. Having such a framework in place facilitates decision making,
communication, and coordination across all projects in a portfolio and, in turn, contributes to
governance and management rigour. Ultimately, this results in a more efficient use of
corporate resources.

The project management framework can be broken into three parts:

Project lifecycle: This is the cycle a project goes through from beginning to end which
consists of five phases:

• Initiation
• Planning
• Execution
• Monitoring & controlling
• Closure

Project control cycle: The control cycle is the process of monitoring and controlling the
project.

Tools and templates: Project plans, project management reports, and risk logs are
common tools and templates used for managing projects.

The purpose of PM framework is to:

• Simplify and assist with sharing information on project management best practices,
approaches, tools, templates and samples.
• Create and share an understanding of the best practices for planning & management
for all types and kinds of project, including IT projects, construction projects, etc.
• Improve the level of competence
• Contribute to setting common standards and requirements for various projects and
establishing common terminology.

1.1 The Project Management Life Cycle (Phases)

As described earlier every project has a beginning, a middle period during which activities
move the project toward completion, and an ending (either successful or unsuccessful). A

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standard project typically has the following four major phases (each with its own agenda of
tasks and issues): initiation, planning, implementation, and closure. Taken together, these
phases represent the path a project takes fr om the beginning to its end and are generally
referred to as the project “life cycle.”

Figure 1: Project Life Cycle

1.1.1 Initiation Phase

During the first of these phases, the initiation phase, the project objective or need is
identified; this can be a business problem or opportunity. An appropriate response to the
need is documented in a business case with recommended solution options. A feasibility
study is conducted to investigate whether each option addresses the project objective and a
final recommended solution is determined. Issues of feasibility (“can we do the project?”)
and justification (“should we do the project?”) are addressed.

Once the recommended solution is approved, a project is initiated to deliver the approved
solution and a project manager is appointed. The major deliverables and the participating
work groups are identified, and the project team begins to take shape. Approval is then
sought by the project manager to move onto the detailed planning phase.

1.1.2 Planning Phase

The next phase, the planning phase, is where the project solution is further developed in as
much detail as possible and the steps necessary to meet the project’s objective are
planned. In this step, the team identifies all of the work to be done. The project’s tasks and
resource requirements are identified, along with the strategy for producing them. This is also
referred to as “scope management.” A project plan is created outlining the activities, tasks,

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dependencies, and timeframes. The project manager coordinates the preparation of a

project budget by providing cost estimates for the labour , equipment, and materials costs.
The budget is used to monitor and control cost expenditures during project implementation.
At this point, the project would have been planned in detail and is ready to be executed.

1.1.3 Implementation (Execution) Phase

During the third phase, the implementation phase, the project plan is put into motion and the
work of the project is performed. It is important to maintain control and communicate as
needed during implementation. Progress is continuously monitored and appropriate
adjustments are made and recorded as variances from the original plan. In any project, a
project manager spends most of the time in this step.

During project implementation, people are carrying out the tasks, and progress information
is being reported through regular team meetings. The project manager uses this information
to maintain control over the direction of the project by comparing the progress reports with
the project plan to measure the performance of the project activities and take corrective
action as needed. The first course of action should always be to bring the project back on
course (i.e., to return it to the original plan). If that cannot happen, the team should record
variations from the original plan and record and publish modifications to the plan.
Throughout this step, project sponsors and other key stakeholders should be kept informed
of the project’s status according to the agreed-on frequency and format of communication.
The plan should be updated and published on a regular basis.

Status reports should always emphasize the anticipated end point in terms of cost,
schedule, and quality of deliverables. Each project deliverable produced should be reviewed
for quality and measured against the acceptance criteria. Once all of the deliverables have
been produced and the customer has accepted the final solution, the project is ready for
closure.

1.1.4 Monitoring and Controlling Phase

During this fourth phase, Monitoring and controlling phase, all the tasks and metrics are
overseen to ensure that the approved and authorized project is within the scope, on time,
and on budget so that the project proceeds with minimal risk. Monitoring and
Controlling process is continuously performed throughout the life of the project. As evident
from the title itself, it’s a process that tracks the actual project performance with the planned
project management activities. Manage and Control process is a control function that takes
place at all stages of the project - from Initiation through Closing. The key benefit of this
process is that it allows the Stakeholders to understand the current state of the project, the
steps taken, and budget, schedule, and scope forecasts.

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Through the process of Monitor and Control, the project manager must be in a position to
balance the requirements that arise from different knowledge areas. For example, the
project manager can undergo situations, where a project is completed on-time, but, it has
failed to meet the quality standards mentioned in the project management plan. Likewise,
the project might have a significant scope, but unfortunately, it has exceeded the time and
cost limit. Hence, the process of monitoring and controlling project work is considered
extremely important.

1.1.5 Closing Phase

During the final closure, or completion phase, the emphasis is on releasing the final
deliverables to the customer, handing over project documentation to the client, terminating
supplier contracts, releasing project resources, and communicating the closure of the
project to all stakeholders. The last remaining step is to conduct lessons-learned studies to
examine what went well and what didn’t. Through this type of analysis, the wisdom of
experience is transferred back to the project organization, which will help future project
teams.

2. PROJECT INITIATION

The project initiation phase is the first phase within the project management life cycle, as it
involves starting up a new project. Within the initiation phase, the business problem or
opportunity is identified, a solution is defined, a project is formed, and a project team is
appointed to build and deliver the solution to the project issues. A business case is created
to define the problem or opportunity in detail and identify a preferred solution for
implementation. The business case includes:

• A detailed description of the problem or opportunity with headings such as

Introduction, Project Objectives, Problem/Opportunity Statement, Assumptions, and
Constraints
• A list of the alternative solutions available
• An analysis of the project benefits, costs, risks, and issues
• A description of the preferred solution
• Main project requirements
• A summarized plan for implementation that includes a schedule and financial
analysis

The project sponsor/client then approves the business case, and the required funding is
allocated to proceed with a feasibility study. It is up to the project sponsor to determine if the
project is worth undertaking and whether the project will be feasible. The completion and
approval of the feasibility study triggers the beginning of the planning phase. The feasibility

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study may also show that the project is not worth pursuing and the project is terminated;
thus the next phase never begins.

2.1 Project initiation process – 6 /key steps to follow

Now that we have established what project initiation is and why it is so important, it’s time to
see what are the key steps in the project initiation checklist and how effective managers
initiate their projects. The following six key steps are to be followed in the project initiation as
shown in fig. 2.

Figure 2: Project initiation steps

2.1.1 Creating a business case

The business case is an important document that explains how the project’s goals align with
the company’s long-term plans. This document explains why the company / organization
should spend its technical, financial, and human resources on the specific project. In ERA’s
case the document that will be prepared by either planning directorate or responsible
directorate of road asset management shall include and describe the list of projects that will
be planned to be implemented.

An ideal business case does not talk about any technical details of the project and focuses
solely on the business aspects. It is made to convince the upper-management to approve
the project and answers their concerns related to possible financial and business-related
risks.

2.1.2 Conducting a Feasibility Study

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After the approval of the business case, the next step is to determine the likelihood of the
project’s success after considering all the factors. This study identifies the high-level
constraints and assumptions of the project and decides whether the project is worth it or not.

In ERA’s case the feasibility of projects shall be done coupled with the design and the
business case is development shall be prepared after ensuring the feasibility of the projects
and mostly after completion of the design. With regard to road asset, the lists of prioritized
projects are selected and list of the proposed projects are described in the business case
and be ready for implementation during this initiation phase.

2.1.3 Establishing a Project Charter

The project charter is perhaps the most comprehensive and important part of the project
initiation process. It answers the 3 Ws to identify the scope/objective, team members, and
the possible timeframe of the project.

The Project Charter initiates the transition from the pre-project phase to project initiation
phase. It formally authorizes the project to proceed and forms the agreement between the
Project Manager and the Project Sponsor. It functions like a work-order by setting out the
high-level expectations for delivery and commits the organization to providing the identified
capital (and/or operating) budget, resources, and project support. The completed Project
Charter provides a clear set of expectations and is used to develop the Project Delivery
Plan, which is the baseline for monitoring progress and performance. The charter is, in
some ways, the first document of the project that identifies the necessary details like the
goals and the constraints of the project. It also identifies the project scope and lists the
required resources for the completion of the project. For the world bank financed road
projects the project charter shall be prepared in the form of project appraisal documents
(PAD) which shall be included in the credit agreement that will be made between the
government (Ministry of finance) and the World Bank.

