LESSON 1

Introduction to Project Management

WHAT IS A PROJECT?
Project – a set of coordinated and controlled activities with start and finish dates,
undertaken to achieve an objective conforming to specific requirements, including
constraints of time, cost, quality, and resources.

• A project is a planned set of activities.

• A project has a scope.
• A project has time, cost, quality, and resource constraints.
• Has an established objective.
• Has a defined life span with a beginning and an end.
• Involves doing something never been done before.
Project Management – is the application of knowledge, skills, tools, and techniques to
project activities to meet project requirements.
Project Managers – strive to meet the triple constraint (project scope, time, and cost
goals) and also facilitates the entire process to meet the needs and expectations of
project stakeholders.
Project Management – is all about organizing, planning, managing, and executing your
projects. With your specific goals and objectives. Project Management helps you
engineer property and specifically your projects to best quality and great results
Examples of Project
▪ Construction Projects
▪ Writing a book or research projects
▪ Reengineering projects
▪ Introducing a new product in the market
▪ Procurement projects
▪ Business implementation projects
▪ Organizing a seminar
Characteristics of a Project

• Have definite objectives to achieve

• Projects are purposeful
• Requires set of resources
• Have specific time frame for completion with a definite start and finish
• Involves risk and uncertainty
 • Projects require cross-departmental collaboration
Project Management Overview
1. Define a project
• Define a project
• Unique product or service
• Time-limited
• Project ends when the objectives are achieved or abandoned
2. Unique
• How can you tell that an activity is unique?
֍ Completely new product or service
֍ Creation of new process
֍ Product or service new to this group of people.

3. Time-limited
• May have a start and end date
• May be measured as “will be complete when a particular objective is
achieved”
• If it simply continues forever or to an unspecified end-date it is probably an
ongoing business activity.
4. Can tell when it is done
• Objective is achieved
• Time limit is reached
• Objective is abandoned
5. Project Success
• Traditionally: on time, within budget and delivers the promised scope.
• More effective measure: satisfied customer
Different Types of Project Management
1. Water Fall Project Management
➢ This is similar to traditional project management but includes the limitation
that each task needs to be completed before the next one starts. Steps are
line and progress flows in one direction – like a waterfall.
➢ The next phase of work is dependent on the previous phase, so only one
project phase can be worked on at a time.
➢ Because of this, attention to task sequences and timelines is very important
in this type of project management. Often, the size of the team working on
the project will grow as smaller tasks are completed and larger tasks begin.
2. Agile Project Management
➢ Agile project management does not follow a sequential stage-by-stage
approach. Instead, phase of the project are completed in parallel to each
other by various team members in an organization. This approach can find
and rectify errors without having to restart the entire procedure.
3. Lean Project Management
➢ maximizes customer value and minimizes waste by optimizing the flow of
materials or tasks and eliminate inefficiencies from work processes through
the system as a whole.
➢ Focus on reducing delays and eliminating waste which results in increased
quality and lower cost.
➢ Lean project management is on improving processes and reducing waste.
➢ Lean is founded on two pillars: respect for people and continuous
improvements.
4. Six Sigma Project Management
➢ Six Sigma method focuses on improving the quality of a project’s output by
identifying and removing the causes of defects.
➢ Six Sigma principles has to look to reduce costs wherever it possible can –
without reducing quality.
➢ Six Sigma focuses on business improvement.
5. Scrum Project Management
(free-for-all)
➢ Scrum is the principle of agile.
➢ It’s fast, very small in scope, and able to turn on a dime.
➢ Scrum is all about using sprints to accomplish projects in small pieces
➢ Often based on a one-month timetable
➢ Scrum is great for smaller teams that are looking to repeat quickly.
6. Kanban Project Management
➢ Kanban is a Japanese word meaning “billboard” or “signboard,” and it
originated in the late 1940s through Toyota’s development.
➢ Kanban aimed to enhance efficiency and productivity.
➢ Kanban helps to eliminate wasted time because tasks move smoothly from
one stage or person to another without delay.
➢ Kanban foundation of practices helps you and your project team to:
֍ Visualize the workflow
֍ Set clear priorities
֍ Quickly spot bottlenecks
֍ Manage flow
֍ Make process policies explicit
֍ Implement feedback loops
 ֍ Improve collaboratively
7. Princes2 Project Management
➢ Prince2 is an acronym for Projects IN Controlled Environment
➢ Prince2 is one of the most widely used project management methodologies
in the world today. This well-structured methodology makes it easier to
control the entire work process.
➢ Helps project managers divide projects so that each stage is more
manageable and controllable, regardless of the type and scale of the project
➢ Dividing projects into smaller stages, it makes people accountable by
defining roles and responsibilities.

