Essentials of PM 1.pdf

ESSENTIALS OF PROJECT
MANAGEMENT
Dr. Melkamu Tadesse Wazza
Managing Director, YOM
Email: melkamtw@gmail.com
Mob: 0911 206853/ 0923 280269
1
PPM 531; 3 credit hours

TEXT BOOK & REFERENCE
MATERIALS
•Text Book
• PMI (2013). A Guide to Project Management Body of
Knowledge, 5th edition, USA (PMBOK Guide 5th Edition)
• 6th edition is under publication
• Reference Books
• Heldman, Kim (2011). Project Management Jumpstart,
3rd edition, Sybex, USA
• All other Project Management books
2

MODE OF ASSESSMENT (EXAM)
1. Quizzes (individual)= 15%
2. Two Group Assignments & Exercises (Collaborative
Learning) = 20%
3. Individual Assignments on real world project
management = 15%
4. Final Exam = 50%
3

IMAGINE THE FOLLOWING PROJECTS.
WHO? HOW?
An ark project by Noah.
(construct the ark and gather
every animal, food and water).
The pyramids of Egypt:
thousands of projects and
hundreds of PMs.
The Lalibela, Axum and Fasil
The Great Wall of China
5

MANHATTAN PROJECT
considered to be the first project to
use “modern” project management
oThree-years, $2 billion (in 1946 dollars)
project

WHAT IS THERE IN MANHATTAN
PROJECT?
• separate project manager
(General Leslie Groves) and a technical
manager (Dr. Robert Oppenheimer)
• Organizational Chart
• Project Approval
• Stakeholder engagement
• Project scope
• Product scope

• In 1917, Henry Gantt developed the famous Gantt chart as
a tool for scheduling work in factories
• The military was the key industry behind the development of
several project management techniques.
 US navy Polaris missile/submarine project first used network
diagrams in 1958. These diagrams helped model the relationships
among project tasks,
 helped in finding the critical path of the network.
• In the 1990s, many companies created project management
offices (PMO): organization
8

HISTORY OF PROJECT MANAGEMENT
9
US DoD
Invente
d CPM
& PERT
US DoD
created
Earned
Value
and WBS
PMI
propose
d triple
constrai
nts
PMI
Publishe
d
PMBOK
PMI Initiated
PP
certification
Project
Managers
seeks best
practices
The rise
of Agile
project
manage
ment
practices
1950s 1960s 1970s 1980s 1990s 2000s 2008~
DoD- United States Department of Defense
CPM - Critical Path Management
PERT- Program Evaluation and Review technique

BOLIVIAN HIGHWAY
•Forget how to pass across it,
but how was it
done?BolivianHighway1_1.p
ps
10

CHINA SUCCESSFULLY BUILT 52
STORY SKYSCRAPER IN 19
DAYS!!!
Discuss!!
•Can we Ethiopians achieve
that?

WHAT IS A PROJECT?
Project
•a temporary endeavor undertaken to create a
unique product, service, or result (PMBOK®
Guide 5th Ed.)
•A series of activities aimed at bringing about
clearly specified objectives within a defined
time period and with a defined budget (EU Aid
delivery methods)
•Though temporary in nature, projects can help achieve the
organizational goals when they are aligned with the
organization’s strategy.
12

PROJECT ATTRIBUTES
(FEATURES/CHARACTERS)

•A project has a definite beginning and
definite end (finite duration)
•The opportunity or market window is usually
temporary, most projects have a limited
time frame in which to produce the
product or service
• The project team - as a team - seldom
outlives the project.
1. Temporary
14

REMARK
Temporary does not necessarily mean the duration of the project
is short.
• It refers to the project’s engagement and its longevity
• Can be 3month project of 20 years project or …
Temporary does not typically apply to the product, service, or
result created by the project;
• Most projects are undertaken to create a lasting outcome.
• Ex: national monument project and its social & economic
impacts

Projects involve doing something that
has not been done before in the same
environment
different location,
different design,
different circumstances and situations,
different stakeholders…
The project may require some innovation to be completed
2. Unique Result
16

UNIQUE:
EXAMPLE 1
The Suez project was a huge
financial success, and de Lesseps
and his backers were eager to take
on new challenges.
The triumph earned to “The Great
Engineer”: Ferdinand de Lesseps in
Suez Canal Vs His failure in Panama.
late 1870s
But big difference b/n Suez and
Panama!!
Anatomy of the
Failed project
(Panama I)

UNIQUE:
EXAMPLE 2
• Can be constructed with the
same or similar materials and
by the same or different
teams.
• However, each building
project remains unique with a
different location, different
design, different
circumstances and situations,
different stakeholders, and so
on.
Office
Buildings

•Specifications of the project are initially broad and then
refined & more detailed as the project progresses
• A project occurs step by step to define the product or service.
• Planning and documentation are iterative and ongoing activities.
3. Progressive
Elaboration
19

PROJECT VS. OPERATION
DISCUSS!!

