Power Point Presentation PM 2

1.
An Overview of Project Management
1.1 Definition of a Project (what is a project?)

• J. Price Gittinger says, “Projects are the Cutting Edge of
Development” indicating the significant importance of
projects as instruments of development.
• Harold Kerzner (2007) says that “ a Project can be considered
to be any series of activities and tasks that:
–Have a specific objective to be completed within certain
specifications.
–Have defined start and end dates.
–Have funding limits .
–Consume resources (i.e. money, people, equipment)”
1. An Overview of Project Management
• “A project constitutes the whole complex of

activities in the undertaking that uses
resources to gain benefits that exceed these
resources.”
• “A project is the smallest operational element
prepared and implemented as a separate
entity in a national plan or program of
development. It is a specific activity, with a
specific starting point and specific objectives.”
1.An Overview of Project Management
• Project Management Institute (PMI) defines a

project as “ a temporary endeavor undertaken to
produce a unique product, service, or result”. This
means that a project is done only one time. If it is
repetitive, it’s not a project.
• A project should have definite starting and ending
points (time), a budget (cost), a clearly defined
scope—or magnitude—of work to be done, and
specific performance requirements that must be
met.
• Dr. J. M. Juran, also defines a project as a

problem scheduled for solution. This definition
reminds that every project is conducted to
solve some kind of problem for a company.
• According to “ Guide to Project Management”
by Frank Heyworth (2002) “A project is an
undertaking designed to examine present
practice, to propose change and to test the
implementation of change.”
According to the “Appraisal Guidelines for Public

Sector Projects” of the MOFED (2004):
• A project involves the investment of scarce
resources in the expectation of future benefits.
• A project can be planned, financed and
implemented as a unit. Often projects are the
subject of special financial arrangements and
have their own management.
1.2 Project Phases and Project Life Cycles
• Most projects are divided into phases, and all projects, have a
similar project life cycle structure.
• Project phases generally consist of segments of work that allow
for easier management, planning, and control of the work.
• The work and the deliverables produced during the phase are
typically unique to that phase. Some projects may consist of
one phase and others may have many phases.
• The number of phases depends on the project complexity and
the industry.
• All the collective phases the project progresses through in
concert are called the project life cycle.
1.2 Project Phases and Project Life Cycles
• Project life cycles (Processes) are similar for all projects
regardless of their size or complexity. The phases that
occur within the project life cycle are sequential and
sometimes overlap each other.
• Most projects include the following five project life
cycles (Processes) considered from project
management point of view:
 Beginning the project (initiation)
 Planning and organizing the work of the project
 Performing the work of the project (execution)
 Control and monitoring the project
 Closing out the project
1.2 Project Phases and Project Life Cycle
• The end of each phase within the life cycle structure

allows the project manager, stakeholders, and
project sponsor the opportunity to determine
whether the project should continue to the next
phase.
• In order to progress to the next phase, the
deliverable from the phase before it must be
reviewed for accuracy and approved.
• As each phase is completed, it is handed off to the
next phase.
• For projects that consist of sequential phases,

the end of one phase typically marks the
beginning of the next.
• You can recognize phase completion because
each phase has a specific deliverable, or multiple
deliverables, that marks the end of the phase.
• A deliverable is an output that must be
produced, reviewed, and approved to bring the
phase or project to completion.
• A phase-end review allows those involved with

the work to determine whether the project
should continue to the next phase.
• Multi-Phased Projects: Projects may consist of
one or more phases.
• Sequential relationships - One phase must finish
before the next phase can begin.
• Overlapping relationships - One phase starts
before the prior phase completes.
• Iterative relationships - Work for subsequent phases

are planned as the work of the previous phase is
performed.
• Parallel actions – actions which can be carried out at
the same time.
• Decision points – when you need to choose how to
take the next steps, on grounds of information or
experience gained during the project.
• Report periods – where you have to present a report
or other document.
• Fast tracking means that a later phase is

started prior to completing and approving
the phase, or phases, that come before it.
This technique is used to shorten the overall
duration of the project.
• Project phases are performed within a project
life cycle.
Most projects have the following
characteristics in common:
• Projects are different from ordinary work. They are
intended to change things.
• Projects have a timeframe with a beginning and an end.
• Projects have to be planned.
• Projects use resources and need a budget.
• Projects require evaluation – the criteria for evaluation
need to be established from the beginning.
• Projects have an outcome, which is not necessarily known
at the outset.
• The outcome is very often a “product” of some kind.
characteristics in common
• At the end of a project, decisions need to be taken about whether
to use or institutionalize the outcome.
• Projects involve people.
• In the beginning of the project life cycle, when the project is
initiated, costs are low, and few team members are assigned to the
project.
• As the project progresses, costs and staffing increase and then get
thinner at closing.
• The potential that the project will come to a successful ending is
lowest at the beginning of the project; its chance for success
increases as the project progresses through its phases and life
cycle stages.
characteristics in common
• Risk is highest at the beginning of the project
and gradually decreases the closer the project
comes to completion.
• Stakeholders have the greatest chance of
influencing the project and the characteristics
of the product, service, or result of the project
in the beginning phases and have less and less
influence as the project progresses.
1.3 The Steps in Managing a Project
1. Define the problem

