WHAT IS A PROJECT

By Minn Trih

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Minn Trih

Resource 11.
TRAINING MODULE IN PROJECT MANAGEMENT
(Created by the Institute for Development Management, Botswana for the
NGO Institute, STF. (Some materials in this module have been extracted from A Guide
to Project Management Body of Knowledge, 3rd. edition, 2004)
What is a project?
A temporary endeavor undertaken to create a unique product or service.

The Three Ps

Program- operates over the long-term, and is designed to use the organizations
resources to impact a specific subject area that is part of an organizations mission
to improve public health.
Project- has a beginning and end, defined resources, and creates a unique product
or service.
Process- part of the ongoing operations of the organization; may be introduced or
changed over time, but once established, an organizational process operates on a
continuous basis without a specified end.

Working definition of project management

Project management is the application of knowledge, skills, tools, and techniques to project
activities in order to meet or exceed stakeholder needs and expectations from a project.
(Guide to the Project Management Body of Knowledge Project Management Institute 2004)

Project Management in Your Organization

What are the current methods of project management in your organization?

What project management issues is your organization facing?

Important Characteristics of Real Life Projects

 Accomplish with shared resources often only available on part-time basis

Require cross-functional team work
Involve uncertainty and are subject to change during execution
Subject to specific deadlines and time and resource constraints
Project manager often lacks functional authority over team members
Proven Benefits of Project Management
Provides clear roles, responsibilities, activities and schedules for team efforts
Includes a method for considering the consequences of decreasing or increasing funds,
resources, time, or quality
Specifies a detailed plan of how to achieve our objectives
Assists in the realistic assignments of tasks and responsibilities to team members
according to the skills and resources available
Gives structure to communicating the progress of projects
Allows teams to identify potential problems and take preventive action early
Keeps management officers and project stakeholders well-informed and supportive
Helps manage pressure for expanding the scope of projects without proper decision
criteria and analysis of changes

Diverse Skills Needed for Project Management

Planning skillsthe ability to plan the use or organizational resources of time,

personnel, budget, facilities, equipment, and supplies to achieve organizational
objectives

Technical skillsthe specific professional technical skills needed for a project.

People skillsthe ability to manage and motivate people who will implement the
project activities, communicate effectively with stakeholders, and resolve conflicts and
interpersonal problems.

What skills make the best project managers so good?

1.
2.
3.
4.
5.
6.

Communication: listening, persuading, negotiating

Organizational: planning, goal-setting, analyzing
Team building: empathy, motivation, team spirit
Leadership: sets example, energetic, vision, delegates, positive attitude
Coping: flexibility, creativity, patience, persistence
Technical: experience, project knowledge

Project Management Method

Step 1: Select project

Define project scope: Selecting Priority Projects

Where do we begin?
Project selection can be a difficult process, especially when there are a large number of
potential projects competing for scarce dollars.
Some selection methods are highly intuitive; some very political.
Others try to add rigor through more scientific selection processes.

Two rules to follow:

1. Make selection process transparent (who is involved, process used)
2. Make criteria used to evaluate projects explicit (spend time defining your criteria
clearly)
Selection Criteria Matrix: Un-weighted Criteria

Our Winner!!

Project Agreement

What: A written description that clearly communicates what the project is (and is not)
When: Ideally, at the beginning of a project. Also useful to develop one for a project already
started. Update it as needed.
Why:
Establish agreement between project team members and stakeholders about what the
project is (and is not)
Build team member commitment team should write the charter together
Foundation for project planning
Helps in managing expectations
Communicate project to others

Project Stakeholders
1. Within the team
Project manager
Team members
2. Within the organization
Internal customers
Project sponsor
Senior managers
Functional managers
3. Outside the organization
External customers
Collaborating organizations
Affected organizations
Vendors

The Rule of Unmanaged Expectations

Stakeholder Acceptance and Success

Remember our working definition of project management
the application of knowledge, skills, tools, and techniques to project activities in order to
meet or exceed stakeholder needs and expectations.
Q

