PROJECT MANAGEMENT:

MBA COURSE 2024/2025

María Isabel Roldán Bravo (mrbravo@ujaen.es)

Myriam Cano Rubio
 Agenda (lessons)
• 0.- Introduction to Project Management
• 1.- Defining the Project
• 2.- The Planning Process in Project Management
• 3.- Controlling the Project
• 4.- Advanced Project Management
• 5.- Microsoft Project: cases and exercises
Section 1: Defining the Project
• Defining the Project
1.1. Knowing our stakeholders and winning their
cooperation
1.2. Writing the rules: Four key documents to Manage
Expectations
Section 1: Defining the Project

1.1. Stakeholders (their role)

• Who are (or can be) stakeholders in our project?
• What´s the stakeholder´s role?
• How to identify stakeholders?
• Two questions about identifying stakeholders…
• Examples?? PM, Pteam, Management, Customer…
• What is your role (Project Manager) with regards to the
stakeholders?
• What is my authority?
• To whom do I report?
• Does this mean that I will be relieved of other
responsabilities?
• What are my expectations?
Section 1: Defining the Project
1.1. Stakeholders (their role)
Section 1: Defining the Project
1.1. Stakeholder roles: Project team

• Who will do the work? Contribute time, skills and

effort
• PM, staff members, contractors, vendors,
customers…
• When it is determined who will be part of the PT?
Stakeholders roles

Project Team
Section 1: Defining the Project
1.1. Stakeholder roles: Project team
Tasks are broken down until
the different skill
requirements emerge

Team member responsabilities The PM and sponsor begin

are documented in both the Stakeholders roles recruiting people and
Project charter and the Project organizations with the necessary
plan skills

Project Team

The PM clarifies the plan and The PM negotiates the

ensures that all members involvement of these new team
understand it members
Section 1: Defining the Project
1.1. Stakeholder roles: Management
Functional (or line) Management

A specific executive
SPONSORSHIP accountable for Project
success
STAKEHOLDER ROLES:
MANAGEMENT
Functional managers
who assign specific
RESOURCES
people and resources
to a project

The
Project Team
Management

• Long-term control over employees and other resources. Involved in setting

company policies that may impact the project
 1.1.Stakeholder roles: Management
Functional (or line) Management

SPONSOR SPONSOR: DUTIES SPONSOR: DUTIES

• The person with • Help the Project team  Review and approve
formal autority to be successful the Project plan
ultimately responsable • Support the Project • Advise the PM and
for the Project. manager discuss the status of
• Senior • Assist in developing a the Project
executive/Junior responsibility matrix • Monitor and maintain
manager • Review and approve the priority of the
the Project charter Project relative to
other projects
• Assist the PM in
overcoming
organizational
obstacles
1.1.Stakeholder roles: Management
Functional (or line) Management

A study by an information systems department in a Fortune

500 firm determined that having a known and active
sponsor was the number one reason for a Project´s
success, because problems were given timely attention by
a manager who had authority to effect a solution.
1.1.Stakeholder roles: Management
Functional (or line) Management

RESOURCE MANAGER:
RESOURCE MANAGER
DUTIES
• Getting the best people
and the right resources • Approve the Project
for the work charter and the Project
plan

• Help in solving personnel

or performance problems
1.1.Stakeholder roles: Management
Functional (or line) Management

• Consider the story of a training department in a large company that

decided to create a Project management curriculum. The training
specialist responsable for the curriculum proposed a progression of
courses, from basic topics, such as scheduling through advanced topics,
such as negotiating and program management. It was a very thorough
curriculum, based on requirements gathered from organizations
throughout the company and available courses from respected vendors.
But the proposal was not implemented. The manager responsable for
purchasing and administering this curriculum looked at the number of
students projected annually for the intermediate and advanced topics
and decided there was not enough demand to warrant the overhead
associated with these courses. It was difficult to dispute the decision
because this manager was applying sound, stated company policy. The
training specialist had not considered this stakeholder or his veto
power, and the result was a dramatically scaled-down curriculum with a
far smaller scope. The question that wasn´t asked son enough was: Who
will be involved in approving this curriculum? Which managers will
make decisions? Who has veto power?
1.1. Stakeholder roles: The customer/s
Stakeholders roles

The The
Project Team
Management Customer
• Identifying the customer is not always
Consider a Project manager who is simple
given the task of installing the latest
Microsoft operating system on all the • What process should I use in
desktop computers in her company. determining the installation
Since there are a number of possible
options when installing this operating
Who? requirements, and Who should be
involved in making the cost-benefit,
system, the question arise: Who should trade off decisions?
decide which options will be installed?
Should this decisión come from the
335 employees using the computers? Is
this group the customer? Or is the
president of the compnay, who is • The customers who establish

Types
funding the Project, the logical choice? requirements
In this case, the PM must go beyond • The customers who pay the bills
the question, Who is the customer? (provide funding)
And instead ask,
1.1. Stakeholder roles: Representatives
of external constraints
The The
Project Representatives
Team of External Constraints
Management Customer

• National, regional or local agencies or authorities, commissions.

