This document defines key project management terms and concepts. It discusses the roles of a project manager and different types of project managers. The document also outlines the project life cycle phases including initiation, planning, execution, control, and close-out. It defines important project documents like the project charter and change control board. Finally, it discusses the knowledge areas of project management including integration management, scope management, scheduling, cost, quality, and risk management.

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Basic Definitions
Authority: Right of an individual to make necessary decisions required to achieve his objectives or responsibility.
Power: Granted to an individual by the subordinates and peers over time and is a measure of their respect for the
individual. Builds credibility and respect in the profession.
Accountability: Acceptance of success or failure.
Responsibility: Assignment for completion of specific event or activity
Project: A temporary endeavour undertaken to create a unique product or service
Project Management: The application of knowledge, skills, tools and techniques to project activities in order to meet
or exceed stakeholder needs and expectations
Program: A group of interrelated projects managed in a coordinated way to obtain benefits not available from managing
them individually
Project Portfolio: The project portfolio is the set of projects which an organization is undertaking. Projects usually
differ in their type, complexity, cost, time requirement, risk level, priority, etc.
Project Stakeholders are individuals directly involved in project deliverables or Part of the project organization
responsible for the project or Individuals that are positively or negatively affected by the project
Project Stakeholders include Project Manager, Project Team Members, Donors, Government Agencies, Media
Academia, Performing organization, Beneficiaries, End Users and many others
Sponsor: Upper level management that provides guidance and controls effective use of customer’s money on the project
Performing Organization: Enterprise whose employees are most directly involved in doing the work of the project.
Major Types of Stakeholder Communication are;
Upward Communication: There is a need for concise and precise information to ensure informed and knowledgeable
project sponsor.
Lateral Communication – Communication with customers and peer managers should be on need to know basis in a
cordial environment to ensure their support whenever needed for project progress.
Downward Communication – Detailed project information with task oriented goals along with emphasis on timely
execution should be provided and demanded from individual team members of the project. It is important for the project
manager to explain the individual team member’s role in the ultimate success of the project and the program. This
ensures accountability of everyone involved in the successful delivery of the project.
Project Manager Skills: Communication, Organizational, Team building, Leadership, Coping, Technological
Types of Project Managers: Accidental Project Manager, Good Project Manager, and Proactive Project Manager
The second type of project manager understands that successful project management requires you to manage issues,
scope, communication, risk, etc.
the third type, is someone who has made the mental transition to apply his or her discipline on a proactive and ongoing
basis.
Good PM vs Proactive PM
• A good project manager completes the initial Project Definition (charter) because it's required by the
organization.
• A proactive project manager understands that the project must be defined ahead of time, and if it isn't, the team
won't have a clear picture of the work that must be done.
• A good project manager creates a monthly status report for sponsors and managers.
• A proactive project manager completes this same status report, but also understands that a status report is the
minimum requirement for communicating.
• A proactive project manager manages communication in the context of an overall Communications Plan. This
allows the project manager to proactively determine and fulfill the various communication needs of the project
stakeholders.
• A good project manager identifies risk at the beginning of the project.
• A proactive project manager identifies risk at the beginning of the project and then manages and monitors risk
throughout the project.
• A good project manager figures out how to resolve issues as they occur.
• A proactive project manager has an issues management process in place to deal proactively with all major
problems when they occur.
• A good project manager builds a quality solution because of pride and knowing it is the right thing to do.
• A proactive project manager determines the client's expectations for quality and puts a plan in place to meet
that level of quality.

