SG5010 - Project Management

Project Management - lecture 1

1) Understand why project management is crucial and becoming such a powerful and popular
practice in today’s business world.

Project management is crucial because it ensures the efficient use of resources—time, money, and
people—by providing clear objectives, improving communication, managing risks, and delivering
projects on time and within budget, ultimately leading to greater customer satisfaction and strategic
alignment.

2) Recognise the basic properties of projects, including their definition.

A project is a temporary endeavour undertaken to create a unique product, service, or result. It has
specific objectives and is designed to achieve them within a defined scope, time frame, and budget.
The basic properties of projects include:

1.​ Temporary: Projects have a defined start and end date, making them finite in duration.
2.​ Unique Outcome: Each project delivers a one-of-a-kind result, whether it’s a product,
service, or process.
3.​ Defined Objectives: Projects are initiated to achieve specific goals or solve problems.
4.​ Progressive Elaboration: Project plans and details become clearer as the work progresses.
5.​ Resource Constraints: Projects must operate within limited resources—time, cost, people,
and materials.
6.​ Risk and Uncertainty: Every project has inherent risks and challenges that need to be
managed.

3) Understand why effective project management is a challenge.

Effective project management is challenging due to unclear goals, resource constraints, and
unforeseen risks. When objectives are not well-defined, projects can suffer from scope creep, causing
delays and increased costs. Additionally, managing limited resources—time, budget, and
manpower—while maintaining quality adds complexity, especially when multiple teams are involved.
Finally, unexpected risks or market changes can disrupt the project, requiring managers to adapt
quickly without losing focus on the project's goals.

4) Differentiate between project management practices and more traditional, routine

operations functions.

Project management practices differ from traditional, routine operations in several key ways:

1.​ Temporary vs. Ongoing: Projects are temporary endeavours with a defined start and end,
focused on achieving specific, unique goals. In contrast, routine operations are continuous,
ongoing activities aimed at maintaining and improving the regular functioning of a business,
such as production or customer service.
2.​ Unique vs. Repetitive Outcomes: Projects are designed to deliver one-time, unique
outcomes like a new product, service, or process. Operations, on the other hand, are focused
on repetitive tasks that ensure the consistent delivery of products or services over time.
 3.​ Dynamic vs. Stable: Projects often face a high degree of uncertainty and change as they
progress, requiring adaptability and flexible planning. Routine operations are more stable,
with established procedures and workflows that are refined over time for efficiency.

In essence, project management is focused on delivering specific, time-bound results, while traditional
operations ensure the ongoing, efficient functioning of day-to-day business activities.

5) Understand and explain the project life cycle, its different stages, and the activities that
typically occur at each stage in the project.

The project life cycle is a series of phases that a project goes through from initiation to completion. It
helps project managers organise and manage tasks effectively. The project life cycle is typically
divided into the following stages:

1. Initiation

●​ Objective: Define the project at a high level and assess its feasibility.
●​ Activities:
○​ Identify the project's goals, objectives, and purpose.
○​ Conduct feasibility studies and assess project viability.
○​ Identify stakeholders and their expectations.
○​ Develop a project charter or initiation document that formalises the project and gains
approval to proceed.

2. Planning

●​ Objective: Create a detailed roadmap for how the project will be executed and completed.
●​ Activities:
○​ Define the project scope, goals, and deliverables in detail.
○​ Develop a project plan, including a timeline, budget, resource allocation, and task
assignments.
○​ Identify risks and create risk management strategies.
○​ Plan for communication with stakeholders and project team members.
○​ Set performance criteria and success metrics.

3. Execution

●​ Objective: Carry out the project plan by performing tasks and producing deliverables.
●​ Activities:
○​ Assign tasks to team members and manage workflows.
○​ Coordinate resources and ensure that project tasks are on track.
○​ Monitor project performance and progress against the plan.
○​ Communicate regularly with stakeholders to keep them informed.
○​ Resolve issues and adjust plans as needed.

4. Monitoring and Controlling

●​ Objective: Ensure the project stays on track in terms of scope, time, cost, and quality.
●​ Activities:
○​ Track project progress through regular status updates and performance reports.
○​ Compare actual performance against the project plan.
○​ Implement corrective actions to address variances or unforeseen issues.
○​ Control scope creep by managing changes through formal change control processes.
 ○​ Monitor risk and take mitigation actions where necessary.

5. Closure

●​ Objective: Finalise all activities and formally close the project.