2. Develop solution options
3. Plan the project
• What must be done?
• Who will do it?
• How will it be done?
• When must it be done?
• How much will it cost?
• What do we need to do it?
1.3 The Steps in Managing a Project
4. Execute the plan

• Monitor & Control Progress
• Are we on target?
• If not, what must be done?
• Should the plan be changed?
5. Monitor and control progress
6. Close the project
• What was done well?
• What should be improved?
• What else did we learn?
1.4 Project Management Process Groups
Initiating
Planning
Executing
Monitoring and Controlling
Closing
• In the event that a project goes off course, re-planning
comes into play.
• if a project is found to be in serious trouble, it may have to go
all the way back to the initiating process to be re-started.
• These processes interact and overlap with each other
1.4 Project Management Process Groups
• They are iterative and might be revisited and

revised throughout the project’s life several
times as the project is refined.
• the Closing process group can provide input to
the Initiating process group.
1.6 What Is Project Management?
• The PMBOK’s definition “application of

knowledge, skills, tools and techniques to
project activities to achieve project
requirements. Project management is
accomplished through the application and
integration of the project management
processes of initiating, planning, executing,
monitoring and controlling, and closing”.
• Harold Kerzner(2007) defines as:“ Project
Management is the planning, organized directing,
and controlling of company resources for a
relatively short-term objective that has been
established to complete specific goals and
objectives. Furthermore, project management
utilizes the system approach to management by
having functional personnel (the vertical
hierarchy) assigned to a specific project (the
horizontal hierarchy).”
• “successful project management can then be
defined as having achieved the project
objectives:
– Within time
– Within cost
– At the desired performance /technology level
– While utilizing the assigned resources effectively
and efficiently.”
• “Project management is a set of principles,

methods, and techniques that people use to
effectively plan and control project work. It
establishes a sound basis for effective
planning, scheduling, resourcing, decision-
making, controlling, and re-planning.”
• Project management attempts to control
corporate resources within the constraints of
time, cost, and performance.
Triangle of constraints
scope
Quality
Schedule Budget
• The objective of project management is to optimize project
cost, time, and quality.
• One of the common causes of project failures is that the project
sponsor demands that the project manager must finish the job
by a certain time, within budget, at a given magnitude or scope,
while achieving specific performance levels.
• The relationship between the PCTS constraints can be written as
follows: C = f (P, T, S)
• In words, this says, “Cost is a function of Performance, Time, and
Scope.”
• The time, cost, and performance triangle is the “magic
combination” that is continuously pursued by the project
manager throughout the life cycle of the project
• According to Bernd Madauss (2005): “Project-

Management“ means any activity that has,
– Defined Start and End: From Goal Setting to Completion and
Acceptance by Customer.
– Unique Undertaking: Design, Development, Prototyping.
– Involves Innovation: New Technologies.
– High Technical Complexity: Many Interfaces.
– Involvement of Many People: Different Skills and Multiple
Disciplines.
– High Organizational Complexity: Multiple Teams,
Cooperation, Joint Ventures.
1.7 Functional work versus Project work
(Projects versus Operations)
1. Functional /operational Work
• Functional work is ongoing, routine work.
• Functional Managers manage the specific function and provide
technical direction.
• People and other resources are assigned to the functional
department.
• Functional departments are responsible for the approved objectives
of the function, such as technical competency, standards of
performance and quality, and efficient use of resources.
• Operations are ongoing and repetitive. They involve work that is
continuous without an ending date, and you often repeat the same
processes and produce the same results.
Functional work versus Project work
• The purpose of operations is to keep the
organization functioning, while the purpose
of a project is to meet its goals and to
conclude (complete).
• At the completion of a project, the end
product (or result) may get turned over to
the organization’s operational areas for
ongoing care and maintenance.
2. Project Work
• A project is ‘‘a temporary endeavor undertaken
to create a unique product or service.’’
• Projects are temporary because they have a
definite beginning and a definite end. They are
unique because the product or service they
create is different in some distinguishing way
from similar products or services.
• A project manager manages a specific project.
• People and other resources are not assigned to project
managers on an ongoing basis, except for project
management support.
• A project manager is responsible for the approved objectives
of a project—such as budget, schedule, and specifications.
• Project teams are typically not organized in the same
hierarchical structure as that of typical functional groups.
They are organized in one of various ways.
• A project manager manages horizontally via projects rather
than vertically via functional experts.
• The project is completed when its goals and
objectives are accomplished to the
satisfaction of the stakeholders.
• Projects are completed when the project goals
are achieved or it’s determined the project is
no longer viable.
• A successful project is one that meets or
exceeds the expectations of your stakeholders.
1.8 Basic Principles in Project Management
(Ten Axioms for Success)
• Know your goal