The Project Charter is developed from existing information, which may be known at the
initiation phase only at a high level. At a minimum, the Project Charter should provide the
following information:

• A project definition and estimated costs from the Business Case.

• The approved capital (and/or operating) budget and any anticipated

commitments, allowances, and contingencies identified.

It is imperative that the Project Charter be endorsed by the Project Sponsor and the Project
Manager. After this mutual agreement, the Project Charter provides the basis for the Project
Manager to develop the Project Delivery Plan.

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2.1.4 Identifying stakeholders and making a stakeholder register

Communication and negotiations are a huge part of effective project management and a
large part of a project manager’s time is usually spent dealing with stakeholders. As
described earlier in detail and as identified in Project Management Body of knowledge
(PMBOK) stakeholders are defined as anyone who can be influenced or has an influence on
the project. Project stakeholders can either be internal or external and each type has its own
communication requirement.

It’s the responsibility of the project manager to ensure the means and frequency of the
communication with each stakeholder according to their influence and interest in the project.
A common practice is to maintain a stakeholder register or a stakeholder map to decide the
frequency and means of communication for each stakeholder according to their influence
and interest in the project.

2.1.5 Assembling the team and establishing a project office

No project can be started without a project team. Assembling a working project team and
assigning them roles and responsibilities is a vital part of the project initiation phase.
Assigning roles and responsibilities early on also increases the overall accountability of the
entire team and can help you as a manager in the later phases of the project life cycle.

For ERA projects the project duties and responsibilities with a proper task assignment is
provided to the owners of the task, i.e. to the DDGs of Road Asset Management and
Contract Implementation for the maintenance and construction projects respectively.

2.1.6 Final review

After performing everything, it’s a good practice to review the entire project initiation stage to
ensure you missed nothing. In later stages, you’ll continue reviewing your work as
monitoring and controlling is one of the five phases of the project management life cycle.

3. PROJECT PLANNING

A project plan, also known as the project management plan, is the document that describes
how the project will be executed, monitored, and controlled, and closed. It is the second of
the five project management process groups. It outlines the objectives and scope of the
project and serves as an official point of reference for the project team, larger company, and
stakeholders. It’s created during the project planning phase and is a compilation of several
other documents. It is more than just a schedule or a task list, though it does include those

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things. The project management plan is formally approved at the beginning of the project
and then progressively updated throughout the course of the project.

Planning is a critical component in Project Delivery. While improper planning is the number
one reason for poor performance, high-quality planning is the most effective way to increase
the chance of exceeding expectations.

The purpose of this process group is to establish the total scope of effort, define and refine
the objectives, and develop the course of action required to attain those objectives.

These processes develop the Project Delivery Plan and the project documents used to
manage the project. The Project Delivery Plan is continually refined through progressive
elaboration as more project information are collected and understood and by incorporating
the changes that occur throughout the project lifecycle.

3.1 Details of Project Planning

3.1.1 Develop Project Delivery Plan

The Project Delivery Plan (PDP) is a comprehensive document that describes how
processes will be executed for a specific project management process in the delivery of a
project. The PDP is a compendium of subsidiary plans based on the project management
processes.

The initial Project Delivery Plan is where the Project Manager presents their project
understanding and project delivery approach, to the Project Sponsor. In reviewing and
approving the Project Delivery Plan, the Project Sponsor ERA, ERA Construction Project
Management Deputy Director General or Road Asset management Deputy Director General
accepts the project delivery approach and project resource requirements. The Project
Sponsor may reject all or parts of a Project Delivery Plan and request revisions for better
alignment of resources with the Business Case.

After approval, the Project Delivery Plan becomes the roadmap for executing, monitoring,
controlling, and reporting on project work. Use the Project Management Checklist tool to
assist Project Managers by verifying whether everything required for a successful project
has been considered and/or planned for.

3.1.2 Project Delivery Approach

The Project Delivery Plan applies to two project delivery approaches:

1. Consultant Delivered Projects:

The Consultant has a sub-project within the ERA’s project.

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The ERA’s Project Delivery Plan defines the nature and extent of the Consultant’s services;
however, the Consultant provides the details of the product planning and associated Project
Management in a Project Execution Plan (PXP), which complements the Project Delivery
Plan (PDP);

2. In-House Delivered Projects: The Project Delivery Plan includes product planning
and delivery details.

In either project delivery approach, the Project Delivery Plan encompasses the ERA’s
Project Planning.

3.1.3 Project Delivery Plan and Project Execution Plan Relationship

If the project is to be Consultant-delivered, the Consultant will develop a detailed Project

Execution Plan (PXP) also known as Consultant Delivered Project Delivery Plan with a
Breakdown Structure (WBS), schedule, and task descriptions for their specified deliverables
based on the Project Management Manual.

The ERA’s Project Delivery Plan will identify the Consultant’s deliverables (i.e.: Design
review report), the ERA’s deliverables and tasks associated with each Consultant
deliverable, for example, Consultant contract (deliverable) – soliciting, awarding, and
contract administration (activities)

i. How to Prepare a Project Delivery Plan?

The Project Delivery Plan is articulated by developing project specific, detailed processes,
based on the following processes, listed below:

• Scope Management

• Work Breakdown structure

• Schedule Management (including identification of the critical path)

• Cost Management (budget and cost per deliverable)

• Quality Management

• Resource Management (human & other material resources)

• Communications Management (Public Engagement)

• Risk Management

• Issue Management

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• Procurement Management

• Change Control Management (integrated change control)

• Issue Management

• Health, Safety, Security, and Environment (HSSE) Management

• Commission

• Close-out

The Project Delivery Plan provides the baselines that are used for monitoring and controlling
the project.

3.1.4 Plan Scope Management

Scope is an important aspect in project management, as without scope being defined, it is

difficult to estimate cost or time required to complete the project. Scope management
documents how the project scope will be defined, validated and controlled throughout the
project.

Scope Management is the collection of processes used to ensure that the project includes
all the tasks required to complete the project while excluding all work which is out of scope.
The Scope Management Plan details how the project scope will be defined developed,
monitored, controlled and validated.

The Project Manager is responsible for developing details of the scope defined in the
Business Case and Project Charter. The Project Charter describes the product, service, or
result to be delivered, and may identify key project objectives and deliverables. Further
project development includes identification of the project delivery approach, project
implementation phases, and support service requirements.

If the deliverables change during the project, a review using the change control process is
warranted.

3.1.5 Plan Work

Planning work involves development of a number of project management and product work
plans for a defined scope. The work plan is a collection of all the project components,
arranged according to a Work Breakdown Structure (WBS). The work planning process
requires hands-on effort by the Project Manager, expert judgment and preferably with input
from an experienced team.

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A commonly used project planning tool is Microsoft Project. In general, this can occur
seamlessly. For Microsoft Project, the task can refer to phases or deliverables or work
packages. Each phase can be broken down to deliverables, a deliverable to work packages,
etc.

The tasks or activity for each deliverable will have: a work description which defines the
effort required for specific outcomes or deliverables;

1. a work description which defines the effort required for specific outcomes or
deliverables;

2. resources (people and time) required; and

3. a schedule.

Each of these three parts is essential for effective planning, monitoring, and controlling of
projects. A change to any one of these will result in a change in one or both of the others.
The three parts are integrated in the project management approach shown in Figure 3.

Figure 3: Task Components Integrated into the Project Management Approach

3.1.6 Work Breakdown Structure

The Work Breakdown Structure (WBS) is a deliverable-oriented representation of the work.

It presents a hierarchal view of the project comprising the total project as defined in the
scope statement. The WBS subdivides the project into smaller packages for effective
planning, management and delivery of the work. All projects require a Work Breakdown
Structure.

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Creating a WBS is the process of sub-dividing the deliverables and project work into
increasingly smaller and more manageable components. Work packages are at the lowest
level and are defined such that they can be scheduled, estimated, monitored and controlled.

The WBS provides the formal record of deliverables and associated costs. Deliverables for
a project are fixed and can only be changed through the change control process. Activities,
on the other hand, are what is required to produce the deliverables; and, within limits, can
change during the delivery of the work.

Various layouts are commonly used for the WBS. Selecting a WBS layout depends on the
type and nature of the project, with the level of detail being based on the complexity of the
project. The project delivery aligns with the Project Delivery Framework. It includes a series
of levels, starting from the top and cascading down.

