Amhara

Leadership
Academy
Development Project
and
Program Management

CHAPTER

4 PROJECT MANAGEMENT
AND PROJECT MANAGER

Melkemariam Genet
 Contents
❑ What is project Management?
❑ Comparison of project Management and Operation
❑ History of project Management
❑ Project Management process Groups
❑ Description of PMBOK Knowledge areas
❑ Approaches to project Management
❑ Project Manager: One Title, Many Roles
❑ Key Skills of Project Manager
❑ Qualities of Successful Manger
❑ Project Board
2
What is project
Management?

3
 Project Management
 Project management is the discipline that relates all of
those words that you thought of that apply to project.
This discipline cultivates the expertise to plan, monitor,
track, and manage the people, the time, the budget, and
the quality of the work on projects.

 It’s a process of managing resources in such a way that

a project is completed within defined scope, quality,
time, and cost constraints.

 Project management is a proactive style of

management. Negotiation techniques and good
communication and analytical skills are integral parts of
this approach. Another key ingredient is the evaluation
of performance against those objectives. Central to this
management style is the application of high standards
of quality to the project work.
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 Project Management

 According to the PMBOK® Guide – Sixth

Edition, project management professionals oversee
organizational projects, determining the scope and
objectives, planning the project stages, managing
the execution, and closing the project.

 Resources are typically allocated to the project for a

fixed duration, and the project manager is
responsible for coordinating those resources to
ensure the project is executed correctly, on time and
in budget.

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 Project Management
 Project management is the application of processes,
methods, skills, knowledge and experience to achieve
specific project objectives according to the project
acceptance criteria within agreed parameters. Project
management has final deliverables that are constrained
to a finite timescale and budget.

 A key factor that distinguishes project management

from just 'management' is that it has this final
deliverable and a finite timespan, unlike management
which is an ongoing process. Because of this a project
professional needs a wide range of skills; often technical
skills, and certainly people management skills and good
business awareness.
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 Project Management

 Project management is a set of principles, methods, tools, and

techniques for the effective management of objective-oriented
work in the context of a specific and unique organizational
environment.
 The project management process encompasses these
tasks:
 Assembling a project team with the expertise
necessary to execute the project
 Establishing the technical objectives
 Planning the project
 Managing changes to the scope
 Controlling the undertaking so that it is completed on
schedule and within budget
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 Project Management
 Project management is both a science and an art. It is
perceived as a science because it is supported by
charts, graphs, mathematical calculations, and other
technical tools. Producing these charts requires the hard
skills to manage a project. But project management is
also driven by political, interpersonal, and organizational
factors—thus the “art” of project management.
Communication, negotiation, and conflict resolution are
only a few of the soft skills used in the art of project
management.

 Project management is the application of knowledge,

skills, tools, and techniques to project activities to
meet the project requirements.

8
 Project Management
Managing a project typically includes, but is not limited to:
 Identifying project requirements;
 Addressing the various needs, concerns, and expectations of
stakeholders;
 Establishing and maintaining active communication with
stakeholders;
 Managing resources; and
 Balancing the competing project constraints, which include but are
not limited to:
❖ Scope,
❖ Schedule,
❖ Cost,
❖ Quality,
❖ Resources, and
❖ Risk
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 Comparison of project
Management and Operation

