ISHMAEL RAMATSA

CONTACTS
Office #: 4128
Tel #: 011 5596724
Email: iramatsa@uj.ac.za
What is a Project?
‘Aproject is a temporary endeavour
undertaken to create a unique product or
services’

Temporary means that every project has

a definite beginning and definite end.

Unique means that a product or services

is different in some distinguishing way
from all other products or services.
Project
Complex, and time-consuming.
A project normally consist of
several phases (e.g. initial
planning to project completion)
Involves financial
organization, government
agencies, engineers,
architects, lawyers, insurance
companies, contractor and
supplier.
What is Project Management
(PM)?

PM is an application of
knowledge, skills, tools and
techniques to project activities to
meet project requirements.
What is a Project
Manager?

the individual that responsible for

the execution and completion of
a project.
What is Project
Management?
Project management is the art of
directing and coordinating human
and material resources throughout
the life of a project by using modern
management techniques to achieve
predetermined objectives of
scope, cost, time, quality and
participation satisfaction.
 Source: R. M. Wideman, "The PMBOK Report -- PMI Body of Knowledge
Standard," Project Management Journal, Vol. 17, No. 3, August l986, pp.
l5-24.
In other words Project
Management is:

Application of knowledge, skills,

tools, methodologies, and
techniques in order to meet
project requirements and meet or
exceed stakeholder needs and
expectations.
Project Management encompasses a
set of objectives which may be
accomplished by implementing a
series of operations subject to
resource constraints.

There are potential conflicts between

the stated objectives with regard to
scope, cost, time and quality, and the
constraints imposed on human
material and financial resources
 Project Management
The Triple Constraint of Project Management

Successful project
management means
meeting all three
goals
(scope, time,
and cost)

– and satisfying the

project’s sponsor!

9
Project Management
The Triple Constraint
Every project is constrained in
different ways by its:
◦ SCOPE goals: What will be done?
◦ TIME goals: How long will it take to do it?
◦ COST goals: How much should it cost?

Itis the PM’s duty to balance these 3

often-competing goals.
goals

10
 Basic Ingredients in Project
Management Software development,
Construction
Planning, Engineering, Water
organising, and Sanitation
staffing, Engineering
executing
and
controlling

Law, Strategic
Planning,
Logistic, Human
Resource
Management ,
Marketing.
Project Stakeholders
 Stakeholders are the people involved in or
affected by project activities.
 Stakeholders include:
◦ Project sponsor
◦ Project manager
◦ Project team
◦ Support staff
◦ Customers
◦ Users
◦ Suppliers
◦ Opponents to the project
 Project Management
Process
Project are composed of processes.
A ‘process’ is a series of actions bringing about result.
 Project processes are performed by people and
generally fall into 2 main categories:
◦ Project management process
◦ Product-oriented process

 PM is accomplished through the use of the processes

such as:
◦ Initiation
◦ Planning
◦ Execution
◦ Monitoring and Control and
◦ Closeout
Links among process group
in a phase
Initiatin Plannin
g g
Process Process
es es
Controllin Executi
g ng
Processe Process
s es
Closing
Process
es
Five project management
process, graphical
The Initiation Process
 The purpose of initiation is to get a project
approved, or approval to go to the next phase.

 Initiating
is the conceptual element of project
management—the basic processes that should
be performed to get the project started.

 This starting point is critical because those

who will deliver the project, those who will use
the project, and those who have a stake in the
project need to reach an agreement on its
initiation.
The Initiation Process
(cont’)
The basic processes for the initiation phase are:
 Selecting the project
 Determining business needs
 Collecting historical data
 Determining objectives
 Determining high level deliverables and estimates
 Developing a product description
 Identifying the qualifications of the project
manager that would be best suited for the
particular project
 Determining high level resource requirements
 Obtaining project initiation approval.
The Initiation Process
(cont’)
R3000000
The Planning Process
The Planning Process
(cont’)
 Project
planning defines each major task,
estimates the time, resources and cost
required, and provides a framework for
management review and control.

 Planning involves identifying and

documenting scope, tasks, schedules, cost,
risk, quality, and staffing needs.
 The Planning Process
(cont’)
This planning process:
 Identifies specific work to be performed and the goals that
define the project.

 Provides documented estimates regarding schedule,

resources and cost for planning, tracking, and controlling the
project.

 Obtains organizational commitments that are planned,

documented, and agreed upon

 Continues the development and documentation of project

alternatives, assumptions, and constraints

 Establishes a baseline of the plan from which the project will

be managed.
The Planning Process
(cont’)
 Theresult of the project planning, the project
plan, will be an approved, comprehensive
document that allows a project team to begin
and complete the work necessary to achieve
the project goals and objectives
(product/process).

