PROJECT MANAGEMENT

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An Overview of Project Management

Dr C. W. Chathurani Silva
Dept. of Decision Sciences
University of Sri Jayewardenepura

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according to Juran (guru of TQM) project is a problem scheduled for solution. because, most of projects is conducted to
solve a problem in the company. but always the problem is not a negative one as well. there may be positive ones like new
product development projects. PM is not just scheduling which is only a major tool
What is a project?
this is the fact that distinguish general management and the project management
■ A temporary structure set up with the specific aim of delivering an identifiable end-
product tangible - building in a construction project
intangible - software from a software development project, quality, research thesis soft copy in a
■ A project research project fact that distinguish a business project and a
research project
– Has a specific objective, with a focus on the creation of business value, to be
completed within certain specifications
– Has defined start and end dates
for the projects related to medicine, construction, the government
– Has funding limits (if applicable) funds for them. but it is limited
– Consumes human and nonhuman resources (i.e., money, people, equipment)
– Are multifunctional (i.e., cut across several functional lines) eg- TQM, finance, IT professionals
■ Examples:
– Construction projects (Building a new hospital)
– IT projects (Mobile ticket reservation system, Hospital information system)
– Movie projects
to improve the goal accomplishment in a project should focus on the organizational culture (PM mindset),talent (talent
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management, training) and process (support project management).
Types of projects (more examples)
Area Examples
Administrative installing a new accounting system
Construction a building or road
Computer Software
a new computer program
Development
Design of Plans architectural or engineering plans
Equipment or System
a telephone system or IT system
Installation
Event or Relocation Olympiads or a move into a new building
Maintenance of Process
petro-chemical plant or electric generating station
Industries
New Product Development a new drug or aerospace/defense product
Research a feasibility study or investigating a chemical

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Project Management
■ Definition:
application of knowledge, skills, tools, and techniques to project activities to
meet the project requirements

■ Is different from general management as project management brings a unique

focus shaped by the goals, resources and schedule of each project

■ Has several benefits and obstacles to achieve them

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 Triple Constraints of Projects
performance is also a constraint (PCTS). the project sponsor can not take the decisions on the all four constraint rather he/
she can touch just 3 constraints because of the relationship between the PCTS . when the sponsor has given all performance
level required, scope required, and the cost the project manager take the decision on the time. when the P S T have been
given by the project sponsor, project manager take the decision about the cost
C P C
S
■ Cost P
S
T
■ Time T

■ Scope - the amount of the workload to do within the project. research objectives show the scope of the
project.
eg- in a construction project scope can be,
number of floors eg- 5 stories, 6 stories
man hours requirement
total area of the building
if the project performance is not good, then have to reduce the project scope.
the main target of the project manager should be to achieve the project objectives within the above 3 constraints.

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 Potential Benefits from Effective Project
Management
if the functional responsibilities are well managed then these things can be found
■ Clear identification of functional responsibilities to ensure that all activities are
accounted for, regardless of personnel turnover
■ Minimizing the need for continuous reporting
■ Identification of time limits for scheduling if the budget consumption target and the real budget
consumption (budget consumption chart) is not
■ Identification of a methodology for trade-off analysis equal, have to adjust. there are methodologies to
■ Measurement of accomplishment against plans adjust the real and targeted budget

■ Early identification of problems so that corrective action may follow

■ Improved estimating capability for future planning if those details are documented, can be improved in
future
■ Knowing when objectives cannot be met or will be exceeded

project crashing - speed up the project activities 6

Barriers to achieve the Benefits
high complexity less benefits. when the project is a complex one, it is hard to evaluate the project performance.
■ Project complexity
■ Customer’s special requirements and scope changes best answer is the agile project management
then it may create time limitations, budgetary limitations.
■ Organizational restructuring may change the authority. then it may hard to execute the decisions taken from
the past persons in that position.
■ Project risks
■ Changes in technology when the technology changes, sometimes, the employees may not familiar to that
changed technology.
■ Forward planning and pricing

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The Role of Project Manager
■ Must understand the mission and vision of the organization first, see how the project they
are managing meshes with these
■ Should facilitate planning rather than plan the project for the team
■ The first skills a project manager needs are people skills GRM
■ Must exercise both leadership and management skills.
■ Cannot neglect the management aspect when performing technical work in addition to the
eg- even though the civil engineers are expertise in civil engineering, they do not have the management capabilities.
management role then dont think about the management aspects like motivation, welfare, supply chain management
■ Instead of asking for authority, make decisions yourself, take action that is appropriate and
does not violate policy, and then inform your boss what you have done.
■ Their estimates of task durations can be wrong if there is no expertise.
■ The role should be of an enabler
■ Primary effort is to communicate and coordinate activities horizontally between the line
organizations
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The Project Management Body of
Knowledge (PMBOK® Guide)
■ The Project Management Institute (PMI) has determined a minimum
body of knowledge needed by a project manager
■ PMBOK® Guide defines five processes and
■ Ten general areas of knowledge