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• The merely "good" project manager understands the basic responsibilities of a project manager.
• The very good, proactive project manager has internalized these project management responsibilities and makes
them a normal part of the project work.
• Proactive project managers don't perform these duties just because they're required. They perform the
responsibilities because they understand that these project management processes give them a much better
chance for success.
Objective should be: Specific, Measurable, Attainable, Realistic, Time bound
Project Based Organization: Organizations that drive their revenue primarily from performing projects or
Organization that have adopted management by projects
Non Project Organization: Often lack Mgmt system designed to support project needs effectively and efficiently
Project Organization Structure
» Functional: An organization structure in which staff are grouped hierarchically by function and may be assigned to
projects in a team.
» Matrixed: Project Manager shares responsibility with functional manager to assign priorities and direct work of
assigned human resources; a blend of functional and projectized organization.
» Projectized Project manager maintains complete authority over the entire project resources. Manages and leads the
team till project closure.
Representative Project Life Cycle (typical)
Initiation/Concept/Feasibility, Planning/Development, Execution/Implementation, Control/Monitoring, Close-
out/Termination/Finish
Change Control Board (CCB) is a committee that makes decisions regarding whether proposed changes to a project
should be implemented. The CCB can range from the project manager and the project sponsor meeting on a regular
basis to review requests, formally or informally, to a committee of representatives from a variety of disciplines
throughout the organization.
The triple constraint is the combination of the three most significant restrictions on any project: scope, schedule and
cost. The triple constraint is sometimes referred to as the project management triangle or the iron triangle.
The Project Management Life Cycle has four phases: Initiation, Planning, Execution and Closure. Each project life
cycle phase is described below, along with the tasks needed to complete it. You can click the links provided, to view
more detailed information on the project management life cycle.
Charter is document that formally authorizes the existence of a project. (PMI). Provides the project manager with the
authority to apply organizational resources to project activities issued by the Project Sponsor or a senior official outside
the level of project organization
Gantt chart
is a chart in which a series of horizontal lines shows the amount of work done or production completed in certain periods
of time in relation to the amount planned for those periods.
Change Management (CM)
refers to any approach to transitioning individuals, teams, and organizations using methods intended to re-direct the use
of resources, business process, budget allocations, or other modes of operation that significantly reshape a company or
organization.
Risk Mitigation
is defined as taking steps to reduce adverse effects. There are four types of risk mitigation strategies that hold unique to
Business Continuity and Disaster Recovery. It's important to develop a strategy that closely relates to and matches your
company's profile.

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Project Management Knowledge Areas:
Integration Management, Scope Management, Time Management, Cost Management, Quality Management, Human
Resource Management, Communications Management, Risk Management, Procurement & Stakeholder Management
Initiation Phase
Process of formally authorizing and recognizing that a new project exists or that an existing project should continue
into its next phase
• The required end product from the project is described at hi-level.
• The company makes the decision of whether to go ahead with project.
• All or any historical data pertaining to type of project is reviewed.
• Expert judgment of staff or SMEs are procured.
• Results in;
– A project charter.
– Assignment of a project manager
– Identification of project sponsors to support and review/approve the activities of the project.
Managing the Project Involves......
 Estimating the scope and work that needs to be performed.
 Developing mechanisms to acquire identified products
 Develop a project plan
 Getting commitments to the plan
 Working with suppliers to acquire identified products
 Monitoring progress against the plan
 Identifying and analyzing risks
 Taking actions to appropriately mitigate risks and issues
 Taking actions to address significant deviations from the plan
Initial Responsibilities of Project Manager to initiate the project
• Plan the project’s
– Technical activities
– Project management activities
• Initiate project kickoff meeting
• Manage triple constraints to sponsor satisfaction
– Requirements, Schedule and Cost
• Organize the project, including
– Forming the project team
– Setting up systems to document the project
– Setting up project plans and processes for controlling
– Confirming the project charter
Project Organization Survival
» Project Charter should be issued by the project sponsor. It gives the Project Manager authority to apply
resources to the project activities.
» Conflict Management - Understand how to effectively manage conflict in project environment.
» Scope – Explain clear scope of project with all team members
» Team – Plan and actively develop team through entire project.
» Risk – Reduce and manage risk continually
» Politics – Develop political awareness
» Know the stakeholders
» Know your strength and weakness
» Know who has influence to help your project
» Plan globally, think and act locally
Overview of Project Initiation
 Awareness of the need for change (situation, context) and
recognition by stakeholders that only a project can bring about the desired change
 Consideration of project options
 Collection of basic information to perform a preliminary project feasibility assessment and determine possible
project costs and outcomes (positive and negative)

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 Preparation of a formal project proposal for consideration by the project sponsors
 Undertake a detailed project feasibility study if required
 Decide whether project should be pursued, put on-hold for a future time or rejected
 Make contracts with key stakeholders, issue project charter and assign resources for the project
 Move the project into the (detailed) planning phase
Stakeholder Identification
Project Stakeholders are Individuals directly involved in project deliverables or Part of the project organization
responsible for the project or Individuals that are positively or negatively affected by the project
Project Stakeholders include; Project Manager, Project Team Members, Customer, Performing organization, Sponsor,
End Users ……
Effective Team Management
• When managing team, ensure;
– Effective communication
– Defined ways to manage conflicts
– Adherence to Project management principles
– International and country legal requirements
– Labor laws – federal, provincial
– Cultures and customs
– Politics – internal, external, customer, project sponsors
– Periodic face to face meetings
– Communicate and use Lessons learned
Project Manager Role
• Key General Management Skills
– Encompasses planning, organizing, executing and controlling operations of an ongoing enterprise
– Provide foundation for building project management skills
– Required general management skills for a PM
• Leading
• communicating
• Negotiating
• Problem solving
• Influencing the organization
The Functions of Project Management
Operational Team Ground Rules
– Rules of engagement
• Meeting protocols
• Decision making
– Administrative procedures
• Communication management
• Document control
• Escalation procedure
• Work hours (including overtime)
– Define for effective team operations
– Project team performance objectives
• Expectations for success of project
– Expectations of team members
• Periodic status reports with worked on activities