Professional bodies,
Like…

• Who represents the laws and rules?

• Does the project needs approvals from outside people or
Questions organizations?
• How does my project connect to existing systems, infrastructure
or processes?

They are neither for nor against your Project, but they all impose their own
requirements
1.1. Stakeholder roles: Advocates,
opponents, innocent bystanders
Advocates,
The Representatives
Project The Opponents
of External
Team Management Innocent
Customer Constraints
Bystanders

•Whose daily routine, whose property,

products or profits will you affect either
during the project or as a result of it?
Who? Who will be worse off because of yor
project?
1.1. Lead the stakeholders

“Some of the stakeholders will have more

formal authority than you but they need
you to lead them (questions, alternatives,
motivation)…”
Case study 2. La Sagrada
Familia

Stakeholder analysis
1.2. Writing the rules: key documents
• Announces that a new
project has begun

• Establishes the project

manager’s right to make
decisions and lead the
Project
• E-mail or physical,
signed document. Name
and purpose of the project,
project manager’s name and a
statement of support from the
issuer.
1.2. Writing the rules: key documents

Statement of Work (SoW): writes the rules in a Contract

a. Similar to a contract (project agreement)

b. Describes in detail what will be delivered, when,
how much it will cost…
c. The SoW is not a substitute of a contract
d. Encourages both the Project delivery team and the
Project owner to be very thoughtful about the
details of the SOW.
1.2. Writing the rules: key documents
Write a Project Charter/SoW
Purpose Statement: Why are we doing this project?

Scope description: what to do and by whom

Deliverables: what is the project suposed to produce

Cost and Schedule Estimates

1.2. Writing the rules: key documents
Write a Project Charter/SoW
• Purpose statement:
• What will we do in this Project and why are we doing
it?
• It describes the end result that justifies the effort and
expense of the Project

The purpose of this Project is to gather revenue data about

our subsidiary. During the spin-off of the subsidiary, the
finance group needs this information about the subsidiary´s
business in order to make projections about its future
revenue. This data will come from the four months
beginning June 1 and ending September 30. the finance
group will be finished analyzing the data October 31, and
won´t need it afterward.
1.2. Writing the rules: key documents
Write a Project Charter/SoW
• The purpose can also include the measurable goal for
the Project´s result:

Retail sales of our product will increase by 5 percent

among 25- to 40-year-old females living in the San
Francisco Bay area within three months of the
beginning of the campaign, and by 10 percent after one
year.
1.2. Writing the rules: key documents
Write a Project Charter/SoW
• Scope description
• All of the work required to meet Project objectives –
summarize the major activities of the project

This Project is responsable for all training development and delivery. Specifically, this
Project will:
 Provide a detailed statement of training objectives for approval by the Project
office, VP of operations and director of HR
 Purchase the necessary equipment and outfit training romos at each division office
 Acquire the rights to use and modify training materials previously developed by
training suppliers
 Modify or oversee modification of the training materials to be consistent with
company standards for PM
 Produce or contract out the production of training materials…
 Case study 3
“When two bosses collide”
1.2. Writing the rules: key
documents: Responsability matrix
When a truck manufacturer creates a new cab style, it
requires changes in tooling for the supplier as well as in
the assembly line. Inevitable questions then arise:

• Who will make the design decisions?

• Will the supplier have a voice in these decisions?
• When does each group need to get involved?
• Who is responsable for each part of the Project?
1.2. Writing the rules: key documents:
Responsability matrix
Steps involved in setting up a responsability
matrix:
 List the major activities of the project
 List the stakeholder groups
 Code the responsability matrix:
 Involvement level, authority role, responsability of
each stakeholder
 R –responsable for execution-, A –approval authority-,
C –must be consulted, I –must be informed-
 Incorporate the responsability matrix into the project
rules
1.2. Writing the rules: key documents
1.2. Writing the rules: key documents
1.2. Writing the rules: key documents
Communication Plan: written strategy for getting the right
information to the right people at the right time

Stakeholder What information do they Frequency Medium Response

need?
Sponsor High level cost, schedule, quality Monthly Written Required in 3
performance report & days
Problems and actions meeting
PM’s supervising Detailed cost, schedule, quality performance. Weekly Written
Management . Problems, actions, assistance required report &
meeting
Customer executive High level cost, schedule, quality Monthly Meeting Required in 5
performance, problems and actions with project days
sponsor
Customer contact Detailed cost, schedule, quality performance. Weekly Written Requiered in 3
Problems and actions report and days
meeting
Project team Detailed cost, schedule, quality performance, Weekly Project team
problems and actions, coordination meeting
information, news from customer and
sponsors
 Case study 4

Statement of work: Canal de Panamá

 References
• Verzuh, E,. (2021): The fast forward MBA in
Project Management, John Wiley and Sons,
Hoboken, New Jersey.