This document discusses project management. It begins by defining a project and what project management entails. It then outlines the key phases of project management - defining/initiating, planning, implementing, and completing. Within each phase, it describes important components like developing objectives, timelines, budgets, risk assessment, resource management, and reporting. It emphasizes the importance of clear communication and establishing roles. It concludes by listing some common reasons why projects fail, such as lack of communication, planning, and clarity around objectives and roles.

1. Project Management
Dr Huda Hassan Mohamed Hassan
5th January 2009
Khartoum, Sudan

2. Learning Objectives
• Will understand the basic principles of
project management
• Understand the project management phases

3. • Project management tools
• Organization and project management
environment
• Skills for project manager

4. A Project
A project is a human activity that achieves a
clear objective against a time scale. It has a
clear beginning and end.

5. What is Project Management?
‘Project Management is a process by which
projects are defines, planned, monitored,
controlled and delivered such that agreed
benefits are realised

6. Characteristics of a Project
Usually a project involves:
1. Clear objectives (quality/time/cost)
2. A fixed time scale
3. A team of people
4. Change
5. Resource expenditure
6. No practice or rehearsal
7. Four phases

7. Why it is important
• Clear and transparent of all the projects within the
organisation
• Ensure all projects support and achieve the
organisations objectives and strategy
• Establish a clear sense of direction
• Capacity planning ensure appropriate skills and
resources are available at the right place and time
• Control of expenditure

8. Project Environment
• Political
• Economic
• Organisational
• Regulatory
• Technological
• Ecological
These shape the issues that the Project
Management has to deal with
It may assist or restrict the attainment of the
project objectives

9. The Art of Japanese Management
• Seven S framework known as McKinsey 7S
1. Structure
2. System
3. Style
4. Staff
5. Skills
6. Strategy
7. Super ordinate goals

10. The triangle of balance
The scope
Time/Function/Cost

11. Five dimensions of a project
• Scope
• Quality
• Time
• Cost
• Risk

12. How do projects start
• Idea
• Mandatory
• Organisational needs
• Discretionary
• Opportunity

13. Starting the project
• Key roles within a project:
- Sponsor
- Users
- Steering group
- Project manager

14. The four phases to be managed
• Defining / initiating
• Planning
• Implementing
• Completing

15. Defining / Initiating
• Determine objective(s) and agree with
Project Sponsor / Project Board (WHAT)
• Select strategy (HOW)
• Feasibility study – is one necessary to test
project objectives? (WHY)

16. Initiation phase
• Starting a project
• There must be a basic business
requirements that triggers the project
• Identify roles and responsibilities and key
roles that can be filled
• Preliminary information available
• An initiation stage plan must be submitted
for approval before planning

17. • Project mandate
• Approval Project Board
• Project Sponsor
• Project initiation plan

18. How do managers achieve that
• Vision
• Analyse tasks
• Allocate work
• Measure performance
• Develop people

19. Vision
• Starting point of the entire set of objectives
• It provide the framework within which the
strategies are drawn
• It can help develop a sense of purpose and
direction for the whole organisation
• They need to be clear and communicated to
the whole organisation workforce

20. Objectives SMART
• S specific
• M measurable
• A achievable
• R realistic
• T timely

21. Business case
• The business case provide justification for
undertaking a project, in terms of evaluating
the benefit, cost and risk of alternative
options and the rationale for the preferred
solution. Its purpose is to obtain
management commitment and approval for
investment in the project. The business case
owned by the sponsor.

22. Managing People
• Project Sponsor
• Project manager
• Stakeholders
• Team
• Individuals

23. Stakeholders
‘The organisation or people who have an
interest or role in the project or are impact
by the project’

24. Stakeholder Analysis
‘The identification of stakeholder groups,
their interest levels and ability to influence
the project or programme’
Who are they?
What are their interest?
Is my solution going to satisfy them?
How am I going to manage their expectation?

25. Project sponsor
‘The individual or body for whom the
project is undertaken and who is the
primary risk taker. The sponsor owns the
business case and is ultimately for the
project and the delivering the benefits’

26. Risk Management

27. Risk event
• An uncertain events or set of circumstances
that should occur would have an effect on
the achievement of one or more of the
project objectives

28. Risk Assessment
•Identify the risk
what could go wrong
how could it happen
what could be the effect
•how do you decide what is a risk?
• Who do you ask for opinions?

29. Risk assessment
• Identify the risks by category
• Probability of occurrence low=1 high=4
• Impact 1 – 4
• Draw a risk quadrant
• Risk exposure= probability x impact

31. Risk control
• Risk mitigation
• Measure and control
• Reduce the probability of the risk occurring
• Transfer the responsibility
• Risk register a formal record

32. Risk Register
• Risks Identified
• Risk Score (Likelihood x Consequence)
• Controls in Place
• Action to be Taken
• Person Responsible for Managing Plan
• Corporate Action Needed Y/N

33. Resource management
‘A process that identifies and assigns
resources to activities so that the project is
undertaken using appropriate levels of
resources and within an acceptable
duration’

34. • Project Cost Management
• - cost estimating
• - cost budgeting
• - cost control

35. Resource Allocation
• Draw a resource requirement chart from the
Gantt Chart
• Adjust the timings of non-critical activities
to smooth the resource requirement
• People and money

36. Quality management
The discipline that is applied to ensure that
both the output of the project and the
purposes by which the outputs are delivered
met the required needs of the stakeholders’.

