CAPM is a credential for project team members and entry-level project managers that demonstrates skills in project performance. A project deliverable is a tangible work product like a feasibility study. Portfolio management involves grouping projects and programs together to facilitate effective strategic management of resources and work. The 10 knowledge areas of project management are project integration management, scope management, time management, cost management, quality management, human resource management, communication management, risk management, procurement management, and stakeholder management.

1. Answer sheet Project management….
1. Define what is CAPM ( certified associations in project management)
 CAMP designed for project team members and for entry level project manager, who want
a credential to communicate their values in project team performance. If Qualified
undergraduate and graduate student who want a credential to communicate their value in
project team performance they may do so, also CAPM become criterion for hiring
decisions.
2. Define project deliverable
 Project deliverable is a tangible, verifiable work product such as feasibility study, a detail
design or a working prototype.
3. Define Portfolio management
 Collection of project or programs and other work that are group together to facilitate
effective management of that work to meet strategic business together.
 It centralized management of one or more portfolio where it will (identifying, prioritizing
for example prioritize resource allocation, authorizing, managing and controlling project,
programs and other related work to achieve strategic business objectives.) also consistent
and aligned with OS.
4. 10 knowledge area
1. Project integration management
 It defines the processes and activities that integrate the various elements of
project management, and the important element in these knowledge area are
develop project charter, develop project management plan, direct and
manage project execution, monitor and control project work, perform
integrated change control and close project or phase.
2. Project scope management
 Shows the processes involved in ensuring the project includes all the work
required, and only the work required for completing the project successfully.
Involved in collect requirement, define scope,create WBS, verify scope, and
control scope.

2. 3. Project time management
 It focuses on the processes that are used to help ensure the timely completion of
the project. More in define activities, sequence activities, estimate activity
resources, estimate activity durations, develop schedule and control
schedule.
4. Project cost management
 Describe the processes involved in planning, estimating, budgeting and
controlling cost so that the project can be completed within the approved budget.
The process included estimate cost, determine budget, and control cost.
5. Project quality management
 Describe the processes involved in planning for monitoring, controlling and
assuring the quality requirement of the project are achieved. The processes
include plan quality, perform quality assurance and perform quality
control.
6. Project human resource management
 Describes the processes involved in the planning, acquisition, development and
management of the project team. Help to develop Human Resource Plan,
Acquire Project Team, Develop Project Team, Manage Project Team
7. Project communication management
 Identifies the processes involved in ensuring timely and appropriate operation,
collection, dissemination, storage and ultimate disposition of project information.
Help to identify stakeholders,Plan communications,Distribute information,
Manage stakeholder expectations, Report performance
8. Project risk management
 Describes the processes involved in identifying, analyzing and controlling risks
for the project. Use to Plan Risk Management, Identify Risks, Perform
Qualitative Risk Analysis, Perform Quantitative Risk Analysis, Plan Risk
Responses, Monitor and Control Risks

3. 9. Project procurement management
 Describes the processes involved in purchasing or acquiring products, services or
results for the project. Plan Procurements, Conduct Procurements,
Administer Procurements, Close Procurements
10. Project stakeholder management
5. History of project management.
 How project conducted during the early ages?
 Project manager deprived from Latin word “projectum” it means top
throw something forwards, something that comes before anything else is done.
Early constructions are pyramids, medieval, cat nedrals and Indian cities. For
modern age such as laying railroads, developing farms, building cities, building
houses or stating a new business.
 The early age the project management process were very little systematic
planning and control need accomplish at great human and financial cost, the time
are exceedingly long period of time to complete.
 Project management eventually form formal discipline and it were
studied and practiced. In year 1950 and 1960 techniques for planning and
controlling schedule and cost were developed to determine the project schedules.
During this time, industrial and business understand the benefits of organizing
work around project, but also critical to communicate and integrate work across
multiple department and professions.
 In early 20th
century, Frededrick Taylor analyzed work patterns and
behaviors, and found that better methods can increased the productivity. It was
known as time and motion study.
 In year 1920, henry gantt found the order at work operation and
introduced Gantt chart.
 In the middle of 20th
century PERT CHART and CRITICAL PATHS
METHOD were introduced.
 In year 1980 and 1990 several software companies offered ever more
powerfull and easier ways to plan and control project cost and schedule