LESSON 2
Introduction of Project Management
PROJECT MANAGEMENT LIFE CYCLE
1. Project Initiation
• Project starts
• Provides an overview of the project
• Strategies required to attain desired results
• It is the phase where the feasibility and business value of the project are
determined
✓ The project manager kicks off a
• Meeting to understand the client and stakeholders’ requirements, goals,
and objectives.
• It is essential to go into minute details to have a better understanding of
the project.
• Upon making a final decision to proceed, the project can move on to the
next step: that is, assembling a project team.
Project Charter comprises:

• Business vision and mission

• Project goals and benefits
• List of stakeholders
• Scope of the project
• Project deliverables
• Risks associated with the project
• Project budget and resources
1. Undertake a Feasibility Study
• Understand the feasibility of the project.
• See if the project is viable from the economic, legal, operational, and
technical aspects.
• Identifying problems will help you analyze whether you can solve issues
with appropriate solutions.
2. Identify the Project Scope
• Defining the length
• Breadth, and depth of the project
• Functions
• Deadlines
• Tasks
• Features
• Services
3. Identify the Project Deliverable
• Outline the project deliverables
• The project deliverables include defining the
֍ Product and services needed
4. Identification of Project Stakeholders
• Meeting with team members and experts to identify project stakeholders
• Documentation of relevant information on stakeholders and their impact
on the successful completion of the project is required
5. Develop a Business Case
• Feasibility
• Scope
• Identification of stakeholders are in place
• And the next step is to came up with a
֍ Full-fledged business case
֍ The creation of a statement of work (SoW)
֍ Formation of a team wrap up the project initiation phase.

2. Project Planning
 Create a project plan
 Create a resource plan
 Create a financial plan
 Create a quality plan
 Create a procurement plan
 Create a communication plan
 Create an acceptance plan
 Create a risk plan
 Contact the supplier
 Perform phase review

1. Creating a Project Plan

• A project plan is a blueprint of the entire project.
• A well-designed project plan should determine the list of activities.
➢ The time frame
➢ Dependencies
➢ Constraints
➢ Potential risks
• It assists the project manager to streamline operations to meet the end
objective and tracking progress by taking appropriate decisions at the right
time.
2. Creating a Resource Plan
• well-documented plan specifies the
➢ labor and materials to complete a project.
• Resources used should have relevant Project Management expertise.
• Experience in the concerned domain is a priority.
3. Budget Estimation
• Framing a financial plan helps you to set the budget and deliver project
deliverables without exceeding it.
• The final budget plan lists expenses on material, labor, and equipment.
• Creating a budget plan will help the team and the project managers to
monitor and control the costs throughout the Project Management Life
Cycle.
4. Gathering Resources
• is an essential part of project planning as it helps to monitor how quality
level of the project.
• It is not enough to assemble a well-balanced team from internal and
external resources.
• Resources like equipment, money, software solutions, and the workplace
should be given to complete the assigned tasks.
5. Anticipating Risks and Potential Quality Roadblocks
▪ The risk plan will help you identify risks and mitigate them. It will comprise
all the potential risks, the order of severity, and preventive actions to track
it. Once threats are under control, it is possible to deliver the project on time
adhering to quality.
 3. Project Execution
▪ Project Deliverables (Test, Accept, Approve)
▪ Change Management Documents
▪ Measure of Project Activities (Against Plan, Performance Baseline)
▪ Identify Task (Keep Project on Track)
• Project execution is the phase where project-related processes are implemented
• Tasks are assigned and resources are allocated
• Building deliverables and satisfying customer requirements.
• project managers or team leaders accomplish the task through resources
allocation and
• keeping the team members focused
• the team involved will start creating project deliverables and seek to achieve
project goals and objectives as outlined in the project plan
• this phase determines whether your project will succeed or not. The success of the
project mainly depends on the project execution phase. The final project,
deliverable also takes shape during the project execution phase.
✓ This is the phase in which the plan designed in the prior phases of the project life
is put into action. The purpose of project execution is to deliver the project expected
results (deliverable and other direct outputs).
Step in Project Execution Plan
1. Create Tasks
• Creating tasks by understanding your project plan is the essential first step
in project execution.
❖ Define each task
✓ Start by creating a work breakdown structure (WBS) that decomposes your
entire project into smaller actionable tasks.
❖ Create subtasks