●​ Activities:
○​ Complete all project deliverables and ensure they meet the required quality.
○​ Obtain client or stakeholder acceptance of the final product or service.
○​ Conduct a project review to capture lessons learned and best practices.
○​ Close contracts with vendors or external partners.
○​ Release project resources (personnel, equipment).
○​ Archive project documentation and celebrate project success with the team.

Each of these stages helps to structure the project from start to finish, ensuring it moves
systematically toward achieving its objectives, with room for adjustments as needed.

What Is a Project?

A project is a temporary, goal-oriented endeavour undertaken to create a unique product, service, or

result. It has a defined start and end date, specific objectives, and typically operates under constraints
like time, budget, and resources. Projects are distinct from ongoing operations because they are
designed to achieve something new or specific—whether it’s developing a product, implementing a
system, or improving a process—and once the objectives are met, the project is concluded.

Agile Project Management

Agile project management is an iterative and flexible approach to managing projects, particularly in
dynamic environments where requirements can change frequently. It emphasises collaboration,
customer feedback, and the ability to adapt to changes throughout the project’s life cycle. Agile is
most commonly used in software development but is increasingly applied in other industries.

Key Principles of Agile Project Management:

1.​ Iterative Development: Agile projects are broken down into smaller segments called
"iterations" or "sprints" (typically 1-4 weeks). Each sprint results in a working product or
deliverable that can be reviewed and improved in future iterations.
2.​ Customer Collaboration: Agile places strong emphasis on engaging with the customer
throughout the project. Customers provide ongoing feedback to ensure the product meets
their needs and expectations.
3.​ Flexibility and Adaptation: Agile is designed to be adaptable. Teams can change course
based on feedback or evolving requirements without disrupting the entire project, allowing for
continuous improvement.
4.​ Self-Organizing Teams: Agile empowers teams to manage their own work and decisions,
promoting accountability and creative problem-solving. Team members collaborate closely,
often without strict hierarchical oversight.
5.​ Focus on Value: Agile prioritises delivering the highest value features or solutions early in the
project. The goal is to continuously deliver functional, incremental updates to the product that
add value to the customer.

Agile Frameworks:

There are several Agile frameworks, each with its own set of practices and structures:
 ●​ Scrum: A popular Agile framework that uses sprints, daily stand-up meetings, and a defined
set of roles (Product Owner, Scrum Master, Development Team).
●​ Kanban: Focuses on visualising work and limiting work in progress to improve flow and
reduce bottlenecks.
●​ Lean: Emphasises efficiency, minimising waste, and delivering value to the customer as
quickly as possible.

Benefits of Agile:

●​ Faster delivery of products or features to the customer.

●​ Flexibility to respond to changing market or customer needs.
●​ Continuous improvement through regular feedback loops.
●​ Greater collaboration and communication within teams and with stakeholders.

Agile is particularly effective in environments where requirements are uncertain or likely to evolve,
making it a preferred approach for innovative projects and fast-paced industries like technology.

Current Drivers of Project Management

The current drivers of project management are factors that push organisations to adopt and refine
project management practices in order to remain competitive, efficient, and responsive in today's
rapidly evolving business environment. These drivers include:

1. Technological Advancements

●​ Emerging technologies like AI, automation, and digital platforms are transforming industries.
Project management is necessary to effectively integrate these technologies into
organisations, streamline processes, and manage complex tech-driven projects.

2. Globalisation

●​ Companies are increasingly operating across borders, dealing with international teams,
markets, and regulations. Project management helps in coordinating global operations,
managing cross-cultural teams, and delivering projects that meet diverse market needs.

3. Increased Complexity

●​ Projects today often involve more stakeholders, diverse teams, and multiple layers of
complexity. Effective project management is essential to handle this complexity, ensuring that
large-scale or multi-disciplinary projects are well-coordinated and completed successfully.

4. Faster Time to Market

●​ In today’s competitive business environment, companies are under pressure to deliver

products and services faster than ever. Agile and adaptive project management
methodologies help speed up project delivery without compromising on quality.

5. Customer-Centricity

●​ Customer needs and preferences are constantly changing, requiring businesses to be more
agile in how they manage projects. Continuous feedback loops, particularly in Agile project
management, ensure that customer input is incorporated into each phase of project
development.
6. Regulatory and Compliance Requirements

●​ Stricter regulations in industries like healthcare, finance, and energy require meticulous
planning, tracking, and documentation. Project management helps ensure that compliance
and regulatory requirements are met throughout the project lifecycle.

7. Sustainability and Social Responsibility

●​ Organisations are increasingly focusing on sustainability and corporate social responsibility

(CSR). Project management helps ensure that sustainability goals and ethical considerations
are integrated into project planning, execution, and delivery.