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• Timeliness and commitment
• Respect for others
• Effective and timely escalation of issues
A project proposal
is written, to make an offer and to try to convince a supervisor or a future customer to accept it. In a project proposal
you state that, in exchange for time and/or money, you will give them something that they want (an analysis of a
procedure, for example), make something they desire (a prototype of a new product), or do something they wish to have
done (redesign an existing structure).
Core Content
Title Page, Cover letter, Summary, Description of the organization, Statement of problem and / or need/ Justification,
Project objectives/Goals, Outline of proposed activities/ Methods, The amount requested/Budget, Duration,
Outcomes/Outputs, Evaluation Plan
Refer to lecture 13 for further description
Statement of Work (SOW):
A description of products and services to be supplied to the customer(s) by the project team or the project delivery
organization. Narrative description of products or services to be supplied under contract
Project Planning
The purpose of Project Planning is to; establish and maintain plans that define project activities. Majority of Project
Manager’s time is spent to effectively plan the project activities. The purpose of good Project Planning is to ensure; All
detailed plans for managing the project are defined; Formal commitments are established; Team is ready to execute!!!
Project Planning lays the foundation for organizing, implementing, closing as well as monitoring, evaluating and
controlling a project with a view to realizing the project goal and objectives within the constraints of time, budget, given
requirements and stakeholder expectations. Project Planning reduces uncertainty and increases understanding of the
project as well as boosting efficiency in the way it is being carried out. Many project failures are attributed to mistakes
and shortcomings which occurred in the project’s planning phase.
Effective project planning = readiness for performance.
When Project Planning is not done well….
Poor estimates lead to cost and schedule over runs. Inability to discover deviations from undocumented plans
Resources are not available or applied when needed. Inability to meet commitments PROJECTS FAIL
When Project Planning is not done well….
Why Should we care? Because Customers don’t trust suppliers who waste their resources (i.e. loss of future business)
No lessons learned for future projects means making the same mistakes on multiple projects. Unhappy customers,
employees, stockholders (short life for the business) “IF YOU FAIL TO PLAN, THEN YOU PLAN TO FAIL”
Project Planning Goals
Establish Estimates: Estimates of project planning parameters are established and maintained.
Develop a Project Plan: A project plan is established and maintained as basis for managing the project.
Obtain Commitment to the Plan: Commitments from relevant stakeholders are established and maintained.
Project Planning Context
Relevant Stakeholder-Sponsor
Sponsor: An individual or an organization who has the authority to perform, delegate, or ensure completion of the
following project commitments: Formalization of an agreement with the project delivery organization, Approval to

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proceed with the start of the project or of a project phase, Spending for the cost/price of the project as specified in the
agreement, The sponsor may be internal or external to the project delivery team’s organization.
Project Planning – Establishing Estimates
Project Planning – Develop Project Plan
Project Planning – Obtaining Plan Commitment
Sponsor Agreement Management
The processes necessary to build the agreement; Present it to the sponsor; Negotiate the changes; And at the end of the
project or phase, close out the agreement.
Phase end reviews should be used to help the sponsor determine if the project should continue to next phase
Project Planning Checkpoint
As a project manager you must; Validate financial commitment to the business. Set expectation with client and project
sponsor. Recognize that this is hard go/no go decision. Have your project team committed to the plan. Be ready to be
accountable for the project execution. Project Planning is crucial point in the project life cycle when you decide if the
project is ready to commit to future execution tasks
How does an estimate become a budget
• Validate estimate with the project team
• Review assumptions, hours, risks etc.
• Validate estimate with the sponsors, financial executive, quality assurance team ..
• Business rationale, timings and cost estimates, any cost buffers or contingency reserves, profit
contribution…
• Baseline the budget
• Report monthly status .
• Plan what the senior management would like to see
Few Causes of troubled projects (Planning Phase)