2. Setup the Timeline

• set the start and finish dates of each task
• set realistic deadline expectations for each task
• set priorities
• create dependencies
• create milestones
3. Assign tasks to team
• Start by inviting team members
• Invite external collaborators
• Assign tasks as planned
• Provide all necessary resources
 4. Track Progress
• Check on the tasks daily
• Generate weekly reports
• Identify bottlenecks
• Provide all necessary resources
5. Communicate Regularly
• Setup a communication network (chats, calls, and video conferences)
• Conduct regular meetings
• Converse in real-time
6. Engage with External Stakeholders
• Start by understanding the changes
• Assign the right team members & communicate changes
• Set realistic timelines & inform stakeholders
7. Schedule Changes Effectively
• Start by understanding the changes
• Assign the right team members & communicate changes
• Set realistic timelines & inform stakeholders
8. Manage Problem
• Problems within the project are bound to occur.
➢ Issues such as time management
➢ Quality management
➢ Weakening in the team’s morale can hinder the success of a project.
• So make sure all problems are solved in the beginning.
There are a lot of essential things that are taken care of during the execution phase. Listed
below are a few among them:
1. Reporting Progress of a Project
• get regular project updates as it provides the required information
• identifies the issues
2. Hold Regular Meeting
• Agenda and make team members aware of what the meeting is all about
well in advance
• If communication is timely and straightforward, the productivity of ongoing
projects and those that are in the pipeline will not get affected.
3. Manage Problems
• Problems within the project are bound to occur.
➢ Issues such as time management
➢ Quality management
➢ Weakening in the team’s morale can hinder the success of a project
 • so make sure all problems are solved in the beginning
4. Project Monitoring and Control
• Measuring the performance of the project
• Tracking progress
֍ it is implemented during the execution phase
֍ the main goal of this phase is to check whether everything aligns with
the Project Management Plan
֍ concerning financial parameters and timelines
• It is the responsibility of the project manager to make necessary
adjustments related to resources allocation and ensure that everything is
on track.
• A project manager may conduct review meetings and get regular
performance reports
• Monitoring project activity after the project execution phase will allow the
project manager to take corrective actions. Meanwhile, considering the
quality of work will also help to make the necessary improvements. Keeping
an eye on the budget will help to avoid unnecessary expenses and
resources.
• Upon project completion and timely delivery to clients, it is the role of the
project manager to highlight strengths, list the takeaways of the project,
identify the ambiguities, and suggest how they could be rectified for future
projects.
• Taking time to recognize the strengths and weaknesses will help to handle
projects with more dedication; this, in turn, builds the project manager’s
credibility.
• Once the product is handed to the customers, the documentation is
finalized, the project team is disbanded and the project is closed.
Conduct a Retrospective or Review of How the Process Went
Once strategy has been fully implemented, look back on the process and evaluate how
things went. Ask yourself questions like:

• Did we achieve our goals? If not, why?

• What steps are required to get us to those goals?
• What roadblocks or challenges emerged over the course of the project that could
have been anticipated?
• How can we avoid these challenges in the future?
• In general, what lessons can we learn from the process?
 5. Project Closure
• The project closure phase represents the final phase of the Project
Management Life Cycle, which is also known as the “follow-up” phase.
• Around this time, the final product is ready for delivery.
• Here the main focus of the project manager and the team should be on
product release and product delivery.
• In this stage, all the activities related to the project are wrapped up.

LESSON 3
Introduction to Project Management
ORGANIZATIONAL STRUCTURE AND CULTURE
Organization Structure

• Is the systematic arrangement of human resources in an organization to achieve

common business objectives.
• The groupings of resources at different levels depending on their responsibilities,
power, and position so that work and information flow seamlessly the smooth
functioning of an organization.
• A company devises an organizational structure to ensure that suitable employees
with the right set of skills occupy each position in the company.
Organizing Process

• Determining, grouping and structuring the activities.

