ADVANCED PROJECT

MANAGEMENT
NQF 6
2020

PRESENTERS:
Prof Stéphan van der Merwe
Prof Christo Bisschoff
 MODULE 1

INTRODUCTION TO PROJECT
MANAGEMENT

Chapter 1
PRESENTATION OVERVIEW

Day 1:
 Module 1: Introduction to Project Management

 Module 2: Organisational Capability

 Module 3: Stakeholder Analysis and Communication

PRESENTATION OVERVIEW

Day 2:
 Module 4: Project Life Cycle and Scope
Management

 Module 5: Project Scheduling (Time Management)

 Module 6: Human Resource Management

PRESENTATION OVERVIEW

Day 3:
 Module 7: Cost and Procurement Management

 Module 8: Risk Management

 Application of theory
(Group project assignment)
PRESENTATION OVERVIEW

Day 4:
 Module 9: Quality Management

 Module 10: Project Progress, Results and Closure

 Application of theory
(Group project assignment and presentations)
AT THE END OF THIS MODULE…
• Describe reasons why more organizations are
using project management and when use of
project management techniques are appropriate.

• Define a project in your own words using

characteristics that are common to most projects.

• Delineate measures of project success and

failure.

• State common reasons for project failure or

success.
AT THE END OF THIS MODULE…

• Describe major activities and deliverables at each

project life cycle stage.

• List and describe several issues that pertain to

each of the nine areas of the project management
body of knowledge (PMBOK®).

• Identify key project roles and describe

responsibilities for each.
WHAT IS A PROJECT?

Project
Project –– “a
“a temporary
temporary endeavor
endeavor undertaken
undertaken to
to
create
create aa unique
unique product,
product, service,
service, or
or result.”
result.”
PMBOK®
PMBOK® GuideGuide

• A project requires an organized set of work

efforts.
• Projects require a level of detail that is
progressively elaborated upon as more
information is discovered.
• Projects are subject to limitations of time and
resources such as money and people.
• Projects have a defined beginning and ending.
 WHAT IS A PROJECT?

• A project has a unique combination of

stakeholders.

stakeholders
stakeholders –– ““persons
personsor
or organizations
organizations……that
that are
are
actively
activelyinvolved
involvedin
inthe
theproject,
project, or
orwhose
whoseinterests
interestsmay
maybe
be
positively
positivelyorornegatively
negativelyaffected
affectedby
by…the
…theproject.”
project.”
PMBOK®
PMBOK® Guide
Guide
DEFINITION OF A PROJECT

A project is a sequence of unique, complex, and

connected activities having one goal or purpose and
that must be completed by a specific time, within
budget, and according to specifications.
PROJECT MANAGEMENT (PM)

• Project management includes work processes

that initiate, plan, execute, and close work.
• Work processes require tradeoffs among the
scope, quality, cost, and schedule of the project.
• PM includes administrative tasks for planning,
documenting, and controlling work.
• PM includes leadership tasks for visioning,
motivating, and promoting work associates.

Project
Projectmanagement
management––“the“theapplication
applicationofofknowledge,
knowledge,skills,
skills,
tools
toolsand
andtechniques
techniquesto
toproject
projectactivities
activitiesto
tomeet
meetproject
project
requirements.”
requirements.”PMBOK®
PMBOK®Guide
Guide
HISTORY OF PROJECT
MANAGEMENT
• PM emerged as a formal discipline in the 1950s.

• Techniques for planning and controlling schedules

and costs were developed for huge aerospace
and construction projects in the 1950s and 1960s.

• Early PM involved determining project schedules

based on project activities.

• Manufacturing, research and development,

government, and construction projects refined
management techniques.
HISTORY OF PROJECT
MANAGEMENT
• Software companies offered software for planning
and controlling project costs and schedules in the
1980s and 1990s.

• Risk management techniques for complex

projects have been applied to less complex
projects.

• Communication and leadership have been

recognized as playing a major role in project
success.
WHAT MAKES PROJECTS
DIFFERENT?

