PRACTICAL

PROJECT
MANAGEMENT
Marten Schoonman
[Link]@[Link]
 INDEX
 Introduction
 The Project Manager
 Project Cycle Management
 ‘3 PRINCIPLES’
 Project Organization
 Resource Planning
 Project scope management
 Budget management
 Managing quality
 Project delivery & post-project
 Tips ‘n tricks
INTRODUCTION – Background Marten Schoonman

 University of Wageningen, the Netherlands

 Junior Project Manager (Research Information Management, Organon)

 Project Manager

 Programme Manager

 Account manager (Information Services Department, Organon)

 Project Manager

 Head Project Management (e-Marketing, Organon)

 Project / Business Manager (Media Focus on Africa Foundation)

Exercise

E What is a project?

E ‘Grand collection of projects’

INTRODUCTION - Definitions

Characteristics of a Project:

• A project has a beginning and an end

• A project has limited resources
• A project follows a planned, organized
method to meet its objectives with specific
goals of quality and performance
• Every project is unique
• A project most often involves change

Project is therefore not the same as a

Programme or an Operation.

Change is not made without inconvenience, even from worse to better

[S. Johnson
INTRODUCTION - Definitions

Project – Definition
A project is a temporary effort made up of a set of
related activities undertaken to achieve a unique goal
or objective within specific constraints

Management – Definition
 A process of setting and achieving goals through:
planning, organizing, directing and controlling;
 Utilizing human, financial and material resources.
INTRODUCTION - Definitions

Project – Definition
A project is a temporary effort made up of a set of
related activities undertaken to achieve a unique goal
or objective within specific constraints

Management – Definition
 A process of setting and achieving goals through:
planning, organizing, directing and controlling;
 Utilizing human, financial and material resources.

The art of getting things done through other people

INTRODUCTION - Definitions

Project is a single, non-repetitive enterprise. It is usually

undertaken to achieve PLANNED RESULTS within the TIME LIMIT
and a COST BUDGET
Budget

Quality Schedule
INTRODUCTION - Definitions

Project is a single, non-repetitive enterprise. It is usually

undertaken to achieve PLANNED RESULTS within the TIME LIMIT
and a COST BUDGET
Budget

E WHICH IS THE MOST IMPORTANT

CORNER IN THIS BALANCE?

Quality Schedule
INTRODUCTION – Project examples

DREAM or
PRIVAT
WISH E
1. Buying a plot of land
2. Building a house
3. Having a baby
4. Buying a family car

WORK

1. Setting up an VCT centre

2. Rolling out new mobile network
3. Implementing a new financial system
4. Starting a new department
INTRODUCTION – Project examples

DREAM or
PRIVAT
WISH E
1. Buying a plot of land
2. Building a house
3. Having a baby
4. Buying a family car

WORK

1. Setting up an VCT centre

2. Rolling out new mobile network
3. Implementing a new financial system
4. Starting a new department
INTRODUCTION – Project types

R&D IT
Technology change

projects projects

Construction Business
projects projects

Low
high
Requirements change
Exercise

E Match terms to their definitions

Exercise
1 Deliverable
2 Duration
3 Escalation
4 GANTT chart
5 Issue
Lessons
6 learned
7 Milestone
8 Baseline
9 Phase
10 Programme
11 Project
12 Resource
13 Risk
14 Scope
15 Slack
16 Sponsor
17 Stakeholder
18 Subproject
19 Task
20 WBS
Exercise

J A part of a project
K A person or group with an interest in the project
A A problem or challenge
L A project activity that has a starting and finishing point
M A project within another project
A temporary effort made up of a set of related activities undertaken to achieve a unique goal or
I objective within specific constraints
B A vehicle for implementing an organization’s strategy
T A view that graphically shows the project schedule over time
S Management lessons which may be used to improve the execution of future projects
C Raise an issue higher and higher in management until it is solved
N Spare or extra time
P The amount of time a task will take to finish
O The initial project schedule
G The outcome of a process which is both definable and measurable also called milestone
H The outcome of a process which is both definable and measurable, also called deliverable
E The people, material, equipment or facilities required to complete a task
Q The person chiefly responsible for leading the project to a successful outcome
R The possibility of something going wrong in the future
D The sum total of all of its products and their requirements or features
F Work breakdown structure; hierarchical organization of project phases, tasks and end products
Exercise