• Creating rules for effective performance at work.
• Allocating necessary authority and responsibility.
• Determining detailed procedures and systems for different problems areas such
as coordination, communication, motivation, etc.
Six Key Elements of Organization Structure

• Work specialization
• Departmentalization
• Chain of Command
• Span of Control
• Centralization/Decentralization
• Formalization
Basic Elements of Organizational Structure Design
1. Work Specialization
• Responsibilities are split between employees based on the job description.
• It’s used to split projects into smaller work activities and assign digestible
tasks to individual employees.
• The most common results of improper specialization are low efficiency and
burnout.
2. Departmentation
• Groupings of activities
• Useful of specialization and fixation of responsibility.

3. Chain of Command
• Chain of command represents a system for passing instructions and
reporting within an organization.
• Distributes the power, supports, knowledge sharing, and encourages
employee accountability.
• The traditional chain of command makes decision-making more complex
and does not allow for much flexibility.
• On the contrary, modern approaches strive to enhance employee
autonomy and avoid micromanagement.
4. Span of Control
• Regulates the number of direct reporters managed by a single supervisor.
• It heavily depends on the three aforementioned elements of organizational
structure.
• Identify the right span of control, you need to evaluate your leaders’
capacity, workplace size, and experience level of employees.
5. Centralization/Decentralization
• Decentralization – the concepts defining how managers, as well as
employees, give input on company goals and strategy. Allows employees
to impact business decisions.
• Centralization – gives leaders the ultimate control over decision-making
processes, decentralization.
Advantages:
- Quick decision
- Improve effectiveness of managers
- Democratization
- Improved morale of personnel
Disadvantages:
- Violating Unity of Command
- Misuse of Power
6. Formalization

• Formalization determines to which extent business processes, policies,

and job descriptions are standardized. It may regulate communication
between employees and managers, workplace culture, operational
procedures, etc.
10 Types of Organizational Structures
1. Hierarchical Structure
2. Functional Structure
3. Matrix Structure
4. Flat Structure
5. Divisional Structure
6. Network Structure
7. Line Structure
8. Team-Based Structure
9. Circular Structure
10. Process-Based Structure

1. Hierarchical Structure
• Employees are grouped and assigned a supervisor.
• It is the most common type of organizational structure.
• Employees are grouped by their role or function, geography or type of
products and services they provide.
• This structure is often depicted as a pyramid because there are multiple
levels or authority with the highest level of leadership at the top, their
direct employees below them and so forth.
Benefits of this type of structure include:

• Establishing clearly defined levels of authority

• Promoting teamwork and department loyalty
• Clearly defined career path and promotion path
• Efficient leadership and communication
Potential Disadvantages include:

• Limiting collaboration
• Restricting innovation
• Slower decision-making
2. Functional Structure

• Organization is divided into groups by roles, responsibilities, or specialties.

• For example, an organization may have marketing, finance and sales
departments that are each overseen by a manager who also has a supervisor
that oversees multiple departments.
• A functional structure can be beneficial because departments can trust that
their employees have the skills and expertise to support their goals.
Benefits of this type of structure include:

• Establishing clearly defined roles and expectations

• Facilitating improved performance and productivity
• Allowing for skill development and specialization.
Potential Disadvantages include:

• Creating barriers, or silos, between functions

• Limiting employees’ communication and knowledge with other departments
• Inhibiting collaboration and innovation
3. Matrix Structure

• Resembles a grid in which employees with similar skills are grouped and
report to more than one manager.
• This often includes a functional manager who oversees projects and their
progress and a product manager who is responsible for the company’s
strategy and success regarding product offerings.
• Is typically used by large, multinational organizations and promotes sharing
skills and knowledge across departments to complete goals.
Benefits of this type of structure include:

• Enabling a flexible work environment

• Fostering a balanced decision-making process
• Promoting open communication and shared resources across the business
Potential Disadvantages include:

• Creating confusion about authority

• Tracking budgets and resources can be difficult
• Limiting efficiency of key performance indicators
4. Flat Structure

• Most middle-management levels are removed so there is little separating

staff-level employees from upper management.
• Employees are given more responsibility and decision-making power without
the usual hierarchical pressures or supervision and can often be more
productive.
• Small companies and early-stage stage-ups mostly use type of structure
because they often have fewer employees and projects to manage. It may
also be referred to as a “horizontal structure.”
Benefits of this type of structure include:

• Reducing budget costs due to lack of middle management

• Building relationships between staff and superiors
• Facilitating a quicker, more straightforward decision-making process.
Potential Disadvantages include:

• Requiring extensive planning to be effective

• Causing confusion over who make decisions
• Requiring contingency plans to resolve conflicts
5. Divisional Structure

