REVIEWER ELEC 2- PROJECT MANAGEMENT

CHAPTER 1. FOUNDATIONAL ELEMENTS OF process is a one-time activity that achieves a

PROJECT MANAGEMENT specific result; instead, it defines how a
particular function is to be done every time.
A PROJECT is a temporary endeavor undertaken
to create a unique product, service, or result. It PROGRAM- This term can describe two different
is undertaken to fulfill objectives by producing situations. First, a program can be a set of goals
deliverables. that gives rise to specific projects, but unlike
project a program can never be completely
An objective is defined as an outcome toward accomplished. Second, a program sometimes
which: refers to a group of specified projects that
⚫ Work is to be directed achieve a common goal
⚫ A strategic position to be attained
⚫ A purpose to be achieved PORTFOLIO- A portfolio is a collection of
⚫ A result to be obtained projects, programs and subsidiary portfolios and
⚫ A product to be produced operations managed as a group to achieve
⚫ Or a service to be performed. strategic objectives

Deliverable- A deliverable is defined as any

PROJECT MANAGEMENT PROCESS
unique and verifiable product, result, or
capability to perform a service that is required
PROJECT MANAGEMENT - is the application of
to be produced to complete a process, phase,
knowledge, skills, tools, and techniques to
or a project. Deliverables may be tangible or
project activities to meet the project
intangible.
requirements. Project management enables
organizations to execute projects effectively
COMPONENTS OF A PROJECT
and efficiently.
SPECIFIC SCOPE - Desired result or product
SCHEDULE - Established dates when project IMPORTANCE OF PROJECT MANAGEMENT
would start and end.
REQUIRED RESOURCES - Budget that limits the ⚫ Increase chances of success;
amount of people, supplies, money and other ⚫ Meet business objectives;
resources. ⚫ Satisfy stakeholder expectations;
⚫ Optimize the use of organizational
RELATIONSHIP BETWEEN THE THREE resources;
COMPONENTS OF A PROJECT ⚫ Deliver the right products at the right time,
⚫ Respond to risks in a timely manner,
⚫ Resolve problems and issues,
⚫ Identify or terminate failing projects,
⚫ Manage constraints (e.g., scope,
quality, schedule, costs, resources);
⚫ Manage change in a better manner.

FOCUS OF PROJECT MANAGEMENT- is to

manage interdependencies among projects, and
RELATIONSHIP OF PROJECT, PROCESS,
also do the following:
PROGRAM, PORTFOLIO.
⚫ Resolve conflicts and constraints issues
PROCESS- A process is a series of routine steps ⚫ Maintain alignment with a strategic
to perform a particular function, such as a direction
procurement process or a budget process. A ⚫ Utilized a shared governance
 REVIEWER ELEC 2- PROJECT MANAGEMENT

CRITERIA FOR A SUCCESSFUL PROJECT 4 PHASES OF PROJECT MANAGEMENT

⚫ Finishing the project schedule
⚫ Keeping cost within the budget
⚫ Meeting quality goals (or outcome)
⚫ agreed upon by the project
stakeholders and the project team.

GOLDEN RULE OF PROJECT MANAGEMENT

SUCCESS
1. Obtain consensus on project outcome.
2. Build the best team possible.
3. Develop a plan and keep it updated. REQUIREMENT FOR A SUCCESSFUL PROCESS
4. Have a realistic schedule
5. Determine what are needed to get things ⚫ INFORMATION
done. • Accurate, timely and complete data for
6. Gain the support of stakeholder and the planning, performance monitoring
management. and final assessment of the project
7. Have an appropriate scope for the project ⚫ COMMUNICATION
8. Always remember that people count. -clear, open and timely sharing of
9. Keep others informed of what is happening information with appropriate individuals
10. Be open to possible changes. and groups throughout the project’s
11. Be ready and willing to try new things. duration
12. Be a leader ⚫ COMMITMENT
• Team members’ personal promises to
produce the agreed upon result on time
INDICATORS OF PROJECT FAILURE and within budget
1) Failure in achieving the objectives for
which the project was undertaken, ADAPTIVE APPROACH
2) Unsatisfied stakeholders,
3) Poor quality and cost overruns, and
4) Missed deadlines that could lead to loss
of reputation of the organization.