• Know your team
• Know your stakeholders
• Spend time on planning and design
• Promise low and deliver high
• Iterate! Increment! Evolve
• Stay on track
• Manage change
• Test Early, Test Often
• Keep an open mind
1.9 Causes of Project Failures
Projects are considered to have failed when:
•Objectives not properly defined or agreed
•Discrepancy in understanding of the project’s
objectives by stakeholders.
•Objectives not properly defined in measurable terms
•Insufficient planning and coordination of resources
•Poor estimation of duration and cost
•Incomplete, unrealistic and outdated project plans
•Lack of communication with stakeholders and
management
1.9 Causes of Project Failures
• Weak project leadership, vague lines of
responsibility and authority.
• Inadequately definition of roles
• Poor commitment to the project by the team,
the organization, and the beneficiaries.
• Weak control processes and feedback
mechanisms to detect problems early.
• Lack of analysis of major risk factors and
inadequate risk response strategies
• Lack of quality control
Weakness of the construction industry
(contractors) in Ethiopia
• Low capital base practice, hence high machinery
rental rate/cost
• Low technological capacity and modernization
• High wastage
• Lack of working capital and absence of financing
from banks and capital market
• No/little machinery leasing practice, hence high
machinery rental rate/cost burden on
construction companies
Weakness of the construction industry
(contractors) in Ethiopia
• Poor quality orientation and capacity
• Taking work more than their capacity warrants
• Excessive delay in delivery or even failure to
deliver at all.
• Price competition not accompanied by
comparable quality and delivery capability.
• Repeated design changes
• etc
Chapter 2. Organization of Project Management
The traditional form of organization is not suitable for project

management because:
• a project is a non-routine, non-repetitive undertaking often
plagued with many uncertainties;
• the relationships in a project setting are dynamic, temporary, and
flexible;
• a project requires a coordination of the efforts of persons drawn
from different functional areas and contributions of external
agencies;
• Due to these reasons, project management calls for a different
form of organization, sharper tools of planning and control, and
improved means of coping with human problems;
Chapter 2. Organization of Project
Management
Moreover, as quoted by Harold Kerzner there are five general indications
that the traditional structure may not be adequate for managing
projects:
• Management is satisfied with its technical skills, but projects are not
meeting time, cost and other project requirement.
• There is high commitment to getting project work done, but great
fluctuations in how well performance specifications are met.
• High talented specialists involved in the project feel exploited and
misused.
• Particular technical groups or individuals constantly blame each other
for failure to meet specifications or delivery dates.
• Projects are on time and specifications, but groups and individuals are
not satisfied with achievement.
Management
Depending on the authority that is given to the person
responsible for the project, the project organization
may take one of the following three forms:
• Line and staff organization.
• Divisional organization.
• Matrix organization.
• It must be noted that there is no such thing as a good or bad
organizational, structure; there are only appropriate or inappropriate
ones.
Management
2.1 Line and Staff Organization
• A person is appointed with the primary responsibility of coordinating the
work of the people in the functional departments.
• Acts essentially in a staff position to facilitate the coordination of line
management in functional departments.
• The project coordinator does not have authority and direct
responsibility of the line management.
• He serves as a focal point for receiving project-related information and seeks
to promote the cause of the project by rendering advice, sharing information,
and providing assistance.
• The individual performing the work is now caught in a web of authority
relationships, and additional conflicts develop because functional managers
are forced to share their authority with the project manager.
2.2 Divisional Organization
• A separate division is set up to implement the project.
• The division has its complement of personnel over whom the project
manager has full line authority.
• This form of organization implies the creation of a separate goal-
oriented division of the company, with its own functional departments.
• While the project manager still has the problem of coordinating the inputs
of other organizations involved in the project, he has total formal control
over the division.
• A very strong form of project organization, the divisional project
organization facilitates the process of planning and control, brings about
better integration of efforts, and strengthens the commitment of project-
related personnel to the objectives of the project. It considerably improves
the prospect of fulfilling the time and budget targets.
• It may result in an unnecessary duplication of specialists in the company,
because of the necessity to allocate them in total to each project .
2.3 Matrix Organization
• The matrix form of organization, the third form of project organization, seeks to
achieve the twin objectives of efficient use of resources and effective
realization of project objectives - at the cost of greater organizational
complexity.
• The personnel working on the project have a responsibility to their functional
superior as well to the project manager.
• This means that the authority is shared between the project manager and the
functional managers.
• The authority and influence of the project manger cut across the traditional vertical
line of command.
• The project manager integrates the contributions of personnel in various
functional departments toward the realization of project objectives.
• While the personnel maintain their departmental affiliation and are
responsible to their functional superiors, they are responsible to the project
manger as well.

Certain ground rules for matrix development
• Participants must spend full time on the project; this ensures a

degree of loyalty.
• Horizontal as well as vertical channels must exist for making
commitments.
• There must be quick and effective methods for conflict resolution.
• There must be good communication channels and free access
between managers.
• All managers must have an input into the planning process.
• Both horizontally and vertically oriented managers must be willing to
negotiate for resources.
• The horizontal line must be permitted to operate as a separate entity
except for administrative purposes.
Chapter 3:
Project Management
Knowledge Areas
3.1 Project Management Knowledge Areas
• Project Integration Management

• Project Scope Management
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project Human Resource Management
• Project Communications Management
• Project Risk Management
• Project Procurement Management
3.1 Project Management Knowledge
Areas
1. Project Integration Management
• Ensures that the various elements of the
project are properly coordinated.
• Consists of project plan development, project
plan execution, and integrated change control.
• Every activity must be coordinated or
integrated with every other one to achieve the
desired project outcomes.
Project Management Knowledge Areas
2. Project Scope Management
• Ensure that the project includes all the work required to
complete the project successfully.
• Consists of initiation, scope planning, scope definition, scope
verification, and scope change control.
• Scope management includes authorizing the job, developing a
scope statement that will define the boundaries of the project, sub-
dividing the work into manageable components with deliverables
• Verifying that the amount of work planned has been achieved, and
specifying scope change control procedures.