• Split into divisions based on specific products, services or geographies

• This structure id typically used by large companies that operate in board
geographic areas or own separate, smaller companies.
• Each division has its executive leadership, departments and resources
• For example, a large software company may separate its organization based
on products type, so there’s a cloud software division, a corporate software
division and a personal computing software division.
Benefits of this type of structure include:

• Allowing divisions to work independently

• meeting individual divisions’ needs more quickly and specifically
• promoting focus on specific products or services
Potential Disadvantages include:

• Scaling limitations
• Duplicating resources or activities
• Decentralizing decision-making
6. Network Structure

• Managers in an organization will coordinate relationships with internal and

external entities to deliver their products or services
• For example, a retail company will focus on selling clothing items but will
outsources the design and production of these items in a partnership with
other companies
• This structure focuses more on open communication and relationships than
hierarchy.
Benefits of this type of structure include:

• Giving the organization more agility and flexibility

• Allowing the core company to focus on what it’s best
• Helping lower costs through outsourcing
Potential Disadvantages include:

• Duplicating services and resources

• Creating confusion about specific roles and job functions
• Growing too complex and challenging to manage
7. Line Structure

• Authority within the organization flows from top to bottom and there are no
specialized or supportive services.
• It is one of the simplest types of organizational structure
• The organization is typically divided into departments overseen and controlled
y a general manager, and each departments has its manager with authority
over its staff
• The departments work independently to support the organization’s primary
goal.
Benefits of this type of structure include:

• Fostering effective communication and a stable environment

• Providing clearly defined responsibilities and lines of authority
• Adapting quickly to changing conditions or situation
Potential Disadvantages include:

• Limiting specialization
• Becoming rigid and inflexible
• Giving too much power to a manager
8. Team-Based Structure

• Employees are grouped into skills-based teams to work on specific tasks

while working toward a common goal
• Often, this is a flexible structure that allows employees to move from team to
team as they complete projects
• This structure focuses on problem-solving and employee cooperation
Benefits of this type of structure include:

• Helping streamline an organization’s processes by breaking down silos

• Enabling more decision-making power with minimal management
• Increasing flexibility by focusing on experience instead of seniority
Potential Disadvantages include:

• Decreasing organization consistency

• Limiting contract with other functions
• Increasing potential for conflict
9. Circular Structure

• Relies on a hierarchy to depict higher-level employees within the inner rings

of a circle and the lower-level employees on the outer rings
• Seated at the center of the organization, leaders do not send orders down the
chain of command but rather outward
• Many other structure types contain different departments that work
independently with individual goals, this structure removes that strict
separation. It looks at the bigger picture with all departments being part of the
same whole.
Benefits of this type of structure include:

• Encouraging communication across all levels of staff

• Promoting the free flow of information across the business
• Collaborating amongst departments, rather than separation
Potential Disadvantaged include:

• Causing confusion over who to report to

• Requiring more resources and training
• Causing a slowdown in decision-making
10. Process-Based Structure

• It is designed around the flow of its processes and how the duties performed
by its employees interact with one another. instead of flowing from top to
bottom, this structure outline services from left to right.
• An executive at the top of the structure oversees the departments below,
representing the different processes, but each process cannot start until the
one before it has finished.
• Each department will have its own management and team working to fulfill its
duties so that the business can move on to the next task and eventually reach
its ultimate goal, such as selling a product to consumers.
Benefit of this type of structure include:

• Improving the company’s efficiency and speed

• Encouraging teamwork between departments
• Adapting quickly to meet industry changes
Potential Disadvantages include:

• Erecting barriers, or silos, between groups

• Limiting communication
• Requiring more resources to achieve process optimization

LESSON 4
Introduction to Project Management
PROJECT MANAGER AND ROLE
Project Manager

• Project managers are organized, goa;-oriented professionals who use innovation,

creativity, and collaboration to lead projects that make an impact.
• Is the responsible for planning, executing, and successfully completing projects
within the allotted timeline and budget.
• Project managers lead entire teams, define project goals, communicate with
stakeholders, and see a project through to its closure.
Functions of Project Manager

• Leading
• Planning
• Organizing
• Staffing
• Controlling
1. Leading – a project manager is expected to be an able leader of a chosen group of
people working for a common objective. These people may belong to various functional
disciplines who are guided by the leader.
Some key duties for leading project include:

• Setting team direction

• Coordinating activities across different organizational function
• Motivating team members
2. Planning – planning is an essential duty of a project manager. Determining what
needs to be done, who is going to do it, and when it needs to be done are all part
of the planning process. Keeping in mind, that planning is an iterative process
that take place throughout the life of the project.