4.  In recent development:
1. practitioners realized that communication and leadership play major roles in
project success
2. Project planning and management techniques were used widely in various
industry
3. Project planning and management techniques can be modified and used for
smaller projects
6. Project management timeline 1910 to 2010.

5. 7. Different between project and project management.
Project Project management Program management
A project is a temporary
endeavor undertaken to create
a unique product, services or
result.
The art of directing and coordinating
human and material resources
throughout the life of project by using
modern management techniques to
achieved predetermined objective and
ensuring participation satisfaction.
Group or related project managed in
coordinated way to obtain benefits and
control not available from managing them
individually. A project may or not may be a
part of a program but a program will always
have project.
Projects don't have to be short-
term; they can be long-term.
The only requirement for a
project is: Characteristics of
project.
1. it must produce product
or service- example
construction road give
service to society.
2. It must have an start
and end time
(temporary)
3. Require champion
(work in a team project)
4. Involve risk – risk such
as whether the project
success or fail due to
internal or external factor
that might come up
during the project
conducted.
Application of knowledge, skill, tools,
and techniques to project activities to
meet project requirement. For example,
use skill to solve problem arise in a
certain project.
By definition, project
management is the application of
knowledge, skills, tools and techniques
to project activities, to meet project
requirements.
The job focus of the project
manager is both narrower and deeper
than that of the program manager.
Project managers are responsible for the
project, the project team, and the
outcomes the team is working on.
Centralized coordinated management of a
program to achieve the program’s strategic
objective and benefits and focuses on the
project interdepencies and help to determine
optimal approach for managing them.
Unique, temporary, project
end when objectives are met or
not met, every project is
different, affected by external
and internal forces.
Project Management focuses on
delivering the product

6.  A sequence of tasks
 Defined outcomes,
and deliverables
 Defined beginning,
end, schedule, and
approach
 Planned budgets
 Resources specifically
allocated to the work
 Organized approach
Example: operation of surgery Ex: negotiating skil Ex:
8. Contrast between project management and operation management?
Project management Operation management
The art of directing and coordinating
human and material resources thought out
the life of project by using modern
techniques management to achieve
predetermine objective of scope, cost,
time and quality and ensuring
participation satisfactions.
..
Definition Operations are an organizational function performing
the ongoing execution of activities that produce the
same product or provide a repetitive service.
.

7. Ex: Performing surgery
.
Example
Ex: For instance, production operations,
manufacturing, IT service management, and
accounting operations.
Change-Projects are
about driving change in the
organization. For instance, using
business process re-engineering
to align business need with
customer expectation
Change when the product or
service not meeting the
customer sfecification.
Process Status quo- an existing state, never change because
the operation management have procedure and
policies that need to look up.
Project resources –cost budget are from
client that use the service. For example
budget for project wedding planner, all
the thing that might be use for completing
the project come the money that being
given to complete the whole project of
wedding planner.
Resources Permanent resources - Furthermore, operations are
permanent endeavors that produce repetitive outputs.
Resources are assigned to do the same tasks
according to operating procedures and policy
Effectiveness –so might avoid the project
failed
Effectiveness/
efficiency
Efficiency – ther resources must be use efficiency.
Goals - In contrast, projects are
temporary and help the business to
meet organisational goals and to respond
quickly and easily to the external
environment
Objectives Roles – roles in operational manager.
Handle by: Project Manager Handle by? Operational Manager

