The purpose of work is to provide leaders and team members of projects, committees or task forces with advanced techniques and practical skills for initiating, planning, tracking, controlling and evaluating any kind of project and not lineside on conceptual skills on resource management.

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Kigali-Rwanda
Etienne Nzabirinda
E-mail: etienne.nzabirinda@gmail.com
ECONOMIC SCIENCES AND MANAGEMENT
PRATICAL PROJECT MANAGEMENT
AND RESOURCE MANAGEMENT
ETIENNE NZABIRINDA
2018

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The purpose of work is to provide leaders and team members of projects, committees or task
forces with advanced techniques and practical skills for initiating, planning, tracking, controlling
and evaluating any kind of project and not lineside On conceptual skills on resource
management.

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CONTENTS
A.PRATICAL PROJECT MANAGEMENT.............................................................................. 4
1.WHAT IS A PROJECT?.......................................................................................................... 4
2. COMMON PROJECT TERMS .............................................................................................. 4
3. EXAMPLES OF PROJECT TERM........................................................................................ 4
EXAMPLE: Building a deck .......................................................................................................... 4
4. PROJECT CONSTRAINTS ................................................................................................... 7
B.PRATICAL RESOURCE MANAGEMENT.......................................................................... 7
5. MEANING OF RESOURCE MANAGEMENT.................................................................... 7
6. PURPOSE OF FAMILY RESOURCE MANAGEMENT.................................................... 8
7.MANAGEMENT SYSTEMS.................................................................................................. 8
8. FAMILY AS A MANAGERIAL UNIT................................................................................. 8
9. COMPONENTS OF MANAGEMENT.................................................................................. 9
9.1.Inputs......................................................................................................................................... 9
9.2Throughputs ............................................................................................................................. 10
9.3Outputs..................................................................................................................................... 11
10. DECISION MAKING......................................................................................................... 11
11. COMMUNICATION.......................................................................................................... 12
12. QUALITIES AFFECTING MANAGEMENT ................................................................... 12

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A.PRATICAL PROJECT MANAGEMENT
1.WHAT IS A PROJECT?
A project is an activity that:
 is temporary having a start and end date
 is unique
 brings about change
 has unknown elements, which therefore create risk
 Generally projects are formed to solve a problem or take advantage of
an opportunity.
 Business as usual activities can often be mistaken for projects.
2. COMMON PROJECT TERMS
1. Deliverables: Tangible ‘things’ that the project produces
2. Milestones: Dates by which major activities are performed.
3. Tasks: Also called Actions. Activities undertaken during the project
4. Risks: Potential problems that may arise
5. Issues: Risks that have happened
6. Gantt chart: A specific type of chart showing time and tasks. Usually created by a Project
Management program like MS Project.
7. Stakeholder: Any person or group of people who may be affected by your project
3. EXAMPLES OF PROJECT TERM
EXAMPLE: Building a deck
1.Deliverables: A plan, a consent form, the deck

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2.Milestones:
3.TASK
Plan drafted Plan approved 1 Jun
15 Jun
Plan submitted Plan approved 16 Jun
19 Jun
Materials purchased Resources booked
Equipment identified
Deck constructed Deck tested
Deck quality approved
“Deck warming” completed
16 Jul
16 Jul
16 Jul
20 Jul
24 Jul
24 Jul
28 Jul
tasks Subtasks
Plan drafted Requirement gathered
Best practice researched Draft 1 prepared
Distributed to stakeholders
Plan approved Feedback gathered
Amendments made
Final plan prepared
Distributed to stakeholders
Sign-off obtained

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4.WORK-BREAKDOWN STRUCTURE(WBS)
Hierarchy of tasks required to complete project
Each task is broken into smaller tasks that can be managed and estimated
Define task dependencies
o ▪ Some tasks must begin at the same time, some must
end at the same time and some cannot start until the
other tasks have finished.
Estimate task durations and cost
May be inputted into project management software
Final WBS plan is called baseline WBS
5. RISKS:
 Plan is not approved after first round of feedback
 Resources are not available at the required time
 Plan is not given consent
 For each of the above, you should have a contingency plan, or do some activity that may
prevent it happening in the first place.