22
Comparison
criteria
Projects/
Project Work
Operations/
Functional work
1. Type of
work/product
Unique Repeated, on-going/the
same
2. Time Definite beginning and end No definitive beginning and
end.
3. Occurrence Temporary in nature Ongoing
4. Budgets For specific projects On-going operational
budgets
5. Focus Completing the project Accomplishing effective work
Example EX: The construction of a headquarters
building for ABC Company in Bahir Dar
• Textile Production processes
• managing specific activities
associated with functions such as
accounting, manufacturing, or
marketing)

PORTFOLIOS, PROGRAMS, AND PROJECTS
Portfolios
• a collection of projects, programs, sub-portfolios, and operations managed as a
group to achieve strategic objectives.
• Individual projects that are either within or outside of a program are still
considered part of a portfolio
• Although the projects or programs within the portfolio may not necessarily be
interdependent or directly related, they are linked to the organization’s
strategic plan by means of the organization’s portfolio
23

PROGRAM
•“a group of related projects managed in a coordinated
way to obtain benefits and control not available from
managing them individually” (PMBOK® Guide)
•are grouped within a portfolio and are comprised of
subprograms, projects, or other work that are managed
in a coordinated fashion in support of the portfolio
• Program is taken to mean a series of projects whose
objectives together contribute to a common Overall
Objective, at sector, country or even multi-country level.
24

PROGRAM VS PROJECT
•Program is Larger in scope than a project
•Program tend to be more permanent (than project)
•A program manager provides leadership and direction for
the project managers heading the projects within the
program

PROJECT COMPONENTS
7 October 2008
Programme
Project 1 Project 2 Project 3
Component 1
Subcomponent
PORTIFOLIO
PROGRAMME PROGRAMME

Project Management Office
(PMO)
is a management structure that standardizes
the project-related governance processes
and facilitates the sharing of resources,
methodologies, tools, and techniques.
27

ROLE OF PROJECT MANAGERS AND PMO
Project Manager PMO (PMO Manager)
The PM focuses on the specified
project objectives
The PMO manages major program scope changes, which
may be seen as potential opportunities to better
achieve business objectives
The PM controls the assigned project
resources to best meet project
objectives
The PMO optimizes the use of shared organizational
resources across all projects
The PM manages the constraints
(scope, schedule, cost, quality, etc.) of
the individual projects
The PMO manages the methodologies, standards, overall
risks/opportunities, & interdependencies among projects
at the enterprise level.

RESPONSIBILITIES OF THE PROJECT
MANAGER
1. have the responsibility to satisfy the needs:
task needs, team needs, and individual needs
2. link between the strategy and the team
29

COMPETENCIES OF THE
PROJECT MANAGER
(EFFECTIVE PROJECT MANAGEMENT)
• Knowledge —what the project manager knows about project mgt.
• Performance —what the project manager is able to do or accomplish
while applying his or her project management knowledge.
• Personal —
• how the project manager behaves when performing the project
or related activity.
• attitudes, core personality characteristics, and leadership, which
provides the ability to guide the project team while achieving
project objectives and balancing the project constraints
30

PROJECT ENVIRONMENT
Projects and project
management take place
in an environment that
is broader than that of
the project itself:
1. Organizational Influences
on Project Management
2. Project Stakeholders and
Governance
3. Project Team
4. Project Life Cycle
31

BUSINESS VALUE
Is the entire value of the business; the total sum of all
tangible and intangible elements.
unique to each organization
Ex (Tangible elements):
monetary assets, fixtures, stockholder equity,
and utility.
Ex (Intangible elements):
goodwill, brand recognition, public benefit,
and trademarks
32

1. ORGANIZATIONAL INFLUENCES ON PROJECT
MANAGEMENT
Includes:
1. Organizational Structures
2. Organizational Process Assets
3. Enterprise Environmental Factors
4. Organizational Cultures and Styles
5. Organizational Communications
33

1) ORGANIZATIONAL STRUCTURES
• Organizational structure is an enterprise environmental factor, which can
affect the availability of resources and influence how projects are
conducted
1. Functional
2. Projectized
3. Matrix: a blend of functional and projectized
characteristics(Weak, Strong, Balanced)
34

FUNCTIONAL
ORGANIZATION
• a hierarchy where each
employee has one clear
superior.
•Specialty, such as
production, marketing -
mechanical and electrical
engineering.
•Each department will do its
project work independently of
other departments
35

MATRIX
ORGANIZATION
• Staff members
report to
functional
managers as
well as project
managers
• Project
managers have
equal authority
to functional
managers

PROJECTIZED
ORGANIZATION
37
• opposite to the functional
organization
• team members are often collocated.
• Most of the organization’s resources
are involved in project work
• PMs have a great deal of
independence and authority.