8. Remote Work and Distributed Teams

●​ The rise of remote work has shifted how teams collaborate and communicate. Project
management tools and practices are critical in keeping remote and distributed teams aligned,
ensuring seamless collaboration and accountability.

9. Risk Management

●​ Uncertainty is prevalent due to factors like economic shifts, pandemics, and political
instability. Project management helps businesses identify, assess, and mitigate risks, allowing
them to adapt more readily to unforeseen challenges.

10. Innovation and Change Management

●​ With innovation becoming a core competitive advantage, organisations are relying on project
management to drive new product development, digital transformation, and strategic change
initiatives. Project management ensures that innovation projects are executed efficiently and
that changes are managed smoothly.

These drivers emphasise the importance of effective project management in helping organisations
navigate a complex, fast-paced, and interconnected business landscape.

Project Management Today: A Socio-Technical Approach

Project management today is increasingly viewed through a socio-technical approach, which

emphasises the integration of both the social (people and organisational) and technical (tools,
processes, and methodologies) aspects of project management. This approach recognizes that
successful project management isn't just about managing tasks and timelines but also about
managing people, communication, and collaboration. Here’s how the socio-technical approach is
applied in modern project management:

1. Social (People) Aspect

●​ Team Collaboration and Communication: The success of any project depends on the
collaboration and communication among team members. Social aspects like team dynamics,
leadership, and stakeholder engagement are crucial. Project managers must foster an
environment of trust, clear communication, and open feedback to ensure smooth execution.
●​ Stakeholder Management: Effective project management involves understanding and
addressing the needs, expectations, and concerns of all stakeholders—both internal and
external. Regular communication, managing stakeholder expectations, and involving them in
decision-making processes are key to a project's success.
 ●​ Change Management: Modern projects often bring significant changes within organisations.
Managing the human side of change—such as resistance, motivation, and team morale—is
as important as the technical deliverables. Change management practices are integrated into
project management to ensure smooth transitions.

2. Technical (Process and Tools) Aspect

●​ Methodologies and Frameworks: On the technical side, various methodologies like Agile,
Scrum, Waterfall, or Hybrid are employed depending on the project's nature and industry.
These methodologies provide structure, defining how tasks should be managed, tracked, and
delivered.
●​ Tools and Technology: The use of modern project management software and tools (e.g.,
Microsoft Project, Jira, Trello) enables teams to manage timelines, allocate resources, track
progress, and collaborate efficiently, especially with distributed or remote teams.
●​ Risk and Quality Management: Technical elements of project management also include risk
management (identifying, analysing, and mitigating risks) and ensuring that quality standards
are met throughout the project lifecycle.

3. Balancing Social and Technical Aspects

●​ The socio-technical approach recognizes that focusing solely on technical aspects (tools,
frameworks) without addressing the human and organisational factors can lead to project
failure. Likewise, emphasising the social side (team collaboration) without proper structure or
tools can lead to inefficiency and chaos.
●​ Successful project management involves balancing both the technical and social
dimensions—ensuring that technology and processes support people, while also fostering an
environment where people can work together effectively.

4. Adapting to Modern Trends

●​ Remote Work and Virtual Teams: The socio-technical approach has gained even more
importance with the rise of remote work. Managing virtual teams requires not only the use of
collaboration tools but also attention to team cohesion, motivation, and communication.
●​ Cultural and Global Considerations: In global projects, cultural differences and varying
expectations must be managed carefully. Understanding social dynamics across cultures
while leveraging appropriate technology to bridge gaps is crucial.

5. Continuous Learning and Adaptation

●​ In today’s fast-changing business environment, the socio-technical approach also

emphasises continuous learning. Teams must adapt to new tools, processes, and social
dynamics as projects evolve, ensuring both people and technology grow together.

Conclusion

The socio-technical approach in project management is about harmonising the human and technical
elements of managing projects. By understanding and balancing the needs of people (social) with the
right processes, tools, and methodologies (technical), project managers can create a more holistic,
adaptive, and effective project environment, leading to better outcomes.
Project Management - Seminar 1
1. How are projects different from operations processes?

Projects differ from operations processes in several key ways. Projects are temporary endeavours
with a defined start and end, focused on achieving unique goals, such as developing a new product or
implementing a system. They are one-time efforts that deliver specific outcomes. In contrast,
operations are ongoing, repetitive activities that ensure the continuous functioning of a business,
such as manufacturing or customer support. While projects aim to create something new or
implement change, operations are about maintaining and optimising existing processes. Additionally,
projects often deal with uncertainty and change, while operations follow established procedures to
achieve efficiency and consistency.