8. 9. Project management and general management
Project management General management
The art of directing and coordinating
human and material resources thought out
the life of project by using modern
techniques management to achieve
predetermine objective of scope, cost,
time and quality and ensuring
participation satisfactions.
Absolutely depend on planning
Definition General management can be defined as coordinating
the usage of available resources and time towards the
accomplishment of a specific goal or an objective of
a certain organization or a business.
Dependent on good planning
Ex: Performing surgery
Newly created budget
Transdiciplinary
Relatively low in hierarchical chain in
command.
Example
Ex: management in office chart
Modification of budget
Fix sequenced and activities
Well define structure
Well define managerial hierarchy
To use the limited time and
resources and channel them
towards the achieving of the goal
of the project to achieve the
optimum results that are
beneficial and of added value.
Aim The main function of general management would be
to satisfy its stakeholders. This usually involves the
making of profit, creating employment opportunities
to employees and producing quality goods and
services at a low cost to customers.
Most organizations have a board of directors voted
for by its stakeholders for carrying out general
management functions. Some have other methods

9. such as employee voting systems which is quite rare.
Project management is usually employed
in projects that are temporary and time
constrained.
Time General management is employed for ongoing
procedures or functions of certain organizations,
businesses etc.
Usually, in project management,
resources are limited.
Resources In contrast, general management is also responsible
for resourcing whatever necessary ingredients as
deemed necessary for the continuation of functions.
Project management often falls under this
broad discipline of management
Therefore, one can say that the difference
between project management and general
management does not lie in leadership or
other qualities required, but in the scope
of responsibilities that lie within each
role.
Teaching Management is an academic discipline taught in
schools and universities all over the world
Handle by: Project Manager Handle by? Manager
10. Project objectives?
To complete the scope within budget by a certain time and meet the customer’s satisfaction.
It is important to develop a plan before the start of a project; this plan should include all
the work task, associated cost and estimate of the time necessary to complete them.
 The project objective describes the project’s outcomes: intended and direct, short- and medium-
term effects on the target group.
 The project objective must lie within the scope of the project, and one must be able to directly
attribute the effects to the project.
 The project objective is often formulated in terms of the project’s utility for the target
group: “Better… higher…” It also makes sense to formulate the project objective as a situation to
be achieved in the future.
 The project objective ought also to describe an outcome, meaning the effect or change that the
project is supposed to cause for the target group.

10.  In practice it is often not quite so simple to distinguish outcomes from outputs,
 i.e. the project’s products and deliverables. Well-formulated, genuine outcome (and impact)
objectives are therefore of great importance if the outcome and impact assessment is to have any
significance
A well-formulated project objective
 Provides a concrete description of the project’s effect at the outcome level;
 Was developed in a participatory process;
 Is accepted by the target group and other stakeholders;
 Is clear and concise
11. Triple constraints (time, scope, cost)
 Project scope: is the scope of a project/ all work must be done to satisfy the customer
that the deliverables meet the requirements or acceptance criteria agreed upon at the onset
of the project. - These are the functional elements that, when completed, make up the
end deliverable for the project. The scope itself is generally identified up front so as to
give the project the best chance of success. (Although scope can potentially change
during the project life-cycle, a concept known as ‘scope creep’) Note that the common
success measure for the scope aspect of a project is its inherent quality upon delivery.
 Project cost: the amount the customer has agreed to pay for acceptable project
deliverables. The project cost is based on a budget that includes an estimate of the cost
associated with the various resources that will be used to accomplish the project.
 Project schedule (TIME): time table that specific when each activity should be start
and finish