WEAK MATRIX
ORGANIZATION
• maintain many of the
characteristics of a functional
organization
• the role of the PM is more of a
coordinator or expediter.
A project expediter works as
staff assistant and
communications coordinator.
The expediter cannot personally
make or enforce decisions.
Project Coordinators have
power to make some decisions,
have some authority, and report
to a higher-level manager.
38

STRONG MATRIX
ORGANIZATION
•have many of the
characteristics of the
projectized
organization
•have full-time project
managers with
considerable
authority and full-
time project
administrative staff
39

BALANCED MATRIX
ORGANIZATION
• While it recognizes
the need for a PM,
it does not provide
the PM with the full
authority over the
project and
project funding
40

COMPOSITE
ORGANIZATION
41
• Involve all of the above structures
at various levels
EX: a fundamentally functional
organization may create a
special project
team to handle a critical project
Or
an organization may manage
most of its projects in a strong
matrix, but allow small projects to
be managed by functional
departments

42
Influence of Organizational Structures on projects

2. ORGANIZATIONAL PROCESS ASSETS
INCLUDES:
• Formal and informal plans, processes, policies, procedures, templates,
guidelines, and knowledge bases, specific to and used by the
performing organization
• organization’s knowledge bases such as lessons learned and historical
information
• Completed schedules, risk data, and earned value data
Serve as inputs to most planning processes
Grouped into two categories:
(1) processes and procedures, and (2) corporate knowledge base
43

2. ENTERPRISE ENVIRONMENTAL FACTORS
• refer to conditions, not under
the control of the project
team, that influence,
constrain, or direct the
project.
• may enhance or constrain
project management
options, and may have a
positive or negative influence
on the outcome
• are considered inputs to most
planning processes
Example:
• Organizational culture,
structure, and governance;
• Geographic distribution of
facilities and resources;
• Infrastructure (e.g., existing
facilities and capital
equipment);
• Marketplace conditions;
• Political climate;
• Project management information
system
44

• A PLC is the series of phases
that a project passes through
from its initiation to its closure.
• The phases are generally
sequential
• their names and numbers are
determined by the
•The phases can be broken
down by functional
objectives, intermediate
results or deliverables,
specific milestones within
the overall scope of work,
or financial availability.
•Phases are generally time
bounded, with a start and
ending or control point
46
 management and control
needs of the organization,
 the nature of the project itself,
 its area of application.

47
PROJECT PHASES
• is a collection of logically related project activities that
culminates in the completion of one or more deliverables.
• A project may be divided into any number of phases
• Used when the nature of the work to be performed is
unique to a portion of the project
• may emphasize processes from a particular Project
Management Process Group, but it is likely that most or all
processes will be executed in some form in each phase.
• Typically are completed sequentially, but can overlap in
some project situations.
• Different phases typically have a different duration or effort.

IS FEASIBILITY STUDY <PHASE OF A
PROJECT> OR <A PROJECT> BY ITSELF?
• Projects in the same industry—or even in the same organization—may have
significant variation.
• Feasibility study can be:
 routine pre-project work,
 the first phase of a project,
 separate, stand-alone project.
Much depends on the nature of the specific project and the style of the
project team or organization.
48

TOOLS AND TECHNIQUE
Tool
• Something tangible, such as a template or software
program, used in performing an activity to produce a
product or result.
Technique
• A defined systematic procedure employed by a human
resource to perform an activity to produce a product or
result or deliver a service, and that may employ one or more
tools.
49

PROJECT MANAGEMENT
the application of knowledge, skills, tools,
and techniques to project activities to meet
the project requirements
 requires the effective management of the
project management processes
50

PROJECT
PARAMETERS/CONSTRAINTS
• Six competing constraints operate on every project:
1.Scope
2.Time/Schedule
3.Cost/ budget
4. Quality
5. Resources
6. Risk
• These constraints form an interdependent set; a change in one can
require a change in another constraint in order to restore the
equilibrium of the project.
• So, project management is a matter of balancing these six parameters.
51

EXAMPLE ON COMPETING
CONTRAINTS
• Increased Scope = increased time +
increased cost
• Tight Time = increased costs +
reduced scope
• Tight Budget = increased time +
reduced scope
52

PROJECT MANAGEMENT PROCESS
GROUPS
 A process is a set of interrelated actions and activities
performed to create a pre-specified product, service, or result.
• There are five Process Groups in project management
• are independent of application areas or industry focus
• Process Groups are not project phases
• It is possible that all Process Groups could be conducted within a
phase.
• have clear dependencies and are typically performed in each
project
• highly interact with one another.
53

54
PROJECT MANAGEMENT PROCESS
GROUPS
Initiating
Processes
Planning
Processes
Monitoring &
Controlling
Processes
Closing
Processes
Executing
Processes

Monitoring and Controlling
Processes
Initiating Processes
Closing Processes
Planning Processes
Executing Processes

1. INITIATING PROCESS GROUP
• define a new project or a new phase of an existing project by
obtaining authorization to start the project or phase
• Define the initial scope, initial financial resources
• Identify internal and external stakeholders
• If not already assigned, the PM will be selected
• Approve Project Charter (the project becomes officially authorized)
• The success criteria are Verified
• align the stakeholders’ expectations with the project’s purpose

2. PLANNING PROCESS GROUP
•Establish the total scope of the effort
•Define and refine the objectives
•Develop the course of action required to attain those
objectives.
•Develop the project management plan and the project
documents that will be used to carry out the project
• delineate the strategy and tactics as well as the course of
action or path to successfully complete the project or phase
58

3. EXECUTING PROCESS GROUP
• complete the work defined in the project management
plan to satisfy the project specifications.
• Involves coordinating people and resources,
• managing stakeholder expectations
• integrating and performing the activities of the project in
accordance with the project management plan
59

4. MONITORING AND CONTROLLING
PROCESS GROUP
• track, review, and orchestrate the progress and performance of the
project;
• identify any areas in which changes to the plan are required; and
initiate the corresponding changes.
• Controlling changes and recommending corrective or preventive
action in anticipation of possible problems,
• project performance is measured and analyzed at regular intervals,
60

