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Project Management
Learning Outcomes
Defining Project Management (NB)
The Project Manager: Characteristics (from lecture slides)
Principles of Project Management (NB!)
Project Management Activities & Processes
PMBOK Guide 10 Knowledge Areas (NB!)
Defining a project (NB)
What makes projects different? (In lecture slides)
How to make a project successful
Commissioning a project
Classification of projects
Defining Business Projects
Product, Project Management and Project Success
Distinguishing between projects, programmes and portfolios (NB!)
Historical Context of Project Management
Learning Outcomes
Define a project and project management in your own words, use characteristics that are common to most projects,
Describe why more organisations are using project management.
Describe major activities and deliverables at each project life cycle stage.
List and define the ten knowledge areas and five process groups of the project management body of knowledge
(PMBOK®).
recall the evolution of project management in terms of its historical context
recognise the applications, importance and value of PM
Identify the characteristics of a project.
Defining Project Management (NB)
The application of knowledge, skills, tools and techniques to project activities in order to meet project
requirements.
Project Management is an iterative series of events which aims to ensure successful completion of a project.
→ It is a political process involving the alignment of stakeholder missions, the establishment of agreed definitions,
negotiations of the scope, establishment of strategy, shared risk and rewards, creation of trust.
It comprises of:
A set of skills & knowledge (incl. specialist experience).
A suite of tools (document templates, software, checklists etc).
A series of processes which help PMs to manage & control the project (time, cost, quality, change, risk and issue
management processes.)
APM BoK definition: develop plan that is in line with objectives → use techniques and tools to monitor progress →
employ someone skilled in PM
Project Management 1
, The Project Manager: Characteristics (from lecture slides)
Diverse set of skills
Plan → Do → Check → Act (referred to as PDCA).
This cycle provides businesses with a method of controlling and continuously improving their processes.
Principles of Project Management (NB!)
The triple constraint/ Iron Triangle:
Variations of model:
Time → Cost → Scope (while ensuring quality)
time → cost → quality
Choosing which two will depend on the scope of the project; budget provided, timeframe etc.
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, Tripple costraints and quality:
High quality: Scope on time and budget
Time and cost inflexible
Scope creep: Adding additional features or functions of a new product, requirements, or work that is not authorized.
Project Management Activities & Processes
Planning → Scheduling → Controlling are the 3 broad PM activities
PMBOK Guide 10 Knowledge Areas (NB!)
1. Project Procurement Management: Acquiring the services and products necessary when in-house skills and
resources not available/ sufficient.
2. Project Integration Management: The “big picture” knowledge area that links the project lifecycle activities with the
Knowledge Areas. The initiation and closing phases of the project, as well as monitoring and controlling processes of
knowledge areas at a higher level. Involved activities leading to the completion of the project charter, project plan,
stakeholder identification and closure activities.
3. Project Scope Management involves specifying the requirements that are necessary to achieve the project
objectives, as well as the overall definition of what the project is meant to achieve. Ensuring the project includes all
the work required to reach successful completion.
4. Project Stakeholder Management: Managing stakeholders who have influence on the project, especially those with
the most influence on the project outcome. Identifying stakeholders, prioritising their needs and influence, managing
expectations.
5. Project Risk Management: Identifying unexpected events that could have a negative or positive impact on the
business. Developing plans for managing these risks, as well as monitoring the status of risks and responding when
necessary. New risks during project = new plans in place.
6. Project Human Resources (or talent) Management: Managing team members to ensure their skills are being used
effectively.
7. Project Cost Management involves all the processes involved in planning, estimating, budgeting, financing, funding,
managing and controlling project costs to ensure that the project can be completed within a specified budget.
8. Project Communications Management: The processes and procedures needed to ensure that all aspects of the
project status are communicated clearly to those involved.
9. Project Quality Management: ensure that the project is meeting the requirements of the client and the project
organisation is as effective & efficient as possible.
Project Management 3
, 10. Project Time Management involves estimating the time needed to complete all activities in a time-based schedule:
Activity definition
Activity sequencing
Activity resource estimating
Activity duration estimating
Schedule development
Schedule control
(PISSRHCCQT acronym)
Defining a project (NB)
“A unique endeavour to produce a set of deliverables within a clearly specified time, and within cost and quality
constraints.”
“A planned undertaking of related activities to reach an objective that has a beginning to an end”.
The Guide to Project Management Book of Knowledge (PMBOK) defines a project as: “A temporary endeavour
undertaken to create a unique product or service.”
Characteristics/Definitions of a project: (coralul acronym) (NB)
a. Completed by teams.
b. Overseen by a single person. PM/ Leader is responsible for the whole project.
c. Risky. Project success is uncertain.
d. Able to effect positive change. Should have a clear purpose which it wants to achieve.
e. Limited in time. Defined time scale. Clear start and end.
f. Unique. Each project is different & involves different resources
g. Limited in budget. Will be allocated financial resources.
A project has a unique combination of stakeholders (persons or organizations that are actively involved in the project,
or whose interests may be positively or negatively affected by …the project.”)
What makes projects different? (In lecture slides)
1. Projects vs. operations:
a. Projects are temporary and have both routine and unique characteristics.
b. Operations consist of the ongoing work needed to ensure that an organization continues to function correctly.
2. Soft Skills & Hard Skills
a. Soft: Communication & Leadership
b. Hard: risk analysis, quality control, scheduling and budgeting work.
c. A good PM needs soft and hard skills.
3. Authority and Responsibility:
a. Projects have one person assigned responsibility.
Project Management 4
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