11. 12. Project management skill?
Skills Explanation/example
1. Leader ship Project managers need leadership skill to be good leader. Project management is about
leading stakeholders and vendors to a successful outcome. Effective project managers paint
a picture of a better tomorrow and inspire confidence in their team's abilities to realize that
vision. For example, they build credible relationships with key stakeholders to ensure
alignment to the project's objectives and exude the confidence necessary to hold everyone
participating in the project accountable."
2. Communications Project manager need to Be an effective communicator. Being an outstanding
communicator requires the project manager to consistently ensure they are clearly
understood by all stakeholders; that all stakeholders understand what is expected of them
throughout the project life cycle; and that all stakeholders communicate effectively with
one another as well as with the project manager. Project managers need to be able to
communicate status changes,good news and bad news to all levels of staff across different
departments. They also need to be able to distinguish who needs to know what, when they
need to know it and how that information will be delivered. "For example, a slight
scheduling delay may need to be communicated to internal teams but not to the client if the
key client review dates are not affected."
3. Problem solving PM must alert and able to recognize and solve problems quickly. Inevitably, there will
be times when problems and obstacles arise that involve immediate solution.
4. Negotiating PM must Knowhowand when to negotiate. Project managers must be excellent
negotiator, PM often dealing with people who have divergent interests from your own or
who appear to have no interest in understanding what you're trying to accomplish and why
they should help you or fully participate. For instance, A good project manager will invest
time to understand and negotiate these relationships and figure out these stakeholder's
interests, so that he/she can triangulate what will make the project continue to move
forward. Without these negotiating skills, you may spoil or ignore these critical
relationships, making project success highly unlikely.
5. Influencing the
organization
6. Mentoring
7. Process and
technical expertise
Technical skills. For ex. PM must have solid knowledge of the platforms, software and
programs that your company regularly works with, even if your job is not actually
technical. And a great project manager needs to have enough technical knowledge about
areas of the project to be able to assign themselves to some of the tasks, Why? Assigning
yourself to some of the project tasks and successfully completing those tasks on time helps
you earn the respect you need to successfully manage the project team."

12. 13. 2 types of project manager creadibility( PM ROLES)
Credibility is the most critical, mean PM must is believable, there are two type of
credibility.
Technical credibility - able to explain the current state of the project, progress
and problems to senior management; interpret the wishes of management and the client to
the project team
Administrative credibility – reports, appraisal, audits and evaluations must be
timely and accurate, able to make difficult tradeoffs, mature judgment and considerable
courage
 SENSITIVITY : PM must be sensitive to any interpersonal conflict between team members and
other parties at interest to the project, Also need technical sensors
 Leadership, Style and Ethics : PM MUST Avoid sub optimization , Be Energized, enthusiastic,
well organized and well informed, PM’s role should be facilitative rather than authoritarian,
Effective style management of PM is that it must be participative, Must have strong sense of ethics
14. PM ROLE (FASILITATOR/ SYSTEM APPROACH/COMUNICATOR)
FASILITATOR: Ensure that those who work on the project have the appropriate
knowledge and resources, Project is often beset with conflicts, PM must manage these conflicts
by negotiating resolution, PM has to make sure that the required resources are available and tasks
were properly concluded, Facilitation is more effective as a managerial style.
• SYSTEM APPROACH: PM uses systems approach whereas traditional manager uses
analytical approach, Analytical approach centers on understanding the bits and pieces in a system,
Systems approach study the same thing with broader approach – how they fit together, how they
interact and how they affect and affected by their environment, System approach manager
conducts the group so that it contributes to total system optimization. A project exists as
subsystem of the larger system, To be effective, PM must understand these influences and their
impacts on the projects and its deliverables, PM “manages” it

