Why Project Management Matters? What Is a Project? What A Project Is Not? Difference b/w a project and a process Factors leading to creation of project Hazards of Project Management Constraints of Project Management Importance of Project Management The Project & Project Manager Competency Model

1. Project management
Nimra zaman.
“Operations keep the lights on, strategy
provides a light at the end of the tunnel,
but project management is the train
engine that moves the organization
forward.”
– Joy Gumz

2. • Why Project Management Matters?
• What Is a Project?
• What A Project Is Not?
• Difference b/w a project and a process
• Factors leading to creation of project
• Hazards of Project Management
• Constraints of Project Management
• Importance of Project Management
• The Project & Project Manager Competency Model
• Motivational lecture.
• Key Concepts/Terms Related to Project Management
• Defining Project, Objectives, And Deliverables
• Defining Project, Program, And Portfolio
2
What we
cover in
this:

3. In the purest
sense, a project
is:
3
A unique set of coordinated activities, with definite starting
and finishing points, undertaken by an individual or
organization to meet specific performance objectives
within defined schedule, cost and performance
parameters. (British Standards Institution, 2010)
The following definitions are also widely used:
A project is a unique, transient endeavor, undertaken to
achieve planned objectives, which could be defined in
terms of outputs, outcomes or benefits. (Association for Project
Management, 2012)
A temporary endeavor, undertaken to create a unique
product, service or result. (Project Management Institute,
2013)

4. 4

5. 5
Temporary endeavor.
The temporary nature of projects indicates that a project has a definite beginning and end.
Temporary does not necessarily mean a project has a short duration.
The end of the project is reached when one or more of the following is true:
• The project’s objectives have been achieved;
• The objectives will not or cannot be met;
• Funding is exhausted or no longer available for allocation to the project;
• The need for the project no longer exists (e.g., the customer no longer wants the project
completed, a change
• in strategy or priority ends the project, the organizational management provides direction to
end the project);
• The human or physical resources are no longer available; or
• The project is terminated for legal cause or convenience.

6. 6
Acquiring and installing a
new computer hardware
system for use in an
organization
Improving a
business process
within an
organization,
Merging two
organizations
Expanding a tour
guide service
Developing a new
pharmaceutical
compound for
market Exploring for
oil in a region
Constructing a
building
Conducting research
to develop a new
manufacturing
process
Modifying a
computer software
program used in an
organization

7. 7

8. What a
project is not
Are these projects? Can anything
be a project? What makes a
project different from day-to-day
business activities?
Managing projects’ and ‘project
managers’ are expressions that we
have become used to hearing in
many areas of business. The word
‘project’ is used universally,
sometimes without clarity, but
projects should not be confused with
everyday work. 8
A factory
manufacturin
g 100 cars a
day
Open-heart
surgery
Implementing a
new clothing store
layout design
Manufacturing a
new aircraft type
Construction
of a new park
in the city

9. Difference b/w a project
and a process
Many people get confused with these
two concepts even though the difference
between them is clear. This is likely
because they share some characteristics
such as both are performed by people,
both are planned, executed and
controlled and both have resource
limitation.
Every business consists of two aspects of
work, temporary projects and day to day
operations or processes. Both of these
aspects are important to contribute to
the business success.
There is no difference in importance
between a project and a process. Each
plays an essential role in achieving
critical objectives within a business and
you should make sure to use both of them
as appropriate.

10. Projects are things that
have never been done
before while processes
are things that we
repeatedly do.
A project is about
creating something new
or implementing a
change while a process is
intended to create value
by repeatedly performing
a task.
• In a project objectives and plans can be changed by
the stakeholders that give a project its mandate and
resources, along with agreement from the project
team. A project is temporary in that it has a defined
beginning and end and therefore defines scope and
resources.
• Moreover, a project is unique in that it is not a routine
operation but a specific set of operations designed to
accomplish a single goal.
• As a bottom line projects are intended to create
change.
• In contrast processes are designed to resist change
because they establish a repeatable workflow that we
should follow.
• Processes are the ongoing and repeated procedures
that help achieve business goals while projects are the
ways to alter processes, launch new products or
otherwise make changes in the organization that
advance its objectives in new ways.
10