• Top level is the project

• Next level down is project phases

• Next level down is specific project or product deliverables

• Next level down is work packages at the lowest level

3.1.7 Plan Schedule Management

The schedule is developed by the Project Manager at the outset of the project and reported
in the Project Delivery Plan (PDP), is the master schedule for the entire delivery chain and
encompasses all the project components whether in detail or rolled up. The schedule must
commence from the date the Project Charter is approved and continue to the end of the
Project Close-out phase. There may be multiple sub-schedules within the overall master
schedule for delivery of various components, with the level of detail depending on the
purpose of the schedule.

The schedule, prepared with the Project Delivery Plan as well as schedules incorporated
into consulting and construction contracts are the baselines for monitoring and control.
Project progress is measured against these schedules, and these schedules can only be
revised through a formal authorization through the change control process.

a) GANTT Chart Schedule

The Gantt chart is the basic schedule used on most projects. It provides a graphic display of
schedule information with bars representing work durations on a timeline for a series of
activities.

The Gantt Chart schedule is developed by:

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1. Sequencing the WBS Activities: The logical relationships between the activities must
be identified. Most projects will have relationships where one activity cannot
commence until a previous one has been completed, or where one activity must
follow another one.

2. Defining Project Milestones: A milestone is a significant point or event in the project,

this may be a completion date, required in-service date, contractual date, or a
combination of dates.

3. Estimating Activity Resources and Durations: The activity durations and material
delivery times must be identified and considered in scheduling. The activity durations
will depend on the resources available and level of effort, and is closely tied to the
process of creating a Project Team.

4. Developing the Schedule: This is the process of analyzing the inputs and creating a
schedule. This is often an iterative process until the best fit is achieved. Scheduling
software, such as Microsoft Project, provides a valuable tool for this process.

Figure 4: Example Microsoft Project Gantt chart

3.1.8 Plan Cost Management

Plan Cost Management defines how the project costs will be estimated, budgeted, managed
and monitored and controlled throughout the project lifecycle.

Estimating costs is the process of developing an approximate value of the monetary value
needed to complete the project component. The initial cost estimate is provided from the
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Business Case, developed in the pre-project phase and updated by the Project Manager
based on development of the Project Delivery Plan. As the project proceeds and additional
information becomes available, the Project Manager will also be responsible for developing,
updating, compiling and reporting a number of intermediate cost estimate updates at
different phases of the project for input to approval processes.

Some of the cost group includes:

• Project Management Costs

• Land Acquisition and Expropriation Costs

• Consulting Service Fees

• Product Cost

• Other Incidental Costs and Fees

• Cost Escalation

• Contingency Allowances

• Capital Cost Allowance

• Risk Reserve Contingency

• Management Reserve

3.1.9 Plan Quality Management

Quality – the degree to which the project fulfills requirements as intended in the Business
Case – is one of the four project objectives. Poor quality can affect project delivery success,
the product function, performance, lifecycle costs, and customer satisfaction.

The quality management process is to identify the quality requirements and standards that
will be used on the project. The documenting of how the project will demonstrate
compliance with those quality requirements.

The quality assurance and quality control processes are required for every project. The
expectation is for the Project Manager to use these tools to plan, arrange, monitor, and
administer the project to a standard that meets the project quality requirements.

The Quality Assurance Plan and Quality Control Plan, and their monitoring may be assigned
to a QA/QC Manager or be undertaken by the Project Manager. Reviews must be
undertaken by someone other than the person who performed the work.

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How to Plan Quality Assurance?

The Project Sponsor, Project Manager, and Project Team are to provide quality assurance
throughout all project phases, regardless of the delivery method. The Project Manager
promotes quality assurance by ensuring Project Team members follow a quality process.

The Quality Management Plan will include specific processes for checking the work,
outputs, and deliverables. The Project Manager coordinates the internal reviews and clearly
defines reviewer expectations.

Formal quality assurance reviews may include:

• The Project Sponsor utilizing the Project Management Checklist template to ensure
the Project Manager is following the processes outlined.

• Project Sponsor review and sign-off of the Project Delivery Plan (PDP) at phase
gates or control points for large projects.

• Review of technical memoranda and reports, which are typically submitted as drafts
and updated to final documents after the review.

• Staged reviews for large and complex projects; this may include splitting the product
lifecycle into multiple phases: for example, splitting preliminary design into conceptual
and functional design.

• For detailed design, sequential design reviews at the 30, 60, and 99 percent
complete steps are common.

The Quality Management Plan identifies the process, who will participate in the reviews, and
includes updated review schedules. The Project Manager needs to define the review period
expectations so that the Project Team can properly plan and schedule its input.

The Project Manager is responsible for initiating corrective action when the quality
assurance objectives are not met.

How to Plan Quality Control?

Quality control applies to meeting identified project quality requirements for both project
management and product delivery. The project quality requirements define the specific
quality control processes and activities that need to be undertaken to ensure the product,
service, or result is meeting the specification identified.

This is a monitoring and control process, and is where every deliverable is inspected,
measured in some way, and tested.

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The quality control process:

• checks that the results conform to quality requirements (standards)

• covers both the project and its products through the project

• detects if any defects are found, then they will need to be corrected

• needs to identify what the process is to address non-conformance

How to Develop a Product Quality Control Plan?

A Product Quality Control Plan includes processes for adherence to the quality
requirements for the following:

• Quality control review and inspection events

• Procedures for reviews and inspections

• Timing of quality control events and identification of reviewers and inspectors

• Checklists and forms for event tracking and documentation

• Quality metrics for comparison of results

• Process for addressing deficiencies, corrective actions and non-conformance

• Quality control sign-off forms

Example of Project Quality Management Plan

The following table (table 1) is illustrates an example of how the three quality elements
integrate.

Table 1: Quality assurance and Quality Control

Quality Requirement Quality Assurance Quality Control

Follow the Project Project Sponsor to utilize the Phase Gate and/or or
Management Guide Project Management Checklist Control Point reviews.
template to ensure the processes
are followed. Sign-off on key deliverables

Develop a Training The Project Manager would review

Plan the training to ensure the processes
outlined are being followed.

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Quality Requirement Quality Assurance Quality Control

Concrete meets a The Contract Administrator ensures Concrete tests. Concrete

specific Ethiopian that the Consultant, Contractor and test results. Non-
Standards …….. supplier are aware and follow the conformance identification
Ethiopian Standards ……..standard and actions.
(process).

3.1.10 Resource Management Planning

Resource Management planning includes the processes of estimating, acquiring, managing

and utilizing resource types, such as labor, equipment and materials, and providing a
schedule for the consumption of each resource respectively.

A resources plan is recommended for each project to define the specific organizational
features and identify physical resources required and human resources assigned.

Human Resources are grouped into two subsets:

1. Project Management Team – Responsible for leadership and for carrying out the
initiating, planning, executing, monitoring, controlling, and closing project
management processes throughout the project phases.

2. The Product Team – Technical in nature, and is responsible for delivering the
product, including studies, designs, and construction, or for providing other types of
products, services, or results.

The resources plan includes the following components:

• An organization chart

• A list of roles and responsibilities for the project positions

• A resource matrix detailing the time allocations for each individual on a task-
by-task basis

y
3.1.11 Plan Communication Management

Communications planning is the process of determining the project information needs and
defining the approaches to be used. The communications plan documents the project
approach, with the information in a specific format, provided at the right time, and limited to
only what is needed. The Project Manager is responsible for the project communications
plan.

i. Develop a Stakeholder Assessment

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Assessment of the project stakeholders is critical to the Project Manager and the Project
Team in understanding who is impacted, what their impact is, their importance and
influence, and how the stakeholders will be managed. Some of the questions to ask about
the overall project and various decisions being made within the project include:

• How interested will the community be?

• What information do we need from the community?

• What issues or historical factors should be considered?

• What are the risks of engaging the community?

What opportunity exists to adjust the scope of the project to respond to newly identified
community perspectives?

• Who are the obvious and not-so obvious stakeholders?

Assessing stakeholder interests in the project requires consideration of the project

objectives, as well as an exploration of unintended issues that the project might impact.

ii. Develop a Communications Plan

The information needs and the distribution methods for project communications vary widely
for different types of projects, and must be developed for each project. The core of the
communications plan defines who will communicate with whom (stakeholder assessment)
and who will receive what information when (communications plan). An essential output
from the communication planning process will be defining a balance between too much or
too little communication.

3.1.12 Plan Risk Management

Plan risk management is the process of defining how to conduct risk management activities
for a project.

Risk is inherent in delivery of all projects, and risk management must be applied to all major
projects. The objective of risk management is to reduce the chance that the project will not
meet its goals and objectives.