REASONS FOR PROJECT FAILURE

a) Poor project and program management
discipline.
b) Lack of executive-level support.
c) No linkage to the business strategy.
d) The wrong team members.
e) No measure for evaluating the success of ADAPTIVE APPROACH TO PROJECT
the project. MANAGEMENT
f) Lack of a robust risk strategy. ⚫ Approach tasks iteratively
g) Inability to manage change. ⚫ Have fast cycles
⚫ Emphasize early value delivery
⚫ Staff the project with people who can adapt
 REVIEWER ELEC 2- PROJECT MANAGEMENT

CHAPTER 2. TYPES OF PROJECTS numerical form. ‘How much,

how often, how many’
TYPES OF PROJECTS • QUALITATIVE RESEARCH-
1. Business Planning and Development provides answers to questions
2. Market Research that do not demand a quantified
3. Marketing Strategy Development answer. ‘Who, what, when’
4. Developing Promotional Campaigns II. SECONDARY RESEARCH
5. Planning Sales Force Activity • Based on information that has been
6. New Product Development collated earlier for reasons other than
7. Developing Proposals for Financial Support the project at hand.
8. Staff Recruitment
9. Information Systems Development Note: Marketing research takes a number of
10. Exporting and International Marketing forms.
➢ MARKET INTELLIGENCE- an on-going
BUSINESS PLANNING AND DEVELOPMENT review of articles, reports and customer
• it offers the project consultant a broad gossip about a market
opportunity to contribute to the ➢ COGNITIVE STUDY- aimed at
development of the business. consolidating the experience of a group
of managers and insights into their
Outcomes desired from Business Development working environment.
a. Development of new products ➢ COMPLEX STATISTICAL TECHNIQUES OR
b. Expansion of the business into market SOPHISTICATED PSYCHOMETRIC
sectors METHODOLOGIES- to develop a
c. Growth of the business within its core complete picture of how customers see
markets by capitalizing market growth or and buy a product category and the
market share increase details of their expenditure.
d. Increasing profits through cost-
reduction programs MARKETING STRATEGY DEVELOPMENT
• the approach the business will take in
MARKET RESEARCH order to get the customers’ attention
• The process through which project and critically get them to spend their
consultant discover the nature of the money on the business’ products and
competitive environment in which service
they are operating.
PROMOTIONAL CAMPAIGNS
2 Types of Marketing Research • is any program of activities dedicated
I. PRIMARY RESEARCH to informing customers about a
• Information collected for specific product, stimulating their interest and
project. encouraging purchase
• QUANTITATIVE RESEARCH- Examples of Promotional Campaigns
provides answer to questions 1. Advertising
when those answers need to be 2. Public relations campaigns
expressed in statistical or 3. Sales drives
4. Direct mailings
 REVIEWER ELEC 2- PROJECT MANAGEMENT

5. Exhibitions parts of the organization on projects

6. In-store demonstration that need their specialized expertise.
SALES FORCE ACTIVITY
Key Issues that might be addressed: UPPER MANAGEMENT
1. Overall organizational structure of the • Creates the organizational
team environment, oversees the
2. Sales team training development and use of operating
3. Sales team motivation policies, procedures and practices and
4. Planning sales campaign- is a plan encourages and funds the
detailing the sales team will be used development of required information
systems.
SALES CAMPAIGNS- is a plan detailing how sales
team will be used. FUNCTIONAL MANAGERS
• Responsible for orchestrating their
staff’s assignments among different
CHAPTER 3. KEY PLAYERS IN THE PROJECT projects.
MANAGEMENT PROCESS • Provide the necessary resources for
their staff to perform their work in
• THE FUNCTIONAL STRUCTURE accordance with the highest standards
• Brings together people who perform of technical excellence.
similar tasks or who use the same kinds
of skills and knowledge in functional KEY PLAYERS IN THE PROJECT MANAGEMENT
groups. PROCESS
• People are managed through clear 1. Project Owner
lines of authority that extend through Person who initiates the project,
each group and ultimately, to a single finances it and heads up the business
person at the top. unit where the project’s products or
services will be used.
• THE PROJECTIZED STRUCTURE
• Groups together all personnel working
on a particular project.
• Often located together and under
direct authority of the project manager
for the duration of the project

Project Manager has almost total authority over

the members of his team in the projectized 2. Project Sponsor
structure. Person who provides top-level
justification, funding, liaison and
• THE MATRIX STRUCTURE reporting, as well as providing specific
• Combines elements of both functional and pragmatic support to the project
and projectized structures to facilitate manager
the responsive and effective
participation of people from different
 REVIEWER ELEC 2- PROJECT MANAGEMENT