61
5. CLOSING PROCESS GROUP
• CONCLUDE all activities across all Project Management Process
Groups to formally complete the project, phase, or contractual
obligations.
• When completed, VERIFIES that the defined processes are completed
within all of the Process Groups to close
• Also formally establishes the premature closure of the project
Example:
1. Obtain acceptance by the customer or sponsor to formally close the
project or phase,
2. Conduct post-project or phase-end review,
3. Document lessons learned,
4. Apply appropriate updates to organizational process assets

PROCESS GROUP INTERACTIONS IN A
PROJECT
62
These five Process
Groups have clear
dependencies and
are typically
performed in each
project and highly
interact with one
another

SUGGESTED SKILLS FOR PROJECT MANAGERS
(AREAS OF EXPERTISE)
10 Project
Management Body
of Knowledge
Understanding the
Project
Environment
General
Management
Knowledge and
Skills
Interpersonal
Skills
Application
Area
Knowledge
64

65
1. PROJECT MANAGEMENT BODY OF
KNOWLEDGE
(KNOWLEDGE AREAS)
A Knowledge Area represents a complete set of
concepts, terms, and activities that make up a
professional field, project management field, or area
of specialization.
Knowledge areas describe the key competencies
that project managers must develop

10KNOWLEDGE AREAS
1.Four CORE knowledge areas lead to specific project
objectives:
(SCOPE, TIME, COST, AND QUALITY)
2. Four FACILITATING knowledge areas are the means
through which the project objectives are achieved (Human
Resources, Communication, Risk, And Procurement Mgt)
3.One knowledge area (Project Integration Management)
affects and is affected by all of the other knowledge areas

THE 10 PROJECT MANAGEMENT KNOWLEDGE
AREAS
1.PROJECT INTEGRATION
MANAGEMENT
2.PROJECT SCOPE
MANAGEMENT
3.PROJECT TIME MANAGEMENT
4.PROJECT COST
MANAGEMENT
5.PROJECT QUALITY
MANAGEMENT
6. PROJECT HUMAN RESOURCE
MANAGEMENT
7. PROJECT COMMUNICATIONS
MANAGEMENT
8. PROJECT RISK MANAGEMENT
9. PROJECT PROCUREMENT
MANAGEMENT
10. PROJECT STAKEHOLDER
MANAGEMENT
67

68
MAP OF THE
47 PROJECT MANAGEMENT PROCESSES
WITHIN THE
5 PROJECT MANAGEMENT PROCESS GROUPS
AND THE 10 KNOWLEDGE AREAS
(PAGE 61)

2. GENERAL MANAGEMENT SKILLS
1. Financial management and
Accounting
2. Purchasing and Procurement
3. Sales and Marketing
4. Planning and Control
70

71
UNDERSTANDING THE PROJECT
ENVIRONMENT
Social and Economic Environment:
• how the project affects people and how people affect the project.
• Economic, demographic, ethical, educational and religious issues should
be considered.
Political Environment:
• international, national, regional and local laws, and the political climate
that could affect the project.
Physical Environment:
• the local ecology and physical geography that could be affected.

INTERPERSONAL SKILLS
•Leadership,
•Team building,
•Motivation,
•Decision making,
•Negotiation,
•Trust building,
•Conflict management,
•Coaching.
72

PROJECT MANAGEMENT FRAMEWORK
73

PROJECT MANAGEMENT BODY OF
KNOWLEDGE 1
PROJECT
INTEGRATION MANAGEMENT
74

75
PROJECT INTEGRATION
MANAGEMENT
•Includes processes required to ensure that the
various elements of the project are properly
coordinated.
• Define, Combine, Unify, and Coordinate the various processes
and project management activities within the Process Groups
• making choices about resource allocation,
• making trade-offs among competing objectives and alternatives
• managing the interdependencies among the Knowledge Areas.

•PIM processes interact with each other
and with processes in other knowledge
areas
Example:
•a COST ESTIMATE needed for a contingency plan
involves integrating the processes in the Project Cost,
Time, and Risk Management Knowledge Areas.

FOCUS ON
PULLING/FITTING
EVERYTHING TOGETHER
TO REACH PROJECT
SUCCESS!
Stakehol
der

WHAT IS SUCCESS IN
PROJECT MANAGEMENT?
Discuss!!

SUCCESSFUL PROJECTS
•Cost
At project completion, no more money has been spent than was originally
allocated
•Schedule
The project is delivered no later than the original delivery date
•Performance
When delivered, the project has all features and functionality that were originally
required of it

80
PROJECT INTEGRATION MANAGEMENT
PROCESSES
1. Develop Project Charter
2. Develop Project Management Plan
3. Direct and Manage Project Work
4. Monitor and Control Project Work
5. Perform Integrated Change Control
6. Close Project or Phase

81
PROCESS 1.
DEVELOP PROJECT CHARTER
• A document that formally authorizes a project
• creation of well-defined project start and project
boundaries
•The size of the project charter varies depending on the
complexity of the project and the information known
at the time of its creation
•issued by the project initiator or sponsor

PROJECT CHARTER (=CONT’D)
provides the PM with the authority to apply
organizational resources to project activities
• The PM uses the project charter as the starting point for initial
planning
•It is recommended that the PM participate in the
development of the project charter
• In one page
• Most people, especially busy people, will not read more.