13. PM as Project Communicator
Client
Outside
interested parties
PM
Senior
Management
Project
Team
PM must be a person who can handle responsibility, Project context or project
environment often known as conflict-interest area, Problem arise when some of the parties
propagate communication that may mislead other parties, or directly conflict with other messages
in the system.
15. RESPONSIBILITY OF PROJECT MANAGER
The PM is responsible for acquiring the human and material resources needed by the
project. The PM is also responsible for exercising leadership, fire fighting and dealing with
obstacles that impede the project’s progress. Finally, the PM is responsible for making the trade-
offs between budget, schedule and specifications that are needed to ensure project success. To be
successful at meeting these responsibilities, the PM must be skilled at negotiation, conflict
resolution and persuasion.
• Acquisition of resources and personnel
– Acquiring the necessary quality and quantity of resources and personnel is
– PM’s need to ensure that the project has the appropriate level of resources
– The situation might be a bit complicated when it involved human resources need
– Temporary assignment from the functional department of the organization
• Fighting Fires and Obstacles
– Key responsibility of the PM is to deal with obstacles
– Fires often linked to the need for resources
– Pre – project : Budget cuts and general cuts
– Project progress : technical problem, supplier problem and client problem

14. • Leadership and Making Trade-Offs
– PM is also responsible for making the trade-offs necessary
– Trade-offs means compromise between project cost, schedule and performance
– Performance (specifications and client satisfaction) is usually the most important
– If the parent firm has inadequate profits, specifications may be sacrificed for cost savings
– Organizational policy may influence trade-offs
OTHERS
1. Planning project activities, tasks and end results, including doing the work breakdown,
scheduling, budgeting, coordinating tasks and allocating resources
Selecting and organizing the team
2. Interfacing with stakeholders
3. Negotiating with the integrating functional managers, contractors, consultants, users and top
management
4. Providing contact with users
5. Effectively using project team and user personnel
6. Monitoring project status
7. Identifying technical and functional problems
8. Solving problems directly or knowing where to find help
9. Dealing with crises and resolving conflicts
10. Recommending termination or redirection of efforts when objectives cannot be achieved
16. Virtual project manager? : Virtual projects means project that geographically dispersed,
Communication is vital and need to be conducted effectively, Long-distance communication beset
with special problems, Communication between PM and project team must be frequent, open and
two ways. PM’s job is to keep senior management up to date on the state of the project, “Never let
the boss be surprised”, PM also responsible to the client, PM and team members often develop a
mutual commitment to the project and to its successful conclusion

15. 17. SME and CTM
CTM core team members SME subject matter effort
• Small group of people • Also known as extended team members
• Who are on project from start to finish,
Work with PM in making decisions and
carry out many project activities
• They are brought in for meeting and for
performing specific activities when
necessary
• One who is more concerned with
completing the project (on time, with
good quality, and on budget if possible)
than with either personal glory or with
only doing work in his or her own
discipline
• A project could have almost any
number of SMEs depending on its size
and complexity
• SMEs may be on a project for a long
time and thus almost indistinguishable
form the core team members
18. Pure project organization vs. functional project organization.
Pure project organization Functional project organization
• Also known as “Projectized Organization”
• “any organizational structure in which the project
manager has fully authority to assign projects, apply
resources and direct work of persons assigned to the
project”
• The project manager has extensive authority of
budgets, personnel and other decision making in this
organizational structure
• “a hierarchical organization where employee has
one clear superior, staff are grouped by areas of
specialization and managed by a person with
expertise in that area”
• Functionally organized projects are embedded in
the functional group where the project will be
used
• Traditional approach that exhibits authority
according to type of work

16.  Advantages
• Traditional department barriers are reduced
• Response times and decision making tend to be swift
• Instructions come from single source
• Enhanced project team identity, strong customer focus,
effective integration of effort by applying co-location
 Advantages
• Unity of command – all workers understand
clearly what they need to do as instructions come
from single boss
• All workers have opportunity to learn readily
from each other and keep their technical skills
sharp
• Less Projectitis since workers will continue
report to the same functional manager after the
project finish
• This approach works well with small projects
 Disadvantage
• Costly – team members are often assigned to just one
project
• Each project tends to develop their own methods and
disregard those of the parent organization
• Lessons learned were not properly shared
• Less interest to learn/understand broader project issues
• More concern on what will happen after the project
finish (Projectitis
 Disadvantage
• Communication – across functional department
boundaries are not simple and easy, a bit slow
and tortuous
• The project is rarely a high-priority item in the
life of the division
 Matrik project organization
 An intermediate organizational strategy or combination of two strategy
 “any organizational structure in which the project manager shares responsibility with the functional managers for
assigning priorities and directing work of persons assigned to the project”
• If the matrix project closely resembles the pure project with many individuals assigned full time to the project –
“strong matrix” or “project matrix”
• If functional departments have more authority to assign resources to the project than PM himself, the matrix is
referred as “weak matrix” or “functional matrix”
• Balanced matrix – “being in harmonious or proper management”

