This presentation was delivered to the Nigerian Institution of Mechanical Engineers - National Students Forum as part of a technical presentation series. It introduces project management concepts and methodologies.

1. NIMechE National Students’ Forum
T e c h n i c a l P r e s e n t a t i o n S e r i e s
Overview of
Project Management
Jonah Ibiamagabara
www.jilomes.com | @jilomes
D e c e m b e r 2 0 1 8

2. Overview of
Project Management
Presenter’s Bio | Jonah Ibiamagabara
2
BSc Mechanical Engineering – Obafemi Awolowo University, Nigeria
MSc Renewable Energy Engineering – Cranfield University, UK
PRINCE2 Practitioner Certification in Project Management
NEBOSH National General Certificate in Occupational Health and Safety
Engineer turned Management Consultant | Writer |Training Facilitator
Project Associate at Vesta Healthcare Partners
Editor-in-chief, NIMechE Obafemi Awolowo University Chapter, 2013-2014
Editor, NIMechE NSF The Young Student Mechanical Engineer, 2015 Edition

3. Overview of
Project Management
What is a Project?
3
Have you ever been involved in a project?
A project is a temporary organisation that is created for the purpose of delivering one or more business
products according to an agreed business case – PRINCE2 Definition
A temporary endeavour undertaken to create a unique product, service or result – PMI Definition
Definition
• Temporary: Defined start and end. Length depends on the project (1 day, 1 month, 10 years, XX time)
• Unique: Different from any other project. Difference in resources, cost, time, risks, stakeholders, etc.
• Uncertain: Risk of failure. Nothing like SureBet®
• Cross-functional: Requires skillset from different areas. E.g. (Team: architect, mechanical engineer, accountant)
• Change: Produces something new (product, service, process)
Attributes
• Marketing campaign to launch a new product
• Construction of a new road
• Planning a wedding
• Producing a new software
Examples

4. Overview of
Project Management
What is Project Management?
4
Simplifying the popular term
Project management is the planning, delegating, monitoring and control of all aspects of the project, and
the motivation of those involved, to achieve the project objectives within the expected performance
targets for time, cost, quality, scope, benefits and risks – PRINCE2 Definition
Project management is the application of knowledge, skills, tools, and techniques to project activities to
meet the project requirements – PMI Definition
Definition
• Organising people, resources and activities
• Leadership in making decisions
• Deploying a structured approach to managing chaos
• Communicating properly
• Understanding cultural and political nuances
• Negotiating and managing conflicts that may arise
• Documenting appropriately
Expectations
Image Source: https://facilethings.com/blog/en/habits

5. Overview of
Project Management
Comparing Project Management Methodologies
5
Different routes facing one end goal
• Traditional methodologies
• One-off tasks
• Generally inflexible (some have agile versions)
• Suited to projects with very little changes after
kickoff e.g. dam construction
• Examples: PRINCE2, PMP
Waterfall
• More recent methodologies
• Iterative tasks
• Flexible
• Suited to projects where many changes are
anticipated e.g. software development
• Examples: Scrum, Kanban
Agile
Discover Plan Execute Review Discover Plan Execute Review Discover Plan Execute Review Discover Plan Execute Review Discover Plan Execute Review
Iteration 1 Iteration 2 Iteration 3 Iteration n
vs

6. Overview of
Project Management
Stakeholder Management
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Knowing who you need to know
A stakeholder is any person or organisation who can affect a project OR can be affected by a project
Identification
Keep Satisfied (e.g. personal
assistant to the sponsor)
Manage Closely (e.g.
sponsor)
Monitor (e.g.
uninterested neighbours)
Keep Informed (e.g. road
users for road project)
Stakeholders
Influence
Power
Low High
LowHigh
• Project sponsor, competitor, government, hoodlums
(“omo nile”)
Examples
• Identify: Who are the stakeholders?
• Rank: Profile them using the power/influence grid
• Strategize: How would you relate with them?
• Plan: When would you engage with them?
• Engage: Execute your plan
• Measure: Check engagement effectiveness and review
Engagement

7. Overview of
Project Management
Project Planning
7
Making sure we know what we need to do AND how to do it
• Identifying the expected product(s), timescales and resource requirements
• Breaking a project into manageable chunks (stages or phases)
• Setting baselines for monitoring performance targets (time, cost, scope, quality, risks, benefits)
• Highlighting how and when to execute tasks and who is responsible for each task
Relevance
•What are the products?
•Products should be
described properly
Define
•Activities (what to do)
•Dependencies (what
comes first)
Identify •Required resources (e.g.
time, cost)
•Choose an appropriate
estimation method
Estimate
•Use dependencies and
estimates to schedule
activities
Schedule •Create a document for
reference
•Required documentation
tools dependent on
project characteristics
Document
Monitor for risks all through the planning process
• Paper and writing
materials
• Word processing software
• Spreadsheet software like
MS Excel
• Project-focused software
like MS Project or
Primavera
Supporting Tools

8. Overview of
Project Management
Risk Management
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Staying prepared for what might go wrong
• All projects are by nature uncertain of success
• Risk management ensures we are not caught unawares by threats or opportunities
Relevance
• What can go wrong?
• What can be
beneficial to the
project if it were to
occur?
Identify
• Probability (Odds)
• Impact (Effect)
• Proximity (How
close?)
Assess • What would be done
if a particular risk
were to occur?
• Who would do it?
Plan
• Execute the plan if
the risk occurs
Implement
Communicate with relevant stakeholders all through the risk management process
• Threats: Avoid, Reduce
(mitigate probability or
impact), Transfer (e.g.
insurance), Fall back
(“Plan B”), Accept (“if it
happens, it happens”),
Share (split risk and any
rewards with a third party)
• Opportunities: Share,
Exploit (grab it), Enhance
(actively improve
probability or impact),
Reject (not interested)
Plan Options

9. Overview of
Project Management
Handling Change
9
What if something unforeseen occurs or a client changes their mind?
• There needs to be an agreed procedure for dealing with issues (not risks!) that may arise during a project
• An issue is anything that can have an effect on a project whether positive or negative AND was not foreseen
• Procedure should be agreed before project execution begins to avoid unnecessary holdups
Relevance
• Change requests: E.g. a
stakeholder wants
something changed in the
project
• Off-specification: E.g. A
wall was painted white
instead of blue
• Problem or concern: E.g.
a helicopter crashes into a
crane at a building site
Issue Types
• What is
the
issue?
Capture
•What is the
impact on
the project?
Examine
•What options
are available?
•Which option is
recommended?
Propose
•Who can choose a
response option?
•Escalate to a higher
authority if beyond
your tolerance
•Approve or Reject
Decide
•Carry out the
approved option
to manage the
issue
Implement

10. Overview of
Project Management
Wrap Up
10
What have we learned so far?
• Projects range from small tasks to complex multibillion-dollar activities
• The goal of project management is to raise the prospects of a project achieving its objectives
• Projects have stakeholders—treat them appropriately
• Projects have risks—plan for them
• Issues arise during projects—be prepared
• Without a project plan, you would most likely fail to deliver the project
• Above all, a project manager must be able to communicate properly with stakeholders
Summary
Thank You