10
 Comparison of project Management and
Operation
 The Project Management Institute (PMI) defines a project as a
temporary endeavor undertaken to create a unique product,
service, or result.
 Business operations, on the other hand, are ongoing activities
that produce long-term, repetitive outputs, such as
manufacturing products or supplying services.
 A project is a temporary undertaking, with a fixed start and end
date to innovate a new outcome, whereas an operation is
outside the scope of a project, fixed and focused on efficiency.
The desired results for project management will be unique to
each project; however, an operations manager’s focus does not
change.
 Therefore, an operations manager’s role is ongoing, whereas a
project manager’s role in regards to a specific project is
temporary in nature.
 Other key differences between the two positions are focused
around specific responsibilities, skills, and education required for
success.
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 Comparison of project Management and Operation …
Roles and Responsibilities
Project managers are
expected to:
 Manage teams
 Plan and define projects
 Coordinate and oversee
the execution of projects
 Manage the schedule
 Monitor the budget
 Measure and report
progress
Operations managers
 Identifying and addressing
problems and opportunities
 Managing the budgeting,
planning, reporting, and
auditing
 Ensuring regulatory
compliance
 Developing operational
policies and procedures
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 Comparison of project Management and Operation…
Important Skills
In order to be effective, project managers and operations
managers must both have certain essential skills:
▪ Effective communication between team members, key
stakeholders, vendors, and everyone else involved in a project or
operation
▪ Time management to keep tasks and activities on track and
according to schedule
▪ Leadership skills to effectively manage a team and offer
coaching or motivation when required
▪ Organizational acumen to keep track of all of the various
complex moving pieces involved in a project or ongoing
operations of a business
▪ Problem solving and adaptability required to be flexible and
make adjustments as necessary
▪ Technical expertise in your specific domain or industry, to help
anticipate problems and solutions before they occur
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History of project Management

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 History of Project Management
 Project management isn’t new, but the
history of project management is a relatively
new development.
 The earliest achievements include; Egyptian
Pyramids, the Great Wall of China and the
Axumite Civilization and Lalibela, and the
like
❑ But as to how they were managed remains
rather obscure
 In fact, project management then and now
are totally different in several respects
 Captives and conscripts must have been
involved in the past. As a result, early
achievements were results of involvement of
vast armies of people.
History of Project Management
History of Project Management
 History of Project Management….
The Pre-History of Project Management
Before the profession of project management was defined
there were projects, but they didn’t share many of the
foundations that hold up project management today.
 The earliest achievements include; Egyptian
Pyramids (2500 BC), the Great Wall of China
and the Axumite Civilization and Lalibela,
and the like
 History of Project Management….
The Modern History of Project Management
The Principles of Scientific Management: In 1911, the
publication of Frederic Taylor’s The Principle of
Scientific Management.
The Gantt Chart: Henry Gantt might be the father of
modern project management. In 1917, he created the
eponymous scheduling diagram
The American Association of Cost Engineers: a
collection of project managers and associated
specialists of planning, scheduling, cost estimating
and other related fields
 The Modern History of Project Management
The Critical Path: is a technique that is used to predict how long a project will
take.

Program Evaluation Review: In 1958, the United States Department of

Defense’s US Navy Special Projects Office developed the Program Evaluation
Review (PERT). It focused on the time needed to complete each task and
identified the minimum amount of time required to finish the whole project.

Work Breakdown Structure: first came about in the United States Department
of Defense. The WBS is a complete hierarchical tree structure of the
deliverables and tasks needed to complete a project.

The International Project Management Association (IPMA): In 1965. It is the

world’s first project management association.. As of 2012 it had over 120,000
members.

The Project Management Institute (PMI): was founded by five volunteers in

1969. It published A Guide to the Project Management Body of
Knowledge (PMBOK), which outlines the processes and knowledge areas of
project management and became standard in 1998. PMI is also a certification
body, offering both the Certified Associate in Project Management (CAPM)
and the Project Management Professional (PMP).
 The Modern History of Project Management….
Theory of Constraints: was developed to help an organization meet its goals. The
title comes from the idea that a manageable system is limited in achieving its
goals by several constraints. The theory was applied to the creation of the
Critical Chain Project Management.
Scrum: The Agile software development model that incorporates multiple small
teams working intensely and interdependently is known as Scrum, which was
named as a project management style in 1986.
Earned Value Management: (EVM) helps measure project performance by using a
systematic project management process to find variances in projects based on
the comparison of work performed and work planned.
PRINCE: The UK government created Projects In Controlled Environments
(PRINCE) as its standard for all information systems projects in 1989.
Critical Chain Project Management: (1997) it keeps resources levelly loaded, while
remaining flexible to their start times, and switching between tasks when
necessary to keep the project on schedule.
The Agile Manifesto: 1970s Agile as a project style was codified with the creation
of the Agile Manifesto or the Software Development Manifesto, in 2001.
 History of Project Management

