Project Management S1

NATIONAL UNIVERSITY OF SCIENCE AND TECHNOLOGY

Department of Electronic Engineering

Project Management [TEE 5155]

Facilitating PM Knowledge
Areas
Bhekisisa Nyoni
 Section Overview

 Introduction
 Project Resources Management
 Project Communication Management
 Project Stakeholder Management
 Project Procurement Management

Project Management S1
 Introduction

Project Management S1
 Introduction

• Core knowledge areas lead to specific project objectives

(scope, time, cost, and quality).
• 5 facilitating knowledge areas are the means through
which the project objectives are achieved (resources,
communication, risk, stakeholder and procurement
management).
• One knowledge area (project integration management)
affects and is affected by all of the other knowledge
areas.
Project Management S1
 Project Resources Management

Project Management S1
 Project Resources Management

• Project Resource Management includes the processes

to identify, acquire, and manage the resources needed
for the successful completion of the project.
• These processes help ensure that the right resources
will be available to the project manager and project
team at the right time and place.

Project Management S1
 Project Resources Management

• Plan Resource Management — The process of defining

how to estimate, acquire, manage, and utilize physical
and team resources.

Project Management S1
 Project Resources Management

• Hierarchical charts - can be used to show positions and

relationships in a graphical, top-down format.
• Work breakdown structures (WBS).
• Organizational breakdown structure (OBS).
• Resource breakdown structure.

Project Management S1
 Project Resources Management

• One example of a Responsibility Assignment Matrix (RAM)

is a RACI (responsible, accountable, consult, and inform)
chart

Project Management S1
 Project Resources Management

• The resource management plan may include but is not

limited to:
• Identification of resources.
• Acquiring resources.
• Roles and responsibilities (Role, Authority, Responsibility,
Competence)
• Project organization charts
• Project team resource management
• Team development
• Resource control
• Recognition plan
Project Management S1
 Project Resources Management

• The team charter is a document that establishes the

team values, agreements, and operating guidelines for
the team.
• The team charter establishes clear expectations
regarding acceptable behaviour by project team
members.
• The team charter works best when the team develops it,
or at least has an opportunity to contribute to it.

Project Management S1
 Project Resources Management

• Estimate Activity Resources — The process of

estimating team resources and the type and quantities
of material, equipment, and supplies necessary to
perform project work.

Project Management S1
 Project Resources Management

• The resource breakdown structure is a hierarchical

representation of resources by category and type.
• In Plan Resource Management, the resource breakdown
structure was used to guide the categorization for the
project. In this process it is a completed document that
will be used to acquire and monitor resources

Project Management S1
 Project Resources Management

Project Management S1
 Project Resources Management

• Acquire Resources — The process of obtaining team

members, facilities, equipment, materials, supplies, and
other resources necessary to complete project work.

Project Management S1
 Project Resources Management

• Decision making - Multi-criteria decision analysis

• Availability, cost, experience, ability, knowledge,
skills, attitude, international factors
• Interpersonal and team skills – Negotiation
• Functional mangers, other PM teams, and external
org
• Pre-assignment - Selected in advance
• Virtual teams

Project Management S1
 Project Resources Management

• Develop Team — The process of improving

competencies, team member interaction, and the overall
team environment to enhance project performance.

Project Management S1
 Project Resources Management
• Forming. This phase is where the team members meet and learn about the project
and their formal roles and responsibilities. Team members tend to be independent and
not as open in this phase.
• Storming. During this phase, the team begins to address the project work, technical
decisions, and the project management approach. If team members are not
collaborative or open to differing ideas and perspectives, the environment can
become counterproductive.
• Norming. In this phase, team members begin to work together and adjust their work
habits and behaviors to support the team. The team members learn to trust each
other.
• Performing. Teams that reach the performing stage function as a well-organized unit.
They are interdependent and work through issues smoothly and effectively.
• Adjourning. In this phase, the team completes the work and moves on from the
project. This typically occurs when staff is released from the project as deliverables
are completed or as part of the Close Project or Phase process.
Project Management S1
 Project Resources Management

• Manage Team — The process of tracking team member

performance, providing feedback, resolving issues, and
managing team changes to optimize project
performance.