Areas
3. Project Time Management
• Describes the processes required to ensure timely
completion of the project.
• Consists of activity definition, activity sequencing,
activity duration estimating, schedule development,
and schedule control.
• Time management implies personal efforts to manage
one’s time.
• It should really be called schedule management.

Areas
4. Project Cost Management
• Describes the processes required to ensure that the
project is completed within the approved budget.
• Project Cost Management Consists of resource planning,
cost estimating, cost budgeting, and cost control.
• It involves estimating the cost of resources: people,
equipment, materials, and such things as travel and other
support details.
• Costs are budgeted and tracked to keep the project within
that budget.
3.2 Project Management Knowledge Areas
5. Project Quality Management

• Describes the processes required to ensure that the
project will satisfy the needs for which it was
undertaken.
• Project Quality Management Consists of quality
planning, quality assurance, and quality control.
• One cause of project failure is that quality is overlooked
or sacrificed so that a tight deadline can be met.
• Quality management includes both quality assurance
and quality control.
Areas
6. Project Human Resource Management
• Describes the processes required to make the most
effective use of the people involved with the project.
• Project HR Management Consists of organizational
planning, staff acquisition, and team development.
• Involves identifying the people needed to do the job,
defining their roles, responsibilities, and reporting
relationships, acquiring those people, and then managing
them as the project is executed.
• These are the most important skills that a project manager
must have.
Areas
7. Project Communications Management
• Describes the processes required to ensure timely and
appropriate generation, collection, dissemination,
storage, and ultimate disposition of project information.
• Consists of communications planning, information
distribution, performance reporting, and administrative
closure.
• The information would include project status,
accomplishments, events that may affect other
stakeholders or projects, etc.
Areas
8. Project Risk Management
• Describes the processes concerned with identifying,
analyzing, and responding to project risk.
• Consists of risk management planning, risk
identification, qualitative risk analysis, quantitative
risk analysis, risk response planning, and risk
monitoring and control.
• Includes maximizing the probability and consequences
of positive events and minimizing the probability and
consequences of adverse events to project objectives.
Areas
9. Project Procurement Management
• Describes the processes required to acquire goods and
services from outside the performing organization.
• Consists of procurement planning, solicitation planning,
solicitation, source selection, contract administration, and
contract closeout.
• Procurement of necessary goods and services for the project is
the logistics aspect of managing a job.
• Involves deciding what must be procured, issuing requests for
bids or quotations, selecting vendors, administering contracts,
and closing them when the job is finished.
3.3 Key general management skills
• Finance and accounting, sales and marketing, research
and development, and manufacturing and distribution.
• Strategic planning, tactical planning, and operational
planning.
• Organizational structures, organizational behavior,
personnel administration, compensation, benefits, and
career paths.
• Managing work relationships through motivation,
delegation, supervision, team building, conflict
management, and other techniques.
• Managing oneself through personal time management,
stress management, and other techniques
• General management skills provide much of the foundation for
building project management skills.
1. leading and managing
• managing is primarily concerned with “consistently producing key
results expected by stakeholders,”
• while leading involves:
 Establishing direction: developing both a vision of the future and
strategies for producing the changes needed to achieve that vision.
 Aligning people: communicating the vision by words and deeds to
all those whose cooperation may be needed to achieve the vision.
 Motivating and inspiring: helping people energize themselves to
overcome political, bureaucratic, and resource barriers to change ..
• The PM is generally expected to be the
project’s leader as well.
• Leadership must be demonstrated at all levels
of the project (project leadership, technical
leadership and team leadership).
2. Communicating:
“90% of the Project Managers’ time goes in
carrying out various communications”.
Communicating has many dimensions:

• Written and oral, listening and speaking.
• Internal (within the project) and external (to the
customer, the media, the public, etc.).
• Formal (reports, briefings, etc.) and informal
(memos, ad hoc conversations, etc.).
• Vertical (up and down the organization) and
horizontal (with peers and partner organization).
3. Negotiating:
• Negotiating involves conferring with others to come to
terms with them or reach an agreement.
• Negotiations occur around many issues, at many times,
and at many levels of the project
Project staff is likely to negotiate for any or all of the following:
• Scope, cost, and schedule objectives.
• Changes to scope, cost, or schedule.
• Contract terms and conditions.
• Assignments.
• Resources.
4. Problem Solving:
• Problem solving involves a combination of problem
definition and decision-making.
• Problem definition requires distinguishing between causes
and symptoms.
• Problems may be internal (a key employee is reassigned to
another project) or external (a permit required to begin
work is delayed).
• Problems need not necessarily be technical in nature
(differences of opinion, a functional group is not producing
according to plan, or interpersonal).
5. Influencing the Organization
• Influencing the organization involves the ability to
“get things done.”
• It requires an understanding of both the formal and
informal structures of all the organizations involved
(the performing organization, customer, partners,
contractors, and numerous others, as appropriate).
• Influencing the organization also requires an
understanding of the mechanics of power and
politics in their positive senses.
• Power is defined as “the potential ability to
influence behavior, to change the course of
events, to overcome resistance, and to get
people to do things that they would not
otherwise do.”
• “politics is about getting collective action from
a group of people who may have quite
different interests. It is about being willing to
use conflict and disorder creatively.
• Globalization has increasingly led to rise of a number of
international projects.
• An international project is a project that involves multiple
locations, entities, organizations, and business units .
A number of cross-cultural factors have to be addressed
by a Project Manager (PM).
• Understanding of local culture and language
• Techniques and work methods unique to a particular location
• Standardization of work practices
• Infrastructure replication across locations
• Control from remote locations on a more or less real time basis
• Offer flexibility in offering products and services
Chapter 4: The Role of the Project Manager
4.1 Introduction (The makeup of a PM)