84
INPUTS FOR <DEVELOP PROJECT CHARTER>
1 Project statement of work (SOW)
• narrative description of products, services, or results to be delivered by a
project.
• For internal projects, the project initiator or sponsor provides the statement
of work based on business, product, or service requirements.
• For external projects, the SOW can be received from the customer as part
of a bid document, (e.g., a request for proposal, request for information, or
request for bid) or as part of a contract.
• SOW references: Business need, Product scope description, and
Strategic plan (orgs vision, goals, and objectives)

2 Business case
• a business standpoint to determine whether or not the
project is worth the required investment
(Reasons why the project is undertaken)
• for decision making by managers/executives above the
project level
• Benefits that are hoped to be realized
(Business need & Cost-Benefit Analysis)
• High-level risks
• High-level costs & schedule
85

THE BUSINESS CASE IS CREATED AS A RESULT OF ONE OR MORE
OF THE FOLLOWINGS
(Strategic considerations for project authorization):
 Market demand
 Organizational
need
 Social need
 Customer request
 Technological
advance
 Ecological Impacts
 Legal requirement
86

87
Why Manhattan Project was initiated?
INITIATION Planning
WHY WHAT WHEN HOW WHO
Major General Leslie Groves
J. Robert Oppenheimer
(Little Boy- 5ton)

EXCERPT FOR EINSTEIN'S LETTER
HOW PROJECT INITIATION WILL GO ON…
<<Some recent work by E. Fermi and L. Sailard, which has
been communicated to me in manuscript, leads me to expect
that the elemt uranium may be turned into a new and
important sources of energy in the immediate future. Certain
aspects of the situation which has arisen seem to call for
watchfulness and, if necessary, quick action on the part of
the Administration I believe therefore that it is my duty to
bring to your attention that following facts and
recommendations …>>

ROOSEVELT’S REPLY
FROM THE WHITE
HOUSE
HOW PROJECT
INITIATION WILL GO
ON…
• Source:
• By Franklin Delano Roosevelt - Scanned
from p. 143 of the book "Albert Einstein –
Derrière l'image", by Ze'ev Rosenkranz.
Editions Neue Zürcher Zeitung, 2005.

3. Agreements
• used to define initial
intentions for a project
• Typically, a CONTRACT is
used when a project is
being performed for an
external customer.
Agreements may take the form of:
• contracts,
• memorandums of
understanding (MOUs),
• service level agreements (SLA),
• letter of agreements,
• letters of intent,
• verbal agreements,
• email,
• or other written agreements.
90

TOOLS & TECHNIQUES FOR
<DEVELOP PROJECT CHARTER>
Expert judgment
• applied to all technical and mgt
details
• available from many sources,
including
Other units within the organization,
 Consultants,
 Stakeholders (customers or sponsors…)
 Professional and technical
associations,
 Industry groups,
 Subject matter experts (SME), and
 Project management office (PMO)
Facilitation Technique
guide the development of the
project charter
EXAMPLES:
Brainstorming, conflict
resolution, problem solving,
and meeting
91

OUTPUT FOR <DEVELOP PROJECT CHARTER>
PROJECT CHARTER
SECTIONS:
• Project Overview (describe the project in a sentence)
• Project Approach (description of PLC; list of the team & list of time commitments)
• Business Needs/Project Objectives (high level)
• high-level requirements
• New Product/Service/Result/ Major Deliverables
• Summary milestone schedule
• Summary budget
• Feasibility
• Stakeholder list
• Assumptions/Risks/Constraints
• Name and authority of the sponsor or other person(s) authorizing the project
charter
92

www-cad Project Overview
This project is to create a new web site for the CAD group faculty. The current website at www-
cad.eecs has a very old look, it needs an update so that we can attract new students.
Project Approach
The project is a fairly small website based partly on a preexisting site, so we will use a classic
waterfall approach with milestones. The project team will consist of the following people. I’ve
estimated the maximum amount of time we can get from each person over the life of the project.
Kurt Keutzer (2 hrs week for 6 weeks) Ken Lutz (2 hrs/week for 6 weeks)
Brad Krebs (10 hrs/week for 6 weeks) Christopher Brooks (10 hrs/week for 6 weeks)
Allen Hopkins (5 hrs/week for 6 weeks) Carol Sitea (1 hr/week for 6 weeks)
The project sponsor is Professor Keutzer. Professor Keutzer is on sabbatical this semester, but we
hope to get feedback from him on a continuing basis.
Project Objectives
• Update the look and feel of the website to a modern standard
• Provide access to student and faculty pages
• Provide access to active projects
• Provide access to summaries, downloads and key papers of inactive projects. The old pages
of inactive projects should be archived.
• Provide a simple static listing of seminars. A more complex calendar and a search engine are
deferred due to schedule constraints.
Major Deliverables
• A schedule along with time estimates.
• A prioritized list of features.
• An example of the main page so we can review look and feel.
• An archive of the old website
• The final website.
Constraints
Professor Keutzer would like to see the web site completed by mid-March: that is when students
start looking at graduate schools. Developers might not have much time to work on this project.
The project requires timely feedback from the faculty.
Risk and Feasibility
The primary risk is that the project takes too long to complete and we miss the mid-March oppor-
tunity. Another risk is that we complete the project too quickly and quality suffers. A third risk is
that there are only so many resources available. By fast tracking, we can handle some of the
tasks in parallel and avoid these risks. The project is definitely feasible if we roll out the website
in stages.