Project Management S1
 Project Resources Management

• Conflict management. Conflict is inevitable in a project

environment.
• Sources of conflict include scarce resources, scheduling
priorities, and personal work styles.
• Team ground rules, group norms, and solid project
management practices, like communication planning
and role definition, reduce the amount of conflict.

Project Management S1
 Project Resources Management

• Techniques for resolving conflict:

1. Withdraw/avoid. Retreating from an actual or potential conflict situation; postponing the
issue to be better prepared or to be resolved by others.
2. Smooth/accommodate. Emphasizing areas of agreement rather than areas of
difference; conceding one’s position to the needs of others to maintain harmony and
relationships.
3. Compromise/reconcile. Searching for solutions that bring some degree of satisfaction
to all parties in order to temporarily or partially resolve the conflict. This approach
occasionally results in a lose-lose situation.
4. Force/direct. Pushing one’s viewpoint at the expense of others; offering only win-lose
solutions, usually enforced through a power position to resolve an emergency. This
approach often results to a win-lose situation.
5. Collaborate/problem solve. Incorporating multiple viewpoints and insights from
differing perspectives; requires a cooperative attitude and open dialogue that typically
leads to consensus and commitment. This approach can result in a win-win situation.
Project Management S1
 Project Resources Management

• Control Resources — The process of ensuring that the

physical resources assigned and allocated to the project
are available as planned, as well as monitoring the
planned versus actual use of resources, and performing
corrective action as necessary.

Project Management S1
 Project Resources Management

• Work performance information includes information on

how the project work is progressing by comparing
resource requirements and resource allocation to
resource utilization across the project activities.
• This comparison can show gaps in resource availability
that need to be addressed.

Project Management S1
 Project Communication Management

Project Management S1
 Project Communication Management

• Project Communications Management includes the

processes necessary to ensure that the information
needs of the project and its stakeholders are met
through development of artefacts and implementation of
activities designed to achieve effective information
exchange.

Project Management S1
 Project Communication Management

• Plan Communications Management — The process of

developing an appropriate approach and plan for project
communication activities based on the information
needs of each stakeholder or group, available
organizational assets, and the needs of the project.

Project Management S1
 Project Communication Management

• Communication Requirements Analysis determines the

information needs of the project stakeholders.

Project Management S1
 Project Communication Management
Stakeholders Document Document Contact Person Due
Name Format
Customer Monthly status report Hard copy Tina Erndt, Tom Silva 1st of month
management and meeting
Customer Monthly status report Hard copy Julie Grant, Sergey 1st of month
business staff Cristobal
Customer Monthly status report E-mail Li Chau, Nancy 1st of month
technical staff Michaels
Internal Monthly status report Hard copy Bob Thomson 1st of month
management and meeting
Internal business Monthly status report Intranet Angie Liu 1st of month
and technical staff
Training Training plan Hard copy Jonathan Kraus 1/11/2019
subcontractor
Software Software implementation E-mail Najwa Gates 1/04/2020
subcontractor plan

Project Management S1
 Project Communication Management

• Communication Technology commonly used for

information exchange and collaboration include
conversations, meetings, written documents, databases,
social media, and websites.
• Choice of communication technology is affected by:
i. Urgency of the need for information (urgency, frequency and
format)
ii. Availability and reliability of technology. the project.
iii. Ease of use.
iv. Project environment.
v. Sensitivity and confidentiality of the information.
Project Management S1
 Project Communication Management

• Communication Methods used to share information

among project stakeholders are broadly classified as:
a) Interactive communication - Between two or more parties performing a
multidirectional exchange of information in real time. E.g. meetings,
phone calls etc.
b) Push communication - Sent or distributed directly to specific recipients
but does not ensure that it reached or was understood. E.g. letters,
memos, reports etc.
c) Pull communication - Used for large complex information sets, or for
large audiences, and requires the recipients to access content at their
own discretion subject to security procedures. E.g. online portals,
knowledge repositories etc.
Project Management S1
 Project Communication Management

