BA213- PROJECT MANAGEMENT Project Life Cycle

UNIT 1- Project Management in Today’s Time 1. Initiation- preliminary objective and technical
specific specifications for the project is developed;
Project- temporary unique group activity intended scope of work is decided; necessary resources are
to meet specific objectives with constraints and identified; teams are formed and important
requirements in scope, budget, schedule, resources, organizational stakeholders are sought for
performance factors, and value designed to meet commitments.
customer needs. 2. Planning- all comprehensive specifications,
schematics, schedule and other plans are developed;
A project is different from other organizational the individual pieces of the project are broken down;
efforts being undertaken by most organizations individual assignments are prepared; and the
because of the following reasons: process completion clearly described.
1. It has an established objective 3. Execution- the actual work of the project is
2. It has a defined life span executed, the system developed, or the product
3. It requires the involvement of several created or constructed. Here the bulk of project
department team labor is carried out.
4. It is doing something that has never been 4. Closure- when the project is completed and
done before transferred to the customer, its resources
5. It has specific time, budget, resources, reassigned and project formally ends.
performance and value-added requirement

Deliverable- measurable and tangible outcome of

the result of the completion of the project or the
end of the project’s life cycle. It could be in the
following forms:
1. Hardware Deliverable- items like table,
prototype or a piece of equipment.
2. Software Deliverable- items like reports,
studies, handouts and documentations.
3. Interim Deliverable- items that could be
hardware or software and gradually advances
as the project progresses.

Classification of a Project Challenges Over the Course of a Project Life

1. Compliance- It is a must project to meet the Cycle
new requirements enforced by management itself 1. Client Interest- intensity of eagerness or
and regulating bodies like the government. concern by the project intended internal or external
Penalties await non-compliance. clients.
Example: Healthcare information 2. Project Stake- the amount of investment by
protection project. the organization in the project which may increase
2. Emergency- It is a “must-do” project that is as the life cycle becomes longer.
required to meet emergency condition. If not done 3. Resources- commitment of financial, human
will impair operation and will not be able to fulfill and technical resources that might amplify over the
the core competencies of the firm. course of the life cycle of the project.
Example: Rebuild factory damaged by fire. 4. Creativity- level of innovation needed by the
3. Operational- Considered necessary to give full project principally at some point in the development
support to the present operations like delivery stage.
systems upgrading for efficiency. 5. Uncertainty- degree of risk related with the
Example: Six Sigma Projects project. Normally, the riskiest is in the beginning of
4. Mission Critical- It is a project critical to the the project when many challenges are still unknown
mission of the firm. If not accomplished shall cause and have not been discovered and dealt with.
immediate and unacceptable negative impact to the
business. Project Attributes- set of descriptive features and
Example: Construction of data center for restrictions of a project that describe significant
an application services provider. information regarding the project and communicate
5. Strategic- It is a project that is vital to support it to different stakeholders.
the long term mission of increasing revenue and 1. Importance- project must be
market share. significant enough to the top management
Example: New product design in order to rationalize putting up a unique
Development projects organizational unit beyond the structure of
the organization.
 2. Scope- a project is a one-time activity 6. Small Projects Mean Big Troubles- small
that gas a set of detailed set of desired projects if done inefficiently will soon add up to a
outcomes. huge amount of money.
3. Life span with a fixed deadline- life
cycle just like any natural bodies. Advantages and Disadvantages of Project
4. Interdependencies- project may Management
interrelate with other projects being Advantages:
undertaken at the same time by the parent 1. Resourceful handling of resources
organization. 2. Less cost and better quality of the end
5. Uniqueness- no two projects are product
exactly the same due to some degree of 3. Better relationship of clients and
customization. stakeholders
6. Resources- majority of the resources 4. Improved teamwork
required has a restricted budget. Budget is Disadvantages:
usually implied rather than comprehensive. 1. Overhead
7. Conflict- a project normally struggles a) Cost overhead- sizeable sum of
with functional departments in terms of money must be kept aligned with the
human resources and other resources. overall business strategy.
b) Communication overhead-
Signs that a Project is Not Important information are all channeled through
1. Top management does not talk about it. the project manager.
2. The project leader belongs to a low stature or c) Time Overhead- project manager can
rank. never precisely evaluate the extent of
3. The assignment of the project is delegated to an any task.
overstuffed employee. Obsession
4. Progress of the project is not being monitored.
5. Failure to oversee the needed resources for the
project.

Primary Goals of Project

1. Conclude the project within the planned
timetable.
2. Complete the project within the programmed
budget.
3. End the project with identical level of quality.
4. Terminate the project within the detailed
guidelines.
5. Make the best of the task that has been given

Project Management- is the science and the art

in the application of knowledge, skills and
techniques to execute projects effectively and
efficiently toward the accomplishment of its goals
and objectives.