17. Advantages
• Provides flexibility in the way matrix form can interface with the parent organization
• Good visibility into who is working where, and resources can be shared between departments and projects
Disadvantages
• Prone to have conflicts (two bosses)
• Project workers also face conflicts (their time and activities)
• Multiple projects may foster political infighting among the several PMs
• Intrateam conflicts
• Organizational culture
19. 5 element in project charter
element explanation
Project charter • The process of developing a document that formally authorizes a project or a phase and
documenting initial requirements that satisfy the stakeholder’s needs and expectations.
• Title  The existence of a meaningful project title is critical
 Title is used to quickly identify which project is being referenced
• Scope
overview
 Explain on what and why of the project
 What needs to be accomplished and how it will be done
 Describes the project work and results
 Distinguish between what the project will and will not do
 Prevent scope creep
 Project boundaries
 Accurately estimate cost, resource and schedule needs and to understand and
handle project risks
 Helps people understand the project factually

18. • Business
Case
 Project purpose or justification statement
 Helps all parties understand the purpose of the project
 Justify the necessity of the project
 Help people develop their passion for the project
 A well-written business case should persuade decision makers to support the
project and inspire team members to work hard on it
• Background  A more detailed statements that provide additional information to the
stakeholders if necessary
 It can be in any length
 It is purely optional
• Milestone
Schedule
with
Acceptance
Criteria
 Milestone schedule is a summary-level schedule that identifies the major
schedule milestones or significant points or events in the project
 Date estimation when the milestone expected to be completed
 Deliverable – any unique and verifiable product, result or capability to perform
a service that must be produced to complete a process, phase or project
 Acceptance criteria – those criteria, including performance requirements and
essential conditions, which must be met before project deliverables are accepted
 It is project’s vital sign
 Acceptance criteria is used for
 who will judge the quality of the deliverable associated with each milestone
 what criteria will be used for that determine
• Risks,
Assumption
s and
Constraints
 Risks is an uncertain event or condition that, if it occurs has a positive or
negative effect on a project objectives
 Assumptions are factors that for planning purposes are considered to be true,
real or certain without proof or demonstration
 Constraints is an applicable restriction or limitation, either internal or external
to the project, that will affect the performance of the project

19. • Spending
Approvals
or Budget
Estimates
 It is preliminary project budget
 Also known as crude estimate of the project budget
 Include level of confidence one has in the estimate
 Expressed in percentage terms
 Identify which expenses the project manager can authorize and which the
sponsors need the control

• Communica
tion Plan
Requiremen
ts
 Project run into problems due to poor communication
 A broad communication plan can be outlined in the project charter
1. What information each needs to know from us
2. What information we need to learn from stakeholder
3. When the communication needs to take place
4. What method most effectively helps the receiver of each item of information to
understand and act appropriately
• Team
Operating
Principles
 Established to enhance team functioning
 Increase team effectiveness and ensure that all parties are aware of what is
expected
 It is critical especially those that deal with conducting meetings, making
decisions, accomplishing work and treating each other with respect
 It is helpful for an unusual project

• Lesson
Learned
example
 Agreeing on project scope is a key preliminary project planning activity
 Maintaining project goals and timeline requires open communication and quick
issue resolution
 Understanding roles and responsibilities facilitates smooth teamwork and
timely project completion