Quality

Acceptance

Success

What you
think is good
(technically)
1-10

Acceptance
of the project
results
by
stakeholders
1-10

Project Agreement Development Meeting

Success
of the
project
effort
1-100

Allow 2 hours to half day, depending on complexity or project

Recognize that the process and team involvement is as important as document
Ensure participation by all team members
Use group techniques such as brainstorming and consensus
Do not let the project manager dominate the meeting

Project Deliverables

Define the measurable, tangible items that must be produced to complete the project

When all deliverables are completed the project is complete

Usually subject to approval or project manager, sponsor, or customer

Project Quality:
Critical Success Factors

Factors critical to the success of the project

Outcomes or quality requirements
If not achieved, will jeopardize success
Internal and external factors
Stakeholder interests
Technical requirements
Helps team focus efforts on most important aspects of project

Project Assumptions

Factors the team considers to be true, certain, and necessary for a successful project
Should be documented and validated that they are true
Create a risk to project if they are not true

The Triple Constraint

What do project managers really manage?

Cost
how much?

Time
how fast?

Quality/Scope
how good?

Managing the Triple Constraint: Set Priorities

Need to discuss with customer and sponsor near startup and agree on priority order.
May change over time, but a change is a significant event!

Change Management

Request for changes to project elements or scope need to be analyzed and approved
Impact of changes on project need to be documented
Changes that impact project need to be negotiated (they may require more budget, time)
Approved changes need to be recorded
Tools: Change Request Form Change Log

Step 2: Define project activities

Work Breakdown Structure

Based on project scope, objectives, and/or deliverables

Organizes and defines work to be done

Divides work into logical, manageable segments

May be organized
By phase of the project
By component
Objective is to identify all project tasks that must be completed with action verbs

Work Breakdown Structure

Graphical Format
Project
Project
Description
Description

Conduct
Conductaaone-year
one-yearHIV/AIDS
HIV/AIDSawareness
awarenessand
andprevention
prevention
media
campaign
targeted
toward
youth
ages
media campaign targeted toward youth ages12-16.
12-16.

Deliverables
Deliverables

Youth
YouthAdvisory
Advisory
Board
Board

Activities
Activities

1.1.Establish
Establish
Youth
YouthAdvisory
Advisory
Board
Board

Tasks
Tasks

1.1
1.1 Meet
Meetyouth
youth
organization
organization
stakeholders
stakeholders
1.2
1.2 Write
Writepolicy
policy
memo
memo
1.3 Select youth
1.3 Select youth
board
boardmembers
members
1.4
Hold
1.4 Holdfirst
firstboard
board
meeting
meeting

Youth
YouthMedia
Media
Campaign
Campaign
1.1.Develop
Develop
Media
MediaPlan
Plan

2.1
2.1
2.2
2.2
2.3
2.3
2.4
2.4

Select
Selectteam
team
Audit youth
Audit youth
media
mediastrategies
strategies
Write-up
Write-up22year
year
media
mediaplan
plan
Obtain
Obtain
management
management
approval
approvalofofplan
plan

2.2.Launch
Launch
Tabloid
TabloidYouth
Youth
Magazine
Magazine

3.1
3.1 Select
Select
magazine team
magazine team
3.2
3.2 Bid
Bidcontract
contract
3.3
Develop
3.3 Develop
samples
samples
3.4 Select design
3.4 Select design
3.5
3.5 Develop
Develop
content
contentplan
plan
3.6
Develop
3.6 Develop
distribution plan
distribution plan

Determine Time for Each

Task
Activities
Activities

Tasks
Tasks

1.1.Establish
Establish
Youth
YouthAdvisory
Advisory
Board
Board

1.1
1.1Meet
Meetyouth
youth organization
organization
stakeholders
stakeholders(5
(5days)
days)
1.2
Write
policy
memo
1.2 Write policy memo(1
(1day)
day)
1.3
Select
youth
board
members
1.3 Select youth board members
(5
(5days)
days)
1.4
Hold
1.4 Holdfirst
firstboard
boardmeeting
meeting(5
(5
days)
days)