2. Why are projects important and why is project management challenging?

Projects are important because they drive innovation, enable organisations to achieve specific goals,
and facilitate change, whether it's developing a new product, improving processes, or expanding into
new markets. They help businesses remain competitive and adapt to evolving demands. However,
project management is challenging due to factors like limited resources, evolving requirements, and
the need to manage multiple stakeholders. Balancing time, budget, and scope while handling
unexpected risks and changes adds complexity. Effective project management requires not only
technical expertise but also strong leadership, communication, and problem-solving skills to navigate
these challenges successfully.

3. What changes in the business environment have necessitated a greater use of project
management skills?

Changes in the modern business environment, such as rapid technological advancements,

globalisation, and increased competition, have necessitated a greater use of project management
skills. Businesses must manage complex projects like digital transformations, coordinate international
teams, and deliver products faster to stay competitive. The rise of customer-centric models also
requires frequent adjustments and flexibility, which project management enables through iterative
methodologies like Agile. Additionally, stricter regulatory and compliance requirements, coupled with
the growing emphasis on sustainability and corporate social responsibility, demand careful project
planning and execution. These factors drive the need for strong project management to navigate
complexity, align with business goals, and respond to changing market conditions effectively.

4. Where in the project life cycle are the intensity level of resources and client interest at their
highest? Why is this the case?

The intensity level of resources and client interest is typically at its highest during the execution
phase of the project life cycle. This is because the execution phase involves the actual
implementation of the project plan, where tasks are performed, and deliverables are created. As work
progresses, more resources—such as manpower, equipment, and budget—are required to complete
various tasks on time. Additionally, client interest peaks during this phase since they are closely
monitoring the project's progress, anticipating results, and providing feedback. Clients want to ensure
that the project meets their expectations and delivers the intended outcomes, making their
engagement and scrutiny most intense at this stage.
A day in the life - 2019

Troi's day, as described, provides a snapshot of the complexity and demands of being a project
manager. Here are a few key observations about how effectively she spent her day and what this
case reveals about the role of a project manager:

How effectively do you think Troi spent her day?

1.​ Time Management:

○​ Troi had many interruptions and unplanned meetings, yet she managed to get
through her tasks. For instance, she responded to important emails and messages,
attended scheduled meetings, and even found time to meditate. However, a lot of her
day was spent on informal conversations, interruptions, and managing unplanned
issues (e.g., the rumour about acquisition or resolving issues regarding project
scope).
○​ While socialising with colleagues and stakeholders is important, it may have
detracted from the time needed for core project tasks. For example, the gossip
session with Eddie in the cafeteria and informal discussions about Jonah Johnson
leaving, although potentially useful for internal politics, did not directly contribute to
project progress.
2.​ Handling Issues and Interruptions:
○​ Troi handled a variety of unexpected issues effectively, like the scope creep problems
with the client and the procurement of equipment. She also prioritised speaking with
John and marketing to resolve key conflicts.
○​ However, her day lacked uninterrupted focus time. She bounced from one task or
meeting to another with very little time for deep work, particularly when it came to
reviewing project reports and addressing "what-if" scenarios in the project
management software.
3.​ Team and Stakeholder Management:
○​ Troi invested significant time in addressing the concerns of her project team, which is
important for team morale and efficiency. Her visit to the team to resolve complaints
and later updating them on the progress with the client showed strong leadership and
communication.
○​ Her meetings with other stakeholders, like John and Mary, also demonstrated her
ability to manage relationships, but these interactions consumed a large portion of her
day, showing how much time a project manager spends on managing conflicts and
expectations.
4.​ Meetings and Project Management Work:
○​ Troi had several key meetings that seemed essential to the project’s success,
including the project status meeting, her conversation with Victoria, and the call with
John. However, some of these meetings were delayed (e.g., the 9:00 a.m. project
meeting), and others took longer than expected.
○​ Her use of time to work with MS Project later in the day was a productive effort to
plan ahead. Although it came late in the day, this work is crucial for a project manager
to anticipate issues and adjust project plans.

What does the case tell you about what it is like to be a project manager?