 Theproject plan will address how the project

team will manage the project elements. It will
provide a high level of confidence in the
organization’s ability to meet the scope,
timing, cost, and quality requirements by
addressing all aspects of the project.
The Planning Process
(cont’)
The planning process will result in the
development of the subsidiary management
plans which are:

 Cost management plan

 Staffing/Resource management plan
 Scope management plan
 Schedule management plan
 Quality management plan
 Procurement management plan
 Communications management plan
 Risk management plan
 Integrated change control management plan.
 Execution Process
 Once a project moves into the execution
phase, the project team and all necessary
resources to carry out the project should be
in place and ready to perform project
activities.

 The project team’s and specifically the

Project Manager’s focus now shifts from
planning the project efforts to participating
in, observing, and analysing the work being
done
Execution Process (cont’)
 The execution phase is when the work activities
of the project plan are executed, resulting in
the completion of the project deliverables and
achievement of the project objective(s).

 Thisphase brings together all of the project

management disciplines, resulting in a product
or service that will meet the project deliverable
requirements and the customers need.

 Duringthis phase, elements completed in the

planning phase are implemented, time is
expended, and money is spent.
Execution Process (cont’)
 This phase requires the Project Manager and
project team to:
◦ Conduct, coordinate and manage the ongoing work
activities

◦ Perform quality assurance activities continuously to ensure

project objectives are being met or achieved

◦ Monitor identified risks for triggering events and implement

containment or contingency strategies as necessary

◦ Manage change.

 In short, it means coordinating and managing the project

resources while executing the project plan, performing the
planned project activities, and ensuring they are completed
efficiently.
Execution Process (cont’)
 The execution phase is when the project’s
deliverables are produced and the objectives
are met.

 Thisphase entails the completion of the work

activities, the expenditure of resources, and
the application of the quality assurance
processes to ensure that the end product(s) is
viable and meets customer requirements.

 Thefocus of the Project Manager and the

project team is on the day-to-day
management of the overall effort.
Controlling Process
 Control
is a formal process in project
management.

 ProjectControl compare actual performance

with planned performance and taking
corrective action to yield the desired
outcome when significant differences exists.
Controlling Process (cont’)
 Bymonitoring and measuring progress
regularly, identifying variances from plan, and
taking corrective action when necessary,
project control ensures that project objectives
are met.

 Thevariances are determined by comparing

the actual performance metrics from the
execution phase against the baseline metrics
assigned during the planning phase.

 Controllingalso includes taking preventive

action in anticipation of possible problems.
Controlling Process (cont’)
 Projectcontrol is important because a
project is unlikely to be considered
successful by stakeholders if it is not
controlled effectively.
Project Closeout Process
 The last major phase of a project’s life cycle
is the project closeout phase.

 Projectcloseout is performed after all

defined project objectives have been met
and the customer has formally accepted the
project’s deliverables and end product or, in
some instances, when a project has been
cancelled or terminated early.

 organizationscan benefit from lessons

learned and information compiled at closure.
Project Closeout Process
(cont’)
Some of the key elements to project closeout are:

 Completion and closeout of any contractual

agreements with suppliers or providers
 Formalising customer acceptance
 Closeout of any financial matters
 Preparation of the project’s final performance
report
 Conducting a project review
 Documenting lessons learned
 Completing, collecting and archiving project
records
 Celebrating project success.
 The functions of project
management
1. Specification of project objectives and plans including of
scope, budgeting, scheduling, setting performance
requirements, and selecting project participants.

2. Maximization of efficient resource utilization through

procurement of labour, materials and equipment
according to the prescribed schedule and plan.

3. Implementation of various operations through proper

coordination and control of planning, design,
estimating, contracting and construction in the entire
process.

4. Development of effective communications and

mechanisms for resolving conflicts among the various
participants.
Basis knowledge of Project Manger
required by Project Management
Institute (PMI)
1. Project integration management to ensure that
the various project elements are effectively
coordinated.

2. Project scope management to ensure that all the

work required (and only the required work) is
included.

3. Project time management to provide an effective

project schedule.

4. Project cost management to identify needed

resources and maintain budget control.
Basis knowledge of Project
Manger (cont’)
5. Project quality management to ensure functional
requirements are met.

6. Project human resource management to

development and effectively employ project
personnel.

7. Project communications management to ensure

effective internal and external communications.

8. Project risk management to analyse and mitigate

potential risks.

9. Project procurement management to obtain

necessary resources from external sources.
Overview of Project Management Knowledge Areas and Project Management
Process
Project Management
Project Management Framework

38
9 Project Management Knowledge
Areas

 Describe
the key competencies that PMs
must develop
◦ 4 core knowledge areas lead to specific project
objectives (scope, time, cost, and quality).

◦ 4 facilitating knowledge areas are the means

through which the project objectives are
achieved (human resources, communication,
risk, and procurement management).

◦ 1 integrating knowledge area (project

integration management) affects and is affected
by all of the other knowledge areas.

◦ All knowledge areas are important!

39
Relationships Among Process Groups and Knowledge
Areas

PMBOK® Guide 2004, p. 69 40

Project Communication

41
 References
 Project
Management Body of Knowledge,
Association of Project Management, 2006.