 Drivers
of the evolution of modern
management:
a) Development of management thought
b) Creation of special tools and techniques
c) Development of information and
communication technologies
d) Socio-economic, natural and political
influences
e) Expanding scope of project management
Project Management
process Groups

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 Description of project Management and
process Groups
 The project management processes are a part of
those project management knowledge areas. All
of these project management processes belong
to five major project management process
groups.
 Five Project management process groups are
called
❑ Initiating,
❑ Planning,
❑ Executing,
❑ Monitoring and controlling
❑ Closing
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 Project Management process Groups
• Initiating phase triggers the planning process group.
After preparing the required documents and steps for
initiating the project the next process group begins.
• Planning phase triggers the execution process group.
The project must have a proper planning in order to start
the execution phase.
• Execution is the phase where the most of the project
work is delivered.
• Monitoring and controlling is the only project
management process group that interacts with all other
four. In this phase, the project team checks whether
everything is going as planned.
• Closing helps to close the project after all objectives are
met. 25
26
 PMBOK
Knowledge Areas

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 PMBOK Knowledge Areas
1. Project Integration Management
2. Project Scope Management
3. Project Schedule Management
4. Project Cost Management
5. Project Quality Management
6. Project Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholder Management.

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 Project Management Knowledge Areas

1. Project Integration Management: includes the

processes and activities needed to identify, define,
combine, unify, and coordinate the various processes and
project management activities within the Project
Management Process Groups
2. Project Scope Management: includes the processes
required to ensure that the project includes all the work
required, and only the work required, to complete the
project successfully
 Project Management Knowledge Areas….

3. Project Time Management: includes the processes

required to manage the timely completion of the project.
It is about tracking our schedule

4. Project Cost Management: includes the processes

involved in planning, estimating, budgeting, financing,
funding, managing, and controlling costs so that the
project can be completed within the approved budget

5. Project Quality Management: includes the processes

and activities of the performing organization that
determine quality policies, objectives, and responsibilities
so that the project will satisfy the needs for which it was
undertake
 Project Management Knowledge Areas…
6. Project Human Resource Management:
includes the processes that organize, manage, and lead
the project team

7. Project Communications Management:

includes the processes that are required to ensure timely
and appropriate planning, collection, creation, distribution,
storage, retrieval, management, control, monitoring, and
the ultimate disposition of project information

8. Project Risk Management: includes the processes

of conducting risk management planning, identification,
analysis, response planning, and controlling risk on a
project
 Project Management Knowledge Areas…

9. Project Procurement Management: includes the

processes necessary to purchase or acquire products,
services, or results needed from outside the project
team

10. Project Stakeholder Management: includes the

processes required to identify all people or
organizations impacted by the project, analyzing
stakeholder expectations and impact on the project, and
developing appropriate management strategies for
effectively engaging stakeholders in project decisions
and execution
 Self-Check Exercise
Match
1 Integration A. Defining contracts and choosing a contractor
2 Scope B. Keeping everybody working toward the same goal and
dealing with changes
3 Quality C. Budgeting your project and tackling the money you are
spending
4 Cost D. Getting people who will do the work and keeping them
motivated
5 Procurement E. An individual, group, or organization who may affect, be
affected by, or perceive itself to be affected by a
decision, activity, or outcome of a project.
6 Time F. Making sure that you build the right product and that you
do it as effectively as possible
7 Stakeholder G. Figuring out who should talk to whom to keep everybody
in the loop about your project
8 Communication H. Estimating the duration a project will take
9 Human Resources I. Defining the work that you will (won’t) do on the project
10 Risk J. Planning for things that would happen (positive or
negative) and dealing with them whey they occur
 Self-Check Exercise
Match
1 Integration A. Defining contracts and choosing a contractor
2 Scope B. Keeping everybody working toward the same goal and dealing with
changes
3 Quality C. Budgeting your project and tackling the money you are spending

