Chapter One: Introduction of Project Planning & Management

1. Alpha University
Faculty Of Social Science
Department Of Social Work.
Course: Project Planning Management
Chapter One: Introduction to Project and Project Management.
Lecturer: Ahmed Muse

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Project
Meet Regulatory,
Legal, Or Social
Requirements
Satisfy
Stakeholder
Requests or
Needs
Create, Improve
of Fix Products,
Processes, or
Services
Implement or
Change Business
or Technological
Strategies
What is a Project?
“A project is a temporary endeavour undertaken
to create a unique product, service, or result.”
Temporary – Definitive beginning and end.
Unique – New undertaking, unfamiliar ground.
In addition, projects:
• Drive change (from a current to a future state)
• Enable business value creation – benefits,
which may be either tangible, intangible, or
both.
• Are created because of one of the four areas
shown in the project initiation context (see
diagram).

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What is Project Management?
• Project Management is the application of skills, knowledge,
tools and techniques to meet the needs and expectations of
stakeholders for a project.
• The purpose of project management is prediction and
prevention, NOT recognition and reaction.
• Project Management enables organizations to execute projects
effectively and efficiently.
• Project Management consistently delivers business value to the
organization, helping them to remain competitive in the global
economy.

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Cost
Resources Quality
Risk
Triple Constraint Triangle
• This is known as the triple constraint triangle
– Scope
– Schedule
– Cost
• A change to any side of the triangle will likely result in
or lead to an impact of one or more of the other sides
• Terms inside the triangle are called secondary
constraints
– Quality
– Resources
– Risk

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Project Success

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Project Failure

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Key Areas of Project Management
 Scope Management
 Issue Management
 Cost Management
 Quality Management
 Communications Management
 Risk Management
 Change Control Management

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Scope Management
 Primarily it is the definition and control of what IS and IS NOT included in the
project.

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Issue Management
 Issue management is the process of identifying and resolving challenges/problems.
Problems with staff or suppliers, technical failures, material shortages, these might all
have a negative impact on your project.
 Issues are restraints to accomplishing the deliverables of the project and they can be:
o Technical: Relating to a technical problem in the project.
o Business process: Relating to the project's design.
o Change management: This refers to the process of managing a project team and monitoring their
activities, other stakeholders, or environmental changes, to meet project goals.
o Resource: Relating to equipment, material, or people problems.
o Third party: Relating to issues with vendors, suppliers, or another outside party.

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Cost Management
 This process is required to ensure the project is completed within the approved
budget and includes:

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Quality Management
 Quality Management is the process that insure the project will meet the needs.
 Project quality management is the process of continually measuring the quality of all activities
and taking corrective action until the team achieves the desired quality. Quality management
processes help to:
o Control the cost of a project
o Establish standards to aim for
o Determine steps to achieve standards

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Communications Management
 This process is necessary to ensure timely and appropriate generation, collection,
dissemination, and storage of project information.
 There are 3 primary steps in the communications management process:
o Plan communications
o Manage communications
o Control communications

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Risk Management
 When you start the planning process for a project, one of the first things you need to
think about is: what can go wrong? It sounds negative, but pragmatic project managers
know this type of thinking is preventative. Issues will inevitably come up, and you need a
mitigation strategy in place to know how to manage risks when project is planning.
 Project risk management is the process of identifying, analyzing and responding to any
risk that arises over the life cycle of a project life to help the project remain on track and
meet its goal.
 Risk management isn’t reactive only; it should be part of the planning process to figure
out the risk that might happen in the project and how to control that risk if it in fact
occurs.

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Change Control Management
 Define how changes to the project scope will be executed.

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Program
Project
alpha
Project
beta
Program
gamma
What is a Program?
 A program is “a group of related projects, subsidiary
programs, and program activities managed in a
coordinated manner to obtain benefits not available
when managing them individually”.
 Projects in a program can run in parallel, in series, or
in a combination of both. Therefore, programs can
be finite or ongoing.
 Project managers report to the program manager,
who reports either to a senior sponsor or to the
board of directors.

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Sales and
services
portfolio
Electrical (E)
programs
Project beta Project gamma
Operations
Subsidiary
portfolio alpha
What is a Portfolio?
 A portfolio in project management refers to a grouping of
projects, and programs.
 The purpose of a portfolio is to establish centralized
management and oversight for many projects and programs.
A portfolio also helps establish standardized governance
across the organization.
 The purpose of creating and managing a portfolio is to
ensure the business takes on the right projects and that they
align with the company’s values, strategies, and goals.
 Simple Definition: Manage several projects and coordinate
them to achieve specific organizational objectives.
 See the comparative overview of projects, programs, and
portfolios.

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How does a portfolio relate to programs and projects?
 Portfolios are created to ensure projects and
programs align with the strategy of the business.
Let’s take an example a company which builds
and repairs ships. The construction of a naval
ship would be a project. The repairs of a
commercial ferry would be another project.
These two projects are unlikely to be grouped
into a program because they’re not very similar.

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Cont….
 If there were five separate projects to construct five separate naval ships, they would
likely have many factors in common, such as:
o Similar scopes
o Common requirements
o The same resource demands
o Shared stakeholders
o Identical quality measures
o Similar timelines, and so on
 Therefore, management may decide it’s best to group them as a program under a
program manager. This could allow for opportunities, such as discounts for ordering five
ships worth of material together. It could also assist with sharing resources, knowledge,
best practices, and other assets across projects.