1 Deliverable G The outcome of a process which is both definable and measurable also called milestone
2 Duration P The amount of time a task will take to finish
3 Escalation C Raise an issue higher and higher in management until it is solved
4 GANTT chart T A view that graphically shows the project schedule over time
5 Issue A A problem or challenge
6 Lessons S Management lessons which may be used to improve the execution of future projects
learned
7 Milestone H The outcome of a process which is both definable and measurable, also called
deliverable
8 Baseline O The initial project schedule
9 Phase J A part of a project
10Programme B A vehicle for implementing an organization’s strategy
11 Project I A temporary effort made up of a set of related activities undertaken to achieve a unique
goal or objective within specific constraints
12Resource E The people, material, equipment or facilities required to complete a task
13Risk R The possibility of something going wrong in the future
14Scope D The sum total of all of its products and their requirements or features
15Slack N Spare or extra time on non
16Sponsor Q The person chiefly responsible for leading the project to a successful outcome
17Stakeholder K A person or group with an interest in the project
18Subproject M A project within another project
19Task L A project activity that has a starting and finishing point
20WBS F Work breakdown structure; hierarchical organization of project phases, tasks and end
products
PROJECT MANAGER
PROJECT MANAGER – Skills and competences

Under the leadership of the G&D Leader, the AWARD Project Manager will:

…plan and manage the day-to-day delivery…supervise the staff and consultants
engaged…provide leadership on the science capacity-building
components…work closely research networks…provide regular and
with
accurate management reports…review the effectiveness and efficiency of
systems, procedures, etc…take a lead role in internal monitoring and
evaluation…possesses the ability to think critically and strategically about
technical/administrative approaches and issues…judgment: demonstrates a
sound understanding of when to share information and when to
confidential…the ability to undertakekeep it multiple tasks concurrently…creates a
Project environment that is inclusive of all cultures and backgrounds…
determines priorities soundly… result-oriented… communication…
responsibility… reliable… accurate… eye for detail… leadership…
teambuilding… conscious of the politics of organizations… resolves conflicts…
PROJECT MANAGER – Skills and competences

Under the leadership of the G&D Leader, the AWARD Project Manager will:

…plan and manage the day-to-day delivery…supervise the staff and

consultants engaged…provide leadership on the science capacity-building
components… work closely with research networks…provide regular and
accurate management reports…reviewthe effectiveness and efficiency of
systems, procedures, etc…take a lead role in internal monitoring and evaluation…
possesses the ability to think critically and strategically about
technical/administrative approaches and issues…judgment: demonstrates a
sound understanding of when to share information and when to keep
confidential…the ability to undertake multiple tasks concurrently…creates
it a Project
environment that is inclusive of all cultures and backgrounds… determines priorities
soundly… result-oriented… communication…
responsibility… reliable… accurate… eye detail…
teambuilding… for leadership…
conflicts… conscious of the politics of organizations… resolves
PROJECT MANAGER – Skills and competences

Under the leadership of the G&D Leader, the AWARD Project Manager will:

…plan and manage the day-to-day delivery…supervise the staff and consultants
engaged…provide leadership on the science capacity-building
components…work closely research networks…provide regular and
with
accurate management reports…review the effectiveness and efficiency of
systems, procedures, etc…take a lead role in internal monitoring and
evaluation…possesses the ability to think critically and strategically about
technical/administrative approaches and issues…judgment: demonstrates a
sound understanding of when to share information and when to
confidential…the ability to undertakekeep it multiple tasks concurrently…creates a
Project environment that is inclusive of all cultures and backgrounds…
determines priorities soundly… result-oriented… communication…
responsibility… reliable… accurate… eye for detail… leadership…
teambuilding… conscious of the politics of organizations… resolves conflicts…
PROJECT MANAGER – Skills and competences

