ANSWERS
1.1 Trace the terms (Acronyms and meanings)
PMI
Project Management Institute – An international professional organisation that sets
standards and provides certifications for project management professionals.
PMBOK
Project Management Body of Knowledge – A guide developed by PMI that outlines
standard terminology, guidelines, and best practices in project management.
PMP
Project Management Professional – A globally recognised certification offered by
PMI for experienced project managers.
SWOT
Strengths, Weaknesses, Opportunities, and Threats – A strategic planning tool used
to analyse internal and external factors that can affect a project or organisation.
PESTEL
Political, Economic, Social, Technological, Environmental, and Legal – A framework
used to analyse external environmental factors that may influence a project or
organisation.
WBS
Work Breakdown Structure – A project management tool that breaks down a project
into smaller, manageable tasks or components.
EIA
Environmental Impact Assessment – A process used to evaluate the environmental
effects of a proposed project before it begins.
1.2 Clear the concepts
Project
A project is a temporary activity undertaken to create a unique product, service, or
result within a defined start and end time, using limited resources.
Programme
A programme is a group of related projects that are managed together in order to
achieve broader organisational objectives and benefits.
Portfolios
A portfolio is a collection of projects and programmes that are managed together to
achieve strategic goals and maximise organisational value.
Resources
Resources are the people, equipment, materials, money, and time required to
complete a project successfully.
Project Management
Project management is the process of planning, organising, directing, and controlling
resources to achieve specific project goals within defined constraints such as time,
cost, and scope.
Environmental Scanning
Environmental scanning is the process of analysing internal and external factors that
may affect a project or organisation in order to identify opportunities and risks.
1.3 Triple Constraint Question
Question:
Which of the following is NOT one of the constraints of the so-called triple
constraints of project management?
Time
Cost
Quality
Schedule
People
Answer:
People
Explanation:
The triple constraint in project management consists of Time, Cost, and Scope
(sometimes Quality is included as a result of these). These constraints determine
how a project is planned and managed.
People are important resources in a project but they are not one of the triple
constraints.
1.4
Projects differ from ordinary functional organisational processes in that…
Projects are temporary and unique, while ordinary organisational processes are
ongoing and repetitive. A project has a specific goal, a defined start and end
date, and limited resources, whereas functional organisational processes are
continuous activities that support the daily operations of an organisation.
1.5
Name and explain the basic consecutive phases of project management
1. Initiation Phase
This is the beginning of the project where the project idea is identified and
evaluated. The purpose, objectives, and feasibility of the project are
determined.
2. Planning Phase
In this phase, detailed plans are developed. The project scope, schedule,
resources, risks, and budget are defined to guide the project.
3. Execution Phase
This phase involves carrying out the project plan. Tasks are completed,
resources are used, and the project team works to achieve the project
objectives.
4. Monitoring and Controlling Phase
During this phase, the progress of the project is monitored to ensure it stays
on schedule, within budget, and meets quality requirements.
5. Closing Phase
This is the final phase where the project is completed, results are delivered,
documentation is finalised, and the project is formally closed.
1.6
Identify at least four different types of project
1. Construction projects – e.g., building houses, roads, or bridges.
2. IT projects – development of software systems or technology solutions.
3. Research projects – projects aimed at discovering new knowledge or
innovations.
4. Organisational change projects – projects that improve processes,
structures, or systems within an organisation.
1.7
Three basic dimensions of a project
1. Time
2. Cost
3. Scope
Project Example: Clearing the beach and rescuing marine life after an oil spill
Clear objective: Clean the contaminated beach and rescue affected marine
animals.
Defined time frame: The project will run for three months until the beach is
safe and restored.
Budget: Funds will be allocated for equipment, cleaning materials, and
rescue operations.
Resources: Environmental experts, volunteers, marine biologists, and
cleaning equipment will be used.
Planning and coordination: Activities such as oil removal, waste disposal,
and wildlife rescue will be organised and managed.
Monitoring progress: The project team will regularly monitor the clean-up
process and ensure environmental standards are met.
1.8
PMBOK’s contribution to professional project management
Primary purpose:
The PMBOK guide provides standard guidelines, best practices, and common
terminology for project management to help project managers manage projects
effectively.
Nine key knowledge areas
1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project Human Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management
Example of one knowledge area
Project Risk Management:
This area focuses on identifying, analysing, and managing risks that may affect a
project. Proper risk management helps reduce uncertainties and increases the
chances of project success.
1.9
Projects in the public sector are unique from those in the private sector
because they…
Projects in the public sector are usually focused on providing services and
benefits to the public rather than making profits. They are often subject to
government regulations, political influence, public accountability, and stricter
budgeting processes.
1.10
Identify at least four reasons why projects fail and uncover key success
factors.
Reasons why projects fail:
1. Poor planning – When the project goals, timelines, and resources are not
properly planned.
2. Lack of clear objectives – If the project goals are unclear, the team may not
know what they are working towards.
3. Poor communication – Miscommunication between team members and
stakeholders can cause delays and confusion.
4. Insufficient resources – Lack of money, skilled people, or equipment can
prevent the project from being completed successfully.
5. Poor risk management – If risks are not identified early, unexpected
problems can cause project failure.
Key success factors:
Clear project goals and objectives
Effective planning and scheduling
Strong leadership and teamwork
Good communication among stakeholders
Proper monitoring and control
1.11
Name the two broad categories of models used to study projects
1. Process models
2. Maturity models
Comparison
Process models:
These models describe the steps or stages that a project follows from beginning
to end, such as planning, execution, and closing.
Maturity models:
These models measure how well an organisation manages its projects and how
advanced its project management processes are.
Pros of using models
Help organisations plan projects effectively
Provide a clear structure for project management
Improve decision-making and consistency
Cons of using models
They may oversimplify complex real-life situations
Some models can be difficult to implement
Organisations may become too dependent on models instead of adapting to
change
1.12
Various life cycle models
Some common project life cycle models include:
Waterfall model
Agile model
Iterative model
Spiral model
Example: Waterfall Model
Unique function:
The Waterfall model follows a sequential approach, where each phase of the
project must be completed before moving to the next phase.
Contribution to successful project management:
It provides a clear structure and well-defined stages, making it easier to manage
large projects where requirements are well understood.
1.13
Project example: Educating and assisting a rural community to produce clean
water
This project focuses on helping communities without access to clean water to
create simple purification systems.
Systemic elements applied
Inputs: Knowledge, funding, water purification materials, trainers, and
community volunteers.
Processes: Training the community, building water purification systems, and
teaching sanitation practices.
Outputs: Clean drinking water and improved hygiene knowledge.
Outcomes: Improved health and reduced water-related diseases.
Steps to implement water refining methods
1. Assess the community’s water sources.
2. Educate the community about water safety and sanitation.
3. Provide simple purification techniques (boiling, filtration, solar disinfection).
4. Train community members to maintain the systems.
5. Monitor and evaluate the results.
Three important environmental scanning forces
1. Social factors – Community culture, education levels, and willingness to
adopt new practices.
2. Economic factors – Availability of funding and affordability of purification
systems.
3. Environmental factors – The condition of water sources and surrounding
natural environment.
These forces are important because they influence how successful the water
sanitation project will be in the community.
1.14.1- E
1.14.2 – D
1.14.3 – A &C
1.15.1- D
1.15.2- D
1.15.3- D
1.15.4 – D