37. Project communication
• Meeting
• Presentation
• Telephone
• Conferencing
• Written
• E-mail

38. Reporting
• Progress reporting:
- who to report to
- What frequency
- What information is to be provided

39. Managing time
• Most people have no idea where it goes
• You can’t make more of it.

40. Time management
• Have goals
– Long term
– Short term
• Record what you have done
– And how long it took
• Review where the time went
– Make the biggest changes that you can
– Even if they are very small.

41. Time categorisation
Important / Urgent Important / not urgent
Urgent / not important Not important / not
urgent

42. Project Management Tools

43. Tools / Techniques
• Calendar
• White Board
• Gantt Charts (simple, top-line)
• Software packages e.g.
– Microsoft Project
• Methodologies
– PRINCE (project management in a control
environment)

44. Assignment chart
• This will include:
- Date, name of project, project sponsor, project
manager
- Person responsible for each task
- Planned finish date for each task
- Each task to be listed individually
- The actual finish date
- Review comments and signatures of sponsor and
manager

45. Assignment charts
Project……… Person responsible………….. Approved by………
code Start dates Finish date Task List
Notes
Planned start day
Planned finish date

46. Gantt Chart
Task 1st 2nd 3rd 4th 5th
1
2
3
4
5

47. Force Field Analysis
Current State Desired State
Drivers of Change Barriers to change

48. Force field analysis
Problem and needs statement
Present situation Desired situation
Resisting force Driving forces
Action to reduce Action to increase
Resources Action plan

49. SWOT analysis
• Strengths
• Weakness
• Opportunity
• Threat

50. Critical path schedules
Event activity event

51. Critical path schedule
0 1
2
3

52. Planning
• Develop outline plan
– Brainstorm
– List assumptions
– Analyse risks
– How will you manage people, resources, risk,time
• Develop detailed Business plan
• Develop resource and budget requirements
• Agree plan and budget with sponsor

53. Project Planning (1)
• Check: are your objectives/deliverables clearly defined and
agreed?
• Break down project into timed stages and functional
‘zones’
• Break down tasks/activities within each zone
• Does each task contribute to the objectives? If not
eliminate it
• Understand the logical sequence of each task
• Estimate the time for each task based upon:
– Previous experience (yours and others)
– Trial
– Educated guess (if all else fails)

54. Project Planning (2)
• Draw up a logic diagram (network chart) if logic
is complicated
• Work out the Critical Path (the activities for which
there is no leeway or ‘float’)
• Draw up a timed bar chart (Gantt Chart)
• Agree and note milestones
• Consider resource implications – draw a Resource
Requirement Chart from the Gantt Chart
• Adjust activities with float to make best use of
resources (‘smoothing’)

55. Project Planning (3)
• Cost the plan
• Agree plan and budget with project sponsor
/ project board
• Re-iterate as required by changes
• Use the plan, it is the means not the end…

56. Monitoring and Control
• Establish
– Checkpoints/milestones
– End stage assessments
• Devise a formal reporting procedure
• Where actual progress is drifting away from plan
devise a recovery programme
– By running more tasks in parallel
– By increasing resources to the CRITICAL tasks and
‘crashing’ them

57. Implementing
• Gain agreement, commitment, involvement
• Check understanding
• Implement – GET SOME ACTION!
• Monitor performance
• Take corrective action
• Revise the plan

58. Completing
• Hand over the ‘deliverables’
• ‘Sign off’
• Complete administrative details
• Review performance

59. Closure
‘The formal end point of a project, either
because it has been completed or because it
has been terminated early’

60. Project reports
• Project Initiation plan
• Project Business Case
• Risk register
• Project Plan

61. Main outlines of these reports
• Objectives of the totality of the the work that is
about to be undertaken
• Identify major outcomes
• Identify major activities to deliver the product
• Assessing the major risks of the projects and
putting in place the counter measures
• Identify resources needed
• Identify time-scale

62. Competences for project
management
• Leadership and Management
• Building alliances and network – relationships and
influencing
• Managing change for health improvement
• Formulating strategy to address population needs
• Communication – User and public involvement
• Management of information and resources
• Understanding organisations: development,
structure, function and culture
• Reality and Perception

63. Skills for project manager
• Leadership
• Power
• Communication skills
• Team building
• Conflict resolution
• Motivation

64. The craft of leadership involves
• Knowing yourself
• Understanding people
• Understanding organisations
• Knowing what needs to be done
• Communicating effectively.

65. Reasons for Project Failure
• Lack of communication
• Insufficient resources
• Insufficient attention to Business case and quality
• Insufficient definition of outcomes leading to
confusion over what is expected to achieve
• Clarity of roles
• Poor estimation of time and cost
• Inadequate planning

66. Thanks