Table 2: The five processes in risk management

Process Process Description

1. Identify risks This process identifies risks and documents their characteristics.
Each risk must relate to at least one of the project objectives
(cost, scope, schedule, and quality). Risks are recorded in a Risk

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Process Process Description

Analysis and Evaluation Risk template that will be further

developed as part of subsequent processes and maintained and
managed throughout the project.

2. Perform qualitative For this process, the identified risks are evaluated by assigning
risk analysis probability of occurrence and consequence scores to each risk
and prioritizing the results. The qualitative risk analysis provides a
rational basis for quantification of a risk contingency reserve.

3. Perform This is the process of numerically analyzing specific risks to the

quantitative risk project objectives. This level of risk analysis can be very detailed
analysis and complex and is therefore only applied to specific risks under
specific conditions.

4. Plan risk responses Once risks have been identified and analyzed, the threats they
pose to the project can be dealt with through risk responses.

5. Monitor and control This is the process for implementing the risk response plans and
risks monitoring, evaluating, and updating the process throughout the
project. The Risk Analysis and Evaluation Register template is
used for this purpose.

Risk Assessment – small, routine low-risk projects require only a Risk Analysis and
Evaluation Register, which is used exclusively to identify potential risk events and
responses. The risks are identified by the Project Manager or Project Delivery Team, or
extracted from other sources requiring only a low level of effort.

• Qualitative Risk Assessment – used for projects that is not small or routine,
and is not of significant concern. A short-form numerical approach and risk
identification method may be used. The risks are identified by the Project
Manager or Project Delivery Team, or extracted from other sources requiring
only a low level of effort.

• Comprehensive Qualitative Risk Assessment – must be completed for

projects that have medium to high risks. Detailed scoring and a risk ranking for
each risk event are required. A more formal process with participation of a
broad range of stakeholders is used, typically in a workshop setting.

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• Quantitative Risk Assessment – high-risk projects, or those identified by

having a Major Capital Project Advisory Committee, require quantitative risk
assessments.

Just as risk to project delivery may cause costly overruns or start-up delays, risk to the
product may cause a poorly functioning product or costly re-work that may far exceed the
consequences of project delivery risk. Separating project delivery risk and product risk
allows focus and discipline to be maintained for both.

The Project Manager is responsible for tracking all risks with summary risk reports
submitted to the region construction and contract management directorate or RNMD.

3.1.13 Plan Integrated Change Control Management

The majority of projects do not go exactly as initially planned from start to finish. There are
events or issues that occur on a project that make change inevitable like when an
unforeseen event happens or a risk is identified. These changes may occur at any phase of
the project especially during project execution and monitoring and controlling phase. It is not
necessary to execute all changes – only those that have been approved based on their
evaluation and impact to the project.

A Change Control Plan is meant to guide a project during the process of change using the
integrated change control process. The objectives of the integrated change control process
are to:

• Ensure that changes to the project have a strong business justification.

• Obtain the appropriate level for approval of changes.

• Ensure the changes to the project are understood and that Project Team
members do not begin work on new or unplanned tasks prior to the approval
of the change request.

• Monitor and control the cost and other implications of approved changes.

• Maintain a concise and accurate log of changes made during the duration of
the project including financial costs.

The change control process for a project should include how a change request is initiated,
analyzed, logged, tracked, approved and implemented. It clearly identifies roles, activities,
and the sequence of activities, inputs, outputs, and how and where information is stored. In
order to control changes on a project, a Project Manager should:

• Identify all requirements at the beginning of the project.

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• Comprehensively identify all risks related to the project.

• Establish and follow the change management process.

• Use the change control templates:

— Change Work Order (CWO) for Construction/Services/Goods

— Change in Scope of Services (CSS) for Consultant

— Contract Change Log

— Project Change Tracking Log

• Identify clear roles and responsibilities in regards to who can approve

changes.

• Consider terminating a project if the number of changes is disproportionate.

• Ensure only approved changes are added to the baseline schedule for the
project.

3.1.14 Plan Health, Safety, Security, and Environmental Management

The purpose is to define and outline the Health, Safety, Security and Environmental (HSSE)
standards that are to be complied with by all Contractors, Consultants, and employees
working on the project.

The HSSE Plan or Plan(s) are living documents, developed before the project work begins,
and based on the project’s initial scope. As the project evolves, the plan is revised as the
project scope changes.

Within each plan may be a checklist of information that needs to be considered (i.e.: eye
wash station locations, whether asbestos or lead is present onsite, chemicals in the work
site, etc.) It should consider various hazards depending on the type of work performed such
as plumbing, electrical, or confined space hazards.

These elements define what must be achieved rather than how to achieve it, and describe
requirements in the areas of HSSE with the following in mind:

• Health: Protect, promote, and improve the health and wellbeing of Project
Team members, employees, Consultants and Contractors.

• Safety: Provide a work environment where people are able to work safely and
understand their rights and obligations towards a safe workplace

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• Security: Provide a safe and secure workplace for Project Team members,
employees, Consultants, Contractors, and worksite visitors.

• Environment: Protect environmental and heritage values, promote the

reduction and prevention of pollution, efficient use of resources and energy,
and biodiversity protection and consider the environmental impact of project
activities.

3.1.15 Plan Commissioning

Planning for commissioning is included in the Project Management Manual due to its
significance in the Asset Management System.

Commissioning requirements may be product-specific, and the Project Manager should

communicate with the Business Owners and experts in its development. However,
commissioning planning may not be applicable to all projects and, as with other processes,
should only be applied as necessary.

Early consideration of commissioning is important so that assets can be transferred to

operations where coordination of a number of parties is required including the Business
Owner, Operator, Consultant, Contractors, trade persons, utilities employees, suppliers,
permitting agencies, and potentially third-party testing and commissioning firms.

Coordination may also be needed for operating expertise, documentation, training,

operating supplies, temporary services and testing, and budgets for the transition and for
management of the transition services.

3.1.16 Plan Close-out

Close-out planning identifies which tasks, deliverables, and phases can be closed and when
they can expect to be closed, and what are the resources required to ensure the tasks,
deliverables, and phases can close.

The Project Manager is responsible for confirming all required work and deliverables are
completed prior to the close-out, and that all documentation is in place.

The Project Delivery Plan needs to integrate the following into the project’s phase or project
close-out deliverable and tasks:

• A Business Case update for the Project Sponsor’s consideration prior to

beginning of the next phase.

• After each phase, with the completion of the appropriate cost estimate class,
the Project Sponsor (and Business Owner) needs to assess whether the
investment (project) should still proceed. This assessment includes multiple
factors such as value for money, risk assessment and level of service –

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willingness to pay target (criteria). Refer to the closing process group for
details.

• Confirmation that products, services, or results are being transferred to the

next project phase or (upon completion of the project) to the Business Owner.

• After each phase, and at the end of the project, a lessons learned discussion,
which will provide information to support the ERA’s continual project
improvement process.

• At the end of the project, through the Project Close-out Report, a benefits
realization assessment is completed.

3.1.17 Update Project Delivery Plan

The Project Delivery Plan must be updated as one of the initial activities of each phase.

4. PROJECT EXECUTION

Following the “figuring out” part; one would know what needs to be done, who’s going to do
it, and when it needs to be done. The steps have been predefined that will help the team
actualize the plans.

The execution phase is usually the longest phase in the project life cycle; and the most
demanding. The project team carries out all the planned activities during this stage,
constructs the deliverables, and presents them to the project stakeholders.

The focus, as a project manager, will change to performing and supervising all activities to
create the deliverables as outlined in the project plan. As long as the project team works
effectively and adheres to the plan, the project manager would be on track to successful
project completion.

In project management, there might be hiccups along the way but if you one catches them
early on, it’s easy to course-correct. The PM will need to continuously track the project’s
progress and ensure that the milestones and deliverables stick to the project schedule. For
this reason, the execution stage always happens in concurrence with the next phase–
project controlling and monitoring.

The majority of the activities during this phase will be handled by the team. The PM needs
to step back a bit and let the team carry out the project plan. It’s a fine line to tread, The Pm
need to give the project team enough autonomy while taking care that everything goes
according to plan. The PM will need to play the role of a conductor in an orchestra.

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The project manager has three main objectives during the execution phase:

• Managing people

• Managing processes

• Managing communication

4.1 Details of Executing Process Group

The purpose of this process group is to complete the work defined in the Project Delivery
Plan to satisfy the project requirements. This involves coordinating resources, managing
stakeholder engagement, and integrating and performing the activities of the project in
accordance with the project delivery plan.

The executing process group includes processes for executing and updating plans
developed in the initiating and planning process groups.