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Failure to set and manage customer expectations
Customer unprepared to take on project responsibilities
Lack of common understanding of requirements
Poor quality proposals
Lack of information in charter
Unclear organization roles and responsibilities
Failure to plan and manage project risks
Lack of defined quality control mechanisms
Inaccurate and uncommitted project estimates…..
Project Plan Templates
Project Management Plan
Uses outputs from other planning processes to create a consistent and coherent document that can be used to guide both
project execution and project control. Formal, approved document used to manage and control project execution. Project
plan must be revised, reviewed, and revisited throughout the project and used as the axis around which all subsequent
communications revolve.
Formal, approved document used to manage and control project execution. Includes…. Project Charter, WBS - Task
and resource assignment, Major milestones and baseline target delivery dates, Project Communication Plan,
Responsibility Assignment Matrix, Risk Management document, Issues Management Document, Change Management
Document, Milestone Chart, Project Status Plan template, Quality Assurance Document, Lessons Learned …..
The quality of the project plan is determined primarily by the quality of the information used, the knowledge and
experience of the stakeholders who are assigned the responsibility of developing the plan and the resources and time
frame made available for it.
Project plans are not static entities. They must be periodically updated as and when new information which warrants a
modification or revision of the project scope, requirements and specifications, cost, schedule, risks, stakeholder
informational needs and so forth comes to light. Ideally, anything that may have an impact on the project should be
considered in developing the project plan.
The Project Management Plan is the key deliverable output of the project planning phase. The Plan will include, inter
alia, specific information on the individual project activities and tasks that need to be performed, why they need to be
done, when they will be done and who will do them, what resources are needed and what criteria must be met in order
for the project to be considered successful.
Work Breakdown Structure
is a deliverable-oriented hierarchical decomposition of a project into smaller components to be executed by the project
team. A work breakdown structure is a key project deliverable that organizes the team's work into manageable sections.
Divides the whole project into work elements that represent singular work units, assigned either to the organization or
to an out-side agency, such as, a contractor or project partner The underlying philosophy of the WBS is to divide the
project into assignable “work packages” for which accountability can be expected Projects are planned, organized and
controlled around the lowest level of the WBS, i.e., the work packages. Work Breakdown Structure (WBS) is a tool in
which we break the activities further down to implement sub-activities.
WBS is used throughout the project; it needs to be revised in event of any changes or updates.
The WBS serves as the framework on which project is built and as the “map” for project execution. WBS focuses
attention on project objectives and encourages detailed planning and documentation. It clarifies responsibilities and
identifies elements for estimating and work assignment. WBS is used throughout the project; it needs to be revised in
event of any changes or updates. WBS is the cornerstone of quality project planning!!
Developing Work Breakdown Structure
Gather all project-related materials that define solution, approach and scope. Review WBS for similar projects. Prepare
a hi-level WBS representing “WHAT”. Refine and decompose to manageable and track-able level. Involve responsible
project team members in developing WBS. Include project support elements such as PMIS, quality assurance. Avoid
developing details before it is needed. Review structure with responsible stakeholders; get buy-in from those responsible
for deliverables. Add appropriate elements to manage risk. USE GOOD JUDGEMENT-THERE ARE NO HARD AND
FAST RULES.
Set of Templates include
Project Charter Document, Project Communication Plan, Responsibility Assignment Matrix, Risk Management
Document, Issues Management Document, Change Management Document, Milestone Chart Template, Project Status
Plan template, Lessons Learned Report, Performance Management Plan
Project Charter