Under the leadership of the G&D Leader, the AWARD Project Manager will:

…plan and manage the day-to-day delivery…supervise the staff and consultants
Balance
engaged…provide leadership on the science capacity-building components…work
closely with research networks…provide regular and accurate management reports…
review the effectiveness and efficiency of systems, procedures, etc…take a lead role in
internal monitoring and evaluation…possesses the ability to think critically and
Technical skills <> Behavioral skills
strategically about technical/administrative approaches and issues…judgment:
demonstrates a sound understanding of when to share information and when to keep it
confidential…the ability to undertake multiple tasks concurrently…creates a Project
environment that is inclusive of all cultures and backgrounds… determines
priorities soundly… result-oriented… communication…
responsibility… reliable… accurate… eye for detail… leadership… teambuilding…
conscious of the politics of organizations… resolves conflicts…
PROJECT MANAGER – Roles and responsibilities

„MINDMAP‟
PROJECT MANAGER – Roles and responsibilities
PROJECT CYCLE
MANAGEMENT
PROJECT MANAGEMENT CYCLE

DREAM or
WISH
DREAM or
WISH

DREAM or WISH
PROJECT MANAGEMENT CYCLE

DREAM or
WISH

Design
Plan
Execute
F
i
n
al
PROJECT MANAGEMENT CYCLE

DREAM or
WISH

Design
Identification & Specification
Plan
Execute The actual project

Finalise Every project has an end

PROJECT MANAGEMENT CYCLE

DREAM or
WISH

Design
Monitoring & Evaluation
Plan
Execute
Finalise
PROJECT MANAGEMENT CYCLE

DREAM or
WISH

Design
Monitoring & Evaluation
Plan
Execute
Finalise
Final evaluation to
collect lessons learned
PROJECT MANAGEMENT CYCLE
PROJECT MANAGEMENT CYCLE
PROJECT MANAGEMENT CYCLE
PROJECT MANAGEMENT CYCLE

INITIATE - This phase is where an idea or a proposal is authorized and funded as a project. It may
include some initial planning and estimating to clarify its objective and scope.

PLAN - This phase includes two distinct components; the development of plans that are required as
part of the proposal – core planning, and the plans to manage the implementation of the project –
facilitation planning.

IMPLEMENT . Implementation includes taking all necessary actions to ensure the activities in the
project plan are completed and the outputs of the plan are produced. Includes task assignments and
authorizations to execute plans.

MONITOR - Monitoring is about measuring the progress of a project against its objectives, looking at
deviations from the plan and deciding on corrective steps to put the project back on track. It looks at
the log-frame indicators and schedule and budget targets.

ADAPT - This phase refers to the process by which the project manager adapts its project
management methods from the insights and learning that was captured. It also refers to the changes
that need to be incorporated in the original processes, approaches, strategies and methods planned to
deliver the project interventions

CLOSE - The closing phase of the project is when the project has achieved the planned
objectives and all deliverables have been produced. The phase also includes the project
evaluation to see if the original objectives were achieved or not
PROJECT MANAGEMENT CYCLE

INITIATE - This phase is where an idea or a proposal is authorized and funded as a project. It may
include some initial planning and estimating to clarify its objective and scope.

PLAN - This phase includes two distinct components; the development of plans that are required as
part of the proposal – core planning, and the plans to manage the implementation of the project –
Planning is important for:
facilitation planning.
• getting an overview of what needs to be done
• making sure you don’t forget anything
IMPLEMENT . Implementation includes taking all necessary actions to ensure the activities in the
• making
project plan are sure and
completed youthe
handle things
outputs of theinplan
theare
right order Includes task assignments and
produced.
• being
authorizations able to
to execute know what the finish date is
plans.