4.1.1 Acquire Project Team

The Project Manager, in consultation with the Project Sponsor/seniors, is responsible for
identifying candidates to fill the roles identified on the project organization chart. For senior
positions and most support functions, the roles are filled by human resources who already
have organizational responsibility for a related function thus a candidate selection process is
not required. In the ERA outsourced Major Capital Projects, a broad cross-section of the
organization should be represented to provide objective advice, guidance, and
recommendations for decision making.

4.1.2 Develop Team Charter (Task Assignment)

A Team Charter is produced to define internal team roles, responsibilities, and expectations.
Consultants may produce additional Team Charters for their services in which the ERA
team may also participate.

A Team Charter informs the team of the project plans, and defines their roles and expected
participation while increasing cohesion, alignment, and motivation. The team chartering
process benefits the project by:

• Defining the project objectives for the team

• Identifying and clarifying team member roles, responsibilities, and authority

• Defining expectations

• Building agreement on how the team will function

• Building a common vision and goals

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• Empowering team members

• Motivating the team

The benefits of team chartering far outweigh the costs, and results in team behaviors that
are stronger than individual behaviors, and make better use of resources. Team chartering
makes it possible to achieve far more than if each team member were performing solely as
an individual.

The Team Charter must be updated at the beginning of all execution sub-phases and at the
beginning of the close-out phase as new employees may become involved with the project
at any time or if the project changes.

4.1.3 Manage Project Team

Managing the Project Team is the process of engaging and communicating with team
members, developing the team, building relationships, fostering teamwork, motivating the
team, coordinating input and feedback, resolving issues, and celebrating successes.

Managing the team is one of the Project Manager’s greatest and, often, most challenging
responsibilities. The Project Manager must have the confidence to lead a team that, in many
cases, includes senior members with more authority, more knowledge of the operation, and
greater product knowledge and technical skills than the Project Manager. In other situations,
the Project Manager must have the diplomacy to deal with junior members with less
experience and knowledge (even in their own area of responsibility) than the Project
Manager.

The Project Manager must be prepared to deal with a variety of team structures and team
dynamics, and dedicate the time and effort required to ensure the Project Team’s success.

4.1.4 Direct and Manage Work

The work activities are directed and managed in order to achieve the project’s objectives.
Directing and managing may include one or more of the following:

• Managing project activities

• Administering contracts, which may include those for Consultants, construction

or third parties

• Directing and managing in-house delivery

Directing and managing work involves a variety of activities such as:

• managing the team

• directing project communications

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• reviewing project deliverables

• making decisions

• generating and providing project data.

4.1.5 Manage the Project Delivery Plan

The project management work defined in the Project Delivery Plan (PDP) is based on an
overarching plan for project management and delivery, encompassing the entire project
delivery chain to be managed by the Project Manager.

The Project Manager is responsible for acquiring a Project Team and directing their work
assignments, including scope of services, level of effort, and expectations. The Project
Manager confirms that the services are being provided and delivered as required to meet
the objectives of the Business Plan. The Project Manager must coordinate either directly, by
communicating with operations staff, or indirectly, by facilitating and monitoring other set
procedures.

The coordination requirements may include:

• Maintaining operation of the existing facility during construction

• Maintaining proper lines of communication

• Planning and preparing for operation of the new work well in advance of actual
transfer

i. Manage Design-Bid-Build Projects

For Consultant delivered Design-Bid-Build (DBB) delivered projects, the Contract

Administrator must administer the Consultant’s Contract. Maintaining focus on the unique
product, service, or result is of paramount importance since the project is undertaken to
achieve a benefit as defined in the Business Case.

The most effective way for the ERA and Consultant Project Team(s) to meet this goal is to
work collaboratively. The Project Manager and Project Teams accomplish this through a
teamwork approach by administering, by facilitating and supporting the Consultant in
developing deliverables and providing timely reviews and approvals.

The Contract Administrator is responsible for administering services in accordance with the
Consultant contract, which is drawn from the Request for Proposal (RFP), General
Conditions, proposal and the Consultant Project Execution Plan (PXP). The Consultant will
be required to prepare the Consultant Project Execution Plan consistent with the
requirement of the ERA’s Project Delivery Plan (PDP). The services include a variety of
coordination, facilitation, and decision-making relating to scope, schedule, and deliverables
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and making payments for the services. The ERA Project Manager will have specific
deliverables and task assignments based on the approved Project Delivery Plan and must
manage and facilitate ERA interactions and participation.

The Consultant service contracts may vary with a wide range in the deliverables. For the
DBB project the Consultant will normally be responsible for the means and methods of the
assignment and the ERA Project Manager will be responsible for contract administration of
the Consultant contract regardless of the details. The ERA Project Manager is responsible
for approval and monitoring of the Consultant Project Execution Plan.

The Contract Administrator’s responsibilities generally include as shown in the following

table.

Table 3: Contract administrator responsibilities

Deliverables Deliverables to be provided. When and for how much money.

Information • Providing information is a ERA deliverable for the Consulting

Transfer Contract, and it is a critical task that must be carried out in a
timely manner since the Consultant’s ability to perform work
depends on it.

• The Project Manager and Project Team collect, or coordinate

collection of, all internal data and information, and confirm that
the information has been transferred.

Decisions • The ERA is responsible for timely review and a prompt

response for decisions to Consultant submissions and
requests.

• Response times for ERA review periods should conform to

those identified in the Project Execution Plan or Contracts and
are to be managed by the Project Manager

Communications • Communications are carried out according to the Contract or

as further agreed on.

• For larger projects, regularly scheduled meetings should be

held between the Project Manager and Consultant
representative along with regular or milestone project update
meetings with the ERA’s Project Management team and
Project Advisory Committee.

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Deliverables Deliverables to be provided. When and for how much money.

Schedule • The Consultant’s work schedule included in the Contract

should be used for coordinating and scheduling work.

• The Consultant and Project Manager regularly update progress

against the baseline. The original schedule must not be
changed even if target dates will not be met, unless authorized
through a change process as part of the project controls.

• The Project Manager is responsible for providing any ERA

input to the schedule within the timeframes identified.

Quality • For major projects, Consultants should have an internal quality

Management assurance/quality control process. While the process should be
developed, owned, and administered by the Consultant,
familiarity with the program and its use will give the Project
Manager an additional quality assurance measure to use. An
effective Consultant quality assurance/quality control program
may warrant reduction of the level of risk assigned under the
risk assessment.

Cost Estimating • Cost estimates for a product are required as part of most
Consultant assignments. While there are well-defined
techniques for developing estimates, the process can be
challenging on certain types of projects. The Contract should
identify the estimating technique to be used and the estimate
classification system, which the Project Manager can then
monitor under the quality assurance process.

Payments Standard Consultant Contracts provide for monthly billing with the
billing method and conditions defined in the Consultant Contract. The
process for approving payments is:

• The Consultant submits7k a monthly invoice based on the

deliverables status and progress.

• The Contract Administrator reviews the invoice and notifies the

Consultant of any errors or omissions.

• The Project Manager verifies the progress and authorizes

payment for Consultant services.

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ii. How to Manage Consultants?

Consultants are an important part of the ERA’s project delivery chain. They typically have a
close working relationship with the Project Manager and Project Team, and play a major
role in shaping or influencing the project direction.

Consultants work under Contract with the ERA, and the Project Manager/Contract
Administrator must, without exception, administer their services according to the terms and
conditions of the Contract. This means that if the Consultant is expected to manage a
project in a certain way, it must be stipulated in the RFP, incorporated in the Contract, and
detailed in their Project Execution Plan.

In most cases, the Consultant has expertise in project management as well as in providing
technical services. Prescribing Consultants’ work methods and procedures should be
balanced and consistent with the Contract considering both the extent of the need and the
potential increase in costs and benefits.

iii. Manage Design-Bid-Build Construction Contract

Design-Bid-Build (DBB) contracts are the most common method of delivery for construction
projects, and are used for Consultant and in-house delivery. They also have unique
contractual arrangements for the construction contract.

For Consultant-Delivered DBB contracts, the Consultant usually provides resident and
nonresident contract administration services with authority for Contract Administrator
granted to the Consultant by the ERA under the General Conditions (GCs) and
Supplemental Conditions (SCs).

The GCs define the Contract Administrator as the ERA’s representative throughout the
duration of the Contract, and state that the Contract Administrator shall have authority to act
on behalf of the ERA to the extent expressly provided for in the Contract. The person or firm
filling the role is identified in the supplemental conditions of the Bid Opportunity.