• Projects vs. operations.

• Soft skills and hard skills.

• Authority and responsibility.

PROJECTS VS. OPERATIONS

• Projects are temporary.

• Projects have both routine and unique

characteristics.

• Operations consist of the ongoing work needed to

ensure that an organization continues to function
effectively.
SOFT SKILLS AND HARD SKILLS
• Soft skills include communication and leadership
activities.

• Hard skills include risk analysis, quality control,

scheduling, and budgeting work.

• A successful project manager needs both soft and

hard skills along with the judgment of when each
is more necessary.

• Training, experience, and mentoring are

instrumental in developing necessary skills.
AUTHORITY AND RESPONSIBILITY
• Projects are most effectively managed with one
person being assigned accountability.

• Project managers negotiate with functional

managers.

• A project manager needs to develop strong

communication and leadership skills in order to
persuade subordinates to focus on the project
when other work also beckons.
Functional
Functionalmanager
manager––“someone
“someonewithwithmanagement
managementauthority
authority
over
overan
anorganizational
organizationalunit.…
unit.…The
Themanager
managerofofany
anygroup
groupthat
that
actually
actuallymakes
makesaaproduct
productororperforms
performsaaservice.”
service.”PMBOK®
PMBOK®Guide
Guide
PROJECT MANAGEMENT CRITERIA

 Projects are oriented towards a goal.

 There is something unique about every project.
 Projects have a finite duration.
 Projects require coordination of interrelated
activities.
 PROJECT LIFE CYCLE

• All projects go through predictable stages called a

project life cycle.

• Life cycle allows for control to assure that the

project is proceeding in a satisfactory manner and
that the results are likely to serve its customer’s
intended purpose.
Project
Projectlife
lifecycle
cycle––“a
“acollection
collectionof
ofgenerally
generallysequential
sequentialproject
project
phases
phaseswhose
whosename
nameand
andnumber
numberarearedetermined
determinedbybythe
thecontrol
control
needs
needsof ofthe
theorganization
organizationor
ororganizations
organizationsinvolved
involvedin
inthe
the
project.”
project.”PMBOK®
PMBOK®GuideGuide
customer
customer––“the
“theperson
personorororganization
organizationthat
thatwill
willuse
usethe
theproject’s
project’s
product
productor
orservice
serviceor
orresult.”
result.”PMBOK®
PMBOK®GuideGuide
PROJECT LIFE CYCLE STAGES
• Initiating - when a project is proposed, planned
at a high level, and key participants commit to it
in broad terms.

• Planning - starts after the initial commitment,

includes detailed planning, and ends when all
stakeholders accept the entire detailed plan.

• Executing - includes authorizing, executing,

monitoring, and controlling work until the
customer accepts the project deliverables.

• Closing - all activities after customer acceptance

to ensure project is completed, lessons are
learned, resources are reassigned, and
contributions are recognized.
PROJECT LIFE CYCLE STAGES

• Most companies insist that a project must pass an

approval of some kind to move from one stage to
the next.

• The project life cycle is highly formalized and very

specific.
PROJECT LIFE CYCLE STAGES
LIFE CYCLE FOR QUALITY
IMPROVEMENT PROJECTS
 PROJECT GOALS AND
CONSTRAINTS
• Projects are undertaken to accomplish specific
goals.

• Scope and quality measure performance and

should result in outputs that satisfy customers.

• Consider scope and quality subject to constraints

of time and cost.
Scope
Scope––“the
“thesum
sum of
of all
allproducts,
products, services,
services, and
andresults
resultsto
to
be
beprovided
providedby
bythe
theproject.”
project.” PMBOK®
PMBOK®GuideGuide
Quality
Quality ––“the
“thedegree
degreeto towhich
whichaaset
set of
of inherent
inherent
characteristics
characteristicsfulfills
fulfillsrequirements.”
requirements.” PMBOK®
PMBOK®Guide Guide
PROJECT GOALS AND
CONSTRAINTS
• Obstacles or challenges may limit the ability to
perform.