97
COLLABORATIVE LEARNING 10%
(GROUP WORK TO BE PRESENTED WITH POWERPOINT)
Develop Project Charter for the following projects
1. Abay Academy elementary school project
2. Gonder Sesame Export Project
3. Koga Orange fruit irrigation project
4. Bahir Dar-Cairo Sister Cities’ Project
5. Wollo Beauty Contest Event Project
N:B Finally email your work (melkamtw@gmail.com)

98
PROCESS 2. DEVELOP <PROJECT MANAGEMENT PLAN>
•a central document that defines the basis of all
project work
•the process of defining, preparing, and
coordinating all subsidiary plans and baselines
from the planning processes,
•defines how the project is executed, monitored
and controlled, and closed.

99
Project Baselines include
but not limited to:
1. Scope baseline
2. Schedule baseline
3. Cost baseline
Once the project
management plan is
baselined, it may only be
changed when a change
request is generated and
approved through the
Perform Integrated Change
Control process.
Subsidiary plans include, but
are not limited to:
1. Scope management plan,
2. Requirements management plan,
3. Schedule management plan,
4. Cost management plan,
5. Quality management plan,
6. Process improvement plan,
7. Human resource management plan,
8. Communications management plan,
9. Risk management plan,
10.Procurement management plan, and
11.Stakeholder management plan

101
PROCESS 3. DIRECT AND MANAGE
PROJECT WORK
• leading and performing the work defined in the
project management plan and implementing
approved changes to achieve the project’s
objectives.
• it provides overall management of the project work.
EXAMPLE:
• Provide, train, and manage the team members
• Obtain, manage, and use resources (materials, tools, equipment, and
facilities);
• Manage risks and implement risk response activities;
• Manage suppliers, stakeholders

DIRECT AND MANAGE PROJECT WORK: OUTPUTS
Deliverables
• any unique and verifiable product,
result or capability to perform a
service that is required to be
produced to complete a process,
phase, or project.
• tangible components completed to
meet the project objectives
• also include ancillary results, such as
project management reports and
documentation
Change Requests
• a formal proposal to modify any
document, deliverable, or baseline
• Requests for a change can be
externally or internally initiated, and
can be optional or
legally/contractually mandated,
• may include Corrective action,
Preventive action, Defect repair,
Updates
103

104
PROCESS 4. MONITOR AND CONTROL PROJECT
WORK
• the process of tracking, reviewing, and reporting the
progress to meet the performance objectives defined
in the project management plan
• it allows stakeholders to understand the current state
of the project, the steps taken, and budget,
schedule, and scope forecasts
• Comparing actual project performance against the
project management plan

MONITORING VS CONTROLLING
Monitoring includes collecting, measuring, and
distributing performance information, and assessing
measurements and trends to effect process
improvements
Control includes determining corrective or preventive
actions or re-planning and following up on action
plans to determine whether the actions taken
resolved the performance issue

DISCUSS HOW YOU CONTROL
CHANGES?
WHO INITIATES CHANGE?
WHO MAKES DECISION?

108
PROCESS 5. PERFORM INTEGRATED CHANGE
CONTROL
•reviewing all change requests & approving and
managing changes
•Integrated change control involves identifying,
evaluating, and managing changes throughout the
project life cycle
•changes should be recorded and entered into the
change management and/or configuration
management system

INTEGRATED CHANGE CONTROL
• allows for documented changes (written) within the
project to be considered in an integrated fashion while
reducing project risk
• Three main objectives of change control:
• Influence the factors that create changes to ensure
they are beneficial
• Determine that a change has occurred
• Manage actual changes when and as they occur

INTEGRATED CHANGE CONTROL
•Changes may be requested by any stakeholder
involved with the project.
• may includes a change control board (CCB), which
is a formally chartered group responsible for
reviewing, evaluating, approving, delaying, or
rejecting changes to the project, and for recording
and communicating such decisions

INTEGRATED CHANGE CONTROL PROCESS

113
PROCESS 6. CLOSE PROJECT OR PHASE
•finalizing all activities across all of the Process Groups to
complete formally
•Provides:
lessons learned,
the formal ending of project work, and
the release of organization resources to pursue new
endeavors
•includes all planned activities necessary for
administrative closure of the project or phase

<PROJECT INTEGRATION MANAGEMENT> AND
PROJECT MANAGEMENT <PROCESS GROUPS?
114

PROJECT
INTEGRATION
MANAGEMENT
SUMMARY

116
VIDEOON PROJECT
INTEGRATION MANAGEMENT
KNOWLEDGE AREASTUDENTS
MATERIALS BAHIR DARVIDEO
ESSENTIALSPROJECT
INTEGRATION
MANAGEMENT.MP4

PROJECT MANAGEMENT BODY OF
KNOWLEDGE 2
PROJECT
SCOPE
MANAGEMENT
117

'PROJECTS DON'T FAIL AT THE END,
THEY FAIL AT THE BEGINNING'
Agree - Disagree?