Environment Forces that Contributes to

Increase Demand for Project Management
1. Shorten Product Life Cycle- speed is now a
source of competitive advantage.
2. Worldwide Competition- demands of the
market is quality products and services is
reasonable amount.
3. New Knowledge Bang- in today’s digital age
of divergent technologies, materials, specifications,
codes, aesthetics, equipment, and required
specialist add more to product complexity.
4. Organizational Rightsizing- organizations
replacing middle management with project
management to make things completed.
5. Enhance Focus on Customer- customer
satisfaction is the objective of every business.
Criteria in Choosing a Model
1. Realism- model should mirror the reality of the
manager’s decision situation together with the
various objectives of both the firm and its managers.
2. Capability- should be complicated enough to
deal with time periods, simulate different situations.
3. Flexibility- should be effortlessly modified to be
self-adjusting in answer to changes in the firms
environment.
4. Ease of Use- should be realistically convenient,
simple to employ and comprehend.

Numeric
 2. Unusual client requirements.
3. Test and inspection procedures
Plan for implementation of project
1. Approximated of time, cost, and
materials for each subsytem
2. Sets up for major milestones to break
project into phases
3. Record equipment, overhead and
administrative cost.
4. Create contingency plans like slack time.
Project Portfolio Management (PMM)- is a set Plan for logistic support and administration
of business practices and systematic process of 1. Control over subcontractors
selecting, supporting, and managing a firm’s sets of 2. Nature and timing of all reports
projects as a strategic portfolio based on cost, 3. Change management
benefits, and use of resources ensuring the 4. Termination procedures
alignment of programs and projects with 5. Touch of class capabilities
organizational objectives. Description and past experiences of project
team
Key Players and Responsibilities in PMM 1. List all key project personnel with titles
and qualifications
2. Include full resume of each principal
3. Provide all pertinent references.

Three Phases of PMM Cycle

1. Preparation- A calendar is created and
responsibilities are delegated.
2. Execution- Projects are named, categorized and
properly assembled into groups.
3. Performance Management- spells out project
performance markers that permit contrasting
predicted and real performance, aside from
observing and reporting schedules.

Outline of Business Project Proposal

Cover Letter
1. Write a cover letter as an important
marketing instrument
2. Make clear primary nature and general
benefits of project
3. Using simple technical language
Executive Summary
1. Broad description of problem to be
resolved or project to be done
2. Main subsytems of problems or projects
How to approach solution of technical
problem
1. Methodology of resolving the problem
Characteristics in selection of a project
manager:
1. Credibility
2. Sensitivity
3. Leadership ethics and management style
4. Ability to handle stress

Responsibilities of a project manager:

1. Create the project plan
2. Deal with the project stakeholders
3. Supervise communication
4. Direct the project team
5. Handle the project risk
6. Control the project schedule
7. Cope with the project budget
8. Handle the project conflicts
9. Direct the project delivery

Characteristics of an effective project

member:
1. Team players
2. Self-starters
3. Influential
4. Motivational
5. Have skills and experience
6. Dependable
7. Can communicate well
8. Committed
9. Creative
10. Supportive
 Negotiation- indispensable process for parties to a
conflict in order to put solution on their issues. It is
the process engaging in a conflict exchange offers
and counteroffers by two conflicting to find a
mutually acceptable agreement.
1. Conflicts must be resolved with no
irremediable damage to the project’s
objective.
2. The techniques must promote honesty
among negotiators.
3. Make the solution take place on the
project that must gratify the needs of
bargaining parties, other parties to the
conflict and the parent organization.

Recommended in creating an effective

negotiating strategy:
1. Separate the objective problem
a) Negotiation should focus on both
issue and relationship must taken
separately.
b) Detect the root of the conflict.
c) Persuade both parties to identify
and know their emotions. Analyze
conflict from the angle of the
other side and apply active
listening.
2. Focus on interest and not in positions
Fundamental issues for conflicts a) Center on the issues, not on
1. Ambiguous definition of responsibility positions.
2. Conflict of interest b) Identify how each party can get
3. Scarce resources what id desires.
4. Interpersonal relationship c) Have each party identify and rank
its goals in the conflict. This often
Conflicts and the project life cycle shows that the important goals of
each sides are different.
3. Prior to trying to achieve agreement,
formulate alternatives for reciprocal gains.
a) Resourcefully endeavor to
generate alternatives that offer
reciprocal gains for both parties.
b) Discover areas of common
interest
c) Observe viewing the problem
from alternative view points.
4. Persevere on applying objective
criteria
a) Develop objective criteria to draw
on as a foundation for decisions.
Describe what fair standards and
fair procedures.
b) Converse through the issues to
remove insignificant issues.
c) Focus on solutions to which both
parties can agree.
 4. Virtual Organization

Forms of Matrix Organization

1. Weak Matrix- Functional manager has more
authority; project manager coordinates.
2. Balanced Matrix- Authority is shared between
project and functional managers.
3. Strong Matrix- Project manager has more
authority; closer to projectized organization.

Organizing Projects within a Virtual

Organization
1. Teams work remotely across locations using
digital tools
Forms of Projects Organizational Structure 2. Often temporary and project-focused
1. Functional Organizational Structure 3. Advantages: Flexibility, access to global talent
4. Disadvantages: Communication challenges,
requires string IT support.
5. Diagram suggestion: Cloud-based
collaboration showing distributed teams.

Selecting the Optimal Organizational

Structure
- Consider project size, complexity, and strategic
importance.
- Evaluate resources, authority, and decision-
making speed
- Align structure with organizational culture and
goals

2. Projectized Organization Structure

3. Matrix Organization