• Opportunities may allow projects to exceed

original expectations.

• Project Managers (PMs) decide which goals and

constraints take precedence.
PROJECT CUSTOMER TRADEOFF
MATRIX
UNDERSTANDING PROJECTS

• Several frameworks that help a person

understand project management include:
– The professional association Project Management
Institute (PMI).
– The Project Management Body of Knowledge (PMBOK®).
– How companies use project management as a system.
– What constitutes both project success and failure.
– The range of project types commonly used in business
today.
– The hierarchical manner in which portfolios, programs,
projects and sub-projects are organized.
THE PROJECT MANAGEMENT
INSTITUTE
• The largest professional organization.

• Publishes and regularly updates A Guide to the

Project Management Body of Knowledge
(PMBOK® Guide).

• Established a professional certification - Project

Management Professional (PMP®).

• Established a second certification—Certified

Associate in Project Management (CAPM).
PROJECT MANAGEMENT BODY OF
KNOWLEDGE (PMBOK®)

• Consists of a project life cycle, five process

groups, and nine knowledge areas (now changed
to 10 knowledge areas – 5th ed.)

Project
Projectmanagement
management process
processgroup
group ––“a “alogical
logicalgrouping
grouping
of
of the
theproject
project management
management processes
processesdescribed
describedininthe
the
PMBOK®
PMBOK®Guide.…Guide.…Collectively,
Collectively, these
thesefive
fiveprocess
processgroups
groups
are
arerequired
requiredfor
forany
anyproject,
project, have
haveclear
clear dependencies,
dependencies, and and
must
must be beperformed
performedin inthe
thesame
samesequence
sequenceon oneach
eachproject,
project,
independent
independent of of the
theapplication
applicationarea
areaor or the
thespecifics
specificsofof the
the
applied
appliedproject
project life
lifecycle.”
cycle.” PMBOK®
PMBOK®Guide Guide
PMBOK® PROCESS GROUPS

Initiating—“defines
Initiating—“definesand andauthorizes
authorizesaaproject
project or
oraaproject
project
phase”
phase”
Planning—“defines
Planning—“definesand andrefines
refinesobjectives
objectivesand
andplans
plans
actions
actionsto toachieve
achieveobjectives”
objectives”
Executing—“directs
Executing—“directsand andmanages
managespeople
peopleand
andother
other
resources
resourcesto toaccomplish
accomplishproject
project work”
work”
Monitoring
Monitoring and and controlling—“collects
controlling—“collectsdata dataand
andchecks
checks
progress
progressto todetermine
determineanyanyneeded
neededcorrective
correctiveactions”
actions”
Closing—“formalized
Closing—“formalizedacceptance
acceptanceof of project
project outcomes
outcomes andand
ending
endingthetheproject”
project”
PMBOK® KNOWLEDGE AREAS
Scope
Scopemanagement—“determining
management—“determiningall allthe
thework
workandandonly
onlythe
thework
worknecessary
necessary
for
forproject
projectcompletion;”
completion;”
Time
Timemanagement—“defining,
management—“defining,sequencing,
sequencing,estimating
estimatingduration,
duration,and
andresourcing
resourcing
work
workactivities
activitiesas
aswell
wellas
asdeveloping
developingandandcontrolling
controllingthe
theschedule;”
schedule;”
Cost
Cost management—“planning, estimating, budgeting, andcontrolling
management—“planning, estimating, budgeting, and controllingcosts;”
costs;”
Quality
Qualitymanagement—“quality
management—“qualityplanning,planning,assurance,
assurance,and andcontrol;”
control;”
Human
HumanResources
Resourcesmanagement—“acquiring,
management—“acquiring,developing,developing,and andmanaging
managingthe the
project
projectteam;”
team;”
Communications
Communicationsmanagement—“generating,
management—“generating,collecting, collecting,disseminating,
disseminating,
storing, and disposing of timely and appropriate project information;”
storing, and disposing of timely and appropriate project information;”
Risk
Riskmanagement—“risk
management—“riskidentification,
identification,analysis,
analysis,response
responseplanning,
planning,and
and
monitoring
monitoringandandcontrol;”
control;”
Procurement
Procurementmanagement—“purchasing
management—“purchasingor oracquiring
acquiringproduct
productand
andservices
servicesasas
well
wellas
ascontract
contractmanagement;”
management;”and and
Integration
Integration management—“unifyingand
management—“unifying andcoordinating
coordinatingthe theother
otherknowledge
knowledge
areas
areasbybycreating
creatingand
andusing
usingtools
toolssuch
suchasascharters,
charters,project
projectplans,
plans,and
andchange
change
control.”
control.”
PROJECT MANAGEMENT SYSTEM