• Project management is a combination of many
ingredients: large measures of common sense,
ambition, flexibility, resourcefulness, and a healthy
appetite for negotiation, and a genuine belief that the
service performed is of value to the organization.
• An effective Project Management involves many people
in the planning process and asks many questions: ‘‘What
could go wrong?’’ ‘‘What if this happens?’’
• The PM anticipates problems and

disagreements and builds agreements out of
these conflicts.
• The PM takes every opportunity to build
commitment from the various members of
the project team, and keeps people informed
and involved throughout the process,
soliciting input and suggestions.
• No matter how well a project manager plans

and executes a project, there will always be
problems.
• The creative challenge is to be able to use
imagination and experience to solve the
problems in creative ways.
• The problems that arise are seldom unique.

Successful PMs solve problems by applying their
knowledge and experience to each obstacle.
• Lessons learned in dealing with one project can
go a long way towards solving similar problems in
other projects.
• However, experience alone is not enough to make
an individual a successful project manager.
• Experience without the imagination to use it constructively and

creatively is more likely to be a handicap than an advantage.
• The successful project manager is both a specialist and a
generalist.
• A PM who shows this type of initiative and understanding can
have positive impact on the cost, quality, and timeliness of
projects.
• However, the role of project managers seems to be very
misunderstood throughout the world, both they and their
bosses see the job as a technical job . This simply is not
true.
• suffice it to say that the primary responsibility

of the project manager is to ensure that all
work is completed on time, within budget
and scope, and at the correct performance
level.
• The manager’s primary role is to manage the
project, not do the work.
Project Manager definition

• The PM is the person assigned to manage a specific project
and is expected to meet the approved objectives of a
project, including project scope, budget, and schedule.
• The PM leads the project and provides vision, direction, and
encouragement.
• The PM’s job is to ensure that the project is realistic,
necessary, and well defined. The PM takes the lead in project
planning to determine the schedules, resource plans, and
budgets necessary to accomplish the project objectives.
Project Manager definition

• Once the project plan has been approved by top
management, the PM carries out the plan.
• This includes carefully monitoring and reporting
on progress, resolving problems as they arise,
controlling any changes in the project plan and
managing risk.
• When all project objectives have been met, the
PM declares the project completed.
• The PM has overall responsibility for planning,

organizing, integrating, controlling, leading,
decision-making, communicating, and building a
supportive climate for the project.
• The role of the PM is that of an enabler.
• The PM should be —above everything— a leader,
in the true sense of the word.
• “Leadership is the art of getting others to want to
do something that you believe should be done.”
• Project management is not for everyone.

• It is not a technical job, it is about getting
people to perform work that must be done to
meet the objectives of the project.
• The most important attributes for project
managers to have is always said that people
skills are number one through three.
4.1 PROJECT MANAGER SKILLS
• Many times the skill and expertise that made the
technical experts stars in their technical fields are
mistakenly thought to translate into project
management skills.
• PM might indeed possess technical skills, but
technical skills are not a prerequisite for sound
project management skills.
• The project team should include a few technical
experts, and these are the people on whom the PM
will rely for technical details.
• Understanding and applying good project
management techniques, along with a solid
understanding of general management skills,
are career builders for all aspiring project
managers.
• PM need to know a little bit about every
aspect of management.
• General management skills are called in to
play on every project. But some projects
require specific skills in certain application
areas.
• The general management skills are the
foundation of good project management
practices.
• An overview of these skills is discussed below.
4.1.1 Project Management Skills
• Project management skills include the tools to plan and
execute a project, such as being able to estimate costs and
prepare workable schedules and adequate budget plans.
• To execute a project, a project manager needs to be able
to analyze status information, prepare clear reports, and
conduct project audits.
• To be successful, a project manager should constantly
improve skills in these areas.