11. Projects drive change.
Projects drive change in organizations. From a business
perspective, a project is aimed at moving an organization
from one state to another state in order to achieve a
specific objective
Before the project begins, the organization is commonly
referred to as being in the current state. The desired
result of the change driven by the project is described as
the future state.
For some projects, this may involve creating a transition
state where multiple steps are made along a continuum
to achieve the future state. The successful completion of
a project results in the organization moving to the
future state and achieving the specific objective
Factors leading to creation of
projects

12. Factors leading to creation of project
12
Specific Factor Examples of Specific Factor
New technology An electronics firm authorizes a new project to develop a faster, cheaper, and
smaller laptop based on advances in computer memory and electronics
technology
Competitive forces Lower pricing on products by a competitor results in the need to lower
production costs to remain competitive
Material issues A municipal bridge developed cracks in some support members resulting in a
project to fix the problems
Political changes A newly elected official instigating project funding changes to a current project
Market demand A car company authorizes a project to build more fuel-efficient cars in response
to gasoline shortages
Economic changes An economic downturn results in a change in the priorities for a current project
Customer request An electric utility authorizes a project to build a substation to serve a new
industrial park

13. 13
Specific Factor Examples of Specific Factor
Stakeholder demands A stakeholder requires that a new output be produced by the organization
Legal requirement A chemical manufacturer authorizes a project to establish guidelines for the
proper handling of a new toxic material
Business process
improvements
An organization implements a project resulting from a Lean Six Sigma value
stream mapping exercise
Strategic opportunity
or business need
A training company authorizes a project to create a new course to increase its
Revenues
Social need A nongovernmental organization in a developing country authorizes a project
to provide potable water systems, latrines, and sanitation education to
communities suffering from high rates of infectious diseases
Environmental
considerations
A public company authorizes a project to create a new service for electric car
sharing to reduce pollution
Factors leading to creation of project

14. Projects are
everywhere
As you are reading through the
following headlines, think about
what they have in common:
14

15. Project
management

16. 16

17. 17

18. The
Importance
Of Project
Managemen
t 18
Effective project management helps individuals, groups, and
public and private organizations to:
• Meet business objectives;
• Satisfy stakeholder expectations;
• Be more predictable;
• Increase chances of success;
• Deliver the right products at the right time;
• Resolve problems and issues;
• Respond to risks in a timely manner;
• Optimize the use of organizational resources;
• Identify, recover, or terminate failing projects;
• Manage constraints (e.g., scope, quality, schedule, costs,
resources);
• Balance the influence of constraints on the project (e.g.,
increased scope may increase cost or schedule); and
• Manage change in a better manner

19. The
Importance
Of Project
Managemen
t 19
Poorly managed projects or the absence of
project management may result in:
• Missed deadlines,
• Cost overruns,
• Poor quality,
• Rework,
• Uncontrolled expansion of the project,
• Loss of reputation for the organization,
• Unsatisfied stakeholders, and
• Failure in achieving the objectives for
which the project was undertaken

20. The
Importance
Of Project
Managemen
t 20
Effective and efficient project
management should be considered a
strategic competency within
organizations. It enables organizations to:
• Tie project results to business goals,
• Compete more effectively in their
markets,
• Sustain the organization, and
• Respond to the impact of business
environment changes on projects by
appropriately adjusting project
management plans

21. PROJECT
MANAGER
previously, we saw that finding an adequate
definition for a project can be problematic. If we now
consider a person involved in managing projects, this
can introduce a further level of potential ambiguity.
Some roles have the title ‘project manager’ and as
such are easy to identify. Other examples may not be
so obvious. For instance, organizing the food festival
in Hyderabad is a project, and even though the
festival organizers may not give themselves the title
of the project manager, many people would recognize
it as highly appropriate for what they must do to
deliver that event.
At this stage, we will define a project manager as an
individual who has responsibility for an activity that
fits one of the definitions of the project mentioned
earlier.