To effectively perform the Contract Administrator services, the project delivery team must
understand their roles, responsibilities and authority and the Consultant must have the
autonomy and support needed. The Consultant Contract Administrator is responsible for:

• Administering the construction contract(s)

• Communicating with the Contractor

• Providing project direction

• Administering contract deliverables

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• Quality assurance and quality control inspections

• Measuring (verifying) for payment for the construction contract

While carrying out these Contract Administrator services, the Consultant coordinates with
the ERA (ERA Representative) on:

• Advice to the ERA

• Review of alternatives

• Status updates and reports

• Regular communication

For DBB, Consultant deliverables are in the form of both products and services. Since the
Consultant is the Contract Administrator, the deliverables are construction information,
including schedule, quality, and adherence to budgets, as well as information needed for
transferring the completed project.

The Project Manager is responsible for administration of the consulting contract and,
therefore indirectly, for the construction contract. Accordingly, the Project Manager must
monitor the Consultant’s services, referring to Consultant-provided information in
construction status reports and forecasts.

Standard construction contracts provide information regarding monthly progress payments.

As Contract Administrator, the Consultant is responsible for measuring or verifying that the
amount billed matches the actual completed work. The Consultant then recommends that
the ERA pay the Contractor.

The Consultant may be responsible for the actual commissioning or for coordination of
commissioning, or a separate contract may be used for commissioning. The Project
Manager must provide coordination and process oversight in either the case.

iv. How to perform Contract Administration?

This section describes best practices for administration of construction contracts throughout
their duration and during the warranty period. Construction contracts are part of the delivery
chain, they need to be monitored and controlled and must be included in the integrated
change control process.

4.1.6 Manage Quality

i. Perform Quality Control

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Quality Control (QC) involves preparing and following the plans identified in the Project
Delivery Plan or Project Execution Plan, and carrying out the quality control methods and
techniques defined in the Quality Management Plan. Quality is a shared responsibility, and
each team member must:

• Be aware of their shared responsibility for quality.

• Follow quality and design standards as defined.

• Carry out draft reports and interim reviews as scheduled.

• Complete calculation and design checks.

• Use checklists and validate information.

For quality related to the Project Delivery Plan, the Project Manager is assigned the role of
Quality Manager. The Quality Manager is responsible for development of quality plans,
dissemination of quality procedures to the team, and confirmation of compliance with the
procedures. The Quality Manager is not necessarily responsible for carrying out all of the
quality checks, as quality is a shared responsibility.

ii. Perform Quality Assurance

Quality Assurance (QA) is performed in accordance with the Project Development Plan’s
(PDP) Quality Plan. Quality Assurance includes those tasks specifically listed in the Quality
Management Plan (QMP), and the following:

• Assess the quality control result to determine what processes and procedures
need to be revised to ensure the customer requirements are met.

• Review outputs and deliverables at defined phases.

• Timely reporting of results.

• Review and updating the processes, procedures and quality control standards.
Quality assurance is an inherent requirement of the Project Manager.

The Project Manager must manage problems identified from the quality reviews.

4.1.7 Manage Communications

Managing communications is the process of:

• distributing information

• carrying out stakeholder communications

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• managing stakeholder expectations

The execution of communications means to follow the detailed Communications Plan in the
Project Delivery Plan

4.1.8 Manage Stakeholder Expectations

Managing stakeholder expectations involves planned and unplanned communications with
stakeholders to minimize their concerns and influence their expectations. The objective is to
increase the likelihood of project success; with communication goals to resolve issues, build
trust, increase buy-in, and overcome resistance to change. Sensitive unplanned
communications may be needed. Undertaken directly by the Project Manager or
coordinated through the Project Manager these include communication with:

• Regulatory or permitting authorities

• Stakeholders, for education, information, and input

• The public, for general communications

• The media

• Any special protocols as identified in the Project Delivery Plan’s

Communication Plan for the type of communication must be followed.

Once you have the green light from the stakeholders, you officially proceed to the next
phase – project closure phase. But before we discuss project closure we shall discuss the
monitoring and controlling processes.

5. MONITORING AND CONTROLLING

According to the Project Management Body of Knowledge (PMBOK), “the Monitoring and
Control Process Group consists of those processes performed to observe project execution
so that potential problems can be identified in a timely manner and corrective action can be
taken, when necessary, to control the execution of the project.”

Project Monitoring and Control activities take place in parallel with Project Execution
Process Group activities so that, while the project work is being executed, the project is
being monitored and controlled by implementing the appropriate level of oversight and
corrective action.

The project is observed and measured regularly against the project plan to ensure that the
project is within acceptable variances of cost, schedule and scope, and that risks and issues
are continually monitored and corrected as needed.

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The main purpose of monitoring and controlling activities is to be proactive in finding issues
ahead of time and taking corrective action. Corrective action can require revisiting Planning
Process Group and updating the Project Management Plan as needed with the ultimate
goal of bringing the project back in line with project objectives and constraints and improving
future execution to avoid repeating the same issues.

5.1 Monitoring and Control Processes

Monitoring and Control processes include:

5.1.1 Monitoring and Controlling Project Work

The Monitoring and Controlling Project Work process collects, measures and disseminates
performance information, and assesses measures and trends to forecast potential items
requiring corrective action. This includes monitoring project risks and ensuring that they are
being managed according to the project’s risk plans.

Outputs include:

1. Recommended corrective actions

2. Recommended preventive actions

3. Forecasts

4. Recommended defect repair

5. Requested changes

5.1.2 Integrated Change Control

The Integrated Change Control process ensures that changes as a result of project
corrective actions and other controlling factors are managed across the project knowledge
areas. Integrated change control takes place throughout the project, from project initiation
through project closure.

Outputs include:

1. Approved change requests

2. Rejected change requests

3. Updates to the Project Management Plan

4. Updates to the Project Scope Statement (and requirements)

5. Approved corrective and preventive actions

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6. Approved defect repair

7. Validated defect repair

8. Deliverables

5.1.3 Scope Verification

The scope verification process ensures that project deliverables are formally accepted.

Outputs include:

1. Accepted deliverables

2. Requested changes

3. Recommended corrective actions

5.1.4 Scope Control

The Scope Control process ensures that changes to project scope are controlled.

Outputs include:

1. Updates to the Project Scope Statement and Scope baseline (this includes
requirements)

2. Updates to the Work Breakdown Structure (WBS) and the WBS Dictionary

3. Requested changes

4. Recommended corrective actions

5. Updates to organizational process assets

6. Updates to the Project Management Plan

5.1.5 Schedule Control

The Schedule Control process monitors and controls changes to the project schedule.

Outputs include:

1. Updates to the schedule model data and baseline

2. Performance measurements

3. Requested changes

4. Recommended corrective actions

5. Updates to organizational process assets

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6. Activity list and activity attribute updates

7. Updates to the Project Management Plan

5.1.6 Cost Control

The Cost Control process monitors and controls costs and changes to the project budget.

Outputs include:

1. Cost estimate updates

2. Cost baseline updates

3. Performance measurements

4. Forecasted completion

5. Requested changes

6. Recommended corrective actions

7. Updates to organizational process assets

8. Updates to the Project Management Plan

5.1.7 Performing Quality Control

The quality control performance process measures specific project results to determine
whether the project is meeting quality standards.

Outputs include:

1. Quality control measurements

2. Validated defect repair

3. Updates to the quality baseline

4. Recommended corrective and preventive actions

5. Requested changes

6. Recommended defect repair

7. Updates to organizational process assets

8. Validated deliverables

9. Updates to the Project Management Plan

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5.1.8 Managing the Project Team

This process tracks team member performance, provides feedback, resolves issues and
coordinates changes to maintain and improve project performance.

Outputs include:

1. Requested changes

2. Recommended corrective and preventive actions

3. Updates to organizational process assets

4. Updates to the Project Management Plan

5.1.9 Performance Reporting

The Performance Reporting process collects and distributes performance information —
including status reports, progress reports and forecasts.

Outputs include:

1. Performance reports

2. Forecasts

3. Requested changes

4. Recommended corrective actions

5. Updates to organizational process assets

5.1.10 Managing Stakeholders

This process manages stakeholder communications and works with stakeholders to ensure
that requirements are satisfied and issues are proactively resolved.

Outputs include:

1. Resolved issues

2. Approved change requests

3. Approved corrective actions

4. Updates to organizational process assets

5. Updates to the Project Management Plan

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6. PROJECT CLOSING

The project manager and the project team have gotten the deliverables approved and all the
items in the project plan have been checked off. The team is jubilant and excited about the
end-of-project party. The project manager might want to hold on to that bottle of champagne
of celebration. One should have one last thing to do–properly close the project.