• Identify potential projects.

• Prioritize among the potential projects:
– What value does each potential project bring to
the organization?
– Are the demands of performing each project
understood?
– Are the resources needed to perform the
project available?
– Is there enthusiastic support both from the
external customers and from one or more
internal champions?
– Which projects will best help the organization
achieve its goals?
SUCCESSFUL PROJECTS
• Project success is creating deliverables that include all
of the agreed upon features.
• Outputs please the project’s customers.
• Customers use the outputs effectively as they do their
work (meet quality goals).
• The project should be completed on schedule and on
budget (meet time and cost constraints).
• Completed without heroics.
• People who work on the project should learn new skills
and/or refine existing skills.
• Organizational learning should take place and be
captured for future projects.
• Reap business-level benefits such as development of
new products, increased market share, increased
profitability, decreased cost, etc.
WHY PROJECTS FAIL

• Not enough resources are available for project

completion.
• Not enough time has been given to the project.
• Project expectations are unclear.
• Changes in the scope are not understood or
agreed upon by all parties involved.
• Stakeholders disagree regarding expectations for
the project.
• Adequate project planning is not used.
TYPES OF PROJECTS

• Classifying by industry

• Classifying by size

• Classifying by timing of determination of project

scope

• Classifying by application
 CLASSIFYING BY INDUSTRY

• Projects in
different
industries
often have
unique
requirements
• PMI specific
interest
groups

37
CLASSIFYING BY SIZE

• Large projects often require more

detailed planning and control.
THIS IS A SMALL PROJECT:
BUILD YOUR POOL
A BIGGER PROJECT:
ORLANDO SOCCER STADIUM
THIS IS A MASSIVE PROJECT:
DUBAI PALM ISLAND
CLASSIFYING BY TIMING OF
DETERMINATION OF PROJECT SCOPE
• How early in the project the project manager and
team are likely to be able to determine what the
project scope will be.

• All projects require planning and control.

• The art of project management deals with when

to use certain techniques, how much detail to
use, and how to tailor the techniques to the
needs of a specific project.
SCALABILITY OF PROJECT TOOLS

• All projects require:

– Determination of the wants and needs of the
customer(s).
– Understanding of the amount of work involved.
– Determination of a budget and schedule.
– Decisions about available workers and who will
do which tasks.
– Management until the owner accepts the
project results.

• Projects are scaled up or down to meet the

complexity of the task.
PORTFOLIOS

• Multiple projects may be underway at the same

time.

• Each project in the portfolio should have a direct

impact on the organization.

• Example: All programs falling under the

Department
Portfolio ofgrouping
– “a logical [Link] the project management
Portfolio – “a logical grouping of the project management
processes
processesdescribed
describedin inthe
thePMBOK®
PMBOK®Guide.…
Guide.…Collectively,
Collectively,these
these
five
fiveprocess
processgroups
groupsare
arerequired
requiredfor
forany
anyproject,
project,have
haveclear
clear
dependencies,
dependencies,and andmust
mustbe beperformed
performedin inthe
thesame
samesequence
sequenceon on
each
eachproject,
project,independent
independentof ofthe
theapplication
applicationarea
areaor
orthe
thespecifics
specifics
of
ofthe
theapplied
appliedproject
projectlife
lifecycle.”
cycle.” PMBOK®
PMBOK®GuideGuide
PORTFOLIOS

• Portfolios should be balanced including:

– large and small projects.