MONITORWhen - Monitoring
Planningis about
you measuring the progress of
have the opportunity to:a project against its objectives, looking at
deviations from the plan
• include and deciding
lessons learnedonand
corrective steps to put the project back on track. It looks at
best practices
the log-frame
• indicators and schedule and budget targets.
inform others what is going to happen
• inform others by why, when and what you will need them for
ADAPT - This phase refers to the process by which the project manager adapts its project
• methods
management get reviews
fromfrom others and
the insights to make sure
learning thatnothing is left Itout
was captured. also refers to the changes
that need to be incorporated in the original processes, approaches, strategies and methods planned to
deliver the project interventions

CLOSE - The closing phase of the project is when the project has achieved the planned
objectives and all deliverables have been produced. The phase also includes the project
evaluation to see if the original objectives were achieved or not
PROJECT MANAGEMENT CYCLE

TIPS
• Input from others; Experts, books, lessons
learned, Brainstorms, Cross-check,
reviews
• Break big challenge down into small pieces
• Begin with the end in mind (S. Covey)
• Use risks as a guide – start with high impact
/ high likelihood risks first
PROJECT MANAGEMENT CYCLE

TIPS
• Focus on the shortest path to result / critical
path
• Visualize, display and repeatedly
communicate
• Search for buy-in from the
‘stakeholders’
• Prioritization; use action lists
3 PRINCIPLES
PROJECT MANAGEMENT – The three principles

1.
PLANNING..
2. COMMUNICATION..
3. RISK MANAGEMENT..
PROJECT MANAGEMENT – The three principles

1. PLANNING – the process of (1) defining what will

happen in the project, how it is prepared, by whom
and when, the cost and any dependencies. (2)
monitoring and adjustment.

2. COMMUNICATION – the process of (1) informing all

‘stakeholders’, beneficiaries, workers, colleagues,
sponsors / donors, media; (2) Getting and
maintaining buy-in of decisions makers;
(3) Listening.

3. RISK MANAGEMENT – the process of identification,

evaluation and mitigation of any project risk.
PROJECT MANAGEMENT – The three principles

1. PLANNING – the process of (1) defining what will

happen in the project, how it is prepared, by whom
and when, the cost and any dependencies. (2)
monitoring and adjustment.

2. COMMUNICATION – the process of (1) informing all

‘stakeholders’, beneficiaries, workers, colleagues,
sponsors / donors, media; (2) Getting and
maintaining buy-in of decisions makers;
(3) Listening.

3. RISK MANAGEMENT – the process of identification,

evaluation and mitigation of any project risk.
 1. PLANNING
Planning is bringing the future into the present so that you can do
something about it now” (Alan Lakein)
PROJECT PLANNING

Time
wasting 
Planning detail

 High risk;
plan more

Low high
Project complexity
PROJECT PLANNING


wasting
Time

detail
Planning

Project complexity; can be defined as one
where there are:
• Many tasks High risk;
• Many dependencies
plan more
• Many resources

Low high
PROJECT PLANNING – SMART objectives

Letter Major Term Minor Terms

S Specific Significant, Stretching, Simple

M Measurable Meaningful, Motivational, Manageable

A Attainable Appropriate, Achievable, Agreed,

Assignable, Actionable, Action-oriented[,
Ambitious

R Relevant Realistic, Results/Results-

focused/Results-oriented, Resourced,
Rewarding
T Time-bound Time framed, Timed, Time-based,
Timeboxed, Timely, Timebound, Time-
Specific, Timetabled, Trackable, Tangible

Source: [Link]
PROJECT PLANNING – SMART objectives

Letter Major Term Minor Terms

S Specific Significant, Stretching, Simple

M Measurable Meaningful, Motivational, Manageable

A Attainable Appropriate, Achievable, Agreed,
Example: To train 12 trainers for two
Assignable, days onAction-oriented
Actionable, microfinance[, by
December 31st 2010. Ambitious

R Relevant Realistic, Results/Results-

focused/Results-oriented, Resourced,
Rewarding
T Time-bound Time framed, Timed, Time-based,
Timeboxed, Timely, Timebound, Time-
Specific, Timetabled, Trackable, Tangible

Source: [Link]
Exercise

E Write down two SMART objectives

SMART

1.

