University of Zimbabwe
Faculty of Social and Behavioural Sciences
Department of Governance and Public Management
Module: Strategic Project Planning and Management (MPPG 505)
Lecturer: Dr T. Zinyama
UNIT 1: OVERVIEW OF PROJECT MANAGEMENT
i. What is a project?
ii. What is a programme?
iii. What is management?
iv. What is project management?
v. Project life cycle
vi. Steps in managing a project
What is a project?
Most people are familiar with activities referred to as “projects”. One thinks of the construction
of roads and bridges; a building in a city; an irrigation scheme or a large farm. These are
identifiable projects by even a layperson.
Some projects are not easily noticeable e.g.: a project to fight malaria in rural areas; a radio-
broadcast campaign against HIV/AIDS.
NB
A project – solution to a problem, to satisfy a need or to use available resources e.g. in a poverty-
stricken community, a project may be needed to cater for the needs of the poor.
Differences Between a Programme and Project
The major difference between a project and a programme is not so much in the objectives stated
but lies more in the scope, the details and accuracy.
A project – specific component of broad programme.
A programme – composed of a number of specific projects.
Project- designed with a high degree of precision and details as regards its objectives, features,
calculation of return and implementation plan.
Programme- lacks details and precision, aims at a broader goal often related to a sectoral policy
of a country or departmental policy of an organisation.
What is Project Management?
Project management is a set of tools, techniques, and knowledge that, when applied, helps you
produce better results for your project.
Classic Functions of Project Management
Management is the science of employing resources efficiently in the accomplishment of
a goal
The classic functions of management are planning, directing, organizing, staffing,
leading ,controlling and coordinating
Conflict resolution, time management, strategic communication,
Trial and Error
Trying to manage a project without project management is like trying to play football without a
game plan.
What are the chances that the team will win?
Not very high
What’s missing?
a) A game plan for how to go about winning.
b) The coordinated execution of the game plan.
c) A process for revising the game plan based on how the game progresses.
Most teams share the same nightmares
They get a project assignment and they start playing.
They get together when there is a crisis
When and if they ever complete the project, the team disbands, hoping never to have to
repeat the experience again
Why would a team do this?
1. They may not be aware that there is a method available that will help them to create a
game plan.
2. They may be under the mistaken impression that creating a game plan will delay the
project.
Project management helps you answer basic questions
1. What are you going to produce?
2. What is it the customer wants and needs?
3. Who is going to do the work?
4. How long will it take?
5. How much will it cost?
6. What might go wrong?
7. How can you avoid potential problems?
The process model we use in this module
1. Define and organise the project: establish the project organisation, define the project
parameters, plan the project framework, and assemble the project document
2. Plan the project: perform scope planning, develop the work breakdown structure,
develop schedule, analyse resources, define quality, optimize trade-offs, develop an HR
plan, develop risk management plan, develop procurement plan
3. Track and manage the project: direct and manage project execution (Develop project
team, Manage team, manage stakeholder expectations, perform quality assurance),
collect status (Distribute information, Report on performance), plan and take adaptive
action (Perform integrated change control), monitor and control project work (verify
scope, control scope and time, monitor and control risks), conduct procurements, close
out project
UNIT 2: HOW TO DEFINE AND ORGANISE A PROJECT
i. Establish the project organisation
ii. Define the project parameters
iii. Plan the project framework
iv. Assemble the project definition
The success of a project is usually based on the clarity of its objectives and how well team
members will coordinate project activities.
Be effective:
Know the objectives
Know the people who will work as a team
Know something about how the team will be working.
Revelation 1
An astounding proportion of projects fail -Why?
1. The desired outcome is poorly defined
2. The organization and procedures to accomplish the projects are ill understood.
Lesson learnt from Revelation 1
There is universal agreement across all industries that it is essential to define the objectives and
organization for a project before beginning it.
Revelation 2
With dismaying frequency, people complete the “wrong” project
Completing the “wrong” project: Means producing at best a somewhat less than desired result or,
at worst a complete waste of time and resources.
Revelation 3
Tales of unclear assignments, unproductive meetings, poor communication, and interpersonal
conflict are rampant in most project environments.
Recommendations
Even a short time spent clearly defining and organising the project generates tremendous
benefits.
Define and OrganiSe the Project
The key steps are:
1. Establish the Project Organization,
2. Define the Project Parameters,
3. Plan the Project Framework,
4. Assemble the Project Definition Document.
Establish the Project Organization
In any project, knowing who is going to do what is essential.
The purpose of the Establish the Project Organisation step
To ensure that all roles and responsibilities are clearly understood
That all members of the team are identified and committed to the project effort.
Key Actions for Establishing the Project Organisation
1. Appoint, in writing, a project manager.
2. Describe, in writing, the project manager’s role, authority and responsibilities.
3. Identify the project team with roles and responsibilities.
4. Identify the project sponsor
5. Identify the reporting structure
6. Create and publish a team roster.
Key Questions for Establishing the Team Organisation
1. Who is the project manager?
2. What are the project manager’s responsibilities?
3. In which areas does the project manager have decision-making authority?
4. Has the project manager’s responsibilities and authority been agreed to, written down,
and distributed to the team?