• Signatures
and
Commitmen
t
•
 This section lists who is involved, who can make decisions and/or the expected
time commitment for each person
 The key players of a project show their commitment to the project by signing
the commitment section of the charte

20. 20. Develop project charter data flow diagram
21. Purpose of project charter
 Authorize the project manager to proceed [authorization]
 Help the project team and sponsor develop common understanding [understanding]
 Help the project team and sponsor commit [commitment]
 Quickly screen out obviously poor project [screening
22. Identifying stakeholder
Individuals and organizations that are actively involved in the project or whose interests
may be positively or negatively affected as a result ofproject execution or project completion
Stakeholder:
1. Internal & External
2. Owners & Funders
3. Sellers & Contractors
4. Government agencies & Media Outlets
5. Individual citizens
6. Temporary or permanent lobbying organizations
7. Society

21. 23. Managing stakeholder expectations? Positive or negative
• Difficult
– Failure to identify a key stakeholder
• Very different objectives
• Stakeholder may have positive or negative influence on a project
– Positive stakeholder would normally benefit from a successful outcome from the project
– Negative stakeholders are those who see negative outcomes from the project’s success
24. Project life cycle?
• Every program, project or product has certain phases ofdevelopment known as Life -Cycle
Phases
• Theoretical definitions ofthe Life Cycle phasesofa system : Conceptual, Planning, Testing,
Implementation, Closure
• Partial agreement about life cycle phases ofa product: Research and Development, Market
introduction, Growth, Maturity, Deterioration, Death
25. The four phases through which a project moves; 4 important elements
a. identification of a need, problem or opportunity;
b. development of a proposed solution;
c. implementation of the proposed solution; and
d. termination of the project

22. Starting
the
project
Organising
and
preparing
Carrying out the work Closing
the
project
Project
Charter
Project Management
Plan
Accepted
Deliverables
CostandStaffingLevel
Time
Project
Management
Output
Characteristics of the Project Life Cycle
PMBOK 2008
26. Common characteristics:
a. Cost and staffing levels are low at the start, higher toward the end, and drop rapidly as the
projects draws to a conclusion
b. The probability of successfully completing the project is the lowest, and hence risk and
uncertainty are highest, at the start of the project. The probability of successful
completion generally gets progressively higher as the project continues
c. The ability of the stakeholder to influence the final characteristics of the project’s product
and the final cost of the project is highest at the start and gets progressively lower as the
project continues.
27. Product life cycle : provide your understanding in the 4 stages

23. 28. Project phases :
• Projects are unique undertaking – involve a degree of uncertainty
• Projects are divided into several project phases
• To improve management control and provide links to the ongoing operations
• Collectively, project phases are known as the Project Life Cycle
29. Characteristic of project phases
• Each project phase is marked by completion of one or more deliverables
• Deliverables are part of a generally sequentially logic designed to ensure proper definition of the
product of the project
Project phase conclusion is marked by a review of both key deliverables and project performance
to date
• Project phase conclusion is marked by a review of both key deliverables and project performance
to date;
– To determine if the project should continue into its next phase
– To detect and correct errors cost effectively
• These phase-end reviews are often called phase exits, stage gates or kill points
30. Work breakdown structure?
• WBS is used as basis for further planning, execution and control
It is developed by listing deliverables – first major deliverables and then progressively smaller
ones until the team feels that every deliverable has been identified
31. Purpose of Work Breakdown Structure (WBS)?
• One of the most essential project management tools
• Pictorial representation of project activities
• Project team member can ensure that they remember all major portions of work to be
accomplished
• Basis for all remaining planning
• Easily modified and can handle changes that often happen in a project
• Understand exactly where and why problem occurred
• Project communication