4.1.2 People Skills
• Project managers should use a combination of formal
authority and persuasion skill working with teams.
• Authority is the ability to require another person to accept
responsibility to produce a desired result.
• Persuasion is the ability to convince another person to accept
such responsibility.
• The stronger a project manager’s people skills, the greater are
the chance of successfully leading the project team.
• The project manager needs to be a master at communication
and have the skills to manage conflict and change
• 4.1.3 Integration Skills
• One of the project manager’s primary duties is to be sure that
the many elements of the project are properly coordinated.
• The various phases of project work such as planning,
execution, reporting, and control must be integrated.
• The more complex the product, the more integration is
needed.
• Project integration management also involves making
tradeoffs among competing options to accomplish the project
objectives.
4.1.4 Technical Skills
• Project managers do not do the actual work of the
project and they do not need the same technical skill level
as the people performing the work.
• The more expertise the PM has in the technical area of
the project, the greater his effectiveness in managing the
project.
• The PM integrates all aspects of the project, hence
technical expertise is essential to identify potential
problems.
• The PM must also be careful to maintain a
broad perspective and not let technical
expertise lead to micro-managing or worse yet,
doing the project work!.
• The PM must concentrate on managing the
project, allowing team members to perform
the technical work and confining his technical
involvement to evaluating the work of the
team.
4.1.5 Knowledge of the Organization
• Understanding the company’s culture, policies, personalities, or
politics is very determinant factor.
• The PM negotiates with many people and needs to know their
personalities, needs, and desires.
• The more the PM knows about the organization, the better
equipped the manager is to maneuver around pitfalls and get what
is needed for the project.
• Every organization has a unique culture and individual divisions
within an organization often have their own personalities.
• Understanding these cultures and personalities can help a PM be
more successful.
4.1.6 Communication Skills
• One of the single most important characteristics of a first-rate PM
is excellent communication skills.
• Written and oral communications are the backbone of all
successful projects.
• Many forms of communication will exist during the life of the
project.
• As the creator of most of the project communication (project
documents, meeting updates, status reports, etc), it is the PM’s
job to ensure that the information is explicit, clear, and complete
so that the concerned audience will have no trouble
understanding what has been communicated.
4.1.7 Organizational and Planning Skills
•Organizational and planning skills are closely related and
probably the most important skills, after communication skills.
•The PM will have project documentation, requirements
information, memos, project reports, personnel records, vendor
quotes, contracts, and much more to track and be able to locate
at a moment’s notice.
•The PM will also have to organize meetings, put together teams,
and perhaps manage and organize media-release schedules.
•Time management skills are closely related to organizational
skills.
• Time management has some great tips and techniques
to help the project manager prioritize problems and
interruptions, prioritize day and manage time.
• There is no aspect of project management that does
not first involve planning.
• Planning skills go hand in hand with organizational
skills. Combining these two with excellent
communication skills is almost a sure guarantee of the
project manager’s success in the project management
field.
4.1.8 Budgeting Skills
• PMs establish and manage budgets and therefore need some
knowledge of finance and accounting principles.
• Especially important in this skill area is the ability to perform
cost estimates for project budgeting.
• Reading and understanding vendor quotes, preparing or
overseeing purchase orders, and reconciling invoices are
budgeting skills that the project manager will use on most
projects.
• These costs will be linked back to project activities and
expense items in the project’s budget.
4.1.9 Conflict Management Skills
• All projects have some problems, as does much of everyday life.
• Conflict management involves solving problems and Problem solving is a twofold
process.
• First, the PM must define the problem by separating the causes from the symptoms.
• The PM has to ask himself questions like “Is it an internal or external problem? Is it a
technical problem? Are there interpersonal problems between team members? Is it
managerial? What are the potential impacts or consequences?” These questions will
help the PM gets to the cause of the problem.
• Next, the PM will have some decisions to make and will take a little time to examine
and analyze the problem, the situation causing it, and the alternatives available.
• After this analysis, the PM will determine the best course of action to take and
implement the decision.
4.1.10 Negotiation and Influencing Skills
• Effective problem solving requires negotiation and influencing skills.
(Negotiating is working with others to come to an agreement).
• Negotiation on projects is necessary in almost every area of the project, from
scope definition to budgets, contracts, resource assignments, and more.
• This might involve one-on-one negotiation or with teams of people, and it can
occur many times throughout the project.
• Negotiation is also the ability to get things done through others. Influencing
requires an understanding of the formal and informal structure of all the
organizations involved in the project.
• Power and politics are techniques used to influence people to perform.
• Power is the ability to get people to do things they would not do otherwise. It is
also the ability to change minds and the course of events and to influence
outcomes.
4.1.11 Leadership Skills
• Leaders impart vision, gain consensus for strategic goals,
establish direction, and inspire and motivate others.
• Managers focus on results and are concerned with
getting the job done according to the requirements.
• Project Managers must exhibit the characteristics of
both during different times on the project.
Understanding when to switch from leadership to
management and then back again is a finely tuned and
necessary talent.
4.1.12 Team-Building and Motivating Skills
• PMs will rely heavily on team-building and motivational skills.
• Teams are often formed with people from different parts of the
organization who might or might not have worked together
before.
• The PM will set the tone for the project team and will help the
team members’ work through the various stages of team
development to become fully functional.
• Motivating the team, especially during long projects or when
experiencing a lot of bumps along the way, is another important
role the project manager fulfills during the course of the project.
• An interesting limitation to the team-building
role is that project managers many times are
responsible for motivating team members
who are not their direct reports.
• Hence the PM needs to ask the functional
manager to allow the project manager to
participate in the project team members’
performance reviews.
4.2 Additional Roles of A project manager
4.2.1. Understanding of the client

• Understand the nature of the client in relation to
decision making, financial capability, high level of
volunteers, and lack of technical understanding and
limited knowledge of contractual issues.
• Understanding of the end user requirements
(including club members, community groups, other
sport or recreational groups).
• Resolve any conflicts between users to achieve the
optimum design and cost outcomes.
4.2.2. Understanding of the project

• Understanding of scope.
• Understanding of Funding (including funding
sources, conditions of funding, constraints and
limitations on availability).
• Understanding of time constraints.
• Understanding of budget (including benchmark
costs, market fluctuations, and locality issues).
4.1.3 Understanding of design