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A document that formally authorizes a project or phase and documenting initial requirements that satisfy stakeholders’
needs and expectations. Project Sponsor signs the charter so the project could go in planning phase. We have developed
a general project charter template which can be customized
A document that formally authorizes the existence of a project. (PMI). Provides the project manager with the authority
to apply organizational resources to project activities issued by the Project Sponsor or a senior official outside the level
of project organization It should include Reasons for undertaking the project Project objectives and constraints
Identification of main stakeholders
Information contained in – or referred to in other project documents – the Project Charter may span the following:
Project Background, Purpose for undertaking the project, Project Justification, Requirements, Stakeholder expectations
from the project, Assumptions and Constraints, Project Organization, Stakeholder Roles and Responsibilities, Schedule
and milestones, Indication of budget, Supporting infrastructure
Project Communication Plan
Many experts say that the greatest threat to the success of any project is a failure to communicate. Project Plan itself is
the most meaningful communication vehicle in the entire arsenal. Communication Plan should be a comprehensive
plan.
Responsibility Assignment Matrix (RAM)
A matrix that maps the work of the project as described in the WBS to the people responsible for performing the work
as organizational breakdown structure. RAM is very important document so the project staff is clear about their roles
and responsibilities.
Risk Management Document
Risk: An uncertainty that can have a positive or negative effect on meeting project objectives. Risk Management Plan:
A plan that documents the procedures for managing risks throughout a project. Risk Register is a document that contains
results of various risk management processes, often displayed in a table or spreadsheet format. A tool for documenting
potential risk events and related information.
Issues Management Document
Issue: A matter under question or dispute that could impede project success. When Risk occurs it becomes an issue.
Issue Management Template, documents all issues and how they should be resolved.
Change Management Document
When issues cannot be dealt with, they become changes. Change management is very important for the project and it
should be done through change control board. Change Management Document is supported by Change Request Form(s)
to formally make changes in the project. Change Request Log should be updated whether change request is approved
or rejected.
Milestone Template
Milestone is a significant event on a project with zero duration. We have designed milestone chart as certain activities
need to be completed to move on to the next phase. Milestones serve as a marker to help in identifying necessary
activities, setting schedule goals and monitoring progress.
Project Status Plan Template
It describes where the project stands at a specific point in time. Project Status is generated periodically depending upon
the length of the project as per requirement.
Lessons Learned Report
Reflective statements written by project managers and their team members to document important things they have
learned from working on the project. It is a best practice to document the lessons learned on periodic basis.
Troubled Projects
Before the countless, money-wasting, reputation-busting projects of the world were failed projects, they were troubled
projects. “Troubled” means that the project’s variance trends of time, cost and scope have exceeded acceptable levels
and, without immediate intervention, the project will continue on a path to failure.
Project failure can occur for an infinite number of reasons. Sometimes it’s out of your control. Maybe unexpected and
unplanned-for requirements changes caused your team to miss a series of deadlines. Maybe you lost a key member of
your project team. Maybe you were given unrealistic deadlines. Maybe you underestimated the time a project would
take. Maybe you didn’t take steps to ensure quality.... Projects don’t go from on track to failed overnight. They first
become troubled. The “troubled” period, however distressing, is an opportunity—often the absolute last opportunity—
to turn things around and make the project a success. A Standish CHAOS Chronicles report states that only 52 percent
of completed projects meet their proposed functionality. The same study, based on more than 13,000 U.S. projects,
reports that successful projects made up “just over a third or 34 percent of all projects”—meaning, the other two-thirds
are failing. Another report on 9,236 information technology (IT) projects showed that project success rates have settled
at a startling 28 percent. (The Standish Group 2003). In 2002 Nike shares tumbled 20 percent upon news that their i2

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Technologies supply chain project was in trouble. As a result, Nike lost $100 million in orders because the system
wasn’t “up and running” (Worthen).
Characteristics of a Troubled Project
No one has a firm idea of when the project will be finished and most people have given up trying to guess. The product
is laden with defects. Team members are working excessive hours—20 or more hours per week of involuntary overtime.
Management has lost its ability to control progress or even to ascertain the project’s status with any accuracy. The
customer has lost confidence that the project team will ever deliver the promised goods. The team is defensive about its
progress. Relations between project team members are strained. The project is on the verge of cancellation. The morale
of the project team has hit rock bottom. The customer is threatening legal action.
Crisis and Project life cycle
Projects almost always become troubled toward the end of the project life cycle. Thus, the crisis point occurs near the
point at which the project should be close to full-scale implementation. Obviously, this is the worst possible time for
things to go awry. You do not have the luxury of taking your time to do the requisite assessment and put a recovery
plan into motion. Sponsors, clients, customers and other stakeholders will demand immediate results, findings and
corrective actions. There will be increased management attention and scrutiny on all activities from this crisis point
forward.
Potential Root Causes of Troubled Projects
Failure to
properly set and manage customer expectation. reach common understanding of project and product goal
establish accurate project estimates. plan for project risks. engage independent Quality Assurance reviews
engage sponsors appropriately. acquire skilled resources for the project. establish control of the project in the initial
phase of kickoff. understand project organization and roles. establish project management procedures
conduct project management reviews. implement change control process and CCB commitment. complete preceding
phase formally and starting of new project phase. retain key project employees
Preventing Root Cause of Troubled Projects
Failure to properly set and manage customer expectation: Try to “Under Promise” and “Over Deliver”. Inform the
customer of any “bad news” as early as possible while demonstrating commitment to resolve the issue. Establish formal
standing meeting to review status, risks and issues. Share test plans, test data and quality assurance reviews. Encourage
participation in CCB meetings and approval of “beneficial changes” only. Have the customer prioritize issues and
changes, this will give them insight into any possible delays in project schedule down the road. Share project or product
status, tactfully but truthfully
Failure to establish accurate project estimates: Try to get project team member’s commitment to their assigned task
estimates. Team member’s ownership and accountability should be established. Utilize experienced project personnel
to develop or validate estimates. Make adjustments for unknown risks, training, administrative tasks, testing and
corrective measures etc. Plan for technical reviews at several appropriate project stages with consultants or experienced
staff to “re-validate” estimates. (if there are concerns with meeting final project delivery date).
Failure to acquire skilled resources for the project: Try to start the project staff acquiring process as soon as possible.
Formally commit project resources prior to committing implementation date with the customer. Ensure that HR
Management is ready to meet the needs of key high skilled resources. Provide training and mentoring opportunities.
Clearly define project’s goal and objectives and how it will contribute in meeting the team member’s future aspirations.
Failure to implement change control process and CCB commitment: Always document changes – All changes are
worthy enough to be documented. Establish strict adherence to formal, documented change control process. Acquaint
the customer initially to the change management process by reviewing changes with no schedule or cost impact.
Encourage the customer to put aside funds (5-10%) for approved changes encountered later in the project life cycle. It
should be mandatory participation for all CCB members to review and approve changes affecting project’s triple
constraints. “Allow for electronic approval if unable to participate in the meeting”
Failure to complete preceding phase formally and starting of new project phase especially the planning phase : Never
start execution until completing the planning phase. IF YOU FAIL TO PLAN; YOU PLAN TO FAIL. Never start a
phase or a task until the dependent predecessor tasks have been successfully tested and completed.
Failure to produce and commit to a quality proposal: Avoid committing to a poorly written proposal by non technical
and seldom unskilled marketing and sales personnel. Decline to bid if there is inadequate preparation time for proposal.
Hire independent consultants to validate feasibility and to avoid misrepresentation of facts and figures. Follow legal
terminology and avoid nomenclature that is vague and intangible. Clearly state what is in-scope and what is out of
scope. Obtain agreement on scope before pricing the effort. Review proposal with Legal, Finance and QA departments.
Preventing Troubled Projects from becoming Failed projects