24. 32. WBS format
• Indented outline format [1]
• Organizational Chart Format [2]
• Free format [3]
• [2] + [3]  [1]  imported into Ms Project
33. Project failure characteristics
• When fixed price project has a cost overrun, the developer must absorb the excess cost, suffering
a lost or reduced profit [developer]
• The project end-items is not being accepted or utilized even though it was delivered on schedule,
under budget and according to specifications [users]
34. Why fail?
1. Inadequate Project Management Approach
2. Unsupportive Top Management
3. The Wrong Project Manager
4. Inappropriate or Misuse of Management Technique
5. Inadequate Communication in the Project
6. Inadequate Project Planning
7. Inadequate Project Definition
8. Bad Estimating of Time and Resources
9. Incorrect Scheduling and Handling Resources
10. Numerous Changes during the Execution Phase
11. Inadequate Control
12. Project Termination is poorly Planned
35. Characteristics of successful project:
– Project objectives achieved
– User involvement
– Executive management support

25. 36. 4 generic factor/fundamental
Project Management Success &
Failure: Conclusion
4 generic factors associated
to project success
 Efficiencyof project
execution
 Customer satisfaction and
use
 Impact on the firm
conducting the project
 Contribution to the project
firm’s future
 4 fundamental reasons
for project failure
 Project was not required
for this task in the first
place
 Insufficient support from
senior management
 Naming the wrong project
manager
 Poor up-front planning
Mantel, pg 270
37. Project termination:
Project Ends
a. Terminate Project Early
i. Termination for Cause
ii. Termination for Convenience
b. Finish Project on Time
38. Termination for cause
a. Problem with project’s cost, schedule and performance
b. Buyer (stakeholder) decides to terminate a project early because he has lost
confidence in the contractor who is performing the project
39. Termination for convenience
a. For the convenience of the buyer not because of the contractor
b. Buyer faces unexpected difficulties or changing priorities
c. Invoke contract clause
d. Project manager possibly head off early termination by:
i. Find other stakeholders in the customer organization or elsewhere who can
provide some funds to keep the project viable
ii. Project manager can look internally to find ways of continuing with the
project, but at lower cost

26. 40. Project Management Processes can be organized into five groups:
– Initiating processes : Authorizing the project or phase
– Planning processes : Defining and refining objectives and selecting the best of the
alternative courses of action to attain the objectives that the
project was undertaken to address
– Executing processes : Coordinating people and other resources to carry out the plan
– Controlling processes : Ensuring that project objectives are met by monitoring and
measuring progress regularly to identify variances form plan
so that corrective action can be taken when necessary
– Closing processes : Formalizing acceptance ofthe project or phase and bringing it to
an orderly end
41. Advantage using project management software.
Project management software is a term covering many types of software, including
scheduling, cost control and budget management, resource allocation, collaboration
software, communication, quality management and documentation or administration
systems, which are used to deal with the complexity of large project
 PM software feature: Budgeting and cost control, Calendars, Internet Capabilities,
Graphics, Importing & Exporting data, Handling multiple projects and subprojects, Report
generation, Resource management. Planning, project monitoring and tracking, Scheduling,
Security, Sorting and filtering, What if analysis
42. Advantage using project management software
Accuracy
a. PM software packages have accurate algorithms for calculating project information and
contain numerous built-in routines that check for user errors
Affordability
b. Affordable to purchase
c. Most business software is well worth the money
Ease of use
d. Can be mastered with only a minimal amount of training

27. Maintainability and modifiability
e. Manual system it’s often difficult to maintain and modify project information
f. Eg. Network diagrams must be manually redrawn and costs must be recalculated every
time there’s a change
Record keeping
 Ability to keep excellent records
 Eg. Data can be used to produce high-quality reports and can be helpful in planning
future projects
Speed
 Calculation tasks can be computed in very short time
 Eg. Revisions can typically be performed in minutes or seconds
 The savings in time are usually enough to pay for the software itself
What if analysis
 Allow the user to see the effects of various scenarios on a project
 The different scenarios can be run on the software and their effects can be evaluated