2.
PROJECT PLANNING

Determine requirements

Collect the requirements in a

Terms of Reference:

1. Background
2. Objectives
3. Scope
4. Constraints
5. Assumptions
6. Reporting
7. Deliverables and Milestones
8. Cost Benefit
9. Finance
PROJECT PLANNING

Determine requirements Determine possible solutions

Collect the requirements in a Collect findings in a

Terms of Reference: Feasibility study:

1. Background 1. Objectives
2. Objectives 2. Scope
3. Scope 3. Success criteria
4. Constraints 4. Performance requirements
5. Assumptions 5. Impact on organization and
6. Reporting other systems
7. Deliverables and Milestones 6. Risks
8. Cost Benefit 7. Recommended solution
9. Finance 8. Alternative solutions
9. Cost benefit
PROJECT PLANNING
PROJECT PLANNING

Key elements of Project Schedules:

1. To communicate across the project team, client
and line management
2. Technical excellence will not compensate for non
communicating schedules
3. Poor layout can destroy schedules
4. Simplicity is essential
5. They must be updated
PROJECT PLANNING

TASKS STRUCTURE

Research

Material
development

Education

now

TIME
PROJECT PLANNING
PROJECT PLANNING

GANTT CHART (MICROSOFT PROJECTS)

= a type of bar chart that illustrates a project schedule, developed by Henry Gantt
PROJECT PLANNING

GANTT CHART
(MICROSOFT PROJECTS)
Exercise

E Develop a planning
MIND MAPPING

from Darwin's
notebooks around July
1837 showing his first
sketch of an
evolutionary tree
(Wikipedia).
MIND MAPPING

The Tree of Life as

seen by Ernst
Haeckel in the The
Evolution of Man
(1879) (Wikipedia).
MIND MAPPING

Modern highly
resolved Tree Of Life,
based on completely
sequenced genomes
(Wikipedia).
MIND MAPPING

Number associations ([Link]

MIND MAPPING
MIND MAPPING

Google ‘wonderwheel’
MIND MAPPING

Neural network ([Link]) /

Neuron injected neuron injected with a fluorescent dye ([Link])
MIND MAPPING
PROJECT PLANNING

MINDMAPPING / MINDMANAGER
([Link])
PROJECT PLANNING

PERT chart for a project with five milestones (10 through 50) and six
activities (A through F). The project has two critical paths: activities B and
C, or A, D, and F – giving a minimum project time of 7 months with fast
tracking. Activity E is sub-critical, and has a float of 2 months.

PERT = Program Evaluation and Review Technique

PROJECT PLANNING

Advanced schedule networking:

 Network = an illustration of the interdependency of project
tasks
 Critical Path = the sequence of project network activities which
add up to the longest overall duration.
 Slack = spare or extra time on non-critical paths
 Time estimates: 1. Optimistic 2. Pessimistic 3. Most likely
 Expected time for a task = (Optimistic + Pessimistic +
4xMost likely) / 6
 Expected time for a project = Sum of expected times
along the
project’s critical path
PROJECT PLANNING

Critical Chain Project Management (CCPM) - Eliyahu M. Goldratt

From numerous studies from1998 for traditional project management methods, only 44% of
projects typically finish on time, projects usually complete at 222% of the duration originally
planned, 189% of the original budgeted cost, 70% of projects fall short of their planned scope
(technical content delivered), and 30% are cancelled before completion.

Using CCPM : 95% on-time and on-budget completion when CCPM is applied correctly.

CCPM aggregates the large amounts of safety time added to many subprojects in project buffers to
protect due-date performance, and to avoid wasting this safety time through bad multitasking,
student syndrome, Parkinson's Law and poorly synchronized integration.

Source: [Link]
PROJECT PLANNING

Critical Chain Project Management (CCPM) - Eliyahu M.

Goldratt

From numerous studies from1998 for traditional project management methods, only 44%
Student
of projects syndrome
typically refers
finish on time, to the
projects phenomenon
usually complete at 222 % of the duration
that many people will start to fully apply
or iginally planned, 189% of the original budgeted cost, 70% of proje nnedcts fall short of their
themselves to a task just at the last possible
pla scope (technical content delivered), and 30% are cancelled before completion.
moment before a deadline. This leads to wasting
any buffers built into individual task duration
Usingestimates
CCPM : 95% on-time and on-budget completion when CCPM is applied correctly.