Work Breakdown Structure

Indented List Format
Tasks

HIV/AIDS Awareness Campaing

for Youth
1. Establish Youth Advisory
Board

Time
Estimate
(Days)

1.1 Meet youth organization

stakeholders

1.2 Write policy memo

1.3 Select youth board

members

1.4 Hold first board meeting

Work Breakdown Structure

Level of WBS detail depends on audience and the scale of intervention

Larger intervention = more complex WBS

Eliminate any tasks not absolutely necessary

Foundation for schedule and staff responsibility assignments

Lets have a party!

Clean room
(30 minutes)

Begin party!
(0 minutes)

A simple example
Buy food &
beverage
(90 min)

Make food
(90 min)

Start Project
(0 minutes)

Set up tables
and chairs
(30 min)

Mix
beverages
(30 min)

Compose menu
(45 minutes)

Step 3: Determine task dependencies and critical

path
A simple example:

Network Diagram

Start by writing each task from the WBS on a sheet of paper

Create a network diagram that shows how the activities can be implemented step-bystep

Network Diagram

Clean room

Set up tables
and chairs

Begin party!

Start
Project

Make food

Compose
menu

Buy food &

beverage

Mix beverages

Critical Path Analysis (3)

Start
0

Duration
30 min

Finish
30

Duration
0

Duration
30 min

Finish
60

Set up tables
and chairs

Clean room
Start
0

Start
30

Start
225

Finish
0
Start
135

Start
Project

Duration
90 min

Finish
225

Duration
0 min

Begin party!

Make food
Start
0

Duration
45 min

Compose
menu

Finish
45

Start
45

Duration
90 min

Finish
135

Buy food &

beverage
Start
135

Duration
30 min

Finish
165

Mix beverages

Critical Path Analysis

Critical path = the longest path from the beginning of the network to the end.

Finish
225

If the activities on the critical path are delayed, the project is delayed
Critical path activities represent the activities that the project manager has to
oversee the closest.
Slack or Float = those where there is extra time built into the schedule

Ways to Reduce Project Duration

Do activities at the same time instead of in sequence

Overlap activities (start the next activity before proceeding one is fully finished)
Reduce project scope
Change technical approach
Add additional resources to crash project activities (make them move faster)

Criteria to Crash Activities

Activities on the critical path!

Less expensive to crash
Less likely to have negative impact on quality
Earlier vs. later in the project
Longer vs. shorter duration
Bottleneck activities
Labor intensive low skill
Under management control

Step 4: Develop schedule

Built upon the previous tools

Work breakdown structure

Network analysis
Critical path

Why is it so important?
Gantt Chart
Use the Gantt Chart to

Communicate project plan easily to a variety of audiences

Update project progress efficiently

Monitor task implementation and make adjustments

Monitor the critical path!

Project Schedule:

Gantt Chart

Tasks

(1a) Cultural belief vaccine not safe

Monthly meetings on immunizations
with women's cooperatives

Schedule
Start
Date

Finish
Date

31-Jan

4-Feb

Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8

Develop curriculum
Assess needs among audience
Create content based on assessment
Obtain approval for curriculum

Design evaluation
Meet w ith evaluation staff
Develop evaluation instrument
Test and revise

Schedule meetings
Meet w ith cooperatives' scheduling officer
Determine staff availability
Schedule meetings at coops

Meetings at Coops Completed

Reporting Progress:

Planned
Actual

Milestone

Milestone Chart

Activity key

Time elapsed
Week Week Week Week Week Week Week Week
1
2
3
4
5
6
7
8

Monthly education meetings on

HIV/AIDS with women's cooperatives
Curriculum completed
Evaluation plan and tools completed
Meetings Scheduled
Meetings at Coops Completed

Step 5: Assign Staff Responsibilities

Critical for ensuring success; must be clear to everyone

One staff person (only) responsible for ensuring a task is completed

Three categories of responsibilities:

Responsible lead staff person

Participant other staff participating
Approval staff who must approve final product or action (only if
needed)

Assign Responsibilities

Step 6: Develop project budget

Developing Program Budgets

What needs to be done? (easy to know with a good work breakdown structure)

Who should do it?