Some key planning duties include:

• Define and clarify project plan

• Develop the project plan
• Develop the project schedule
3. Organizing – is about setting up the project team’s structure. A major driver in this
aspect is the company’s existing structure. The manpower from either existing or
external sources must be recruited and arranged into a structure showing all the
operating levels according to assigned responsibilities.
Some key organizing duties include:

• Identify roles and positions

• Identify services to be provided by external companies
• Staff project positions
4. Staffing – the process of placing proper staff in their positions is called staffing. It is
one of the important duties of management to appoint the right type of personnel for
various disciplines
5. Controlling – is all about keeping the project on track. A plan, while it is being
implemented, encounters various problems. For example: a supplier may not deliver
goods on time: or a machine fails in the preliminary test, etc.
Some key organizing duties include:

• Defining project baselines

• Tracking project progress
• Project status reporting
• Determining and taking corrective actions
Qualities of Project Manager
1. Strong Leadership Skills
- project managers need to be strong leaders. They should be able to motivate and
inspire their team members toward success.
Actionable Tip: look for candidates with previous experience leading teams or
managing projects. Ask them how they have handled conflicts, motivated others, and
made tough decisions.
2. Excellent Communication Skills
- communicate effectively with teammates, stakeholders, and customers.
- with experience in public speaking and presenting
- can lead meetings
- with active listening
- can convey ideas clearly
- can adjusting communication styles according to the audience
- need to be to clearly relate the project’s vision, goals, ideas, and issues, as well
as produce reports and presentations.
3. Organizational Skills
A project manager needs to be highly organized. This includes
- keeping track of project timelines
- budgets, and resources
- he need to have attention to detail
- with ability to prioritize tasks and work under pressure
- can managed multiple projects using project management tools
- can managed projects within budget and on time
4. Strategic Thinking
- project managers must be able to think strategically. They must identify potential
threats, opportunities, and challenges during a project. This requires the ability to
analyze data and make decisions
5. Time Management Skills
Project manager must
- efficiently handle their time to meet project deadlines
- can enables to prioritize tasks
- can manage multiple projects at the same time
- can allocate resources effectively
6. Adaptibility
Project managers should be able to
- can handle changes in project scope, timelines, and resources
- it requires the ability to adjust plans quickly and the capacity to work in a fast-
paced environment
- he can worked in fast-paced environment
- dealt with changes in project scope, and adjusted plans quickly
- can easily to changes.
7. Problem-Solving Skills
- project managers must be able to identify potential problems and figure out
solutions to them.
- An effective leader is said to share problem-solving skills responsibilities with the
team.
- Expect project leaders to have excellent problem-solving skills themselves
- Have a “fresh, creative response to here-and-now opportunities,” and not much
concern with how others have performed them.
8. Decision-Making Skills
- Project managers must have the ability to choose solutions to challenges and
able to move decisions based on available information and weighing the risks
and benefits of different options
7 Steps to Effective Decision Making
1. Identify the decision. (Realize when you need to make a decision)
2. Gather relevant information
3. Identify the alternatives
4. Weigh the evidence
5. Choose among alternatives
6. Take action
7. Review your decision and its consequences
9. Emotional Intelligence
- A great project manager should possess high emotional intelligence skills. They
should be able to manage their emotions toward themselves and their team
members.
- Emotional intelligence is important in leadership because it improves self-
awareness, increases accountability, fosters communication, and builds trusting
relationships by helping leaders process their emotions in a more positive way
that allows them to address challenges more effectively.
Components of Emotional Intelligence
֍ Self-awareness – ability to perceive and understand the things that make you
who you are as an individual, including your personality, actions, values, beliefs,
emotions, and thoughts.
֍ Self-regulation – the ability to understand and manage your behavior and your
reactions to feelings and things happening around you.
֍ Motivation – includes the personal drive to improve and achieve, and
commitment to goals, initiative, or readiness to act on opportunities, and
optimism and resilience.
֍ Empathy – the ability to sense other people’s emotions, coupled with the ability
to imagine what someone else might be thinking or feeling.
֍ Social skills – having the ability to clearly express a plan and encourage others
to be enthusiastic about it, while providing support and guidance
10. Team Management Skills