22. Key
Responsibilities
and
Competencies
• We have considered the question, What is project
management? Now let's look at what defines a
project manager.
• The purpose of project management is to plan,
organize, and manage resources to bring about the
successful completion of specific project goals,
outcomes, and outputs. It is the responsibility of the
project manager to ensure the overall success of the
project, but the project manager is not personally
responsible for completing the project work.
• the responsibility of the project manager is to
ensure that the work of the project is carried out.
This requires the project manager to be skilled in
both the art and the science of project management.
22

23. The Art and Science of Project Management
• Is project management an art or a science?
• Does it require soft “art” skills related to human
behaviour and interactions, or is it a collection of hard
“science” skills that focus on the technical
management of inputs and outputs?
• The answer is “both.” In project management, as in
much of life, the secret to success is balance.
• A successful project manager balances the art and
science of project management.
23

24. • The art of project management focuses on the
people elements of a project.
• It requires skills that enable project managers to
lead, empower, motivate, and communicate
effectively.
• The person skilled in the art of project
management can redirect and realign after
changes, resolve conflicts, and communicate
effectively.
24
Art

25. The ‘science’ of project management focuses on the
technical, project management competencies of
planning, estimating, measuring, and controlling of
work.
The person skilled in the science of project
management can answer the who-does-what-when
questions.
They actively manage the technical components of
the project, assessing activities to ensure they will
meet targets and achieve outcomes.
25
Science

26. 26
The Art and Science of PM – A Short Story
David is a project manager for a local community-based organization, implementing an
education project that is focused on providing remedial tutoring services for students who
have stopped going to school so they can re-enter the school system. David is a
wellseasoned veteran in the project management world, a master at designing and
planning projects. However, he has been experiencing a lot of turnover recently that is
resulting in a lot of delays in the project.
So, one day David asks one of his most trusted team members, Allison, what is going on. Why
is there so much turnover happening in the project?
“Well, David, to be honest, you are an amazing project manager when it comes to making
sure that we do all of the work on time. Reports are always impeccable and we rarely have
issues with the donor. But to be honest, a lot of the team members feel that the only time
you communicate with them is to ask them to deliver something or to point out a mistake.
They don’t think you care about anything but meeting the deadlines and targets.” Allison
stated.
That made David think. Achieving objectives on time, budget, and within scope are really
important but what David forgot about was the “art” of project management. Providing a
motivating team environment and leading team members in a constructive way is just as
important as the “science” of project management.
In David’s project, though all technical aspects of the project indicated that it would be
delivered successfully, the turnover of team members caused a delay. New team members
had to be recruited and trained over and over again.
It is all about balance and a good project manager will be able to balance the “art” and
“science” of project management.

27. 1. Technical – These are often referred to collectively as the
‘science’ behind project management. Can the project manager
identify, select and employ the right tools and processes to
ensure project management success?
2. Leadership/Interpersonal – Often referred to collectively as
the ‘art’ of project management.
For example, how does the project manager communicate,
inspire, and resolve conflict?
3. Personal/Self-Management – The project manager's ability
to self-manage.
For example, can the project manager effectively prioritize,
manage time and organize work?
4. Sector Specific – The ability to apply the technical,
leadership/interpersonal, and personal/self-management
competencies in the context of projects.
For example, can the project manager identify, select and
employ the right tools and processes that are unique and
specific to the sector?
27
Competencies
of Project
manager

28. 1: Proactively manage scope
• The ability to create and manage a list of specific project goals,
deliverables and requirements based on the Project Proposal
2: Comprehensively identify the activities required for project
success
• The ability to determine the best means of satisfying the project
requirements and to create a set of activities to deliver them
within cost, time and quality constraints. Develop and agree a
project budget
3: Manage the overall schedule to ensure work is on time
• The ability to prepare and maintain schedules for activities and
events for change initiatives, taking account of dependencies and
resource requirements
28
Technical
This group of competencies are often referred to collectively as
the ‘science’ behind project management. Can the project
manager identify, select and employ the right tools and
processes to ensure project management success?