4 Cost D. Getting people who will do the work and keeping them motivated

5 Procurement E. An individual, group, or organization who may affect, be affected by,

or perceive itself to be affected by a decision, activity, or outcome of
a project.
6 Time F. Making sure that you build the right product and that you do it as
effectively as possible
7 Stakeholder G. Figuring out who should talk to whom to keep everybody in the
loop about your project
8 Communication H. Estimating the duration a project will take

9 Human Resources I. Defining the work that you will (won’t) do on the project

10 Risk J. Planning for things that would happen (positive or negative) and
dealing with them whey they occur
Approaches to
Project Management

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 Approaches to project Management
 The number — and complexity — of projects
undertaken by organizations is on the rise globally.
 The global economy has become more project-oriented,
as the practice of project management expands within
industries that were traditionally less project-oriented
 With more projects to manage, and more intricacy
within those projects, project managers are increasingly
turning to tried-and-true methodologies to help them
stay organized and maximize workflow efficiency. Each
project management approach works best for certain
kinds of projects.

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 Approaches to project Management
Traditional project management approaches
Some of the most well known project management approaches were developed for
industries like manufacturing or engineering, which produce physical products such
as buildings, cars, or computers. They include:
• Waterfall: Perhaps the most common way to plan out a project, the waterfall
method is a simple sequential approach. Each single task must be completed
before beginning the next one, leading to the end deliverable. These project
plans can be easily replicated for future use.

• Critical path method: Similar to the waterfall methodology, critical path

method is a sequential approach that allows project managers to prioritize
resources, putting more emphasis and investment into the most important work
and rescheduling lower-priority tasks that may be slowing down the team.

• Critical chain project management (CCPM): This methodology focuses on the

resources needed for each task in the project. Using this approach, the project
manager identifies and allocates resources for the most crucial, high-priority
tasks — the “Critical chain” — as well as builds in buffers of time around these
tasks to ensure the project’s main deadlines are met.
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 Approaches to project Management
Agile project management approaches
• Scrum: This practice disperses the traditional responsibilities
of the project manager among the team members, with a
Scrum Master serving as a leader and facilitator.
• Kanban: Suited for projects with priorities that can frequently
change, Kanban is similar to scrum but progresses on a
continuous basis, rather than in predefined sprint periods.
Work is pulled in when needed and when capacity allows.
• Extreme programming (XP): was developed specifically for
software engineering. It is ideal for scenarios in which clients
are not 100% sure what they need from the end product, and
therefore need many opportunities for testing and feedback.
• Adaptive project Framework (APF): This approach is also
suited to IT projects that need a high level of flexibility and
adaptability. It was developed by industry expert Robert K.
Wysocki and is laid out step by step in his book, Adaptive
Project Framework: Managing Complexity in the Face of
Uncertainty.
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Project Manager:
One Title, Many Roles
Project Manager: One Title, Many Roles

The role of project manager: the

“captain” of the ship, the
“conductor” of the orchestra, the
“coach” of the team, the “catalyst”
of the engine, and so on
 Project Manager: One Title, Many Roles
Key roles played by the project manager:
• Planner: Ensures that the project is defined properly and completely
for success, all stakeholders are engaged, work effort approach is
determined, required resources are available when needed, and
processes are in place to properly execute and control the project.

• Organizer: Using work breakdown, estimating, and scheduling

techniques, determines the complete work effort for the project, the
proper sequence of the work activities, when the work will be
accomplished, who will do the work, and how much the work will
cost.

• Point Person: Serves as the central point of contact for all oral and
written project communications.
 Project Manager: One Title, Many Roles
Key roles played by the project manager:

• Quartermaster: Ensures the project has the resources,

materials, and facilities it needs when it needs it.

• Facilitator: Ensures that stakeholders and team members

who come from different perspectives understand each
other and work together to accomplish the project goals.