• Understand all legislative requirements
• Develop functional brief
• Prepare design brief
• Align scope and budget
• Manage sketch design and developed design process
• Manage development of contract documentation
• Manage the planning process and facilitate gaining
all relevant approvals.
4.1.4 Understanding of tender process

• Understand requirements of State Purchasing
Policy,
• Evaluation of value for money
• Ability to revise scope to meet tender price
• Understand equity and honesty/goodness
issues as applied to the use of public funds
4.1.5. Understanding of the construction process

and technical requirements of a building project.
• Understanding of the relevant building disciplines
• Understanding of relevant building contracts
• Understanding of contract administration and roles
and responsibilities of Superintendent
• Management of time, cost and quality of overall
project
• Undertake regular reviews of cost and program
4.1.6 Development of Risk Management

strategies
• Review, manage and mitigate risks around
technical, financial, environmental and
political issues.
• Develop proactive risk management
strategies.
4.2.7. Communication
• Provide regular reports to the client that is
relevant and meaningful (Project Progress
Report).
• Include the client in the decision making
process.
• Provide the client with the tools to make
sound decisions.
4.3 PM relationships and tools
• The skills a PM uses vary depending on his relationship

with others.
• He might be more effective as a leader, negotiator,
salesperson, or broker of information and services,
depending on whom he is dealing with and the nature of
his relationship with them.
• A common cause of problems in managing projects is a
breakdown in the balance of responsibility, accountability,
and authority.
• It is important that the PM understands these issues and
how to keep them in balance.
4.3PM relationships and tools
4.3.1. Responsibility
• Responsibility is an agreement between two or more people for the
purpose of achieving a desired result.
• A PM is responsible for accomplishing the project; however, the
manager might assign all or part of that responsibility to other
people on the team.
• Even if the PM has passed along all or part of the responsibility for
completing tasks associated with the project, the PM still retains full
responsibility for the final result.
• The PM must be sure that the assigned responsibility is clearly
stated and the expected results are mutually understood and
accepted by all parties.
4.3.2. Accountability
•Accountability is a consequence of assigned responsibility.
•When a PM assigns responsibility to another person, the PM
must hold that person accountable for achieving the desired
result.
•The accountability must be consistent with the responsibility
assigned.
•This may include quality of work performed, adherence to
schedule, and completing the job within budget.
•Accountability is a major source of information and motivation.
•Accountability helps decrease poor performance and increase
good performance.
4.3.3. Authority
• Authority is the power given to a person to complete the assigned
responsibility.
• The appropriate access to resources to complete the job, such as
access to personnel or signature authority for the expenditure of funds.
• Authority must be commensurate with the responsibility assigned and
appropriate to the accountability.
• If a person has little experience or skill in a particular area, the PM
might need to give authority in increments and should do more
checking up at the beginning.
• As skill level and experience increase, the manager can grant more
authority and check up less often, until full authority is warranted.
• The universal complaint from project managers is that they
have a lot of responsibility but no authority.
• one cannot delegate responsibility without giving a person
the authority commensurate with the responsibility he wants
him to take, so while the project manager’s authority might
be limited, it cannot be zero.
• Note that the project managers have as much authority as
they are willing to take.
• Authority is seen as something granted to the managers by
the organization, but it turns out that those individuals who
take authority for granted usually get it officially.
• when it comes to making decisions, rather than checking
with the boss to see if something is okay, one has to make
the decision himself, take action that is appropriate and
does not violate policy, and then inform the boss what has
been done.
• Jan Carlzon (1987) made the Scandinavian Airlines
successfully by empowering all employees to do their jobs
without having to ask permission for every action they felt
they should take to meet customer needs. He added that
the job of managers is to make it possible for the front-
line to deliver the services that the customer expects.
4.3.4. Maintaining the Balance
•PMs must maintain good balance in assigning responsibility, delegating
authority, and holding people accountable.
•The authority must be appropriate for the responsibility and the accountability
must be commensurate with the authority and the responsibility.
• It is important to define in writing the specific responsibilities and authority
the PM will have in terms of personnel, equipment, materials, and funds.
•Will the PM have authority to hire and terminate team members or will the
functional managers handle these responsibilities? What purchase authority
will the PM have over equipment and materials necessary to the project? What
signature authority will the project manager have over other project
expenditures?
4.3.5. Role of Team Members
•Team members are the people who work with the project manager directly
or indirectly to accomplish project goals and complete project activities.
•Team members can have various roles in the project, such as engineers,
technicians, construction workers, and others needed to perform the project
work.
•Each project is unique, and so are the roles of the people performing the
work.
•In each project, it is important to identify all the players and define their
roles and responsibilities.
•It pays great dividends throughout the life of the project as individual
understands their roles and how to interface with other team members.
•If this does not happen, communications are often confused or misdirected
and conflicts and power struggles arise.
The PM should be able Presenting and “selling” his project
To be a successful PM, the PM does not just need to do the work, he
has to convince or persuade a lot of different people:
• Those who take the decisions on whether to go ahead
with the project
• Those who provide the money
• The colleagues he wants to have on his project team
• The colleagues who will not be on the project team,
but who may have to do extra work to cover for team
members
• Those who are going to provide input or support
Chapter 5: Managing the Team and knowledge workforce
5.1 Introduction
The discussions have concentrated primarily on the tools of project management: how to plan,
schedule, and control the work.
• Unfortunately, many project managers see these tools as all they need to manage
successfully.
• They assemble a team, give them their instructions, then sit back and watch the project self-
destruct.
• The problem was with how people were managed. Even in those cases where a problem with
the tools may have existed, it is often the failure of people to properly apply them that
causes the problem.
• The tools and techniques of project management are a necessary but not a sufficient
condition for project success.
• If you cannot handle people, you will have difficulty managing projects, especially when the
people do not “belong” to the project.
• Related to this is the need to turn a project group into a team. Far too little attention is paid
to team building in project management.
Chapter 5: Managing the Team and
knowledge workforce
5.2 Team Building
• Building an effective team begins on the first day of the
team’s existence. In a group, members may be involved in
but not committed to the activities of the majority.
• The problem of commitment is a major one for both
organizations and project teams.
• It is especially significant in matrix organizations, in
which members of the project team are actually members
of functional groups and have their own bosses but report
to the project manager on a “dotted-line” basis.
knowledge workforce
Developing Commitment to a Team
•Developing commitment to a project team is a major problem for project managers.
•Team members are often assigned to a project simply because they are the best
available people, not because they are the best people for the job.
March and Simon (1958) five rules for developing commitment to a project team are:
•Have team members interact frequently so that they gain a sense of being a team.
•Be sure that individual needs are being met through participation in the team.
•Let all members know why the project is important. People do not like working on a “loser.”
•Make sure all members share the goals of the team. One bad apple can spoil the barrel.
•Keep competition within the team to a minimum. Competition and cooperation are opposites.
Let members compete with people outside the team, not within it.
knowledge workforce
5.2.1 Promoting Teamwork through Planning
• A primary rule of planning is that those individuals who must
implement the plan should participate in preparing it.
• Yet leaders often plan projects by themselves, and then they
wonder why their team members seem to have no
commitment to the plans.
• All planning requires some estimation—how long a task will
take, given the availability of certain resources, and so on.
• When a manager gives a person an assignment that allows
inadequate time to perform, the individual naturally feels
discouraged, and his commitment is likely to suffer.
knowledge workforce
5.2.2 Getting Organized
Here are the four major steps in organizing a project team:
• Decide what must be done, using work breakdown
structures, problem definitions, and other planning tools.
• Determine staffing requirements to accomplish the tasks
identified in the first step.
• Recruit members for the project team.
• Complete your project plan through participation of
team members.
knowledge workforce
Recruiting
some of the criteria by which team members should be selected:
• The candidate possesses the skills necessary to perform the
required work at the speed needed to meet deadlines.
• The candidate will have his needs met through participation in
the project.
• The applicant has the temperament to fit in with other team
members who have already been recruited and with the project
manager and other key players.
• The person will not object to overtime requirements, tight
timetables, or other project work requirements
knowledge workforce
Stages in a Team’s Development
• There are a number of models that describe the stages that teams
or groups go through on the way to maturity.
• One of the more popular ones has self-explanatory titles for the
stages: forming, storming, norming, and performing.
• In the forming stage, people are concerned with how they will fit in
and with who calls the shots, makes decisions, and so on.
• During this stage they look to the leader (or someone else) to give
them some structure—that is, to give them a sense of direction
and to help them get started.
• A leader’s failure to do this may result in loss of the team to some
member who exercises what we call informal leadership.
knowledge workforce
• The storming stage is frustrating for most
people. When the team reaches this stage,
people begin to question their goals. Are they
on the right track? Is the leader really leading
them? They sometimes play shoot the leader
during this stage.
knowledge workforce
• At the norming stage they are beginning to resolve their
conflicts and settle down to work. They have developed
norms (unwritten rules) about how they will work
together, and they feel more comfortable with one
another. Each individual has found her place in the team
and knows what to expect of the others.
• Finally, when the team reaches the performing stage, the
leader’s job is easier. Members generally work well
together now, enjoy doing so, and tend to produce high-
quality results. In other words, we can really call them a
team at this point