29. 29
4: Define and collect metrics to measure project progress
The ability to develop continuous monitoring and evaluation processes to measure all aspects of
the project against its objectives
5: Identify, track, manage and resolve project issues
The ability to respond to issues that affect the project, and maintain an Issues Log
6: Proactively disseminate project information to all stakeholders
The ability to manage and communicate with stakeholders, taking account of their levels of
influence and particular interests through the use of stakeholder management plans
7: Identify, manage and mitigate project risk
The ability to identify and monitor risks (threats and opportunities), to plan and implement
responses to those risks, and maintain a Risk Register
8: Establish logistics systems
The ability to create and maintain a logistics system which supplies the correct resources and
materials at the right time with budgetary constraints

30. 30
9: Ensure that project deliverables are of acceptable quality
The ability to develop, maintain and apply quality management processes for change
initiative activities and outputs
10: Identify if and when changes need to occur and the impact of those changes on the project
The ability to manage the process through which all requests to change the baseline scope of
a project, program or portfolio are captured, evaluated and then approved, rejected or
deferred.
11: Plan and manage the budget and the expenditure of the project
The ability to develop and agree budgets for the project and change initiatives, and to control
forecast
and actual costs against the budgets

31. 12: Vision the ‘big picture’ of a project within an organization
portfolio
• The ability to see the “bigger picture”. To think at high level
based aroundTheory of Change for the
• organization.
13: Champion the project The ability to manage stakeholders,
taking account of their levels of influence and particular
interests,
14: Communicate vision – setting reasonable, challenging
expectations
• The ability to communicate the project's vision, inspire team
members and keep them "on message".
31
Leadership/
Interpersonal –
This group of competencies are often referred to collectively as
the ‘art’ of project management. For example, how does the
project manager communicate, inspire, and resolve conflict?

32. 32
15: Provide timely and helpful performance feedback to team members
The ability to help your team to develop their skills, knowledge and experience by constructive
feedback and (possibly) mentoring. Your team is your project's greatest asset!
16: Facilitate a productive team environment
The ability to select, develop and manage teams and the ability to be a team player
17: Communicate proactively (verbal and written), including active listening
The ability to communicate clearly, accurately and precisely to team members and stakeholders,
and, when communicating verbally, to fully concentrate on what is being said rather than just
passively ‘hearing’ the message of the speaker
18: Motivate team members to willingly follow direction and achieve goals
The ability to empower and inspire others to deliver successful change initiatives

33. The project manager's ability to self-manage. For example,
can the project manager effectively
prioritize, manage time and organize work? This group of
competencies check the project manager's
ability to self-manage
19: Organizational skills
• The ability to create and keep deadlines; delegate; set goals &
meet goals; make timely decisions; manage appointments;
and, make and manage schedules
20: Attention to detail
• To ability to be thorough and accurate when accomplishing a
task through concern for all the areas involved.
21: Ability to multi-task
• The ability to calmly and efficiently perform multiple tasks
at the same time 33
Personal and
Self-
Management

34. 34
22: Logical thinking
The ability to think in a disciplined manner using facts and evidence to come up with a
solution
23: Analytical thinking
The ability to work systematically and logically to resolve problems, identify causation
and anticipate unexpected results. To manage issues by drawing on own experience and
knowledge and call on other resources as necessary
24: Self-discipline
The ability to stick to one’s convictions and rule your own conduct
25: Time management
The ability to know where you are spending your time and how to spend it efficiently

35. This is the ability to apply the technical, leadership/interpersonal
and personal/self-management competencies in the context of
concerned projects. For example, can the project manager identify,
select and employ the right tools and processes that are unique to
the concerned sector?
26: Understand sector values and paradigms (or mode
of operation)
• The ability to understand how the sector works
overall and for your organization in Particular
27: Understand the different stakeholders involved in
projects
35
Sector
Specific

36. 36
28: Understand and navigate complex environments
The ability to understand the often-complex relationships in a project and to interact
with all stakeholders effectively at an appropriate level
29: Work effectively with an array of implementing partners
30: Cope with the unique pressures of environments
31: Exhibit cultural sensitivity
The ability to work in multi-cultural teams, being sympathetic and aware of local
customs