1.​ Constantly Juggling Tasks:

○​ The role requires multitasking and dealing with constant interruptions. Troi’s day was
filled with back-to-back meetings, phone calls, and emails, leaving little time for
 focused work. A project manager must balance both planned activities and
unforeseen challenges that arise throughout the day.
2.​ Importance of Communication:
○​ Much of Troi’s day was spent communicating with various stakeholders—her team,
clients, other project managers, and the marketing department. Being a successful
project manager requires excellent communication skills to handle conflicts, keep
everyone informed, and ensure alignment on project objectives.
3.​ Handling Conflicts and Issues:
○​ The role involves resolving conflicts and issues, whether it's scope creep with the
client, delays with equipment, or misunderstandings within the team. Troi’s day
highlights how much of a project manager’s time is spent putting out fires and
resolving conflicts.
4.​ Stakeholder Management:
○​ Troi’s interactions with people like her manager, John, and the marketing department
show that project managers must constantly manage expectations from various
stakeholders. This includes balancing internal team needs with external client
demands and navigating organisational politics.
5.​ Emotional Intelligence and Team Management:
○​ Troi displayed strong emotional intelligence when she visited her team and patiently
listened to their concerns. A good project manager must maintain team morale and
keep everyone focused, even when the team is under pressure.
6.​ Reactive vs. Proactive Work:
○​ Much of Troi’s day was spent reacting to issues as they arose rather than proactively
managing the project. This highlights a common challenge for project managers:
balancing the need to be reactive to unexpected problems with proactive planning
and strategic work.

Conclusion:

Troi spent her day relatively effectively, given the number of interruptions and challenges she faced.
However, a project manager’s role often requires wearing many hats, and Troi’s day shows how
difficult it can be to manage time and prioritise tasks when unexpected issues constantly arise. The
case highlights that project management is a blend of leadership, problem-solving, communication,
and time management—all while navigating the unpredictable dynamics of both teams and
stakeholders.

Project Management - Lecture 2

Explain why it is important for project managers to understand their organisation’s
strategy?

It is crucial for project managers to understand their organisation’s strategy because it

ensures that the projects they manage are aligned with the overall goals and vision of the
business. By having a clear understanding of the strategic direction, project managers can
prioritise tasks, allocate resources more effectively, and make decisions that support
long-term objectives. This alignment helps prevent the misallocation of resources to projects
that do not contribute to the company's success. Additionally, understanding the strategy
enables project managers to communicate the project’s value to key stakeholders and secure
their support, ensuring that projects are seen as vital components of the organisation's
success. It also allows project managers to anticipate potential risks and challenges that could
arise if a project deviates from strategic goals, leading to better risk management and more
effective execution.

Identify the significant role projects contribute to the strategic direction of the
organisation?

Projects play a critical role in driving an organisation's strategic direction by serving as the
primary vehicles for executing its strategy. They translate high-level goals into actionable
tasks, whether through new product development, market expansion, or process
improvements. By aligning projects with the organisation’s strategic objectives, companies
can focus resources on initiatives that create competitive advantages, foster innovation, and
ensure sustainable growth. Projects also enable organisations to adapt to changes in the
business environment, helping to implement necessary transformations that are vital for
long-term success. Through effective project management, organisations can ensure that
their strategic vision is realised, delivering tangible value and meeting key performance
targets.

Understand the need for a project priority system?

Understanding the need for a project priority system is crucial for organisations to allocate
resources efficiently and ensure that the most strategically important projects receive the
necessary attention. A priority system helps avoid the common problem of spreading
resources too thin across numerous projects, which can result in delays, cost overruns, or
diminished outcomes. By prioritising projects, organisations can focus on initiatives that align
with their strategic objectives, maximise return on investment, and deliver the greatest value.
Additionally, it allows project managers and teams to make informed decisions about
trade-offs, ensuring that high-impact projects move forward without being overshadowed by
lower-priority tasks. A well-defined priority system also provides transparency to stakeholders
and enhances overall project governance.

Distinguish among three kinds of projects?

Projects can be categorised into three main types based on their purpose within an
organisation: compliance, operational, and strategic. Compliance projects are mandatory and
often arise from legal, regulatory, or safety requirements, ensuring the organisation meets
external standards and avoids penalties. Operational projects focus on improving the
efficiency and performance of existing processes, helping to optimise resources and reduce
costs without necessarily driving direct innovation. Finally, strategic projects are aligned with
the organisation’s long-term goals, aiming to drive growth, innovation, and competitive
advantage by pursuing high-impact initiatives like new product development or market
expansion. Together, these project types help organisations balance the need for regulatory
compliance, operational efficiency, and future-oriented growth.

Describe how the phase gate model applies to project management?