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At the first sign of trouble, define the problem and solution and alert the stakeholders. Involve all stakeholders—politics
are key. Sometimes a little extra effort in inspection, analysis and planning can make the difference between a failed
project and a successful one. Continuous and Sustained Monitoring and Control is necessary and mandatory. DO NOT
RELAX.
Project Execution and Control
Project Implementation
Project Implementation (or Execution) follows up on the phases of project planning and initiation. Project
Implementation integrates human resources and other project resource inputs (financial, physical, informational etc.) to
carry out the project management plan which is the main deliverable of project planning phase.
In the project implementation phase, usually the bulk of project resources and time are utilized on the activities required
in order to produce project deliverables. Project implementation does not always proceed smoothly accor-ding to the
project management plan! Many issues and complications can arise which need to be effectively addressed in order for
the project to be undertaken successfully.
Project Plan Execution and Control
The primary process for carrying out the project plan. The processes and actions to monitor execution of project plan.
Project Manager must integrate and manage multiple processes at any time during the project life cycle.
Project Monitoring and Control
The purpose of Project Monitoring and Control is to; monitor and understand project progress. so that corrective actions
can be taken. when project’s performance deviates from the project plan.
Majority of Project Resources and cost is spent to effectively execute and implement the project activities.
When Project Monitoring and Control is not done well….
Lots of time is spent in meetings trying to discover project status rather than reporting on it. Data needed for
management decisions is unavailable when needed. Actions that should have been taken early on are not identifies until
it is too late.
Why Should we care? Because If you do not know what is going on, corrective actions cannot be taken early when it is
least expensive. Lack of management insight and oversight makes project results highly unpredictable, even later in the
project. If your confidence in the status you give to your customer is low, they probably perceive it.
Project Monitoring and Control Goals
Monitor Project against the Plan: Actual performance and progress of the project are monitored against the project plan.
Manage Corrective action to Closure: Corrective actions are managed to closure when the project’s performance or
results deviate significantly from the plan..
Examples used for Project Monitoring and Control include but is not limited to; Number of open and closed corrective
actions Project milestone dates Number and types of reviews performed Review schedule
Common Issues in Project Implementation
Stakeholders, Risks, Change Management, Monitoring, Evaluation, Control, Costs (actual > budgeted), Time (actual >
allocated), Resource Availability, Performance, Conflicts, Quality Issues, Ethics, External Considerations,
Projects can be very complex undertakings and their implementation may be influenced to a substan-tive degree by a
number of diverse considerations. Implementing projects has a lot to do with effectively managing complexity. This
complexity changes in the course of a project‘s imple-mentation.