It may look like the project managers only need the first four phases to tie up the project and
call it a day. After all, the project is technically complete. But, there is a lot of stodgy work
like approvals, signatures, payments, and paperwork that makes the project closing phase
equally important in project management. It helps the project manager to transition the
project to the client smoothly and helps not to repeat the same mistakes again.

The project closing phase is a process in itself. One need to get the sign-offs on
deliverables, disband the team, close out contracts, and archive the documentation for
future reference.

6.1 Steps for properly closing a project

Before the project manager can officially close the project and move on to the next one,
these are things you need to complete:

6.1.1 Transfer all deliverables

It’s time to go back to the scope document and see if everything that the project promised to
accomplish has been delivered. It’s sometimes the case that deliverables are transferred
over the course of the project or when project milestones are reached. During the project’s
closure, make sure that you’ve delivered everything that’s been previously agreed upon.

Hand the project deliverables created during the execution phase along with the necessary
documentation and other agreed-upon services like demo and training. Ensure that the
client is satisfied with the finished project.

6.1.2 Complete the contracts

Once you’ve handed off all the deliverables, the project stakeholders need to sign off on the
completion of the contracts. Everyone approves of the results and agrees that the
deliverables meet their requirements.

The invoices are paid, the project objectives have been met, and everyone agrees that the
contract has been fulfilled. A project cannot be completed unless this step has been carried
out.

6.1.3 Disband/demobilize the team

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Now that every team member has done their part, it’s time to release them to other projects.
Now, this may not always be the case. There are fixed-team projects where teams are not
disbanded and they just move on to the next project.

Notify the external vendors and contractors about the completion of the project. It’s also time
to review pending payments and complete the procurement closure.

6.1.4 Document all learnings

The reflective meeting would have helped you summarize the learnings from the project.
But, you’d have generated a trove of documentation, starting from the project initiation
phase. Note down the highlights in a readily accessible file and archive the official
documentation. Make sure that it’s easily searchable with proper naming conventions.

If there are similar projects in the future, you can use this documentation to estimate time,
costs, and other resources.

6.1.5 Celebrate success with the project team

Celebrating success is an extremely important aspect of the closing phase. Show your
appreciation to the folks that were committed to the success of the project. Thank people
personally. It goes a long way.

Highlight the lessons you learned along the way and show them that you’re interested in
working with the team again on a different project.

Now, pop that bottle of champagne and revel in the success of the project!

7. ROLE, RESPONSIBILITIES AND SKILLS OF A PROJECT

MANAGER

7.1 Role of the Project Manager

One of the mistakes development organizations make is appointing a project manager only
for the depth of his technical skills. It is not unusual to find a good engineer being promoted
to project manager just for the level of technical competence. While it is true that one must
have a good understanding of the technical aspects of the project, a project manager
must have a high level of competence in the following areas: communicating, planning,
negotiating, coaching, decision-making, and leadership. These skills are often overlooked at
the time of hiring or appointing a project manager; and they are supplemented by the
functional support provided by the organizations back-office operations, such as accounting,
human resource and logistics.

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Here the roles and responsibilities are presented that a project manager must have in order
to successfully lead a project. It includes the critical skills that will facilitate the interaction
with key project stakeholders, soft skills such as communication, negotiation and conflict
resolution are an important elements in the competence required of development project
managers.

Another common mistake is the poor definition of the role of the project manager. Job
descriptions are too vague and put too much emphasis on the technical competencies
required for the job; organizations make the mistake to assign the project manager the tasks
and activities designed for the project. This may be true for certain small projects but for the
majority of projects the role of the project manager is one of integrator, communicator, and
facilitator.

The project manager is the ultimate person accountable for the project he is the one whose
job it is to make sure the project is done, and would be the principal contact person for the
donor, beneficiaries and the key stakeholders. As responsible for the project he needs to
make key decisions regarding the management of the resources available to the project,
and to do that the organization’s senior management needs to appoint the project manager,
and give him the appropriate level of responsibility and authority for project direction and
control.

A Project Manager is also accountable to the Program Manager or Organization Director,

depending on the size of the organization; and is accountable to the beneficiaries for
delivering the project as planned. The Project Manager has the delegated authority to
commit the organization on matters regarding performance that are within the scope of the
project and the contract with the donor.

7.1.1 Integrator
A key responsibility of the project manager is to ensure the proper integration of the project
management processes and coordinate the different phases trough the project
management cycle, that ensures that all areas of the project come together to deliver the
project to a successful conclusion. This is the main role of the project manager; it is not
related to the technical responsibilities of the project, which in most cases are managed by
the project staff. The role of integrator involves three specific areas of responsibility:

• Developing the project management plans, which involves the development

of all project planning documents into a consistent, coherent project plan
document

• Implementing the project plan, which involves the execution of the project plan
and ensuring all activities are performed by all the people involved

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• Monitor and control the plan, which involves measuring the initial results against
the intended objectives and coordinating all changes to the plans.

7.1.2 Communicator
This is another important role of the project manager, but one that is often overlooked and
not properly taken in consideration when assigning a project manager to a new project.
Communication is providing relevant, timely information to the right people about the project.
Communication is used to inform and educate the project stakeholders about the project
objectives, risks, assumptions and constraints.

Project managers spend most of their time communicating. They hold meetings; develop
reports (writing as well as orally) to the, donors, beneficiaries or senior management; they
listen to issues; solve problems; provide direction and constantly negotiate for resources.
Project managers’ success depends greatly on their ability to communicate. The project
manager uses two forms of communication:

1. Formal communications which include progress reports and presentations to

management or the beneficiaries

2. Informal communications which includes email messages, telephone calls, and

team meetings

The effectiveness with which this role is used is important to the success of the project and
the project manager.

7.1.3 Leader
A project manager is above all a leader; the team needs direction for the life of the project
and the project manager is responsible for leading the team to achieve the vision that the
project has created, a project manager does this by facilitating, coordinating and motivating
the team to achieve the project goals; this is a central role of the project manager and her
ability to influence, inspire, direct, communicate will determine her effectiveness as a project
manager.

The focus on this role is to ensure the project team and the project stakeholders have a
clear vision of the objectives the project aims to achieve. During the curse of the project is
not unusual that the team starts shifting its attention from the final objective; here is where
the leadership role is needed and the project manager needs to communicate and motivate
the team to the ultimate goal. The leadership role includes the facilitator, coordinator and
motivator roles.

Facilitator: In this role the project manager acts as an individual who enables the
project team to work more effectively; helps them collaborate and achieve synergy. The
project manager is not responsible to do all the tasks of the project, that is the responsibility

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of the project team, the project manager role is to create the right conditions that enable the
project team to carry their duties.

The project manager also contributes by providing the framework to facilitate the
interactions among the different groups so that they are able to function effectively. The goal
of this role is to support the project team and the beneficiaries so that they can achieve
exceptional performance. The project manager encourages full participation from the project
team, promotes mutual understanding with the beneficiaries and cultivates shared
responsibility among all project stakeholders.

The facilitator role is mostly used when dealing with beneficiaries, since the
project manager doesn’t have any form of authority over this group he must provide an
environment of trust where beneficiaries feel comfortable about contributing ideas and
provide input to the project and discover the solutions that can help achieve the projects
objectives.

Coordinator: The need for coordination depends on the extent to which they need to be
integrated with the activities of other groups; it depends on the degree of interdependence
and the nature of communication requirements. A high degree of coordination is needed
when factors in the project environment are changing and there exist a high level of
interdependence among the activities performed by the different groups. This is a case
when one group requires an output coming from another group in order to complete an
activity.

The project manager needs to evaluate the best approach to coordinate formal or informal
communications. The approach has to match the project’s capacity for coordination with its
need for coordination; it is important to know if the need for coordination is larger than the
ability to coordinate then the project manager increases the resources to help him
coordinate.

Motivator: Development projects are highly complex and demanding on the project staff,
this is the reason why the project manager has to act as a motivator to the team in times of
difficulty. Working with people is not always easy and the factors that provide them with
motivation are different from each other. The project manager’s role as a motivator is to
identify the factors that serve as an incentive for a project team to take the necessary action
to complete a task within the project constraints. The nature of development projects;
difficult locations, high security risks, extensive travel, limited accommodations and other
factors contribute to the low motivation of the team.

The project team is an integral part of the project, lack of motivation can lead to high
turnover and low morale which results in poor performance. Even if the project is
able to develop the best plans and has all the resources needed if people are not
motivated the project will fail. Project Managers also foster teamwork among all project
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participants, they act as catalyst of change to get the beneficiaries, donor, project team and
management of the organization to work and meet the project goals.