37. 37

38. Hazards of
Project
Management
Managing projects is not easy. Even the
simplest projects are subject to the
standard hazards of project management.
These hazards can be illustrated using the
example of a simple
tree swing project.
Poor Analysis Poor Design Unrealistic Expectations
Inadequate Resources Delays Low Quality
38

39. 39
1. Poor analysis
What if the project team doesn't fully understand what is needed?
Project teams must invest in a needs analysis to be clear what the end users want (and need)
from the project.
The team that built this swing did a poor job with analysis. The swing may not be usable at
all!
2. Poor Design
What if the project design is flawed?
A project is only as good as the product it delivers. Even in cases where the project is
completed on time and on budget, if the design of the project is poor, then the deliverables
could be useless (or even worse, harmful).
This swing was poorly designed. Would you use it?
3. Unrealistic
What if the user expectations are unrealistic?
While the needs of the end users are extremely important, the project team also needs to
manage expectations and ensure that these expectations are aligned with project resources
(time, budget, and other resources).
If end users specified a tree swing like this one, how would you respond?

40. 40
4. Inadequate Resources
What if project resources are unavailable?
Even when budgets are available, building a tree swing is seriously challenging
if the team doesn't have access to rope or wood.
5. Delays
What if the project encounters unexpected delays?
Project delays occur for many reasons, including the unavailability of resources,
the inaccuracy of schedule estimates, and increases in scope due to unexpected
work. A perfect plan for building a tree swing in summer may be useless if the
project is delayed into winter.
6. Quality
What if the quality of the project products is poor?
Even projects that deliver what they promise, on time and within budget, can
fail. This is especially true if the quality of the product is poor.

41. 41
All work that is managed through projects. Whether in the private sector
(construction, telecommunication, information technology), development
sector, humanitarian sector or public sector, all projects share similar
challenges. Some of these challenges are: results in the context of time,
budget, quality, scope, risk and constraints;
• Developing comprehensive and detailed project plans and managing them
through the entire life of the project;
• Managing projects that are often implemented via partners, consortia,
contractors, subcontractors and suppliers; and
• Identifying potential risks and establishing processes to avoid and address
these risks and ensuring that the intended project benefits are delivered

42. 42
Managing projects is anything but simple! The operating environments
are complex, the challenges are numerous, project relationships are
complicated, and the cost of failure is high. In short, there is a lot that
could go wrong!
Unfortunately, the list of challenges presented is not comprehensive. There are many,
many more things that could go wrong in projects. For example:
• Are the team dynamics functional?
• Do the monitoring systems provide useful, accurate
and timely information?
• Are project suppliers reliable?
• Is there political instability?
• Are there stakeholders who are undermining the
project?

43. Constraints
of project
management
Most project managers have
participated in projects that were
challenging. Some projects take longer
than anticipated, and delays can lead
to reductions in features. Other
projects are cancelled before
completion. Still others end in failure.
How can these outcomes be avoided?
Here are the three key considerations
of project management, each of which
acts as a constraint.
Adapted from Project Management Institute, (2013).

44. 44
With any project, some limitations and risks need to be considered and addressed to ensure the
project’s ultimate success.
The scarcity of available resources for completion of any project gives us triple constraints: a deadline, a
budget, and at least a minimum acceptable level of performance (Atkinson, 1999).
Project managers refer to these as time, scope and cost.
These are frequently known as the project iron triangle and constitute a fundamental ‘framework for
evaluating competing demands’ (Project Management Institute 2013).
Failure to understand these constraints correctly and effectively is enough to doom any project, even if all
other aspects are done perfectly.

45. 45
The time constraint refers to the project’s
schedule for completion, including the
deadlines for each phase of the project, as
well as the date for the rollout of the final
The scope of a project defines its specific goals,
deliverables, features and functions, in addition
to the tasks required to complete the project.
One could say that the scope clearly expresses
the desired final result of a project.
The cost of the project, also known as the project
budget, comprises all of the financial resources
needed to complete the project on time, in its
predetermined scope. Keep in mind that cost does
not just mean money for materials – it
encompasses costs for labour, vendors, quality
control and other factors.
The triple constraints (iron
triangle ) of project
management