5. Who is on the team?
6. What is each team member’s expertise?
7. Is everyone who is performing work for the project identified?
8. What are the team’s responsibilities?
9. Has a team roster been completed?
10. Who sponsors the team? To whom does it report?
Determine the Project Manager
Determining the project manager is the official beginning of most projects
The best project managers are:
1. Good motivators and leaders, coaching, and teaching others on the team.
2. “Big picture-oriented.”
3. Effective communicators.
4. Good organisers.
5. Goal-oriented.
6. Knowledgeable about and committed to the use of project management procedures.
Warning
Effective project managers do not have to be technical specialists
Indeed, specialization can often be an impediment to project management success if the
technical specialist gets involved primarily in the content of the project and loses focus
on managing the project management process.
Role of the Project Manager
Assures that team members understand and practice project management.
Assures that all team members understand and accept their responsibilities.
Keeps team resources focused on
Developing and executing the plan.
Makes timely adjustments to the plan.
Maintains the
project file.
Arbitrates and resolves conflicts.
Reports to team members and others on project status.
Maintains the issues log.
The project manager should:
Be officially announced in writing, with a complete description of the particular role and
responsibilities involved.
Specify authority: Announcement from senior management should indicate whether or
not the project manager has the authority:
1. To make decisions if there is a dispute between team members
2. To declare a “breakdown” that invokes assistance from others with authority.
The project team should also be clearly identified, along with specific roles and
responsibilities.
Who to include on the project team?
Everyone who performs work for the project should be included on the project team, though of
course, some people will perform considerably more work than others.
Responsibilities of the Project Team:
1. Understanding project management processes and tools.
2. Helping to create the project plan.
3. Being committed to project success.
4. Performing project tasks.
5. Reporting on project progress, risks, issues, and problems.
6. Making effective adjustments to project changes.
A Project Team Roster should be completed for each project
Name & Title Role(s) Organisation Phone & Fax Numbers E-Mail Address
The Project Sponsor
Too often, the term “project sponsor” conjures up the image of a disconnected executive whose
main responsibility is to secure the project funds and then come in for the victory lap when it is
all over.
But an engaged executive sponsor— with a vested business interest in the project from kickoff to
close—can mean the difference between success and failure.
Who is a Project Sponsor?
Is a person or an organisation that is in charge of driving the project towards directions that will
bring the project to successful realisation of expected benefits.
Projects need a project sponsor
Projects without an appropriate degree of executive sponsorship (executive sponsor)
will fail
Indeed, one of the most common reasons why projects fall short is a lack of executive
sponsorship and management buy-in,
The sponsor’s key responsibilities include:
Providing clear direction for the project and how it links with the organization’s overall
strategy
Securing project resources
Ensuring the project is on time, on budget and on scope
Providing feedback on status reports and making sure they reach the necessary
stakeholders
Championing the project at the executive
level to secure buy-in
Negotiating with stakeholders to gain consensus when differences of opinion take place
The Project Sponsor will chair the Project Board, which also includes both technical and
client representatives.
Lack of a project sponsor of sufficient seniority is a major risk to the project. It is
recommended that no work continues until this is achieved.
Project Sponsor and Project Manager
The project sponsor has as big an influence on the outcome of the project as the project manager.
Because the executive sponsor and the project manager will ideally be working closely from start
to finish, both need a clear understanding of their roles. They must see themselves as compatible
members of a project team- Each needs the other. Sponsors have to let the project managers
manage the project and create the environment to allow them to do that. Project managers are
encouraged to make many of the day to day decisions on their own.
Sponsor and Project Manager Emotional Contract
Covers:
1. the time commitment each can expect from the other;
2. the frequency and nature of reports from the project manager;
3. how often they will meet ;
4. how the sponsor expects the project manager to deal with problems and when they will
be escalated to the sponsor
Identify the Reporting Structure
Creating the project structure is only a part of organising the project;
It is the actual implementation and application that takes the most effort.
The project organisation chart establishes the formal relationships among project
manager, the project team members, the development organisation, the project
beneficiaries and other project stakeholders.
This organisation must facilitate an effective interaction and integration among all the
major project participants and achieve open and effective communication among them.
The project manager must create a project structure that will meet the various project
needs at different phases of the project.
The structure cannot be designed too rigid or too lose, since the project organisation’s
purpose is to facilitate the interaction of people to achieve the project ultimate goals
within the specified constraints of scope, schedule, budget and quality.
The objective in designing a project structure is to provide a formal environment that the
project manager can use to influence team members to do their best in completing their
assignment and duties.
The structure needs to be designed to help develop collaboration among individual team
members; all in a cost effective way with a minimum of duplication of effort and
overlaps
Organisation Structures Available
A project has three organization structures available for design and all will influence the level of
organizational authority given to the project manager depending with the type of project based
organisation (PBO):
These can be:
Functional
Matrix
Projectized
Functional Organisation
The hierarchy where each employee has one clear superior. Staff members are grouped by their
specialty such as production, marketing, engineering, accounting etc. Functional organization
undertake projects but the scope of project is usually limited to boundaries of the function. The
communication during inter-department project is through the department heads. Functional
manager controls the project budget.
The functional manager in charge assigns you to spearhead the required project. You have no
control over the schedule, no control over the budget; you by the way have your real job and
what you have been given is an additional responsibility. Because the “project manager” has
little to no authority, the project can take longer to complete than in other organisational
structures and there is generally no recognized project management methodology or best
practices. Such an arrangement is at the low end of project management organisation.
Matrix Organisation