The phase gate model applies to project management by providing a structured approach to
managing projects through distinct phases, each separated by "gates" or decision points. At
each gate, project progress is evaluated against predefined criteria such as scope, budget,
risk, and deliverables. The decision to either proceed, modify, or terminate the project is made
based on this evaluation. This model helps ensure that resources are allocated efficiently,
risks are managed early, and alignment with organisational goals is maintained throughout the
project lifecycle. By systematically reviewing the project at various stages, the phase gate
model enhances accountability, transparency, and project success rates.

Apply financial and non-financial criteria to assess the value of projects?

Assessing the value of projects involves both financial and non-financial criteria to ensure a
comprehensive evaluation. Financial criteria include metrics such as return on investment
(ROI), net present value (NPV), and payback period, which quantify the project’s potential
profitability and long-term financial impact. These measures help determine whether the
project is economically viable and aligns with the organisation's financial objectives.
Non-financial criteria, on the other hand, assess the strategic importance, alignment with
organisational goals, potential for innovation, customer satisfaction, and risk mitigation. These
factors are crucial for understanding a project's broader impact, such as enhancing the
company's reputation, supporting long-term growth, or improving operational efficiency.
Balancing both sets of criteria allows organisations to select projects that not only generate
financial returns but also contribute to their strategic and competitive positioning.

Project Classification

Simplified Scoring Model

Score = ∑ (𝑤𝑒𝑖𝑔ℎ𝑡 ✕ 𝑆𝑐𝑜𝑟𝑒)

Profile Model

Payback Period

Payback Period = 𝐼𝑛𝑣𝑒𝑠𝑡𝑚𝑒𝑛𝑡 ÷ 𝐴𝑛𝑛𝑢𝑎𝑙 𝑐𝑎𝑠ℎ 𝑠𝑎𝑣𝑖𝑛𝑔𝑠

Net present Value (NPV)

Internal Rate of Return (IRR)

Project Management - Seminar 2
Discuss the statement, "successful project management is contextual"?

The statement "successful project management is contextual" highlights the idea that the
success of a project is heavily influenced by the specific circumstances and environment in
which it is managed. Factors such as the industry, organisational culture, stakeholder
expectations, available resources, and external conditions all play a critical role in shaping
how a project should be planned, executed, and monitored. What works well in one
context—such as a technology startup with a flexible, fast-paced approach—may not be
effective in another, such as a highly regulated industry like healthcare or construction, where
compliance and risk management are prioritised. Additionally, the complexity and scope of
the project, team dynamics, and even the maturity of the project management methodology
used can influence outcomes. Understanding and adapting to these contextual factors is key
to achieving success, as project managers must tailor their approaches to fit the unique
challenges and opportunities of each project environment.

How are projects linked to strategic plans?

Projects are directly linked to strategic plans because they serve as the primary vehicles
through which an organisation implements its strategic objectives. A strategic plan outlines an
organisation's long-term vision, goals, and priorities, while projects are the actionable steps
taken to achieve these objectives. For example, if an organisation’s strategic plan includes
expanding into new markets or developing innovative products, projects will be initiated to
conduct market research, design new products, or create marketing campaigns.

Projects help translate abstract strategic goals into concrete, measurable outcomes. They
ensure that resources such as time, money, and personnel are directed toward initiatives that
advance the organisation’s overall strategy. By aligning project selection, execution, and
evaluation with strategic priorities, organisations can ensure that their efforts contribute to
long-term growth, competitive advantage, and sustainability. Projects, therefore, are essential
to turning strategic visions into operational realities.

Why should an organisation not rely on ROI to select projects?

An organisation should not rely solely on return on investment (ROI) to select projects
because ROI, while important, only provides a narrow financial perspective and does not
capture the full value or potential impact of a project. ROI focuses primarily on short-term
profitability and may overlook critical non-financial factors such as strategic alignment,
innovation, market positioning, customer satisfaction, or risk mitigation. Some projects,
particularly those related to research and development, brand building, or long-term
infrastructure, may have lower immediate financial returns but are essential for the company’s
long-term success and competitiveness. Additionally, relying only on ROI can lead to
underinvestment in high-risk, high-reward projects that might drive future growth or prepare
the organisation for significant market changes. A balanced approach that considers both
financial and non-financial criteria ensures that projects are selected based on their overall
contribution to the organisation's goals, not just immediate profitability.

How are projects different to operations processes?