• Different approaches for meeting information needs:

a) Interpersonal communication – An exchanged between individuals,
typically face-to-face.
b) Small group communication - Occurs within groups of around three to
six people.
c) Public communication - A single speaker addressing a group of people.
d) Mass communication - There is a minimal connection between the
person or group sending the message and the large, sometimes
anonymous groups for whom the information is intended.
e) Networks and social computing communication - Supports emerging
communication trends of many-to-many supported by social computing
technology and media.
Project Management S1
 Project Communication Management

• Communications Management Plan Format:

1. WHO – needs project information communicated to
them?
2. WHAT - information is being communicated?
3. WHO - is responsible for creating and disseminating?
4. WHY - is it being disseminated (i.e. purpose)?
5. WHEN - is it disseminated (i.e. how often/frequency)?
6. HOW - will it be disseminated (comm. method)?
7. HOW LONG - will it be disseminated (i.e. start/end
date)?
Project Management S1
 Project Communication Management

• Manage Communications — The process of ensuring

timely and appropriate collection, creation, distribution,
storage, retrieval, management, monitoring, and the
ultimate disposition of project information.

Project Management S1
 Project Communication Management

• Project reporting is the act of collecting and distributing

project information.
• Project information is distributed to various
stakeholders or groups thereof and should be adapted
to provide information at an appropriate level, format,
and detail for each type of stakeholder.
• The format may range from a simple communication to
more elaborate custom reports and presentations.

Project Management S1
 Project Communication Management

• Performance reporting keeps stakeholders informed

about how resources are being used to achieve project
objectives
• Progress reports describe what the project team has
accomplished during a certain period of time
• Status reports describe where the project stands at a
specific point in time
• Forecasts predict future project status and progress
based on past information and trends
Project Management S1
 Project Communication Management

• Monitor Communications — The process of ensuring the

information needs of the project and its stakeholders
are met.
• Main goal of monitoring communications is to ensure
the optimal flow of information throughout the entire
project life cycle

Project Management S1
 Project Communication Management

• The impact and consequences of project

communications should be carefully evaluated and
monitored to ensure that the right message with the
right content (the same meaning for sender and
receiver) is delivered to the right audience, through the
right channel, and at the right time.

Project Management S1
 Project Communication Management

Project Management S1
 Project Procurement Management

Project Management S1
 Project Procurement Management

• Project Procurement Management includes the

processes necessary to purchase or acquire products,
services, or results needed from outside the project
team.

Project Management S1
 Project Procurement Management

• Plan Procurement Management — The process of

documenting project procurement decisions, specifying
the approach, and identifying potential sellers.

Project Management S1
 Project Procurement Management

• Organizational process assets that can influence the Plan

Procurement Management process include:
1. Preapproved seller lists
2. Formal procurement policies, procedures, and
guidelines
3. Contract types

Project Management S1
 Project Procurement Management

• A contract is a mutually binding agreement that obligates

the seller to provide the specified products or services
and obligates the buyer to pay for them.
• Contracts can clarify responsibilities and sharpen focus
on key deliverables of a project.
• Because contracts are legally binding, there is more
accountability for delivering the work as stated therein.
• A recent trend in outsourcing is the increasing size of
contracts.
Project Management S1
 Project Procurement Management

• Different types of contracts can be used in different

situations:
• Fixed price or lump sum contracts: Involve a fixed total price for a well-defined product
or service.
• Cost reimbursable contracts: Involve payment to the seller for direct and indirect costs.
• Time and material contracts: Hybrid of both fixed price and cost reimbursable contracts,
often used by consultants. One pays a rate for each of the people working & their
materials costs.
• Unit price contracts: Require the buyer to pay the seller a predetermined amount per unit
of service.
• A single contract can actually include all four categories,
if it makes sense for that particular procurement.
Project Management S1
 Project Procurement Management

• Make-or-buy analysis: technique used to determine

whether an organization should make or perform a
particular product or service inside the organization or
buy from someone else.
• Often involves financial analysis.
• Experts, both internal and external, can provide valuable
inputs in procurement decisions.

Project Management S1
 Project Procurement Management

• Make-or-Buy Example:
• Assume you can lease an item you need for a project for
$800/day. To purchase the item, the cost is $12,000 plus a
daily operational cost of $400/day. How long will it take
for the purchase cost to be the same as the lease cost?