SCOPE IN PROJECT MANAGEMENT
PROJECT SCOPE PRODUCT SCOPE
THE WORK NEEDED TO
CREATE PRODUCT OF A
PROJECT
FEATURES AND FUNCTIONS
OF THE PRODUCT OF THE
PROJECT
COMPLETION OF A PROJECT
IS MEASURED AGAINST THE
PLAN
COMPLETION OF A
PRODUCT SCOPE IS
MEASURED AGAINST THE
REQUIREMENTS

WHICH SCOPE COMES FIRST?
PRODUCT OR PROJECT?
•Defining product scope is important before the
project is initiated by the organization
• A project scope statement is developed after a
well-defined product description is received
(contact to relevant stakeholder is required for
collecting requirements (= clear specification from client)
•A well-defined (clear) product scope will yield a
well-defined (clear) project scope

IF THE PRODUCT IS A BRIDGE,
WHAT MIGHT BE ITS PRODUCT
SCOPE?
DISCUSS
• The product scope
might be its length,
width, load strength,
etc.

PROJECT SCOPE MANAGEMENT
•Includes the processes required to ensure that the project
includes all the work required, and only the work
required, to complete the project successfully
•Defining and controlling what is and is not included in
the project
 Clear scope statement
 Prevent scope creep
123

PROJECT SCOPE MANAGEMENT
PROCESSES
1. Plan Scope Management— creating a scope management plan that
documents how the project scope will be defined, validated, and
controlled.
2. Collect Requirements— determining, documenting, and managing
stakeholder needs and requirements to meet project objectives.
3. Define Scope— developing a detailed description of the project and
product.
4. Create WBS— subdividing project deliverables and project work into smaller,
more manageable components.
5. Validate Scope— formalizing acceptance of the completed project
deliverables.
6. Control Scope— monitoring the status of the project and product scope
and managing changes to the scope baseline.
124

DEFINE SCOPE
• 'defining scope' is an
exercise in finding,
documenting and
gaining agreement
about what needs to
be done and how.
• developing a detailed
description of the
project and product.

128
PROJECT SCOPE STATEMENT
(OUTPUT TO <DEFINE SCOPE> PROCESS)
• the description of the project and product scope, major
deliverables, assumptions, and constraints
• describes, in detail, the project’s deliverables and the work
required to create those deliverables
• provides a common understanding of the project scope among
project stakeholders.
• enables the project team to perform more detailed planning,
• guides work during execution, and provides the baseline for
evaluating

130
PROJECT CHARTER VS. PROJECT SCOPE
STATEMENT
• sometimes perceived as containing a
certain degree of redundancy, but are
different in the level of detail contained in
each.
• The project charter contains high-level
information, while the project scope
statement contains a detailed description
of the scope elements

PROJECT SCOPE STATEMENT:
ACCEPTANCE CRITERIA:
•a set of conditions that are required
to be met before final deliverables
(completed products, services, or
results) are accepted
•are the standards required to satisfy
the customer's quality expectations
EX: major function, capacity, accuracy,
availability, running costs and repair times.
132

PROJECT DELIVERABLES
•These could be any of the building
blocks of a project including
project documents, software of
physical objects.
•Physical artifacts which
describe your progress and
include your product

DELIVERABLES EXAMPLE
A schedule along with time estimates.
A prioritized list of features.
Web project:
An example of the main page so we can review look
and feel.
An archive of the old website
The final website
134

PROJECT CONSTRAINTS
• a limiting factor that affects the execution of a
project or process.
• The reason for identifying them is to highlight
possible delays to the completion of the project.
• There are 3 types of project constraints:
• Technological constraints relate to the sequence in
which individual project activities must be completed.
• Resource constraints relate to the lack of necessary
resources that may force parallel activities to be performed in sequence.
• Physical constraints may be caused by contractual
or environmental conditions.

PROJECT CONSTRAINTS
EXAMPLES:
1. contractual provisions
2. a predefined or any imposed dates or schedule
milestones
3. Budget and Resource problems
4. Professor X would like to see the web site
completed by mid-March: that is when
students start looking at graduate schools.
5. Developers might not have much time to work
on this project.
6. The project requires timely feedback from the
faculty.
136

PROJECT RISKS
• List things that could go wrong and how you will avoid them
• Don’t skip the risks.
• Example:
• The primary risk is that the project takes too long to complete and we miss the mid-March
opportunity.
• Another risk is that we complete the project too quickly and quality suffers.
• A third risk is that there are only so many resources available. By fast tracking, we can
handle some of the tasks in parallel and avoid these risks.
• The project is definitely feasible if we roll out the website in stages.
137

ASSUMPTIONS:
• Assumptions presume that what
you're planning or relying on is true,
real, or certain without proof or
demonstration.
• Also describes the potential
impact of those factors if they
prove to be false.
• For example, your project might
require someone with specific
technical skills and your assumption
is that this person will be available
when needed.

•Project exclusion: Explicitly stating what is
out of scope for the project helps to
manage stakeholders’ expectations.