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Project Team Performance – The Drivers
Clear project plans and objectives, Good interpersonal relations and shared values, Good project leadership and
credibility, Professional growth potential, Professionally interesting and stimulating work, Project visibility and high
priority, Proper technical direction and team leadership, Qualified, competent team personnel, Recognition of sense of
accomplishment, Management involvement and support
Project Team Performance – The Barriers
Communication problems, Conflict among team members or between team and support organizations, Different
outlooks, objectives and priorities perceived by team members, Poor qualification of team or project leader, Poor trust,
respect and credibility of team leader, Insufficient resources, Insufficient rewards, Lack of project challenge and interest,
Lack of senior management support, interest and involvement, Lack of team definition, role conflict and confusion,
Lack of team member commitment
Effective Team Management – Some Recommendations
Negotiate the work assignment, Communicate organizational goals and objectives, Plan the project effectively, Staff
and organize the project team, Define the project organization, interfaces and reporting relations, Build a high-
performance image, Define work process and team structure, Build enthusiasm and excitement, Ensure senior
management support, Define effective communication channels and methods, Build commitment, Conduct team-
building sessions, Ensure project leadership, Create proper rewards systems, Manage conflict and problems, Ensure
personal drive and involvement
Project Closure
Consists of documenting project results to formalize acceptance of the product of the project by the project sponsor or
the customer Includes; Lessons learned, Historical archives, Customer or End User Sign Off, Team appraisals etc…..
The purpose of Project Closure
is to ensure;
• project is formally accepted or terminated
• Contractual obligations are met
• Project records are completed, saved and archived
• Essential documentation is retained

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• Resources (3M-Man, machine, material) are released
• Finance books are complete
• Performance appraisals are complete
• Human Resources are let go on positive note
• Project Close out plan and it’s activities are part of the WBS tasks and resources should be committed to ensure
successful closure.
If you don’t start thinking of closeout from the beginning then you will not be able to close out at the end.
Project Closure Activities
• Project plan updates complete
• Documentation Archived
• Legal Contract Closure
• Administrative Closure for Resources
• Team appraisal with development suggestions
• Positive team closure
• Preventive/Corrective actions
• Lessons learned
• Sponsor and end user sign off document
Project Manager Closure Responsibilities
• Completion of project documentation: Completeness of tasks, All terms of agreement
• Releasing technical environment: Transfer assets, Transfer warranty, operation and maintenance support
• Secure intellectual capital: Include methods and processes developed, Products developed during the project
• Prepare project evaluation report: Document and communicate lessons learned to management, Performance
reviews submitted to the functional managers
Major Tasks of Project Closure
1. Evaluate if the project delivered the expected benefits to all stakeholders.
• Was the project managed well?
• Was the customer satisfied?
2. Assess what was done wrong and what contributed to successes.
3. Identify changes to improve the delivery of future projects.
Project Monitoring Activities
• A review of why the project was selected.
• A reassessment of the project’s role in the organization’s priorities.
• A check on the organizational culture to ensure it facilitates the type of project being implemented.
• An assessment of how well the project team is functioning well and if its is appropriately staffed.
• A check on external factors that might change where the project is heading or its importance.
• A review of all factors relevant to the project and to managing future projects.
Project Closure and Review Deliverables
Types of Project Closure
Normal, Premature, Perpetual, Failed Project, Changed Priority
Close-out Plan: Questions to be Asked
What tasks are required to close the project? Who will be responsible for these tasks? When will closure begin and end?
How will the project be delivered?

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Implementing Closedown
Getting delivery acceptance from the customer. Shutting down resources and releasing to new uses. Reassigning project
team members. Closing accounts and paying all bills. Evaluating the project team, project team members, and the project
manager.
Creating the Final Report
Executive Summary
Project goals met/unmet, Stakeholder satisfaction with project, User reactions to quality of deliverables
Analysis
Project mission and objective , Procedures and systems used, Organization resources used
Recommendations
Technical improvements, Corrective actions
Lessons Learned
Reminders, Retrospectives
Appendix
Backup data, Critical information
Project Performance Evaluations
Reasons for Poor-Quality Project Performance Evaluations:
– Evaluations of individuals are left to supervisors of the team member’s home department.
– Typically measure team performance only on time, cost, and specifications.
Pre-Implementation Conditions: Team
• Are standards and goals for measuring performance clear, challenging, and attainable? Lead to positive
consequences?
• Are responsibilities and performance standards known by all team members?
• Are team rewards adequate? Management believes teams are important?
• Is there a career path for successful project managers
• Does the team have discretionary authority to manage short-term difficulties?
• Is there a high level of trust within the organization culture?
• Are there criteria beyond time, cost, and specifications?
Project Performance Evaluation: Individual
• Performance Assessment Responsibilities:
– Functional organization or functional matrix: the individual’s area manager.
• The area manager may solicit the project manager’s opinion of the individual’s performance
on a specific project.
– Balanced matrix: the project manager and the area manager jointly evaluate an individual’s
performance.
– Project matrix and project organizations: the project manager is responsible for appraising individual
performance.
Conducting Performance Reviews
• Begin by asking the individual to evaluate his or her own performance.
• Avoid drawing comparisons with other team members; rather, assess the individual in terms of established
standards and expectations.
• Focus criticism on specific behaviors rather than on the individual personally.
• Be consistent and fair in treatment of all team members.
• Treat the review as one point in an ongoing process.
Individual Performance Assessment
• Multirater appraisal (“360-degree feedback)
– Involves soliciting feedback concerning team members’ performance from all of the people
that their work affects.
• Project managers, area managers, peers, subordinates, and customers.
Retrospectives
• Lessons Learned
– An analysis carried out during and shortly after the project life cycle to capture positive and negative
project learning—“what worked and what didn’t?”
• Goals of Retrospectives