Project Management S1
 Project Procurement Management

• Let x be the number of days to use the item:

• Purchasing cost + Cumulative Operational cost = Cumulative Lease cost
• $12,000 + $400x = $800x
• $12,000 = $400x
• Dividing both sides by $400, you get:
• x = 30

• If you need the item for more than 30 days, it is more

economical to purchase it.

Project Management S1
 Project Procurement Management

• A statement of work is a description of the work required

for the procurement.
• If a SOW is used as part of a contract to describe only the
work required for that particular contract, it is called a
contract statement of work.
• A SOW is a type of scope statement (developed from the
project scope baseline and include the project scope).
• A good SOW gives bidders a better understanding of the
buyer’s expectations.
Project Management S1
 Project Procurement Management
SAMPLE STATEMENT OF WORK
Scope of Work: Describe the work to be done to detail. Specify the hardware and software
involved and the exact nature of the work.
Location of Work: Describe where the work must be performed. Specify the location of
hardware and software and where the people must perform the work
Period of Performance: Specify when the work is expected to start and end, working hours,
number of hours that can be billed per week, where the work must be performed, and related
schedule information.
Deliverables Schedule: List specific deliverables, describe them in detail, and specify when
they are due.
Applicable Standards: Specify any company or industry-specific standards that are relevant to
performing the work.
Acceptance Criteria: Describe how the buyer organization will determine if the work is
acceptable.
Special Requirements: Specify any special requirements such as hardware or software
certifications, minimum degree or experience level of personnel, travel requirements, and so
Projecton.
Management S1
 Project Procurement Management

• Conduct Procurements — The process of obtaining

seller responses, selecting a seller, and awarding a
contract.

Project Management S1
 Project Procurement Management

• Bidder Conferences: are meetings between the buyer

and all prospective sellers prior to submittal of a bid or
proposal. They are used to ensure that all prospective
sellers have a clear and common understanding

Project Management S1
 Project Procurement Management

• Proposal Evaluation Techniques: to evaluate the

proposal provided by the sellers

Project Management S1
 Project Procurement Management

• Sample Proposal Evaluation Sheet

Project Management S1
 Project Procurement Management

• Outputs:
› Selected Sellers
› Procurement Contract Award: The contract can be in
the form of simple purchase order. It is a legal
document between the buyer and seller
› Resource Calendars: The quantity and availability of
contracted resources and those dates on which each
specific resource can be active or idle are documented

Project Management S1
 Project Procurement Management

• Control Procurements — The process of managing

procurement relationships, monitoring contract
performance, making changes and corrections as
appropriate, and closing out contracts.

Project Management S1
 Project Procurement Management

• Procurement Audits: to identify successes and failures

that warrant recognition in the preparation or
administration of procurement contracts on the project
• Negotiated Settlements: You need to make sure that all
of the terms of the contract have been met and there
are no outstanding claims on it

Project Management S1
 Project Procurement Management

• Closed Procurements
› The buyer, usually through its authorized procurement administrator,
provides the seller with formal written notice that the contract has
been completed.
› Requirements for formal procurement closure are usually defined in
the terms and conditions of the contract and are included in the
procurement management plan.
› Typically, all deliverables should have been provided on time and
meet technical and quality requirements, there should be no
outstanding claims or invoices, and all final payments should have
been made. The project management team should have approved all
deliverables prior to closure.
Project Management S1
 Project Stakeholder Management

Project Management S1
 Project Stakeholder Management

• Project Stakeholder Management includes the

processes required to;
› identify the people, groups, or organizations that
could impact or be impacted by the project,
› analyse stakeholder expectations and their impact on
the project,
› to develop appropriate management strategies for
effectively engaging stakeholders in project decisions
and execution.
Project Management S1
 Project Stakeholder Management

Project Management S1
 Project Stakeholder Management

• Identify Stakeholders — The process of identifying

project stakeholders regularly, analysing and
documenting relevant information regarding their
interests, involvement, interdependencies, influence,
and potential impact on project success.

