Project Planning & Mgt course

BY
KIMONO PAUL

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Expectations
 1. Best practices in PPM
 2. Skills and knowledge in APM
 3. Basic concepts, Tools, and Methodologies
in PPM
 4. Project scheduling techniques and tools
 5. Project Mgt aspects - success and failure
 6. Project proposal writing
 7. etc
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The Project Planning and
Management course
 has been designed to help participants who
will be:
 Project Managers to deliver projects
 Consultants to manage client projects
 Trainers to teach project management
 Students to learn how to manage projects
 Project Officers to monitor and control projects
 Senior Managers to improve the success of
projects.
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Course Modules
1) Introd. To PPM – Concepts and Practices
2) Project Design, Development and Intergration
3) Project planning , Scheduling and control
4) Project appraisal, selection and analysis
5) Project implementation, monitoring and evaluation
6) Project proposal writing
7) Project management issues
8) Ms project
9) Controlling and analysing project performance
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MODULE ONE
 INTRODUCTION TO PPM

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Basic terms & x-tics of projects
 What is :
 A project?
 A programme?
 A plan?
 A policy?

 What is their relationship

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What is a project?
 A project is set of activities that must be
coordinated and managed to achieve specified
objectives.
 A project is time bound and is designed to deliver
measurable benefits to a specified target group.
 Projects are the practical interventions at the
organisational level that are designed to link policy
and programme objectives to problems faced by a
particular group of beneficiaries
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X – TERITICS OF A PROJECT
 Has a pre – set objectives
 Involves activities
 uses resources
 Takes place in real Time
 Has time frame
 Outcomes
 Set for target group of beneficiaries
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Project management
 is the application of knowledge, skills, tools, and
techniques to project activities in order to meet or
exceed stakeholder needs and expectations from a
project.
 The primary challenge of project management is to
achieve all of the project goals and objectives while
adhering to classic project constraints—usually
scope, quality, time and budget. The secondary—and
more ambitious—challenge is to optimize the
allocation and integration of inputs necessary to
meet pre-defined objectives.

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Project formulation essentials
For a project to have been properly conceived, its essential
characteristics must be clearly defined. These generally
include the following:
 Goal, Aim & Objective (s);

 Expected outputs/ Expected outcome of the project.;

 Activities & tasks ;

 Planned lifespan – Time frame;

 Resources - Cost

 Intended beneficiaries;

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The GREAT Model

 To make your project team function effectively, the

first thing you need to know is the GREAT model:
 G -Goals;
 R -Results;
 E -Expectations / Performance;
 A - Accountabilities / Abilities;
 T -Timing.
 The GREAT model specifies what people must
know before they can work together effectively...

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Project formulation
Project Name:-----------
Project No:----------
G -Goals;
Phase1 Phase2 Phase3
R -Results;
Accountabili
ties
Timing
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Resources of a project
Projects are accomplished by resources which include:
People – Human Resources
Plant and machinery – equipment
Money – funds
Materials & supplies
Time resource
Data & Information
Others
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Project resources matrix
 A project plan that demonstrates what is
possible, shows an overall path and clear
responsibilities.
 It contains the details for estimating the
people, money, time, equipment, and
materials necessary to get the job done,
 and will be used to measure progress during
the project and act as an early warning system
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Project resources matrix
Goal Activities Resources Personel Time line

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Project management quadrangle

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PMT - Goals

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PROJECT SCOPING - DEFINING THE SCOPE
When you define the scope of a Programme or Project, you set
the "boundaries" - what is included and what is excluded.
In order to scope the Programme or Project, the following
questions are addressed:
 What is the Programme/Project responsible for delivering?
What is the Programme/Project not going to deliver?
 What are the main objectives? Why are you doing it?
 What needs to change in order to achieve these objectives?;
 What will be the effect of those changes ?;
 What will stay the same?;

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Cont…
 Which stakeholders will be affected and how?.
 What other work or Programmes/Projects are
there which might impact on this?  You must
agree boundaries, avoid duplication or omission
of tasks or deliverables;
 Whose responsibility is it to put in place longer
term mechanisms/reviews to evaluate the
Programme/Project?

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Notes
1. The answers to these questions helps define
the scope of the Project and the interfaces
needed to establish with other
Programs/Projects & stakeholders.
2. Knowing what is included and what is
excluded is fundamental for planning a
Programme or Project.

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WHY SCOPE DEFINITION IS
IMPORTANT
A major reason for Programmes or Projects
going wrong is a failure to properly define the
scope or subsequently manage changes to the
scope.
Defining and agreeing the scope helps to:
 ensure clear Programme or Project goals and
objectives;
 promote understanding;
 reduce ambiguities and risks;
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Cont…
 identify the outcomes you really want;
 manage expectations;

 get management and colleagues' commitment;

 Develop quality and evaluation criteria.

Even the scope is likely to change, it is still important to

set out your current understanding of the objectives,
what is included and (even more importantly)
excluded. 

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Project Management Life Cycle

 This explains the major phases/ stages that all

projects pass through
 To pass through each project life cycle phase
successfully, you'll need to complete a number of
project activities.
 The Project Management Life Cycle has four
phases: Initiation, Planning, Execution and Closure.
 
 

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4 Phases of PM Life Cycle

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DETAILS
INITIATION EXECUTION
 Develop a Business Case  Build Deliverables
 Undertake a Feasibility Study  Monitor and Control
 Establish the Project Charter  Perform Time Management
 Appoint the Project Team  Perform Cost Management
 Set up the Project Office  Perform Quality Management
 Perform Phase Review  Perform Change Management
PLANNING  Perform Risk Management
 Create a Project Plan  Perform Issue Management
 Create a Resource Plan  Perform Procurement Management
 Create a Financial Plan Perform Communications
 Create a Quality Plan Management
 Create a Risk Plan Closure
 Create an Acceptance Plan  Perform project closure
 Create a Communications Plan  Review project completion
 Create a Procurement Plan
 Contract the Suppliers

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PROJECT MANAGEMENT
PROCESS
 Initiate
 Define
 Plan
 Implement
 Control
 Monitor And Evaluate
 Complete
 Review
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TYPES OF PROJECT MANAGEMENT ACTIVITIES

 Project planning and definition activities

 Definition of project goals and objectives
 Definition of work requirements
 Definition of quantity of work
 Definition of quality of work
 Definition of required resources
 Definition of organization structure
 Planning of task sequencing and schedule
 Planning of the budget

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Project implementation and control
activities
 Initiating work
 Monitoring and tracking progress
 Comparing schedules and budgets to plans
 Analyzing impact of changes and progress
 Coordinating activities and people
 Making adjustments to the plan as required
 Completing the project
 Assessing project results
 More simply
 Deciding, and
 Doing

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SUCCESS FACTORS IN PROJECT
MANAGEMENT

 Appropriately skilled project manager and implementors

 Clear authority for the PM to act
 Commitment to the PM methodology
 A skilled PM team agreed to the project goals
 A complete project plan that is understood by all participants
 Objectives that contribute to the larger goals of the organization
 Workable tracking and monitoring methods
BOTTOM LINE
 What project management will do is provide a system for planning,
documenting, organizing, and communicating.
 It provides a basis for better decisions
 Ultimately, it is the people who will make things happen and make things
work, not the methodology
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BOTTOM LINE
 What project management will do is provide a
system for planning, documenting,
organizing, and communicating.
 It provides a basis for better decisions
 Ultimately, it is the people who will make
things happen and make things work, not the
methodology

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 End
 Thanks for your attention

AS Days go , we learn more

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