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– To reuse learned solutions
– To stop repetitive mistakes
• Barriers to Organizational Learning
– Lack of post-project time for developing lessons
– No post-project direction or support for teams
– Lessons become blame sessions
– Lessons are not applied in other locations
– Organizational culture does not recognize value of learning
The Value of Retrospective Analyses
• Making Retrospectives Effective:
– Use an independent facilitator to guide the project team through the analysis project activities.
– Include a minimum of three in-process learning gates during the life project cycle.
– Designate a team member as owner for each point in the retrospective.
– Develop an easy-to-use learning repository to ensure future utilization of retrospective lessons.
– Mandate use of retrospectives as part of the normal process for all projects.
Characteristics of a Facilitator
1. No direct involvement or direct interest in the project.
2. Perceived as impartial and fair
3. Respect of senior management and other project stakeholders.
4. Willingness to listen.
5. Independence and authority to report results without fear of recriminations from special interests.
6. Perceived as having the best interests of the organization in making decisions.
7. Broad-based experience in the organization or industry.
Initiating the Retrospective Review
• Have automatic times or points when reviews will take place. Avoid surprises.
• Conduct reviews carefully and with sensitivity
• Review staff must independent from the project.
• Review reports need to be used and accessible.
• Reviews support organizational culture
• Project closures should be planned and orderly.
• Certain “core conditions” must be in place to support team and individual evaluation.
• Conduct individual and team evaluations separate from pay or merit reviews.
The Retrospectives Process
Conducting a Retrospective Analysis
• Initiation and Staffing
• Data Collection and Analysis
• Reporting
Project Process Review Questionnaire
1. Were the project objectives and strategic intent of the project clearly and explicitly communicated?
2. Were the objectives and strategy in alignment?
3. Were the stakeholders identified and included in the planning?
4. Were project resources adequate for this project?
5. Were people with the right skill sets assigned to this project?
6. Were time estimates reasonable and achievable?
7. Were the risks for the project appropriately identified and assessed before the project started?
8. Were the processes and practices appropriate for this type of project? Should projects of similar size and type
use these systems? Why/why not?

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9. Did outside contractors perform as expected? Explain.
10. Were communication methods appropriate and adequate among all stakeholders? Explain.
11. Is the customer satisfied with the project product?
12. Are the customers using the project deliverables as intended? Are they satisfied?
13. Were the project objectives met?
14. Are the stakeholders satisfied their strategic intents have been met?
15. Has the customer or sponsor accepted a formal statement that the terms of the project charter and scope have
been met?
16. Were schedule, budget, and scope standards met?
17. Is there any one important area that needs to be reviewed and improved upon? Can you identify the cause?
Organizational Culture Review Questionnaire
1. Was the organizational culture supportive for this type of project?
2. Was senior management support adequate?
3. Were people with the right skills assigned to this project?
4. Did the project office help or hinder management of the project? Explain.
5. Did the team have access to organizational resources (people, funds, equipment)?
6. Was training for this project adequate? Explain.
7. Were lessons learned from earlier projects useful? Why? Where?
8. Did the project have a clear link to organizational objectives? Explain.
9. Was project staff properly reassigned?
10. Was the Human Resources Office helpful in finding new assignments? Comment.
Archiving Retrospectives
• Classifying of Projects: Project type, Size, Staffing, Technology level, Strategic or support, Issues and problems,
Project mission and objectives, Procedures and systems used, Organization resources used
Key Terms
Lessons learned, Organization evaluation, Performance review, Project closure, Project evaluation, Project facilitator,
Retrospective, Team evaluation, 360-degree review