Project Management S1
 Project Stakeholder Management
Communities

Interest
groups
Strategic
NGO’s partners

Managers
Provider
Resource s
Donor
owners Press/
media
Regulators

Local authorities

Project Management S1
 Project Stakeholder Management

• Follow the Money! (Sponsor)

› Who is paying or saving?
• Follow the Resources! (Functional Mgrs.)
› Who is providing people, equipment, or supplies?
External, Internal
• Follow the Deliverables (Customer/User)
› Who is the recipient of the product or services?

Project Management S1
 Project Stakeholder Management

• A stakeholder register includes basic information:

• Identification information: stakeholders’ names,
positions, locations, roles in the project, and contact
information
• Assessment information: major requirements and
expectations, potential influences, and phases of the
project in which stakeholders have the most interest
• Stakeholder classification: internal or external to the
organization? Supporter of the project or resistant to it?
Project Management S1
 Project Stakeholder Management
Name Position Internal/ External Project Role Contact Information

Stephen VP of Operations Internal Project sponsor stephen@globaloil.com

Betsy CFO Internal Senior manager, approves funds betsy@globaloil.com

Chien CIO Internal Senior manager, PM’s boss chien@globaloil.com

Ryan IT analyst Internal Team member ryan@globaloil.com

Lori Director, Accounting Internal Senior manager lori@globaloil.com

Sanjay Director, Refineries Internal Senior manager of largest sanjay@globaloil.com

refinery
Debra Consultant External Project manager debra@gmail.com

Suppliers Suppliers External Supply software suppliers@gmail.com

Project Management
 Project Stakeholder Management

Project Management S1
 Project Stakeholder Management

• Stakeholder engagement levels

› Unaware: unaware of the project and its potential
impacts on them
› Resistant: aware of the project yet resistant to change
› Neutral: aware of the project yet neither supportive nor
resistant
› Supportive: aware of the project and supportive of
change
› Leading: aware of the project and its potential impacts
and actively engaged in helping it succeed
Project Management S1
 Project Stakeholder Management
Name Power / Interest Current Engagement Potential Management Strategies
Stephen High / High Leading Stephen can seem intimidating due to his physical stature and deep
voice, but he has a great personality and sense of humour. He previously
led a similar refinery upgrade program at another company and knows
what he wants. Manage closely and ask for his advice as needed. He likes
short, frequent updates in person
Chien High / Medium Resistant Chien is a very organised yet hardheaded man. He has been pushing
corporate IT standards, and the system the PM and sponsor (Debra and
Stephen) like best goes against these standards, even though it’s the best
solution for this project and the company as a whole. Need to convince
him that this is okay and that people still respect his work and position.
Ryan Medium / High Supportive Ryan has been with the company for several years and is well respected,
but he feels threatened by Debra. He also resents her getting paid more
than he does. He wants to please his boss, Chien first and foremost. Need
to convince him that the suggested solution is in everyone’s best interest.
Betsy High / Low Neutral Very professional, logical person. Gets along well with Chien. She has
supports Debra in approving past projects with strong business cases.
Provide detailed financial justification for the suggested solution to keep
her satisfied. Also ask her to talk to Chien on Debra’s behalf.

Project Management S1
 Project Stakeholder Management

Problem Stakeholders:
1. The Meddling Stakeholder
2. The Overbearing Stakeholder
3. The Poor Stakeholder
4. The Untrustworthy Stakeholder
5. The Indecisive Stakeholder One or more of
6. The Unavailable Stakeholder these will show up
on every project!

Project Management S1
 Project Stakeholder Management

• Plan Stakeholder Engagement — The process of

developing approaches to involve project stakeholders
based on their needs, expectation, interests, and
potential impact on the project.

Project Management S1
 Project Stakeholder Management

• C represents the current engagement level of each

stakeholder and D indicates the level that the project
team has assessed as essential to ensure project
success (desired).

Project Management S1
 Project Stakeholder Management

• Manage Stakeholder Engagement — The process of

communicating and working with stakeholders to meet
their needs and expectations, address issues, and foster
appropriate stakeholder engagement involvement.

Project Management S1
 Project Stakeholder Management

• Monitor Stakeholder Engagement — The process of

monitoring project stakeholder relationships and
tailoring strategies for engaging stakeholders through
the modification of engagement strategies and plans.

Project Management S1
 Other Facilitating PM Knowledge Areas

Project Management S1