46. 46
These three constraints work in tandem with one another. Project managers can trade between
these three constraints, however, changing one will impact the other two points.
Why is the iron triangle important?
These triple constraints indicate the key factors that both define the framework of a project and
direct project managers as to where adjustments would have to be made if one or another of
those constraints became problematic.
For example, if your project is running behind schedule, you can work to reduce the features of the project
which means reducing scope. Then you can dedicate more resources to moving the schedule ahead and by
doing so, increasing cost. You can also, if possible, change the due date to give the project team more time.
This balancing of the three elements allows for the successful planning, resourcing and execution of a
project. These are the critical elements of a successful project, and these are the things that will
determine whether you have successfully managed a project.

47. 47
If one side of the Triple Constraint Triangle changes, so do the other two
sides. Take, for example, a humanitarian NFI (non-food item) distribution
project in which the original scope indicated that 10,000 families would
be provided with NFI kits (blankets, soaps, etc.). Suddenly, the project
team gets a request to increase the number of families served from 10,000
to 12,000, increasing the number of kits required by 2,000. This is an
increase in the scope of work for the project and will require that the
cost/resources and the time to complete the distribution also increase in
order to successfully implement these activities.
The job of the project manager is to ensure that the Triple Constraint
Triangle stays in balance. The constraints are interdependent, so whenever
one of these constraints is restricted or extended, the other constraints will
also need to be extended/increased or restricted/reduced

48. Constraint
Flexibility
The project manager needs to
understand the relationships and
trade-offs that exist between each of
the constraints to effectively manage
the project. It can be helpful to ask
how flexible each one is. Is it
inflexible, or is it adaptable?

49. 49

50. Constraint
Flexibility
50
1. Inflexible constraint
 Inflexible indicates that this constraint is the
most critical. If a constraint is inflexible, any
change will result in a negative impact on the
project.
 For example, if you are implementing a
winterization project (providing blankets,
winter clothing, etc.) for beneficiaries, that
project needs to take place before the winter
season begins. That is, time is an inflexible
constraint.
 Another example is when the project donor's
policies do not allow changes in the budget.
Here, cost is an inflexible constraint.

51. Constraint
Flexibility
51
1. Adaptable constraint
 Adaptable indicates that there is some flexibility
within the constraint, but it should be optimized as
much as possible. If a constraint is adaptable, actions
can be taken to accommodate a change needed for the
project. For example, consider an
agriculture/livelihoods project that aims to improve
wheat yields. In the process of procuring seeds, the
project team discovers that a wheat plague has
affected the availability of wheat seeds. If the scope of
the project is adaptable, the wheat seeds can be
replaced by rice or corn (that is, if this doesn't change
the timeline and budget, which are inflexible
constraints).
 In another project, additional time is needed at the
end of the project because of delayed activities at the
beginning. In this instance, the project charter and
agreement state that time is adaptable, so the project
schedule can be adjusted to accommodate the delay.

52. Constraints
that may
concede
52
• Constraints can also concede in order to
optimize the adaptation of other constraints or
to manage inflexible constraints.
• For example, if a scheduled adjustment is
required (time is an adaptable constraint), the
delay in the completion of activities might
require postponing the project closure a few
months, and extra funding may be necessary.
The budget may concede to optimize the time
change, through a request for additional funds,
if approved by the donor.

53. Constraint
Flexibility
Classifying constraints
The project manager can use
constraint classifications like these to
frame and drive discussions with
project stakeholders on setting
priorities for project constraints. It is
important to establish and agree
upon priorities early in the project.
Trying to negotiate constraint
priorities after the project is launched
is often difficult or impossible.

54. 5
4
Inflexible Time
There is no flexibility
in the project
timeline, so it must be
constrained, and
finish by the expected
completion date.
Ex: The latrine
construction needs to be
completed before the rainy
season, therefore this
constraint is inflexible.
Adaptable
(may concede )
Budget
The donor has
requested additional
scope for the project,
therefore the budget
will need to be
revised and adapted
to reflect these
changes.
Ex: The donor has
requested to double the
number of latrines to be
constructed within the
same timeframe, therefore
additional resources and
budget will be required to
complete activities within
the timeframe.