Parkinson's Law: the demand upon a resource

C CPM aggregates the large amounts of safety time added to many uffers subprojects in project
tends to expand to match the supply of the resource
b to protect due-date performance, and to avoid wasting this s afety time through bad
multitasking, student syndrome, Parkinson's Law and poorly synchronized integration.

Source: [Link]
PROJECT PLANNING
PROJECT PLANNING

E Design an action plan

ACTION ACTION TIMING BY WHOM

(1 to 3 words, DESCRIPTION (start and end (one name of
Actionable) (the action in date) person or
more detail; organization)
where, how
many, how
often)
PROJECT PLANNING

TIPS
• Use an attractive and fun planning tool
• Re-iterate the planning; review it days
later and ask input
• Phase your project
• ‘Plan to adapt the plan’
• Communicate the plan
PROJECT PLANNING

TIPS
• Use a ‘shadow plan’ (..)
• Reserve time for unexpected events
• Check prognosis at ¼ of a task and take
action
 2. COMMUNICATION
To effectively communicate, we must realize that we are all different in the way we perceive
the world and use this understanding as a guide to our communication with others.

(Anthony Robbins)
Exercise

E Whisper this is your neighbor's ear for me,

please…
COMMUNICATION
COMMUNICATION

Discussion & examples on verbal vs.

E nonverbal communication
COMMUNICATION

Verbal communication: 7%
Nonverbal communication: 93%
(gesture touch body language posture facial expression eye contact clothing
hairstyles paralanguage voice quality emotion speaking style rhythm
intonation stress; 38% vocal tone and 55% body language and other).
Nonverbal messages can interact with verbal messages in six ways:
• repeating,
• conflicting,
• complementing,
• substituting,
• regulating
• accenting/moderating

“Even if someone decides to say nothing they are still communicating“

and “Silence speaks louder than words”
COMMUNICATION

Project
sponsor

Steering
Media
committee

Project
Manager
Team
Suppliers
members

Depart- Benefi-
ments ciaries
COMMUNICATION

PROGRESS
Project
sponsor

Steering
Media
committee
DECISION-MAKING PR - ATTENTION

Project
Manager
Team
Suppliers
members
RESOURCES TRO
UBLE
SHOO
TING
Depart- Benefi-
ments ciaries
RESOURCES I
N
P
Exercise

E Stakeholders overview…
COMMUNICATION

Project Project
Manager sponsor

 Learn about the sponsor and their operation

 Build a sponsor relationship
 Understand sponsor problems and issues
 Explain your project methodology
 Listen 80% Talk 20%
 Avoid discussing detailed (technical) solutions
 Agree on next steps
COMMUNICATION

• Newsletters (e-mail / bulletin board)

• Progress reports; ‘report by exception’(e-mail)
• Presentations / Discussion (face-to-face)
• Discussion one-on-one

And..

• ‘Management by walking around’

COMMUNICATION

Human factors that form the basis of control:

 Ownership, commitment and accountability
 Empowerment
 Team participation
 Measurement
 Coaching
COMMUNICATION
COMMUNICATION

Enthusiasm Chaotic

Rigid Structured

Core competence model, by D. Ofman

COMMUNICATION

Think ahead Rigid

Enthusiasm Chaotic Flexibilit

y

Rigid Structured

Core competence model, by D. Ofman

COMMUNICATION

International differences:
• Direct vs. cautious
• Mother language
• Hierarchy
Interpretation differences
To do:
• Pro-active attitude
• Check assumptions; ‘over-communicate’
• Guidelines
COMMUNICATION

TIPS
• Know the people involved – meet them
personally
• Know the people who (1) support and
(2) oppose the project; keep a list
• Ask input and listen
COMMUNICATION

TIPS
• ‘Walk your talk’; be clear and honest in
your communication
• Focus on ‘effective communication’
(pink giraffe example)

• Effective and quick conflict resolution

• Keep the customer informed
(& inform one when one does not expect to be informed)
COMMUNICATION

TIPS
• When starting a new project; organize
a formal ‘kick-off’ to mark the start of
the project and clearly communicate
the anticipated end result
• Practice your negotiation skills
3. RISK MANAGEMENT
What should you do when a rhino charges you? Pay him!