CHAPTER 4. DEFINING THE PROJECT

MANAGER’S ROLE, RESPONSIBILITIES AND
QUALIFICATIONS

Note: The project manager identifies the central

problem to solve and determines, with input
from the sponsor and stakeholders.
3. Project Manager
Person ultimately responsible for the COMMON PROJECT MANAGEMENT TASKS
successful completion of the project. ➢ Establishing objectives
➢ Breaking work into well-defined tasks
➢ Charting the sequence of tasks
➢ Scheduling
➢ Budgeting
➢ coordinating a team
➢ Reporting and,
➢ Communicating throughout the project

GENERAL TYPES OF ACTIVITIES (PMT)

• Planning and Definition Activities
• Implementation and control activities

The Leadership Roles of the Project Manager

• Interpersonal Role
• Informational Role
4. Project Team Members • Decisional Role
People responsible for successfully
performing individual project activities. Traits of a Good Project Consultant/Manager
A. Project Management Skills
1. An ability to define objectives and
outcomes.
2. An ability to develop formal plans.
3. An ability to sequence and prioritize
tasks.
4. An ability to manage financial
resources that are to be invested in
the consulting project.
5. An ability to recognize the human
expertise necessary to deliver the
project.
6. An ability to manage personal time
 REVIEWER ELEC 2- PROJECT MANAGEMENT

7. An ability to convince through

B. Analysis Skills verbal, written and visual mediums
1. An ability to identify what 8. An ability to negotiate objectives
information is available in a and outcomes
particular situation 9. An ability to communicate ideas
2. An ability to identify what succinctly and precisely
information is needed in a particular
situation
3. An ability to process that CHAPTER 5. INTRODUCTION TO PROJECT
information and to identify MANAGEMENT BODY OF KNOWLEDGE
important relationships within it
4. An ability to draw meaning from that I. PROJECT INTERGATION
information and use it to support MANAGEMENT – address some
decision making 5. An ability to business needs. When the project is
recognize the business profile of completed, the product or service
strengths, weaknesses and produced by the project needs to
capabilities be integrated into the company’s
5. An ability to recognize the ongoing operations.
opportunities and challenges the
environment offers the business Baseline Plan
6. An ability to assess the business • Allows the manager to see how the
financial situation project changed over the course of the
7. An ability to evaluate the business project and should provide valuable
markets and how they are information for lessons learned at
developing project close-out
8. An ability to assess the business
internal conditions Work Authorization System
9. An ability to analyze the way in • A formal process approving project
which decision-making occurs within work that makes sure the right work is
the business being done at the right time in the right
way.
C. RELATIONSHIP-BUILDING SKILLS
1. An ability to build rapport and trust II. PROJECT SCOPE MANAGEMENT-
with the enterprise management project manager needs to clarify
2. An ability to question effectively what is included in the project as
3. An ability to demonstrate leadership well as what is not included in the
4. An ability to work effectively as a project.
member of a team
5. An ability to develop selling Scope Creep
strategies • When the project keeps getting bigger
6. An ability to use information to make and more complex
a case for a particular course of
action III. PROJECT SCHEDULE MANAGEMENT
– many people often refer to
 REVIEWER ELEC 2- PROJECT MANAGEMENT

project management as a detailed IX. PROJECT PROCUREMENT

time management exercise. MANAGEMENT- almost all projects
need to buy goods and services
Note: TIME MANAGEMENT is one of the three from outside the company. It
elements referred to as the triple constraints. includes negotiating contracts and
payment schedule and can
IV. PROJECT COST MANAGEMENT-
potentially involve locations all over
“how are you doing against the
the world.
budget? The project manager is
always asked to report on how
X. PROJECT STAKEHOLDER
much money he has spent to
MANAGEMENT- an extremely
complete the project.
important part of project
management. Identifying and
V. PROJECT QUALITY MANAGEMENT-
managing the stakeholders is
quality is a key component in any
paramount to success.
project.

VI. PROJECT RESOURCE

MANAGEMENT- managing human
resources over the course of the
project is one of the most important
aspects of a successful project.

▪ Organizational Planning
▪ Staff Acquisition
▪ Making them a team

VII. PROJECT COMMUNICATIONS

MANAGEMENT- communication is a
key success factor in all projects.
One can predict how successful a
project will be by assessing how
well the project team members
communicate with each other and
how well the project manager
communicates with the
stakeholders.

VIII. PROJECT RISK MANAGEMENT- the

project manager can never control
everything around the project,
using a strong project management
methodology helps him to manage
risk effectively.