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6. ISSUES:
If any of the above actually happens, then it becomes an issue to solve.
7.GANTT CHART:
8.Stakeholder: House owner, Builder, …
A successful Project Manager must simultaneously manage the four basic elements of a
project: Resources, time, money, and most importantly, scope.
4. PROJECT CONSTRAINTS
Project scope :Have all the project requirements (i.e., deliverables) been completed?
Project cost : Is the cost of the project close to the amount the customer has agreed to pay?
Schedule :Was the project completed on time?
Customer satisfaction :Is the customer happy with the quality of the project? P
B.PRATICAL RESOURCE MANAGEMENT
5. MEANING OF RESOURCE MANAGEMENT
In organizational studies, resource management is the efficient and effective development of an
organization's resources when they are needed. Such resources may include the

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financial resources, inventory, human skills, production resources, or information technology
(IT) and natural resources.
Resources are anything that help to achieve goals or it is a tool or talent is used to achieve these
goals.
Examples include:
Time
Skills
People
Money
Technology
Equipment Family Resource Management is the running of the family using resources
6. PURPOSE OF FAMILY RESOURCE MANAGEMENT
The purpose of Family Resource Management is:
 To use available resources efficiently in order to achieve goals
 To improve the quality of family life
To enable family members to achieve their full potential
7.MANAGEMENT SYSTEMS
Types of Management
Open system: Family uses external systems to achieve goals e.g. education system, health
system
Closed system: All activities occur within the family. They do not use Systemsother systems to
achieve goals e.g. Amish Community is self sufficient
Overall system: This looks at all tasks and available resources
8. FAMILY AS A MANAGERIAL UNIT
The successful organization of the family depends on the use of good management skills.
Such skills include:
 Planning
 Organizing
 Decision making
 Controlling
 Motivating
 Communicating

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9. COMPONENTS OF MANAGEMENT
There are three components of management:
 Inputs
 Throughputs
 Outputs
9.1.Inputs
Inputs are defined as anything brought into the management system. Inputs are made up of:
A: Demands
B: Resources
Demands include:
Needs :Examples: Physical needs- Food, clothes and shelter Emotional and Social needs-
Love and security
Wants :Examples: Designer clothes, expensive car, foreign holiday
Goals: Examples:
Short term goal: Pass class test
Medium term goal: Achieve good Leaving diploma
Long term goal :Good job
Values: Examples: Honesty, being vegetarian, buying Irish only products
Resources are:
Human Resources :Time, knowledge and skills
Material Resources: Material Books and Equipment
Economic Resources: Money, gold
Environmental Resources:
Physical Earth, air, temperature, renewable and non-renewable sources of energy Social
Institutions, political or economic

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9.2Throughputs
Throughputs consist of three processes:
1: Planning 2: Organizing 3: Implementing
Planning Organizing Implementing
Create plan
Identify resources
Consider
alternatives
Allocating tasks
Allocating
resources: - Task
centred
- Person centred
Put plan into action
Take control
Adjustment may be
necessary

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9.3Outputs
To access the end result of inputs and throughputs, it is important to ask:
 Have the goals been reached?
 Have the values changed?
 Have the needs been met?
 Were the wants fulfilled?
 Were all resources used?
Evaluation of the plan is useful for planning new tasks or setting new goals
e.g. consider what went well, what did not go well and how this would impact
on future planning.
10. DECISION MAKING
Definition: The process of examining two or more alternatives and making a choice between
them.
Decision making involves:
a) Defining the situation e.g. identifying the goal
b)Gathering information
c) Considering the possible solution
d)Deciding on a solution
e) Drawing up a plan of action including a list of resources
f) Implementing the decision
g)Evaluating the decision

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11. COMMUNICATION
Communication is the process of exchanging information between people.
• It may be verbal or non-verbal
• Effective communication occurs when the person receiving the information
interprets it in the way that the sender intended
Effective communication:
• Is a two way process
• Involves sharing of ideas
• Helps achieve goals
• Is necessary in conflict resolution
12. QUALITIES AFFECTING MANAGEMENT
• Composition of family
Number of people in the family, presence of persons with special needs, one parent or
two parent family
• Stages in life cycle
• Priorities are different for a family with or without children. As children get older, they
become part of the decision making process
• Employment patterns
Number of family members working, whether employment is inside or outside the
home, type of employment, hours of employment
• Socio-Economic status
People from different socio economic backgrounds have different needs. Lower socio
economic backgrounds place emphasis on needs whilst people from higher socio
economic backgrounds place emphasis on luxuries
• Culture

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The culture of a country can affect management of family e.g. dress code, food eaten,
religious practices
• Management of Dual Roles
This refers to where both parties work outside the home and extra planning is required.
Single parent families, extra demand being earner and parent
• Gender Roles
Roles or behaviour expected by men and women. More equal partnership and shared roles
nowadays
• Values and Standards
Affect management as they determine decision taken. When circumstances change in a
family so too can values e.g. illness of a family member
READING
Scott Berkun:Making Things Happen: Mastering Project Management
Peter Taylor:The Lazy Project Manager: How to Be Twice As Productive and Still Leave the
Office Early