What physical resources do they need to do it?

How much will it cost?

(project team member, outside contractor, other?)

Decide on how much, how many, & why?

Personnel: professional, administrative, support staff

Facilities: office space, clinics, special requirements

Equipment: computers, copiers, fax machines, medical
equipment, vehicles
Supplies: vaccines, medical supplies, office supplies,
petrol
Contracts: special services, maintenance, other
Travel: who, where, how, length of stay, how many times

Calculate the financial resources needed

Physical Resources
1.
2.
3.
4.
5.
6.

Financial Resources

Personnel
Facilities
Equipment
Supplies
Contracts
Travel

>>>>
>>>>
>>>>
>>>>
>>>>
>>>>

Salaries, fringe benefits, etc.

Rent, mortgage, utilities, etc.
Rental, purchase, maintenance
Estimate unit cost
Estimate annual cost
Transportation, lodging, meals, per diem, etc.

Estimated Project Cost

Year 1
Budget Item

Activity

Personnel
Equipment
Supplies
Facilities
Contracts
Travel
Other

Total

How to Present a Budget

Activity

Activity

Total cost

May need a variety of formats

Level of detail depends on audience

When presenting for funding approval include:

Summary Budget
Budget Item

Personnel
Equipment
Supplies
Facilities
Contracts
Travel
Other

Budget Summary
Detailed Budgets by Program Intervention
Budget Justification

Variance Analysis
Planned
Budget

Actual
Expenditures

Quarter 1/Year 1
Budget
Variance
(Actual
Planned)

Total

Risk Management
You have planned your project down to the last detail.what could possibly go wrong???
Quite a lot!

How
Howtotomanage
managerisk
risk
Identify
Quantify
Prioritize
Develop risk reduction strategies

Areas of Risk

Schedule (unrealistic)
Resources (not available when needed; under qualified people)
Budget (when resources are uncertain)

Scope (technical requirements and changes)

External Events (policy changes, crises)

Uncertainty = Risk

Step 7: Risk Management Plan

1. Review project plan with team and identify risks that could impact project in
these areas:

What could cause delays to the schedule?

What might threaten the quality of the projects end product?
What factors or events might increase costs beyond the budget?
What is risk of people or resources not being available when needed?

2. Evaluate the probable causes of each risk

3. Evaluate the importance of each risk by asking:

What is the probability that this risk will occur?

What would be the impact if the risk should occur?
How much control do we have over this risk?

4. For risks with high risk index, create management plan that includes:

Preventive plan to prevent the risk from occurring

Contingency plan to define what we will do if the risk occurs
Trigger point for contingency plan
Assign a risk manager for each risk

Risk Management Plan

Enter risk scenario (how an event could jeopardize project outcome)

Rate probability, impact, and degree of control using rating scale of:
1 = Low
2 = Medium

3 = High

Compute risk index using formula:

Risk Index =

Probability * Impact
Control

If possible, enter financial impact.

Determine actions to take:
Ignore (do nothing)
Eliminate (sidestep)
Manage
For managed risks, indicate mitigations and contingencies and assign risk manager.
Log actions taken as they occur.

Create plan to communicate with stakeholders

Communication Plan

Keep stakeholders up to date on project progress

Need to write it down in a formal plan and follow it
Helps entire team communicate effectively about project
Important to define responsibilities
Maintain delivery schedule once it is established

Keep Communication Simple

The Two-Floor Rule
Every stakeholder should receive information at just the right level of detail for
them.
High-level managers wont want to see all the details of the project.
Your team members need to see a great deal more.
If your level of reporting is appropriate, and one of your stakeholders steps into
the elevator and asks about the status of the project, you should be able to brief
him or her by the time the elevator stops two floors away.
Communication Requirements
Project sponsor and customers are fully aware of state of project
All other stakeholders who need to be informed of project progress are receiving
adequate information
Team members are fully aware of state of project, including any revisions or changes
Team members understand their specific assignments and how they fit into the overall
project
Project team meets on regular basis to discuss accomplishments, status, share new
information, and plan near term activities