&

Risks is feature of projects

RISK MANAGEMENT

IDENTIFY

EVALUATE

MITIGAT
E
RISK MANAGEMENT

The collection of any risk that

can impact on the project outputs;
external, financial, human resource,
organisational, responsibilities,
IDENTIFY policies, corruption, etc

Determine the severity of the

EVALUAT risk in (1) impact (2) likelihood.

E
MITIGAT
E
Determine any action to be
taken;
(1) share (2) endure (3) avoid
(4) lessen
RISK MANAGEMENT

RISKLIST
Exercise

E Risk list

RISK IMPACT LIKELIHOOD MITIGATION

Exercise

E Issue list

ISSUE PRIORITY MITIGATION

RISK MANAGEMENT

TIPS

• Start the risk list during project planning

and maintain it throughout the project

• Listen to others (anyone) to collect risks

• Ask advice to mitigate risks

• Separate risks from issues

 PROJECT
ORGANISATIO
N
PROJECT ORGANIZATION

ADRESSING:

 Who is in which role; a person can be in more than

one role, but what about conflicting interests.
 Clarity of roles and responsibilities
 Involving the experts
 Get buy-in
 Internal communication of the project (change)
 Determined who reports to who and how
problems are reported and managed
 Agree on project tools and how to use them
Exercise

E Project team

NAME ROLE(S) RESPONSIBILITY AVAILABILITY

PROJECT ORGANISATION – Organisational diagram - Basic
PROJECT ORGANISATION – Organizational diagram - Functional

General
Manager

Manager Manager
Dept. A Dept. B
PROJECT ORGANISATION – Organizational diagram – Product or Project

General
Manager

Manager Manager
Product A Product B
PROJECT ORGANISATION – Organizational diagram – Project Oriented Organizations

General
Manager

Manager Manager
Dept. A Dept. B

Project
Team
PROJECT ORGANISATION – Problem solving; the escalation mechanism

Solve problems at the lowest possible level;

if unsuccessful use the escalation mechanism
PROJECT ORGANISATION – Responsibility chart

 - Approve
 - Must be notified
 - May be consulted
 - General management responsibility

Project manager Team member x

Task 1  
Task 2  
Task 3  
Task 4  

Also for: change control procedures, communications, personnel skills, etc

RESOURCE
PLANNING
RESOURCE PLANNING

Capacity planning: Mapping the project plan to

availability of resources

Week 1 Week 2 Week 3

(hours) (hours) (hours)

John 40 40 40
Sarah 32 24 0
Peter 32 8 8
RESOURCE PLANNING

100%
(and sickness,
leave, unforeseen)
Expertise Y

Weeks
RESOURCE PLANNING

Rational Unified Process

Exercise

E Human resource planning

NAME WEEK 1 WEEK 2 WEEK 3

RESOURCE PLANNING

TIPS

• Plan & check availability and iterate

(verify) with resource manager

• Approach people personally to counter-

check (nobody else will)

• Inform all stakeholders of what is

expected and by when and update
them on changes
PROJECT SCOPE
MANAGEMENT
PROJECT SCOPE MANAGEMENT

Scope: The sum total of all of its products and

their requirements or features

‘Scope creep’:

START
PROJECT SCOPE MANAGEMENT

START
PROJECT SCOPE MANAGEMENT

START
Exercise

E Project manager and Sponsor role-play;

requirements and their priorities
Exercise
 BUDGET
MANAGEMENT
BUDGET MANAGEMENT

1. After project planning; make financial outline

2. A budget form a baseline to measure against
3. Make sure you have financial commitment and
have some idea of how much additional /
contingency budget is available
4. Report regularly on the summary