7.2 Responsibilities of the Project Manager

Responsibility is an agreement between two or more people for the intention of achieving a
desired result. An organization appoints a person as the project manager with responsibility
to undertake the project; but even as the organization has transferred the responsibility for
the project, the organization still retains full accountability for the final result. The project
manager must be sure that the assigned responsibility is clearly stated and the expected
results are mutually understood and accepted by all stakeholders.

Accountability comes as a result of the assigned responsibility. When an organization

assigns responsibility to a person to manage a project, the organization must hold that
person accountable for achieving the desired result or provide consequences for poor
performance, such as a negative employee performance rating, reassignment, probation, or
termination. The accountability must be consistent with the responsibility assigned.

The project manager has specific accountability for three areas of the project, accountability
to the donor to provide timely and accurate information; accountability to the beneficiaries
for delivering the project outcomes; and accountability to the organization for managing the
project and follow policies and uphold its values.

In general terms the project manager responsibilities in the project are: planning, organizing,
directing and controlling the project. These they are part of the project manager’s main role
as project integrator.

Planning:Planning involves defining what the project will accomplish, when it will be
completed, how it will be implemented and monitored and who will do it.

Organizing: This responsibility is to establish a structure that will maximize the efficiency
(doing the things right) and effectiveness (doing the right things) of the project.

Directing: Once the plans are made; the project organization has been determined and
the project staffed, the responsibilities of the project manager is to direct, lead and motivate
the members of the project to perform in a unified, consistent and manner.

Controlling: Controlling is a responsibility to ensure the actions of the project team

contributes toward the project goals; the project manager must establish standards for
performance, measure performance and compare it with the established standards; detect
variations and make the necessary corrections. This responsibility ensures that the project
is on track.

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7.3 Management Skills

The evolution of development projects has changed the skills required of project managers.
In this new time, to be an effective project manager, it may require having an understanding
of general management rather than being a technical expert. Projects are becoming more
complex that it is simply no longer possible for the project manager to remain a technical
expert in all aspects of the project. Project managers need to spend more of their time
planning, organizing, directing and controlling the project rather than providing only
technical direction.

Project management is both a science and an art; it’s a science because it requires
the use of quantitative analysis such as charts, graphs, financial data; and an art because it
deals with qualitative analysis such as negotiating, conflict resolution, political,
interpersonal and organizational factors. In order to perform the functions of management
and to assume multiple roles, project managers must be skilled in both the science and the
art of project management. There are five managerial skills that are essential to successful
management: process, problem solving, negotiating and conceptual skills:

Process Skills: The project manager must have skills to use management techniques,
procedures and tools. Process skills are related to working with processes and tools. They
refer to using specialized knowledge and experience related to project management and
the specific methodologies of the project for implementing project activities. These skills are
necessary to communicate effectively with the project team, to assess risks, and to make
trade-offs between budget, schedule, scope and quality issues.

The project manager must maintain a general perspective and not let technical competence
lead to micro managing or do the project work.

Problem Solving Skills: All projects are prone to encounter problems, problems that were
not identified in the risk or scope definition of the project and that needs to be managed
accordingly. Problem solving requires a good definition of the problem that is detected early
enough to allow time to respond. In many cases, the original problem is a symptom or a
larger problem.

Problem solving skills make use of different techniques, and by using these techniques, the
project manager can start to tackle problems, which might otherwise seem huge,
overwhelming and excessively complex. Techniques such as breaking problems down
into manageable parts, identifying root causes of problems, analyzing strengths,
weaknesses, opportunities & threats, must be mastered in order to solve problems.

Negotiation Skills: Negotiation is the process of obtaining mutually acceptable

agreements with individuals or groups. Negotiation skills also come handy when dealing
with project beneficiaries and building agreements that will benefit both the project and the

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beneficiaries. Beneficiaries have in many instances other priorities and participating in the
project activities may not be a main priority. The project manager must be able to find the
best approach to develop common understanding and align the interest of the beneficiaries
with those of the project.

Conceptual Skills: Conceptual skills is the ability to coordinate and integrate all the
projects efforts, it requires for the project manager to see the project as a whole and not
just the sum of its parts, ability to understand how all the parts relate and depend on one
another.

Conceptual skills refer to the ability to see the "big picture." Project managers with good
conceptual skills are well aware of how various elements of the project environment or
ecosystem interrelate and influence one another. They understand relationships between
projects, the development organization, the donor organization, the beneficiaries and its
environment, and how changes in one part of the environment affect the project.
Conceptual skills are necessary to appropriately deal with project politics and to acquire
adequate support from top management.

Interpersonal Skills: Interpersonal skills require understanding people, their attitudes, and
human dynamics. They represent the ability of a project manager to work effectively as a
project team leader and to build cooperative effort with the project members and all other
groups with which the project team interacts. They are most critical for effective
performance in a project environment. Major interpersonal skills include: communication,
team building, coaching, motivating, training, directing, persuading/influencing,
negotiating, and supporting those involved in the project.

The project manager must be sensible to the cultural differences when dealing with diverse
people and their opinions, values, and attitudes.:

Leadership Skills: Leadership skills are essential for project managers because project
managers must influence the behavior of others. Project managers require leadership skills
for the simple reason that they accomplish their work through people. Leadership is the
predominant contributor to the success of the project manager. In small projects, good
leadership can succeed even in a climate of otherwise unskilled management. This skill
gives the project manager the ability to articulate a clear vision and provide direction.

Communication Skills: The second most important skill, and the one in which they will
spend most of their time during the life of the project. Good communications skills include
verbal and nonverbal communications that enables a project manager to convey project
information in a way that it is received and understood by all project stakeholders.

This skill is important in any endeavor but is absolutely crucial in project management. It
has been estimated that project managers spend 80 percent of their time just

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communicating: with the project team, the customer, functional managers, and upper
management.

Behavioral Skills: Behavioral skills are the skills that give the project manager the ability to
work with people, and the ability to motivate people involved in the project. Behavioral or
people skills, it’s the ability to build cooperation between the project team, other project
stakeholders, and the project organization. These skills require an understanding of the
perceptions and attitudes, which help improve the morale of individuals and groups.

7.4 Influence and Power of the Project Manager

Project managers are vested authority on the project by the organization, the authority
provides a level of influence on the project and its members and the project manager can
use to establish its power.

Power is the ability to influence the behavior of the project team to do the things they will
not normally do. A project manager can use five different types of power:

o Coercive power is a negative approach to power; it uses some form of

punishment or penalty treat to get people to do things. A project manager can
threaten to fire a team member if they don’t follow a specific assignment or
change a behavior. This approach is usually used as a last resort when all
other forms of influence have failed and should be done in coordination
with the organizations management and never used as the only influence
factor due to its negative impact on the team’s motivation
.
o Reward power involves the use of incentives such as money, status,
promotions, official recognition or special work assignments; these are used
as a reward to get some desired behavior or assignment. The project
manager can use these type of incentive based on the resources available to
the project and polices of the organization.

o Expert power is the use of personal expertise to influence the team to follow
directions. If the team recognizes the project manager as a relevant expertise
and has demonstrated this knowledge, then they will be more likely follow the
project manager’s directions or suggestions on how work must be done.

o Legitimate power is based on authority, and uses the power vested on the
project manager by the organization to make decisions without involving the
project team. Excessive use of this type of power can lead to project failure,
the role and position plus the support given by management to the project
manager are part of this part of type of power.

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o Referent power is based on the personal charisma of the project manager, it

is based on the leadership qualities of the project manager and how she has
built a good level of trust with the team. This is a type of power that must be
earned before it is used and it’s the best type of power to influence the team.

7.5 Placing roles, responsibilities and skills together

Project managers are expected to accomplish project objectives by using their knowledge,
skills, and practical experience. During the project management process, they have to use
a combination of their roles (integrator, communicator, and leader) and skills (management
and interpersonal).

All these roles and skills are equally important in managing a project successfully.
Successful project managers are expected to and must play any one, or a combination of
these roles, depending upon the situation and the phase of the project life cycle. Project
managers should place relatively more emphasis on their role as leaders during the
initiation phase, as integrators during the planning phase, as managers during the
implementation phase, and as administrators during the closing phase. However, it should
be recognized that although these roles have some of their own distinct characteristics,
there are also some characteristics that are common and overlapping. Effective project
managers should be able to tailor their roles to the size, complexity, and environment of the
project; cultural diversity of the people and overall organizational culture; and the
circumstances surrounding the project management.

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