Projects and operations differ fundamentally in their objectives and nature. Projects are
temporary, unique endeavours with a defined beginning and end, created to achieve a
specific goal or produce a unique product, service, or result. They involve complex tasks that
often require cross-functional collaboration. Operations processes, on the other hand, are
ongoing and repetitive, focusing on the continuous production of goods or delivery of
services. While operations maintain the status quo and ensure efficiency, projects drive
change and innovation. The primary distinction lies in their scope: projects are finite and aim
at transformation, whereas operations are continuous and focus on maintaining organisational
functions.

Why are projects important, and why is project management challenging?

Projects are crucial for organisations as they enable innovation, growth, and the achievement
of strategic goals. They are essential in driving new product development, process
improvements, market expansion, and adapting to changing business environments.
However, project management is challenging because it requires the coordination of diverse
resources, adherence to deadlines, and managing stakeholder expectations, all while
navigating the complexities of budgets, risks, and changing requirements. Balancing scope,
time, and cost, often referred to as the "triple constraint," adds further difficulty. Successful
project management requires strong leadership, clear communication, and the ability to adapt
to unforeseen challenges.

What changes in the business environment have necessitated a greater use of project
management skills?

Several changes in the business environment have increased the demand for project
management skills. The rapid pace of technological advancements, globalisation, and
increasing market competition require companies to innovate quickly and efficiently.
Additionally, businesses are facing more complex regulatory environments and customer
expectations, which demand precision and accountability. The shift toward more dynamic,
agile business models also requires organisations to manage shorter product life cycles and
frequent organisational change. All these factors necessitate greater reliance on project
management to successfully execute strategic initiatives and maintain a competitive edge in a
constantly evolving market.

Where in the project life cycle are the intensity level of resources and client interest at
their highest? Why is this the case?

The intensity of resources and client interest is typically at its highest during the execution
phase of the project life cycle. This is because the project’s tangible deliverables are being
produced, and substantial resources—such as personnel, time, and materials—are actively
deployed to complete the work. During this phase, the client is highly invested in seeing the
project outcomes materialise, and there is significant interaction between the project team
and the stakeholders. Additionally, any issues or changes during execution may directly
impact the project's success, making this phase critical in terms of both resource allocation
and stakeholder involvement.

Week 2 Case Study - Hector Gaming Company

1. What is our major problem?

HGC is facing organisational misalignment in managing rapid growth, leading to resource

conflicts, project delays, and strategic drift. As the company scales, the lack of clear
processes and alignment is creating inefficiencies and confusion, which may hinder its ability
to sustain growth and handle competition.

2. Identify some symptoms of the problem:

●​ Resource conflicts among projects, with project managers competing for the same
team members.
●​ Increasing frequency of projects missing deadlines and going over budget.
●​ Key employees being over-utilized or frequently requested for multiple projects.
●​ Lack of strategic focus, with some projects (like the international business game) not
aligning with the company's vision or niche.
●​ Conflicts among managers on how to implement the strategic plan, despite agreeing
on long-term goals.

3. What is the major cause of the problem?

The root cause is the absence of a strong project management framework and clear resource
allocation policies. As HGC scales rapidly, there are no formalised processes to ensure
project prioritisation, resource management, and alignment with the company's strategic
goals. This has led to confusion, inefficiencies, and a loss of strategic focus, especially as
more projects and employees are added to the mix.
Next week: 5MCQ

1.​ Which of the following is a key characteristic of a project?

○​ a) It is an ongoing process.
○​ b) It has no specific end date.
○​ c) It is temporary and unique.
○​ d) It focuses on routine operational tasks.

Answer: c) It is temporary and unique.

2.​ What is meant by the term "scope" in project management?

○​ a) The project's overall cost and budget.
○​ b) The detailed set of objectives and deliverables.
○​ c) The time period for project completion.
○​ d) The resources assigned to the project.

Answer: b) The detailed set of objectives and deliverables.

3.​ In which phase of the project life cycle is the project plan executed and the
deliverables produced?
○​ a) Initiation phase.
○​ b) Planning phase.
○​ c) Execution phase.
○​ d) Closure phase.

Answer: c) Execution phase.

4.​ What is the primary challenge of the triple constraint in project management?
○​ a) Balancing the project’s time, scope, and risk.
○​ b) Managing scope, time, and cost constraints simultaneously.
○​ c) Ensuring stakeholder satisfaction.
○​ d) Aligning the project with corporate strategy.

Answer: b) Managing scope, time, and cost constraints simultaneously.

5.​ Which project management methodology is known for its iterative and incremental
approach, often used in software development?
○​ a) Waterfall methodology.
○​ b) Agile methodology.
○​ c) Critical Path Method (CPM).
○​ d) Lean Six Sigma.