I Initial Budget
II Project finances against budget
III Financial reporting
BUDGET MANAGEMENT – Initial Budget
BUDGET MANAGEMENT – Initial Budget
BUDGET MANAGEMENT – Project control
BUDGET MANAGEMENT – Project control

}
CONTROL
BUDGET MANAGEMENT

E Develop a budget

Item No. Unit Unit cost Total

MANAGING QUALITY
MANAGING QUALITY

Budget

Quality Schedule
MANAGING QUALITY

DREAM or
WISH

Design
Monitoring & Evaluation
Plan
Execute
Finalise
Final evaluation to
collect lessons learned
PROJECT MANAGEMENT CYCLE – Monitoring and Evaluation
PROJECT MANAGEMENT CYCLE – Monitoring and Evaluation

Vision

Mission

Objectives

Outcomes

Output

Activi
-ties
PROJECT MANAGEMENT CYCLE – Monitoring and Evaluation

Vision  ‘Dream’ / Ideal world

 What we can be held

Mission
accountable for

 SMART goals
Objectives
 Answers ‘so what’, direct

Outcomes result from outputs

 Immediate results
Output
 Formulated SMART, basis

for the plan

Activ
i
-ties
PROJECT MANAGEMENT CYCLE – Monitoring and Evaluation

Vision  ‘Dream’ / Ideal world

 What we can be held

Mission
accountable for

 SMART goals
Objectives
 Answers ‘so what’, direct

Outcomes result from outputs

 Immediate results
Output
 Formulated SMART, basis

for the plan

Activ
i
-ties INPUTS
BUDGET MANAGEMENT

E Develop the logical framework

 ‘Dream’ / Ideal world

Vision

Mission  What we can be held

accountable for

Objectives  SMART goals

 Answers ‘so what’, direct

Outcomes
result from outputs

Output  Immediate results

 Formulated SMART, basis for

Activ the plan
ities
PROJECT DELIVERY
& POST-PROJECT
PROJECT DELIVERY

 ‘Plan the end date’ (it is a project and therefore ends)

 Inform stakeholder in advance and sharing the success
 Be careful with showing and sharing preliminary results
documents
 Make sure you can deliver what you promisedand what is
expected
 Evaluate, round-up and clean-up
 Work on follow-up / last elements / manage overlaps with
new projects
TIPS ‘N TRICKS
PROJECT MANAGEMENT – Tips ‘n Tricks

TIPS

• Ensure a clear project description;

what will the project deliver?

• Never assume;
even verify your own
communication

• Focus on teamwork;involve the team

members, do it together
PROJECT MANAGEMENT – Tips ‘n Tricks

TIPS

• Start and maintain a to-do list; and

prioritize the actions

• Check planning estimates; e.g. ask a

senior PM to countercheck

• Keep a paper trail; decisions, approvals,

meeting minutes
PROJECT MANAGEMENT – Tips ‘n
Tricks

TIPS

• Work out what your escalation

mechanism is and remember to use it

• To quickly become a better PM use self-

assessments, evaluations and 360º’s

• Spend 80% of your time listening and 20%

of you time talking
PROJECT MANAGEMENT – Tips ‘n Tricks

TIPS

• Manage your project management files

neatly, preferably using a hierarchy

• Use workshop efficiently to get input and

buy-in; learn and try the various
techniques

• Use your gut feeling, when in doubt; use

a project health check form
PROJECT MANAGEMENT – Tips ‘n Tricks

WEBTIPS

• Wikipedia [Link]
Definitions, examples, hyperlinks

• Project Management 4 Development

[Link]
Free project management resources and
distant learning

• Project Management Institute

[Link]
More information on project
management and certification
PROJECT MANAGEMENT – Tips ‘n Tricks

BOOKTIPS

• Guide to Project Management; Achieving lasting benefit

through effective change, Paul Roberts, 2007, The
Economist

• Project Management For Dummies, Stanley E. Portney

• Fundamentals of Project Management. A modern

methodology to manage development projects for
international assistance and humanitarian relief
organizations. PM4DEV, October 2007 – more on
internet