• Persuader: Gains agreement from the stakeholders on

project definition, success criteria, and approach;
manages stakeholder expectations throughout the
project while managing the competing demands of time,
cost, and quality; and gains agreement on resource
decisions and issue resolution action steps.
 Project Manager: One Title, Many Roles
Key roles played by the project manager:
• Problem Solver: Utilizes root-cause analysis process
experience, prior project experience, and technical knowledge
to resolve unforeseen technical issues and take any necessary
corrective actions.
• Umbrella: Works to shield the project team from the politics
and “noise” surrounding the project, so they can stay focused
and productive.
• Coach: Determines and communicates the role each team
member plays and the importance of that role to the project’s
success, finds ways to motivate each team member, looks for
ways to improve the skills of each team member, and provides
constructive and timely feedback on individual performances.
• Bulldog: Performs the follow-up to ensure that commitments
are maintained, issues are resolved, and action items are
completed.
 Project Manager: One Title, Many Roles
Key roles played by the project manager:
• Librarian: Manages all information, communications, and
documentation involved in the project.

• Insurance Agent: Continuously works to identify risks and

develop responses to those risk events in advance.

• Police Officer: Consistently measures progress against the

plan, develops corrective actions, and reviews the quality
of both project processes and project deliverables.

• Salesperson: An extension of the Persuader and Coach

roles, but this role is focused on “selling” the benefits of
the project to the organization, serving as a “change
agent,” and inspiring team members to meet project
goals and overcome project challenges.
Key Skills of Project
Manager

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 Areas of Expertise Project
Management Involves
 Project management involves knowledge, tools, techniques
and skills that are unique to it,
 It requires understanding and use of knowledge and skills
from at least five areas of expertise.
 These are:
❑ The project management body of knowledge
❑ Application area knowledge, standards and regulations
❑ Understanding the project environment
❑ General management knowledge and skills
❑ Interpersonal skills.
 Interpersonal Skills
The following interpersonal skills are essential in project management:

❑ Effective communication skills: two way communication;

recognizing one’s strengths and weaknesses

❑ Leadership: being influential on things that matter; style

(autocratic, democratic; laissez-faire) factors behind appropriate
style (the leader, the led, the task, the context); functions;
participation (consultation, consent, consensus); delegation

❑ Motivation: energizing people to achieve high levels of

performance and to overcome barriers to change

❑ Negotiation and conflict management: conferring with others to

come to terms with them or to reach an agreement.

❑ Problem solving: problem definition, alternative identification and

analysis, and decision-making.
 Key Skills of Project Manager

 Leadership  Critical Thinking

 Communication  Task Management
 Scheduling  Quality Management
 Risk Management  A Sense of Humor
 Cost Management  Have Patience
 Negotiating  Tech Savvy

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Qualities of Successful
Manger

49
 The three core characteristics of a
successful project manager

1. Knowledge: knowing all of the tools and

techniques, how and when to use them
2. Performance: knowing what to do is not
enough; one should be working hard to
deliver
3. Personal skills: having the skills to manage
people
A Good Project Manager
 Takes ownership of the whole project
 Is proactive not reactive
 Adequately plans the project
 Is Authoritative (NOT Authoritarian)
 Is Decisive
 Is a Good Communicator
 Manages by data and facts not uniformed optimism
 Leads by example
 Has sound Judgement
 Is a Motivator
 Is Diplomatic
 Can Delegate
Project Board

52
 Project Board
 The project board, also known as the project steering
committee, is responsible for ensuring that the project is
properly managed. The project board may be for that
specific project, or a board may look after a group of
projects in the organisation. Such a group of projects might
be a programme or a group of individual projects.

 For a smaller project, the sponsor may undertake all the

responsibilities for that project.

 For a larger project, the responsibilities may rest with a

project board of which the project sponsor may be the chair.

 In an organisation without the infrastructure to support

projects, the governance may be undertaken by the project
manager who would then be directly responsible to the
organisational management. However, in a large, project-
oriented organisation, the project board sits between any
projects and the organisational senior management. 53
Project
Board

54
Thank You

55