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 Basic Project Management Processes
■ Guides that help in focusing on what needs to be done at particular points in a project, phase, sub-
phase or work package
■ There are five processes
1. Initiating — a description of the product of the project, initial documentation of project
objectives, and assignment of a project manager
2. Planning — a documented project plan and documented updates to the plan as the project
progresses
3. Executing — verifiably completed project deliverables
4. Monitoring and controlling — periodic measurements of progress vs. plan, corrective action
when needed, and identification of when the project is done
5. Closing — documented acceptance of the results of the project
closure
phases
sub-phases 2
work package 1
project phases
sub-phases 1
work package 2
phases 10
Project Management Processes over Time
planning goes for a long time. as the environmental uncertainties, there may occur changes in the
predetermines. then have to adjust the plan

should ensure that, the project plan is executing well and identify changes between the actual
implementations and the plan. monitor the project performance.
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 Initiation Process
■ Selection of the best project given resource limits have to do forecasting and require more information
■ Recognizing the benefits of the project cost benefit analysis of the project
■ Preparation of the documents to sanction the project
■ Assigning of the project manager
■ Should answer the following questions
– What is the project going to do?
there should be a justification to undertake the project.
– What is the business case for doing it? should be a business reason and the senior management
– Who wants it done? should be informed about the benefits of the project
– Where is the money coming from? who is the main party who gets benefit form the project.
– Who is going to manage the work?
– Who is going to do the work?
project sponsor should create a project charter which defines what is to be done to meet the requirements of the project
customers. the charter should be used to authorize the work on the project, define the authority, responsibitliyt,
accountability, establish scope boundaries 12
 development
various program
Business Case projects in
the development
project

■ The document produced to illustrate: nased on the business case the managers show their
– the cost-benefit consent to the project

– required investment for the project

■ All projects need a business case before they can be properly initiated

even though there is no financial return, organization execute projects like CSR projects, research projects. employee
development projects

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Project Planning

■ Definition of the work requirements

■ Definition of the quality and quantity of work level of specification

■ Definition of the resources needed if not it will be hard to allocate the resource in the middle
■ Scheduling the activities should clearly specify the time frame for the activities, priority given to the
activities.
■ Evaluation of the various risks have to identify the project risk in advance

ed- without the foundation, further constructions cannot be done in a construction project. therefore, prioritizing
the tasks is very important. sometimes, the activities like plastering the walls can do parallel with other activities.
should specify the starting and ending dates of each task. Gannt charts help in this scheduling stage.

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Project Execution stage in which the project is executed

■ Negotiating for the project team members eg- customized software development
■ Directing and managing the work whether the actual functions are align with the plan
■ Working with the team members to help them improve

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Project Monitoring and Control

■ Tracking progress
■ Comparing actual outcome to predicted outcome
■ Analyzing variances and impacts
■ Making adjustments

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Project Closure

■ Verifying that all of the work has been accomplished

■ Contractual closure of the contract customers should say that the project is done as they requirement and
the customers should sign off the contract
■ Financial closure of the charge numbers
■ Administrative closure of the paperwork

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Knowledge Areas
■ There are 10 knowledge areas that project managers should be familiar with
1. Integration Management
– every activity must be coordinated or integrated with every other one in order to achieve the
desired project outcomes use software tools to integrate with others.
2. Project Scope Management
– authorizing the job, developing a scope statement that will define the boundaries of the
project, subdividing the work into manageable components with deliverables, verifying that
the amount of work planned has been achieved, and specifying scope change control
procedures the project manager should understand the work break down structure, boundaries, scope
amd etc.
3. Project Time Management
– developing a schedule that can be met, and controlling work to ensure that this happens
use machines and softwares without increasing the current labor hours or
4. Project Cost Management number of labors to speed up the project activities
– estimating the cost of resources, including people, equipment, materials, and such things as
travel and other support details
5. Project Quality Management
– includes both quality assurance (planning to meet quality requirements) and quality control
(steps taken to monitor results to see if they conform to requirements)
1st define the quality specifications.
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 Knowledge Areas…
6. Project Human Resources Management project mgr should know that the project has been allocated a
limited HR
– identifying the people needed to do the job; defining their roles, responsibilities, and reporting
relationships; acquiring those people; and then managing them as the project is executed
7. Project Communications Management
– planning, executing, and controlling the acquisition and dissemination of all information
relevant to the needs of all project stakeholders (e.g. project status, accomplishments, and
events that may affect stakeholders or other projects)
8. Project Risk Management arrange planes to face the risk of the project. for that first the risk of the prjoect
should be identified well.
– managing risks associated with project resources, stakeholders, or products
9. Project Procurement Management
– deciding what must be procured, issuing requests for bids or quotations, selecting vendors,
administering contracts, and closing them when the job is finished
10. Project Stakeholder Management
- managing individuals, companies, or organizations that has a vested interest in the outcome of a
project.
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Success factors in project management

■ User involvement in developing customized softwares user involvement is highly important

■ Executive management support when allocating resources
■ Clear statement of requirements sometimes, the same people may not through out the entire project
■ Proper planning
■ Realistic expectations not realistic - fail
■ Smaller project milestones large project milestone difficult to manage - but in large projects it is unavoidable
■ Competent staff important - not only the project manager but also other project team members should be
■ Ownership competent.
■ Clear vision and objectives
■ Hardworking, focused staff

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Summary

■ Understanding a project and its characteristics

■ Defining project management
■ Benefits and barriers
■ The role of project manager
■ PMBOK® guide
■ Basic Project Management Processes
■ Nine knowledge areas
■ Success factors in project management

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