The document discusses key aspects of project planning and management including defining the project scope, objectives, and audience. It covers developing a work breakdown structure (WBS) to plan all necessary work and deliverables in a logical framework, and identifying potential risks from unknown information. Effective project management requires clarifying expectations, involving relevant stakeholders, and creating detailed plans to guide the project from start to completion.

1. PA R T 1
U N D E R S TA N D I N G
E X P E C TAT I O N S
( T H E W H O , W H AT, A N D
W H Y O F Y O U R P R O J E C T )
PA M E L A B E R M E O
I N T E R A C T I V E A C T I V I T Y 1

2. 1. PROJECT MANAGEMENT: THE KEY
TO ACHIEVING RESULTS
What is a project
A project is a temporary
undertaking performed to
produce a product, service or
result
What are their components?
• Specific scope: desired results
or products
• Schedule: established starting
and ended dates
• Required resources: amount of
people and budget
Each component affect the other

3. What are the basis of a project?
• A project exist to produce a
result
• Project’s end date constitutes
a successful performance
• Availability of resources
What are the stages of a project?
• Starting the project: generating,
evaluating, and framing needs to
prepare a detailed project plan.
• Organizing and preparing: develop
a plan that specifies the desired
results.
• Carrying out the work: establish the
team, performing the planned work
and monitoring it.
• Closing the project: assessing the
results, obtaining customer approval
and concluding a post-project
evaluation.

4. What is project management?
It is the process of guiding a project
from its beginning through its
performance to its closure.
Processes of project management
• Initiating process:
• Business needs
• Expectations and budget
• Identify audiences
• Planning process:
• Resources and risks
• Approach to project communication
• Quality and management
• Executing processes:
• Managing the project team and
projects audiences
• Monitoring and controlling processes:
• Implementing actions to help to
ensure the project
• Closing processes:
• ending all the project

5. Project manager role:
He must be involved in
the project plans, clarify
expectations, propose
and the most important, be
proactive
How to be an effective project manager:
• Make decisions for the good of the
project
• Encourage other people to produce
quality work
• Minimize unexpected problems and
situations
• Ensure that every team member
understand project ideas
• Self reliance and self motivation

6. 2. CLARIFYING WHAT YOU’RE TRYING TO
ACCOMPLISH — AND WHY
Define the project with a scope
statement
A Scope Statement is a written
confirmation of the results the
project will produce.
Scope Statement includes the following
information:
• Justification: how and why the project came to
be, and why it will be affect others activities.
• Objectives: products, services or results the
project will produce
• Product scope description: features and
functions of the products or services of the
project
• Product acceptance criteria: process for
accepting completed products or results
• Constraints: restriction that limits the projects,
and how to achieve them
• Assumptions: how address with uncertain
information

7. How to determine the justification of the project
• Identify the initiator, who had the original idea to led the project
• Recognize other people benefit from the project
• Distinguish the project champion or the person who has a high position
supports the project
• Determine project drivers expectations and needs
• Confirm that the project can addressee people needs
• Emphasize the importance of the project to the organization
Justification

8. Objectives
Elements of the objectives
• Statement: narrative description of
the project achievement
• Measures: indicators to assess the
achievement
• Performance specifications: values of
each measure that define success
How to create clear and specific objectives
• Be brief when describing each objective
• Do not use technical jargon or acronyms
• Make the objectives specific. Measurable,
aggressive, realistic and time sensitive
• Make the objectives controllable
Constraints
Types of constraints:
• Results: the product and effect of
the project
• Time frames
• Resources: type, amount and
availability to perform the project
• Activity performance: strategies for
performing different tasks
How to avoid constraints:
• Consult the audience and check with
supporters about limitations
• Review relevant written material as plans
and annual budgets
• Resolve conflicting opinions

9. 3. KNOWING YOUR PROJECT’S AUDIENCE:
INVOLVING THE RIGHT PEOPLE
Project audience
A project audience is any person or
group that supports, is affected by, or
is interested in your project.
Starting an audience list
• Use specific categories
• Internal: manager, team
members
• External: clients, collaborations,
vendors, society
Audience list template
An audience list template is a predesigned
audience list that contains typical categories
and audiences for a particular type of project.
• Develop templates for frequently
performed tasks and for entire
projects
• Focus on position descriptions rather
than the names of prior audiences.
• Encourage your team to brainstorm
possible audiences before you show
them an existing audience list
template.

10. Drivers, supporters and observes in the
audience
• Drivers: People who have some say in
defining the results of the project
• Supporters: people who help to
perform the project
• Observers: people who are interested
the activities and results of the project
Methods to keep the audience
involved
• One-on-one meetings
• Group meetings
• Informal written correspondence
• Information sharing vehicles
Maximize audience involvement and
contributions
• Involve audiences early in the
project planning
• Check legality of involving a
specific audience
• Develop a plan to them in order to
meet their needs and interests
• Understand each audience
interests

11. 4. DEVELOPING YOUR GAME PLAN:
GETTING FROM HERE TO THERE
Develop a logical framework to define all work that’s
necessary to complete the project.
Thinking in detail and recognize all resources and
time to complete the project
Work in a Work Breakdown Structure (WBS), a deliverable oriented,
hierarchical decomposition of the work required to achieve a project’s
objectives and produce the required project products.

12. How to start a WBS
• Determine the major deliverables or products to be produced
• Divide each of these major deliverables into its component deliverables in
the same manner
• Divide each of these work pieces into its component parts.
• Determine in details what needs are really necessary
• Make assumptions to clarify planned work

13. WBS special situations
• Representing conditionally repeating
work:
• Define an approved report and
assign it a duration
• Needed revisions of the WBS report
• Sometimes it is not necessary to break
pieces of work, but it is useful to verify
the fulfillment of time and resources
estimates
• Planning a long-term project may limit
the plans and gather irrelevant
information
Approaches to develop the WBS
• Top-down approach: Start at the top
level in the hierarchy and
systematically break WBS elements
into their component parts.
• Brainstorming approach: Generate all
possible work and deliverables for
the project and then group them
into categories.

14. WBS formats
The organization-chart
format:
Effectively portrays an
overview
of your project and the
hierarchical
relationships of different
categories
The indented-outline
format:
This format allows to
read and understand a
complex WBS with
many components.
The bubble-chart format:
Effective for supporting
brainstorming to develop
your WBS for both small
and large projects.

15. Improve the quality of the WBS:
• Involve the people who will be doing the work
• Review and include information from WBSs from similar projects
• Keep your WBS current
• Make assumptions regarding uncertain activities
WBS risks
WBS helps to identify unknowns that
may cause problems when you
attempt to perform that work.
Unknown information categories
• Information you know you need
that someone else has but you
don’t.
• Information you know you need
that neither you nor anyone else
has because it doesn’t yet exist.
Solutions
• Buying insurance to minimize
damage that occurs if
something doesn’t turn out
the way you expected
• Developing contingency
plans to follow if something
doesn’t turn out the way you
expected
• Trying to influence what the
information eventually turns
out to be