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1.

An Overview of Project Management

1.1 Definition of a Project (what is a project?)

• “A project constitutes the whole complex of

• Project Management Institute (PMI) defines a

• Dr. J. M. Juran, also defines a project as a

According to the “Appraisal Guidelines for Public

• The end of each phase within the life cycle structure

• For projects that consist of sequential phases,

• A phase-end review allows those involved with

• Iterative relationships - Work for subsequent phases

• Fast tracking means that a later phase is

1. Define the problem

4. Execute the plan

• They are iterative and might be revisited and

• The PMBOK’s definition “application of

• “Project management is a set of principles,

• According to Bernd Madauss (2005): “Project-

• Know your goal

The traditional form of organization is not suitable for project

• Participants must spend full time on the project; this ensures a

• Project Integration Management

5. Project Quality Management

Communicating has many dimensions:

4.1 Introduction (The makeup of a PM)

• The PM anticipates problems and

• No matter how well a project manager plans

• The problems that arise are seldom unique.

• Experience without the imagination to use it constructively and

• suffice it to say that the primary responsibility

Project Manager definition

Project Manager definition

• The PM has overall responsibility for planning,

• Project management is not for everyone.

4.2.1. Understanding of the client

4.2.2. Understanding of the project

4.1.3 Understanding of design

4.1.4 Understanding of tender process

4.1.5. Understanding of the construction process

4.1.6 Development of Risk Management

• The skills a PM uses vary depending on his relationship

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