Answer: b) Agile methodology.

Project Management - Lecture 3

1.​ Identify different project management structures and understand their strengths
and weaknesses.​
There are three primary project management structures: functional, projectized, and
matrix. In a functional structure, the organisation is divided by departments, and
 projects are handled within these divisions. The strength of this structure lies in its
clear hierarchy and specialisation, but it can suffer from poor interdepartmental
communication and slow decision-making. In a projectized structure, teams are
dedicated to projects, with a project manager having full authority. This allows for fast
decision-making and high accountability, though it can lead to inefficiencies when
projects end, as resources may become idle. A matrix structure blends elements of
both functional and projectized structures, enabling resource sharing across projects
and departments. However, the dual-reporting lines in matrix structures can cause
confusion and conflicts.

2.​ Distinguish three different types of matrix structures and understand their
strengths and weaknesses.​
The three types of matrix structures are weak, balanced, and strong matrices. In a
weak matrix, functional managers hold more authority, and the project manager plays
a coordinating role. This structure ensures functional expertise but may result in slow
decision-making and a lack of project focus. In a balanced matrix, both project and
functional managers share authority, ensuring a better balance of power. However, this
can create tension due to unclear responsibilities. A strong matrix gives the project
manager more authority over the project, which enhances project focus and
accountability but can cause conflicts with functional managers, as they might feel
sidelined.

3.​ Describe how project management offices (PMOs) can support and improve project
execution.​
Project Management Offices (PMOs) are organisational entities that standardise
project management practices and improve efficiency across multiple projects. PMOs
provide support by offering best practices, tools, templates, and methodologies,
ensuring consistency and alignment with organisational goals. They also monitor
project performance, provide governance, and manage risks, helping teams stay on
track. PMOs often provide training and resources to project managers, which
enhances their skills and ensures proper project execution. However, PMOs can be
seen as bureaucratic if they impose too many controls, stifling flexibility and slowing
down project decision-making.

4.​ Understand organisational and project considerations that should be considered in

choosing an appropriate project management structure.​
Several factors should be considered when selecting a project management structure.
First, the size and complexity of the project play a key role—larger, more complex
projects may benefit from a matrix or projectized structure, whereas smaller projects
might work well within a functional structure. The availability of resources is another
consideration; in organisations where resources are limited, a matrix structure can
enable efficient sharing. Additionally, the level of control and authority needed by the
project manager will influence the choice of structure. Organisational culture and the
degree of collaboration required between departments should also be considered, as
they directly affect how well a structure will function.
 5.​ Appreciate the significant role that organisational culture plays in managing
projects.​
Organisational culture plays a vital role in project management, as it influences
decision-making processes, communication styles, and stakeholder engagement. A
culture that fosters collaboration, transparency, and adaptability will support project
teams in overcoming challenges and achieving their objectives. In contrast, a rigid,
hierarchical culture may hinder creativity and slow project progress due to excessive
bureaucracy. The values and norms within an organisation affect how teams handle
conflict, take risks, and make decisions. Therefore, aligning project management
approaches with the organisation's culture is crucial for project success, as it creates
an environment conducive to teamwork, innovation, and effective problem-solving.

6.​ Interpret the culture of an organisation.​

Interpreting an organisation’s culture involves observing and understanding its values,
behaviours, norms, and communication styles. Key indicators of culture include
leadership style, employee engagement, the organisation’s approach to risk-taking,
and how decisions are made. Organisations with a formal and hierarchical culture
typically emphasise structure, authority, and detailed processes. In contrast, an
organisation with an innovative and agile culture encourages autonomy, collaboration,
and flexibility. Cultural artefacts such as mission statements, company policies, office
layout, and internal communication can also provide insights. Recognizing these
elements helps project managers align their approaches with the prevailing culture,
ensuring smoother project execution.

7.​ Understand the interaction between project management structure and the culture
of an organisation.​
The interaction between a project management structure and an organisation’s culture
is significant because it can either facilitate or hinder project success. For example, in
an organisation with a hierarchical culture, a functional or weak matrix structure might
be a natural fit because decision-making tends to be centralised, and authority rests
with functional managers. Conversely, in an innovative or flat organisational culture
that values collaboration and agility, a strong matrix or projectized structure is often
more effective, as these structures support cross-functional teamwork and faster
decision-making. Misalignment between structure and culture can lead to friction,
miscommunication, and inefficiencies, which emphasises the importance of choosing
a structure that complements the organisation's cultural dynamics.

Project Management - Seminar 3