– high-risk high-reward and low-risk projects.
– projects that can be completed quickly and
some that will take substantial time to finish.
 PROGRAMS

• Programs may last as long as the organization lasts.

• Specific projects within a program are of limited
duration.
• Project managers are concerned with the tradeoffs of
cost, schedule, scope, and quality on their individual
projects.
• The program manager is concerned with making
tradeoffs between projects for the maximum benefit
of the entire program.
Program ––“a
• Example:
Program “agroup
HIVof
group related
ofAIDS projects
projectsmanaged
awareness
related in
program
managed inaacoordinated
or campaign.
coordinated
way
waytotoobtain
obtainbenefits
benefitsand
andcontrol
controlnot
notavailable
availablefrom
frommanaging
managingthem
them
individually.
[Link]
Programsmaymayinclude
includeelements
elementsofofwork
workoutside
outsideof
ofthe
the
scope
scopeofofdiscrete
discreteprojects
projectsin
inthe
theprogram.”
program.” PMBOK®
PMBOK®Guide
Guide
PROGRAMS

• Programs deal with a specific group of related

projects.

• A portfolio deals with all of an organization’s

projects.

• A portfolio can include multiple programs as well

as multiple projects.

• Portfolios and programs are managed at a level

above the typical project manager.
 PROJECTS AND SUBPROJECTS

• A large project may be composed of multiple

subprojects.

Subproject
Subproject––“a “asmaller
smallerportion
portionofofthe
theoverall
overallproject
projectcreated
created
when
whenaaproject
projectisissubdivided
subdividedinto
intomore
moremanageable
manageablecomponents
componentsor
or
pieces.”
pieces.”PMBOK®
PMBOK®Guide Guide
PORTFOLIO, PROGRAM, PROJECT,
AND SUBPROJECT RELATIONSHIPS
PROJECT ROLES

• Project Executive-Level Roles

• Project Management-Level Roles

• Project Associate-Level Roles

PROJECT EXECUTIVE-LEVEL
ROLES

• The steering team:

– The top leader (CEO) and his/her direct reports.
– Select, prioritize, and resource projects in
accordance with the organization’s strategic
planning.
– Ensure that accurate progress is reported and
necessary adjustments are made.
 PROJECT EXECUTIVE-LEVEL
ROLES
• The chief projects officer:
– Keeper, facilitator, and improver of the project
management system.
– Responsible for project standards, methods,
training, documentation.
– Either on the leadership team or one rung
down in the organization.
Project
ProjectManagement
ManagementOfficeOffice(PMO)
(PMO)––“an“anorganizational
organizationalbody
bodyor or
entity
entityassigned
assignedvarious
variousresponsibilities
responsibilitiesrelated
relatedto
tothe
thecentralized
centralizedandand
coordinated
coordinatedmanagement
managementof ofthose
thoseprojects
projectswithin
withinits
itsdomain.
[Link] The
responsibilities
responsibilitiesof
ofthe
thePMO
PMOcancanrange
rangefrom
fromproviding
providingproject
project
management
managementsupport
supportfunctions
functionstotoactually
actuallybeing
beingresponsible
responsiblefor forthe
the
direct
directmanagement
managementof ofaaproject.”
project.” PMBOK®
PMBOK®GuideGuide
 PROJECT EXECUTIVE-LEVEL
ROLES
• The sponsor:
– The sponsor is often a member of the leadership
team.
– Has a strong interest in having the project succeed.
– Some financial control.
– Clout in the organization.
– The power of influence.
– Takes an active role in chartering the project and
reviewing progress reports.
– Takes a behind-the-scenes role in mentoring and
assisting the project manager throughout the
Sponsor
Sponsor project
––“the life. or
“theperson
person orgroup
groupthat
thatprovides
providesthe
thefinancial
financialresources,
resources,
in
incash
cashor
orin
inkind,
kind,for
forthe
theproject.”
project.” PMBOK®
PMBOK®Guide
Guide
 PROJECT MANAGEMENT-LEVEL
ROLES
• Project manager:
– Directly accountable for the project results,
schedule, and budget.
– The main communicator.
– Responsible for the planning and execution of
the project.
– Works on the project from start to finish.
– The project manager often must get things
done through the power of influence since his
or her formal power may be limited.