• It refers to actions, strategies, or methods that brings a group of people together

to work effectively as a team to execute task to achieve a common goal
Effective Team Management Skills
1. Focus on serving rather than managing – effective managers focus on serving
rather than managing their teams. As a manager, you should at all times have the best
interests of your team members in mind and should strive to assist and support them in
achieving both individuals and team goals
2. Don’t always assume your right – a good manager, you have to be open to
continuously learning. While as a manager you may occupy a more senior position than
the team members you manage, you should keep an open mind as to what your
employees can teach you on a daily basis.
3. Make transparency a priority – a transparent workplace can help employees feel
more connected and encourage creativity and accountability. Practicing transparency
through open and consistent communication allows your team members to feel a sense
of respect that is important for overall job satisfaction and productivity.
4. Set boundaries – although you want to treat your team with kindness and respect, it
is also important to set boundaries and assert your authority at times. Team members
should know that your job is to ensure their work gets done efficiently and that, when
necessary, you will take disciplinary action. There should be a very clear understanding
of responsibilities and roles within the workspace to discourage team members from
challenging unclear boundaries.
5. Provide a positive workspace – business world is a serious place that often
involves profit margins, risk assessments and performance evaluations, studies have
shown that a bit humor and light-heartedness in the office can have a remarkably
positive effective on productivity.
6. Emphasize constant and effective communication within the workplace – one of
the most important aspects of effective management is communication. As a manager,
you should provide your team with all the relevant information at all time as well as
encourage feedback from your employees.
7. Encourage and nurture your team’s growth – as a manager, you should support
and nurture your team. Your staff should know you have their personal development
and best interests at heart and that you’re supportive of their goals and dreams. This
means that you should always be on the lookout for ways to develop and enrich you
team, such as providing them with opportunities to attend workshops and conferences
and stay up-to-date through training and certification.
8. Be open to change – to be an effective manager you need to be open to change.
This involves adapting your management style when necessary and realizing that
different team members may have different approaches and ways of doing things. Be
open to trying new technologies and to changing your typical method of management
when it no longer produces the desired outcomes.
11. Risk Management
- project managers must have risk management skills, being aware what could go
wrong at any time, deciding if these risks can be managed or how they would
affect the business, and finally taking action to avoid either the problem or its
consequences. It is attempting to control, as much as possible, future outcomes
by acting proactively rather than reactively.
12. Strategic Thinking
- project manager should use their creative problem-solving skills and strategic
vision to help team members and an organization achieve long-term goals and
preparing for future challenges by having a plan to overcome them if they arise.
13. Budget Management
- project managers involves planning the budget, tracking expenses, and ensuring
that the project stays within the approved financial limits.
14. Continuous Improvement
- project managers should be committed to continuous learning and improving
their skills
- always expanding your knowledge to gain new skills and expertise
“Leadership is the capacity to translate a vision into reality.”

LESSON 5
Introduction to Project Management
STAKEHOLDER AND ROLE
Stakeholder

• “a person or group of people who have a vested interest in the success of an

organization and the environment in which the organization operates.”
• Stakeholders can be internal or external to an organization. Internal stakeholders
are people whose interest in a company come through a direct relationship, such
as employment, ownership, or investment.
• External stakeholders are those who do not directly work with a company but are
affected somehow by the actions and outcomes of the business. Suppliers,
creditors, and public groups are all considered external stakeholders.
Role of a Stakeholder
- A stakeholder’s primary role is to help a company meet its strategic objectives by
contributing their experience and perspective to a project.
- They can also provide necessary materials and resources
- Their support is crucial to a successful project
- According to stakeholder theory, if stakeholders don’t like the results, the project
can often be considered a failure, even if all goals were met.
Two Types of Stakeholders
Internal Stakeholders – an internal stakeholder is a person or group linked directly to
the company conducting the project. Internal stakeholders can include:

• Employees, who are members of the project team that will see it to completion
• Project manager
• Resources manager
• Line manager
• Top company management
❖ President
❖ Board of directors
❖ Operating committees, and outside contributors, like
❖ Subcontractors and consultants, can also be considered internal
stakeholders.
External Stakeholders – an external stakeholder is an entity that is not directly
associated with the company involved in the project but is still impacted in some way by
its outcome. External stakeholders can include:
❖ Vendors
❖ Suppliers
❖ Creditors
❖ Project customers
❖ Project tester
❖ Product user group
How to Identify Stakeholder?
▪ The best way to identify stakeholders for a particular project is to perform
stakeholder analysis
▪ Stakeholder analysis involves first brainstorming a list of potential stakeholders
and then determining which parties have the greatest investment in the project.
▪ For example, the major stakeholders in a corporation usually include its
customers, employees, investors, suppliers, and the local community.
Project Stakeholders
1. Individuals and organizations that are actively involved in the project. Ex. Architects,
engineers, owner
2. Individuals and organizations whose interests may be positively or negatively affected
as a result of project execution or project completion. Ex. Surrounding neighbors
3. They may also exert influence over the project and its results. Ex. Government,
decision makers.
What are the Characteristics of the Stakeholders?
▪ For each project stakeholder identified:
▪ What is their level of power?
▪ Sources of power: formal job position, role in the project, expertise (or
political)
▪ What is their level of interest?
▪ Vested interest – high/low; big project/small project, what’s are stake?
▪ What is their level of support?
▪ Supportive (sponsor)/neutral (gov. agency)/unsupportive (blockers or
activist groups)
Good to Know:
▪ Project management team must:

1. Identify the stake-holders (taking in mind that this) (Critical to identify

early)
֍ Project Manager
֍ Project Sponsor
֍ Department Managers
֍ Customers
֍ Project Teams
֍ Board of Directors
֍ Contractors, Suppliers
֍ Executive Managers
֍ Project Management Office
2. Determine their requirements
(Analyze their interests, importance, influence)
▪ Owner/Client Board, Management, Steering Committee
↑ Requirements
 Owner/Client
↑ Primary Stakeholders
▪ Architecture Team, Architecture Workers, Analysis Designers
↑ Design Architect,
↑ Specialists
▪ Architecture Committee, Architecture Council
↑ Approval, Approval Committee
↑ Quality Reviewers
▪ Program Managers, Project Leaders, Suppliers
↑ Realizing, Contractors
↑ Developers
▪ Employees Clients
↑ Use, Users
↑ Service Manager
3. Manage and influence those requirements to ensure a successful project
(Classify stakeholders and prioritize relationships building accordingly)
▪ Stakeholder identification is often especially difficult.
Key Stakeholders on Every Project include:
1. Project Manager: the individual responsible for managing the project.
2. Customer: the individual or organization that will use the project’s product.
3. Performing Organization: the enterprise whose employees are most directly
involved in doing the work of the project.
4. Project Team Members: the group that is performing the work of the project.
5. Sponsor/Client: the individual or group within or external to the performing
organization that provides the financial resources.
Typical Stakeholders
▪ Funding Body
▪ Suppliers
▪ End User
▪ Environmental Agency
▪ Maintenance Team
▪ Neighbors/Community
Project Stakeholders
▪ Managing stakeholder expectations may be difficult because stakeholders often
have very different objectives that may come into conflict.
For example:
➢ System may desire low cost
➢ The system architect may emphasize technical excellence
➢ The programming contractor may be most interest in maximizing its profit
PROJECT STAKEHOLDERS
Stakeholders Interests
Project Success
Sponsor

• Get what asked for

• Best Value
• On Time
User

• Best Features
• Ease of Use
• Make work easier
Project Team

• Ease of Completion
• Ease of Acceptance
• Rewarding Work
Project Stakeholders
▪ In general, differences between or among stakeholders should be resolved in
favor of the customer. This does not, however, mean that needs and
expectations of other stakeholders can or should be disregarded.
Task
Identify Stakeholders
▪ Identify stakeholder groups
▪ Identify individual stakeholder representatives
▪ Create initial stakeholder list
 Stakeholder Assessment
▪ Conduct high level stakeholder assessment
▪ Prioritize stakeholders
▪ Develop stakeholder map
Plan Communication
▪ Create stakeholder communications planning sheet
▪ Identify engagement activities
▪ Develop detailed engagement plans
Engage Stakeholders
▪ Maintain plans to support ongoing engagement activities
▪ Execute stakeholder communication plan
▪ Monitor progress
Outputs
Identify Stakeholders
▪ Stakeholder list
Stakeholder Assessment
▪ Stakeholder map
▪ Engagement grid
▪ Updated stakeholder list
Plan Communication
▪ Stakeholder communications planning sheet
▪ Stakeholder communications plan
Engage Stakeholders
▪ Updated stakeholder communication plan
▪ Communication and engagement activities
▪ Feedback mechanisms implemented