SCOPE CREEP
• that these changes are relatively
small and yet will add a great
deal of value to the completed
project.
• mistakenly believe that adding
incremental improvements
during the course of the project
will create a better solution
without increasing risk or cost.
• The effect of “creeping scope” is a
major cause of cost overruns
• Scope creep can render original project
plans unachievable
• to incorporate elements
that were not included
during the initial
development of
the project scope
statement
• Scope creep is adding work
without corresponding
updates to cost, schedule
and quality
•

GOLD PLATING
• 'wouldn't it be great if…' and then go on to explain
that the effort involved would be negligible.
• (delivering extra or higher quality than was specified:
• brings with it additional risk and cost beyond what
has been agreed

SCOPE CREEP COMMONLY COMMITED BY EXTERNAL
STAKEHOLDERS
Gold plating commonly COMMITED by internal
stakeholders
=> usually has more to do with professional pride or
intellectual curiosity than purely functional factors.

• the biggest problem with scope creep is that the suggestions made to
increase the scope of the project may be very good ones. The problems
arise because accepting them implies changing something about the
project objectives; the plan, resources and all of the things that have been
so carefully matched to the original objectives are suddenly incompatible
with the new ones.
• Scope creep leads to problems in one of two ways:
• 1. The suggestion is accepted and the project is committed to do things that
were not in the plan, which inevitably leads to cost and time overruns.
• 2. The suggestion is automatically rejected and this has implications
for morale.
• A need for an effective scope management system in place;

HOW TO MANAGE CREEPING
SCOPE?
• Keep scope documents current
• Freeze design after the estimate has been
approved
• Allow only those changes that are justified by
benefit
• Use an effective change management procedure
146

148
PROJECT SCOPE CHANGE
• Any change to
product and/or
project scope must
follow a formal
process
• This process must
finish with the formal
acceptance of the
change by the
different stakeholders
A change request may be the
result of:
• An external event (Change)
• an error or omission in defining the
scope of the product
•an error in defining the scope of
the project
• a value adding change (positive
opportunity)
• a response to an identified risk

COLLABORATIVE LEARNING 5%
TO BE SENT WITH E-MAIL
(melkamtw@gmail.com)
Develop Project Scope Statement for the
project which you have already developed a
Project Charter (1 page).
149

150
WORK BREAKDOWN STRUCTURE (WBS)
•A hierarchical (from general to specific) decomposition
of the total scope of work to be carried out into
deliverables and tasks (into smaller, more manageable
components)
•The foundation for effective project planning and mgt
•Provides a structured vision of what has to be delivered

• The work breakdown structure (WBS) takes the
scope as outlined in the project scope
statement and breaks it down into more
manageable components called deliverables. It
serves as a graphical illustration of the structure of
the project and is thus useful as a communication
tool for explaining the project to key stakeholders.

<CREATE WBS> PROCESS
•What is WBS?

WBS (1)
WORK PACKAGE (WP)
• Is the work defined at the lowest level of the WBS for which
cost and duration can be estimated and managed.
• used to group the activities where work is scheduled and
estimated, monitored, and controlled.
• allows assignment of responsibilities (Work Package Manger,
WPM)
153

DECOMPOSITION (TECHNIQUE TO WBS)
a technique used for dividing and subdividing the
project scope and project deliverables into smaller, more
manageable parts
Generally involves:
• Identifying and analyzing the deliverables and related work;
• Structuring and organizing the WBS;
• Decomposing the upper WBS levels into lower-level detailed
components;
• Developing and assigning identification codes to the WBS
components

APPROACHES TO WBS
A WBS structure may be created through various
approaches. Some of the popular methods include:
1. Top-down approach,
2. the use of organization-specific guidelines,
3. the use of WBS templates
4. A bottom-up approach can be used during the
integration of subcomponents.
158

ORGANIZING WBS
1. By Phase
• Using phases of the project life cycle as the second level of
decomposition, with the product and project deliverables inserted at the
third level
2. By deliverable
• Using major deliverables as the second level of decomposition
3. By subcomponents
• Incorporating subcomponents which may be developed by organizations
outside the project team, such as contracted work.
159

160
SCOPE BASELINE (OUTPUT TO <CREATE WBS>
PROCESS)
• Is the approved version of:
1. Project scope statement
2. WBS
3. WBS dictionary
~document that provides detailed deliverable, activity, and
scheduling information about each component in the WBS. The WBS
dictionary is a document that supports the WBS
• It is a component of the project management plan
• Used as a basis for comparison while performing Validate Scope, Control
Scope, & other controlling processes

SCOPE VALIDATION
• confirms that the work being
considered matches the details in
the WBS, project scope
plan and project plan.
• This is done using reviews or audits
and user trials.
• It differs from quality control
because it is concerned with the
acceptance of the definition of the
deliverables while quality control is
concerned with whether or not the
deliverables meet their quality
requirements.

162
<PROJECT SCOPE MANAGEMENT>
AND PROJECT MANAGEMENT <PROCESS
GROUPS>

163
VIDEO
PROJECT SCOPE
MANAGEMENT
KNOWLEDGE AREASTUDENTS
MATERIALS BAHIR DARVIDEO
ESSENTIALSPROJECT SCOPE
MANAGEMENT.MP4

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