Project
Projectmanager
manager––“the
“theperson
personassigned
assignedbybythe
theperforming
performing
organization
organizationto
toachieve
achievethe
theproject
projectobjectives.”
objectives.” PMBOK®
PMBOK®Guide
Guide
PROJECT MANAGEMENT-LEVEL
ROLES
• Functional manager:
– The department heads—the ongoing managers
of the organization
– Determine how the work of the project is to be
accomplished
– Supervise that work
– Negotiate with the project manager regarding
which workers are assigned to the project
PROJECT MANAGEMENT-LEVEL
ROLES
• Facilitator:
– Helps the project manager with the process of
running meetings and making decisions.
– Frees the project manager to concentrate on
the content of the project.
– The facilitator concentrates on the process.
– A facilitator helps the PM understand
organizational politics and provides
suggestions on how to handle situations.
PROJECT MANAGEMENT-LEVEL
ROLES

• Senior customer representative:

– Ensures that the needs and wants of the
various constituents in the customer’s
organization are identified and prioritized.
– Ensures that project progress and decisions
continually support the customer’s desires.
PROJECT ASSOCIATE-LEVEL
ROLES

• Core team member:

– People assigned to a project from start to finish
– The core team does most of the planning and
makes most of the project level decisions.
– A small core team is ideal since people will
then be less likely to fight for turf.
– Projects often require help from other people
during busy times.
PROJECT ASSOCIATE-LEVEL
ROLES

• Subject matter experts:

– Temporary members that are brought on board
during busy times.
– Used on an as-needed basis.
– Not present during the charter development
and signing.
– May have neither dedication to nor detailed
knowledge of the project.
OVERVIEW OF THE BOOK

• Project management is both integrative and

iterative.

• This book has three major parts:

– Organizing and Initiating Projects
– Planning Projects
– Performing Projects
 PART I - ORGANIZING AND INITIATING
PROJECTS
• Project management basics and
organization:
– Project selection and prioritization – Chapter 2
– Organizational structure, organizational
culture, project life cycle, and project
management role – Chapter 3
• Getting a project initiate:
– Chartering projects – Chapter 4
Project
Projectcharter
charter––“a
“adocument
documentissued
issuedbybythe
theproject
projectinitiator
initiatoror
or
sponsor
sponsorthat
thatformally
formallyauthorizes
authorizesthe
theexistence
existenceof ofaaproject,
project,and
and
provides
providesthe
theproject
projectmanager
managerwith
withthe
theauthority
authorityto toapply
apply
organizational
organizationalresources
resourcesto
toproject
projectactivities.”
activities.” PMBOK®
PMBOK®Guide Guide
 PART II – PLANNING PROJECTS

• Identify project stakeholders, their wants and

needs, and how to prioritize decisions among
them – Chapter 5.