Communication Plan

Stakeholder

Important
issues for this
stakeholder
Chief Financial Project is
Officer
completed on
budget

Types of
How often we
Person
communication we will communicate responsible
will use with them
Budget variance
Monthly
report; milestone
chart

Track and manage the project

Execute and control
Execution and control happen at the same time.
Purposes of project control:
Finding and resolving problems before they have a negative impact
Tracking costs and resources
Generating revised plans
Maintaining team member commitment

Project Management
Life Cycle
Level of
Activity

(3) Executing

(2) Planning
(1) Initiating

(4) Controlling (5) Closing

Time
Project Control
Day-to-day effort to keep project work on track and according to plan

Control based on completed work (not completed % of work)

Control data must be built into work processonly data needed!
Control data must go to person who does the work
Control of a complex process through breaking down levels of control
Control system must focus on response, otherwise it is ineffective

Control vs. People

Projects are managed through people

Control applied to project plan, not to people
People require participative management and use of soft skills

Result
Role of effective communication in facilitating project results

Three Kinds of Project Reviews

Project status reviews

Project design reviews

Project process reviews

Three basic questions:

1. What is the actual status of the project?
1. If a difference between actual and planned exists, what caused it?
1. What should be done about it?
Open Task Reports

Use subset of project plan listed tasks that were required for the period
Add tasks for next period (time between project meetings)
Using open task report, get status of every task that should have been completed since
last meeting
Use entire team to identify issues and make plan to resolve them write it down!

Open Task Reports

Project period:
Tasks Due

Person

Budget Variance:

Plan start

Plan finish Status/Actions

A Critical Project Control Tool

Develop a system of budget monitoring and reporting (monthly and/or quarterly)

Include schedule and responsibility for budget reporting tasks in Gantt Chart

Control budget variances (planned vs. actual expenditures) on a regular basis

Project Budget Variance Analysis

Time Period: ________________________
Budget Item

Planned
Budget

Actual
Expenditures

Budget
Variance
(Actual Planned)

Total

Project Design Reviews

Applies only to projects in which a new product or process is being designed

Does it meet agreed upon specifications?

Is it customer or user friendly?
Can we produce/maintain it?
Are product specifications still appropriate?
Does it meet the needs?
Focus is on how the team is doing the project work

What part of our work process is going well?

Does everyone have what they need?
Are we working well as a team?
Are stakeholders involved and satisfied?
What do we want to improve?

Project meetings should

Be structured to increase team cohesion

Keep the team fully informed of new developments about sources external to team
Ensure the team works together to decide necessary changes
Help the entire team share responsibility for meeting all of the project objectives
Be evaluated periodically by participants to make sure they are effective and meeting
the project needs

Change Management

Request for changes to project elements or scope need to be analyzed and approved
Impact of changes on project need to be documented
Changes that impact project need to be negotiated (they may require more budget, time)
Approved changes need to be recorded
Tools: Change Request Form Change Log

Principles of Effective Project Control

Always have an updated plan
Hold regular project control meetings
Have team members regularly report progress
Ensure team members are accountable to each other
Correct small deviations as they occur
Focus on team problem-solving
Types of Projects Difficult to Control

Large projects with complex communications

Geographically dispersed projects
Projects requiring high technical standards
Long duration projects with personnel turnover
Projects with multiple subcontractors

Five Essential Elements

Function to be controlled
Control standard
Control authority
Control mechanism

Variance indication

Effective Control Processes

Relevant
Efficient
Simple
Timely

Close-out and post-project review

Post-project Review

Critical process for learning from organizational experience

Important to document knowledge gained for others who come later

Important time for self-reflection and analysis after the project

Close-out Activities
1. Project review and feedback from customers and sponsors
2. Team analysis of project process and ideas for improvements
3. Create final close-out report