• How to determine the project scope and outline it

in the work breakdown structure (WBS) – Chapter
6. breakdown structure (WBS) – “a deliverable-oriented
Work
Work breakdown structure (WBS) – “a deliverable-oriented
hierarchical
hierarchical decomposition
decomposition of of the
the work
work toto be
be executed
executed by by the
the
project
project team
team toto accomplish
accomplish thethe project
project objectives
objectives andand create
create the
the
required
requireddeliverables.
[Link]
organizesandanddefines
definesthethetotal
totalscope
scopeofofthe
the
project.
project. Each
Each descending
descending layer
layer represents
represents an
an increasingly
increasingly detailed
detailed
definition
definitionof
ofthe
theproject
projectwork.”
work.” PMBOK®
PMBOK®Guide Guide
 PART II – PLANNING PROJECTS

• Scheduling projects – Chapter 7

• Scheduling resources on projects – Chapter 8
• Project budgeting – Chapter 9
• Risk planning – Chapter 10
• Project Quality – Chapter 11

Project
Projectschedule
schedule ––“the
“theplanned
planneddates
datesfor
forperforming
performingschedule
schedule
activities
activitiesand
andthe
theplanned
planneddates
datesfor
formeeting
meetingschedule
schedulemilestones.”
milestones.”
PMBOK®
PMBOK®Guide Guide
Budget
Budget ––“the
“theapproved
approvedestimate
estimatefor
forthe
theproject
projector
orany
anywork
work
breakdown
breakdownstructure
structurecomponent
componentor
orany
anyschedule
scheduleactivity.”
activity.”
PMBOK®
PMBOK®Guide
Guide
 PART III – PERFORMING PROJECTS

• Project supply chain management – Chapter 12

• Performing projects – Chapter 13
• Monitoring and controlling project work – Chapter
14
• Controlling the human side and finishing projects
– Chapter 15
Monitor
Monitorand
andcontrol
controlproject
projectwork
work –– “the
“theprocess
processof ofmonitoring
monitoring
and
andcontrolling
controllingthe
theprocesses
processesrequired
requiredtotoinitiate,
initiate,plan,
plan,execute,
execute,
and
andclose
closeaaproject
projectto
tomeet
meetthe
theperformance
performanceobjectives.….”
objectives.….”
PMBOK®
PMBOK®Guide
Guide
Close
Closeproject
project ––“the
“theprocess
processof
offinalizing
finalizingall
allactivities
activitiesacross
across
all
allof
ofthe
theproject
projectprocess
processgroups
groupsto
toformally
formallyclose
closeaaproject
projector
or
phase.”
phase.”PMBOK®
PMBOK®GuideGuide
SUMMARY

• A project is an organized set of work efforts

undertaken to produce a unique output subject to
limitations of time and resources such as money
and people.
• Project management includes work processes
that initiate, plan, execute, control, and close
project work.
• Tradeoffs must be made between the scope,
quality, cost, and schedule.
• All projects, regardless of size, complexity, or
application, need to be planned and managed.
• PMI® is a very large professional organization
devoted to promoting and standardizing project
management understanding and methods.
SUMMARY

• A Guide to the Project Management Body of

Knowledge (PMBOK® Guide), is composed of five
process groups: initiating, planning, executing,
monitoring and controlling, and closing along with
nine knowledge areas: cost, time, scope, quality,
risk, communications, Human Resources,
procurement, and integration.
• Successful projects require an understanding of
what project success is and what drives it.
• Successful projects require an understanding of
project failure and its major causes.
• Project management requires an understanding of
the various executive, managerial, and associate
roles in project management.
INDIVIDUAL ACTIVITY 1:

In your own words, define a project and

project management.
 INDIVIDUAL ACTIVITY 2:

List the ten knowledge areas and associated

processes of project management described
by the PMBOK Guide.

Also give a short description of each

knowledge area.
 INDIVIDUAL ACTIVITY 3:

Comprehensively explain the project life-

cycle.

Step 1: Draw the project life-cycle stages.

Step 2: Explain the project life cycle stages.

GROUP ACTIVITY (PROJECT)

Divide into groups of 3-6 members each.

Chose a project and describe it.

GROUP ACTIVITY

Identify and explain the main objectives

of your project.
 GROUP ACTIVITY

Provide five (5) reasons why projects fail.

Explain what actions you will take to safe-

guard your project against these reasons for
failure.
Thank you